CJASGP

Administration and Management in Criminal Justice

Chapter 9 Outline

1. Police History

a. Colonial America

i. Watchmen responsible for patrolling town borders

ii. Problems of corruption, poor compensation, reactive

iii. Over time, viewed as inadequate

b. Policing in the 1800s

i. Not easy to organize full-time departments

1. Concern over government suppression

2. Concern about borrowing a model from England

ii. Overcoming this concern

1. Crime was increasing

2. Local control

iii. Characteristics

1. Initially unarmed

2. Visible patrol to deter crime

3. Broad police function

iv. Politics

1. Those in power controlled hiring, promotions, and enforcement of laws

2. The police became an arm of those in power

c. Professionalization

i. Separate police from politics

ii. Encourage college education for police officers

iii. Improve the training of police officers

d. Modern policing issues

i. Hire more minority and female officers

ii. Increase sensitivity and diversity training

iii. New philosophies of policing

1. Community-oriented policing

2. Problem-oriented policing

2. Federal Policing

a. There is no nationwide or federal police force

b. Many different agencies with law enforcement responsibilities

c. Agencies emerged to respond to challenges associated with responsibilities of the federal government

3. Functions of Police

a. Crime-Related: enforce laws, apprehend criminals, etc.

b. Order-Maintenance: restoring peace is goal; officer may or may not make an arrest

c. Crime-Prevention: deter criminal activity; educate public about crime

4. Organizational Structure of Police Organizations

a. External control

i. Police department controlled by city mayor or city manager

ii. Mayor hires and fires chief in most places

b. Internal control

i. Chief is at the top of the chain of command

ii. Two divisions of labor

1. Operations

2. Administrative/staff/support services

c. Traditional structures

i. Paramilitary formal: orders/rules and rigid chain of command

ii. Three levels of management

1. Top management

2. Middle management

3. Lower level management

iii. Problems with traditional structures

1. Innovative thought is discouraged; workers are to follow orders

2. There is a disconnect between workers and managers

3. Rigid structures are difficult to change in dynamic environments

d. Responding to problems associated with police organizational structures

i. Specialization of services: officers should be specialists rather than generalists

1. Requires more educated employees, greater wages, and more flexible management

2. Challenges: officer boredom; tasks are disconnected; visible patrol is reduced; inability to see big picture

ii. Professionalization

1. Upgrade the profession; adopt higher standards of performance and ethics; increase training and promotion opportunities

2. Higher education

a. Research is not clear as to benefits

b. Departments requiring a college degree would have to pay higher wages

c. Educated workers more likely to challenge status quo

d. Workers may find work monotonous and rules stifling

iii. Accreditation

1. “Standards upon which agency performance can be measured and individual objective assessments of officers can be made” (pg. 301)

2. Examples include POST and CALEA

iv. Ethics: promoting doing the right thing

5. Community policing

a. A philosophy that works to meet the demands of the public by working collaboratively to solve problems and address concerns

b. Supported by management, structural, and organizational changes

i. Decentralize authority

ii. Encourage innovative thinking, problem solving, and decision making

iii. Provide feedback to officers on the quality of their decisions