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Chapter9PPT.pptAdministration and Management in Criminal Justice
Chapter 9: Police Administration
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Policing History: Colonial America
- Policing by night watchmen
- Patrolled town borders protecting public
- “it’s 11 o’clock and all is well”
- Problems
- Only responded to crime rather than prevented it (reactive)
- Subject to corruption such as bribes
- Little pay for the job
- Cities grew and crime increased; watchmen was viewed as ineffective
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Policing History: The First Departments
- Great concern about organizing a full-time, preventive police force
- Police would be an agent of government power and suppress citizens
- Concern over borrowing policing model from England (first modern police force in London in 1829)
- Overcoming this resistance
- Crime and disorder were increasing so something had to be done
- Police to be controlled locally rather than nationally
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
Police would protect your rights from criminals, they would not take away your rights.
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Policing History: The First Departments (cont’d)
- First departments emerged in Boston (1838) and New York (1845)
- Characteristics of early police departments
- Initially unarmed; firearms came later
- Police force was to be visible and, through patrol, deter crime
- Broad police function
- Finding lost children, helping with fires, preventing crime, handling disputes, etc.
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Policing History: The Political Connection
- Police forces were effectively controlled (hiring, firing, etc.) by political leaders. The police became an arm of those in power.
- Police needed to comply with demands of politicians in order to ensure job security (if politician was voted out of office, officer could be removed as well)
- Police officer worked in the interests of those in power, enforcing the laws against those who challenged those in power (corruption)
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
Think of political machines.
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Policing History: Professionalization
- August Vollmer: chief of Berkeley Police, pushed for professionalism (as did others)
- Changes/attempted changes
- Remove the political influence from policing; hire and promote officers based on civil service tests
- Encourage college education for police officers
- Improve the training (training academies)
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Policing History: Modern Issues
- Hire more minority and female officers
- Increase sensitivity and diversity training
- Modern philosophies of policing
- Community-oriented policing
- Problem-oriented policing
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Federal Policing
- There is no federal police force
- Federal law enforcement agencies emerged to respond to challenges related to the responsibilities of the federal government
- Print/coin money counterfeiting U.S. Secret Service
- Establish federal court system fugitives U.S. Marshals Service
- Bureau of Justice Statistics defines a federal law enforcement officer as someone 1) authorized to make arrests, and 2) authorized to carry a firearm
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
By the Bureau of Justice Statistics definition, Bureau of Prisons correctional officers are considered law enforcement officers.
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Functions of Police: Crime-Related
- Tasks include:
- Enforcement of laws
- Apprehending criminals
- Participation in court proceedings, when necessary
- Protecting constitutional guarantees
- Providing assistance to those who need protection
- Public believes this is what police should be doing and that it consumes most of their time
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Functions of Police: Order-Maintenance
- Tasks include:
- Maintaining order
- Providing assistance to those who cannot help themselves
- Controlling traffic
- Resolving conflicts
- Creating a feeling of security in the community
- Promoting civil order
- Goal is to restore peace: arrest may be one solution but officer may use mediation/negotiation skills to work out alternative solutions
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Functions of Police: Crime-Prevention
- Tasks include:
- Prevention of criminal activity
- Detection of criminal activity
- Crime preventions educates public about crimes but also involves deterring criminal activity through patrol, security checks, etc.
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Organizational Structure of Police Organizations
- External control
- Police departments formally are controlled by mayor or city manager
- Mayor generally selects police chief
- Internal control
- Chief of police at top of chain of command
- Two divisions of labor under chief
- Operations
- Administrative, staff, or support services
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Traditional Structures
- Paramilitary
- Adherence to rules and procedures
- Follow rigid hierarch of authority
- Three levels of management
- Top management (chief, assistant chiefs)
- Middle management (corporals, division sergeants)
- Lower level managers (sergeants)
- Problems with traditional structures
- Workers are not to innovative; they are to blindly follow orders
- Disconnect between managers and front-line workers
- Difficult to change, particularly in dynamic times (for example, new threats)
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Specialization of Services
- Having officers specialize in certain tasks rather than serve as generalists is believed to lead to improved service delivery
- Requirements
- More educated employees
- Greater cost (higher wages, more training)
- Flexible management
- Criticisms
- Officers might be bored dealing with one task
- Tasks are disconnected from one another; workers are unaware of what is going on in other units/divisions
- Workers may move away from patrol into specialized positions and the management positions that oversee them
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
Specialization runs contrary to many of the tenets of community policing.
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Professionalization
- Upgrade the profession to adopt higher standards of performance and ethics
- Some elements
- As professionals, officers want to make more decisions on their own that deal with their activities (just as a doctor or lawyer would)
- Increase training, promotion, and recognition opportunties
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Professionalization: Higher Education
- Research is mixed on whether higher education is necessary to be an effective officer or whether on-the-job training/experience is sufficient
- Implications for police departments of requiring a college education
- Must pay premium wages
- Educated employees more likely to challenge status quo
- Workers may find work monotonous and the traditional structure stifling
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Accreditation
- “Standards upon which agency performance can be measured and individual objective assessments of officers can be made” (pg. 301)
- Examples
- Peace Officer Standards and Training (POST) boards certify officers
- Commission on the Accreditation for Law Enforcement Agencies (CALEA) offers a voluntary accreditation program for police agencies
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Ethics
- Departments are trying to promoting “doing the right thing”
- Activities
- Encourage openness in discussing ethical violations
- Training officers prior to employment and in-service
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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Community Policing as Service Quality
A philosophy that works to meet the demands of the public by working collaboratively to solve problems and address concerns
- Supported by management, structural, and organizational changes
- Allows officers to make decisions that represent the best way to solve community problems
- Requires innovative thinking to problem solve
- Decentralizes authority to front-line workers
- Officers take ownership of decisions
- Officers receive feedback on the success of their efforts
Administration and Management in Criminal Justice
Chapter 9: Police Administration
Administration and Management in Criminal Justice Chapter 9: Police Administration
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