CJAS2

lines in the manuals. It is not uncommon for o�cers to spend the �rst or second eight-hour day of their training with an agency doing nothing but reading the policy manual. Batts et al. (2012) suggest, “Like the auto assem‐ bly plants of Henry Ford, traditional police agencies are characterized by a hierarchical authority structure that clearly distinguishes decision-makers from line sta�, em‐ phasizes adherence to principles of structure over �exi‐ bility, and prizes uniform operations” (p. 2).

Administrative Management

Scienti�c management focused primarily on the techni‐ cal core—that is, the work performed on the shop �oor by the frontline workers. In contrast, administrative manage‐ ment focuses on managers and the functions they per‐ form. Henri Fayol (1841–1925), a French mining engi‐ neer, gained popularity when he revitalized a struggling mining company and turned it into a �nancial success. Based on this successful experience, he identi�ed man‐ agement functions as planning, organizing, commanding/leading, coordinating, and controlling. He proposed 14 general principles of management, which formed the foundation for modern practice and organiza‐ tional design (Fayol, 1949) and are discussed below.

Fayol’s General Principles of Management

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