11Police ProcessPolice ProcessDaeDae--HoonHoonKwakKwakMichigan State UniversityMichigan State UniversityCJ 335CJ 335Summer 2006Summer 20065/22/2006CJ 335 Summer 2006Lecture 4Lecture 4Police Organizations22Outline for the lectureOutline for the lecture5/22/2006CJ 335 Summer 2006••Explain the dominant features of police organizationsExplain the dominant features of police organizations••Identify the positive and negative contributions of Identify the positive and negative contributions of bureaucracy in police organizationsbureaucracy in police organizations••Identify the impacts of civil services and police unionsIdentify the impacts of civil services and police unions••Outline philosophies for changing police organizations Outline philosophies for changing police organizations (i.e., contingency, institutional, and Resource dependency)(i.e., contingency, institutional, and Resource dependency)••DiscussionDiscussion33QuasiQuasi--Military StyleMilitary Style5/22/2006CJ 335 Summer 2006••American LE agencies are organized along American LE agencies are organized along quasiquasi--militarymilitarylineslines..--UniformsUniforms--Military style rank designations (e.g., sergeant, captain)Military style rank designations (e.g., sergeant, captain)--A command structure is hierarchical A command structure is hierarchical --Have a strict org. style: Have a strict org. style: authoritarianauthoritarian--Legal authority: carry weapons, use force, make arrestsLegal authority: carry weapons, use force, make arrests••Different from the militaryDifferent from the military--Serve a Serve a citizencitizenpopulationpopulation--Provide serviceProvide service--Constrained by laws protecting citizen rightsConstrained by laws protecting citizen rights--Routinely exercise individual discretionRoutinely exercise individual discretion44QuasiQuasi--Military Style (cont.)Military Style (cont.)5/22/2006CJ 335 Summer 2006••Criticisms of the QM styleCriticisms of the QM style--Us. vs. ThemUs. vs. Themattitudeattitude--The idea of The idea of ““war on crimewar on crime””--Authoritarian command style is contrary to democratic Authoritarian command style is contrary to democratic principles of participation principles of participation ----> > low moralelow morale--Rigid rank structure provide Rigid rank structure provide insufficient job satisfactioninsufficient job satisfaction--1960s1960s--1970s, de1970s, de--emphasize military imageemphasize military image(e.g., Menlo Park, CA and Lakewood, CO)(e.g., Menlo Park, CA and Lakewood, CO)55Police Departments as OrganizationsPolice Departments as Organizations5/22/2006CJ 335 Summer 2006••The Dominant StyleThe Dominant Style--The typical police dept. is The typical police dept. is a complex bureaucracya complex bureaucracy--A hierarchical structure, authoritarian management styleA hierarchical structure, authoritarian management style--Civil service rules (except in smaller dept.s)Civil service rules (except in smaller dept.s)--Legally bound by collective bargaining contracts and unionsLegally bound by collective bargaining contracts and unions••Police Org.s as BureaucraciesPolice Org.s as Bureaucracies--Dept.s share similar bureaucratic characteristics of other Dept.s share similar bureaucratic characteristics of other orgs. orgs. --The bureaucratic form of org. exists as: The bureaucratic form of org. exists as: a. The most efficient means towards a. The most efficient means towards achieving the dept. achieving the dept. objectiveobjectiveb. Ability to b. Ability to carry out multiple taskscarry out multiple tasks66Police Departments as Organizations (cont.)Police Departments as Organizations (cont.)5/22/2006CJ 335 Summer 2006••Police Org.s as Bureaucracies (cont.)Police Org.s as Bureaucracies (cont.)--CharacteristicsCharacteristicsa. Complex, performing many different tasks to pursue to a. Complex, performing many different tasks to pursue to common goalcommon goalb. Tasks are grouped into separate divisionsb. Tasks are grouped into separate divisionsc. Hierarchical: clear division of laborc. Hierarchical: clear division of labord. Task responsibility is delegated to lower employeesd. Task responsibility is delegated to lower employeese. Clear chain/unity of commande. Clear chain/unity of commandf. Written rules designed to ensure uniformity/consistencyf. Written rules designed to ensure uniformity/consistencyg. Info. flows up and down according to chain of g. Info. flows up and down according to chain of commandcommandh. Clear personnel career pathsh. Clear personnel career pathscf. cf. Principles of managementPrinciples of management77Police Departments as Organizations (cont.)Police Departments as Organizations (cont.)5/22/2006CJ 335 Summer 2006- Emerged in the early 20thcentury as part ofthe the profprof. . movement (e.g., Vollmer, Smith, and Wilson)movement (e.g., Vollmer, Smith, and Wilson)--ELPD Org. ChartELPD Org. Chartvs. Phoenix PD.vs. Phoenix PD.a. Org. structure reflects a. Org. structure reflects hierarchical management stylehierarchical management styleb. Org. is structured to perform many different tasksb. Org. is structured to perform many different tasksc. Tasks are grouped in a logical fashionc. Tasks are grouped in a logical fashiond. Lines of d. Lines of authority/responsibilityauthority/responsibilityare clearare cleare. e. Degree of specializationDegree of specializationdepends on the size of the depends on the size of the communitycommunityf. Chart does not indicate rules governing employee f. Chart does not indicate rules governing employee behaviorbehavior88Police Departments as Organizations (cont.)Police Departments as Organizations (cont.)5/22/2006CJ 335 Summer 2006• Supervisory styles (Peak, 2004: pp. 121-123)- Traditional supervisor: LE oriented- Innovative supervisor: closely related to CP (i.e.,mentor)- Supportive supervisor: concerned with protecting P.O.s- Active supervisor: tend to be active in the field• How four different supervisory styles influences P.O. behavior?(Engel, 2003)- Arrest/Citations: no matter- Use of force: P.O.s with AS 2 times more likely to use force- Proactive activities: P.O.s with AS spent more time- CP and Problem solving: P.O.s with AS spent more time- Admin. activities: P.O.s with TS spent more time99Police Departments as Organizations (cont.)Police Departments as Organizations (cont.)5/22/2006CJ 335 Summer 2006••Problems with