CRM JST 271 1st Edition Lecture 9Police Management (Ch. 5)I. Management and Supervisiona. The management of police departments and supervision of police officers is central to organizational successi. Directing individuals to achieve organizational goalsii. Attention to leading and controllingII. The Managerial Processa. The ‘chain of command’ separates the hierarchical levels of activities that occur in larger and smaller departmentsi. The higher the position, the greater the power, authority, and influence1. Top managers2. Middle managers3. Lower managers4. Rank-and-file personnela. What are the responsibilities of each of these levels?b. Do all departments have the same # of levels?III. Classical Police Managementa. Max Weber’s concept of bureaucracyb. Principles of bureaucracy include:i. Specializationii. Authority and responsibilityiii. Unity of commandiv. Scalar chainv. Centralization IV. Behavioral Police Managementa. Attack on the classical approach in the early 1970’sThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.b. Majority of police work is not directly related to law enforcementi. Police role more broad and complex than originally thoughtc. Changei. Emphasis on worker participation and job satisfactionii. Flexible and democratic organizational modelV. Contemporary Police Managementa. Findings from behavioral research led to two new theoriesb. System theoryi. All parts are related to and dependent on one anotherii. Change in one area will affect other areasc. Contingency theoryi. It all depends on the particular situationii. Internal and external variables that affect department behaviorVI. Private Sector Influencesa. Total Quality Management (TQM)i. Developed in Japanii. Quality control and continuous improvementb. The 1st department to adopt this system was Madison, WIi. The Madison Experience1. Changed to a quality-oriented organization2. Emphasized participation and teamworkVII. Organizational Designa. Concerned with the formal patterns of arrangements and relationships to link people together inorder to accomplish organizational goalsb. A couple of organizational designs existi. Tall structureVIII. Criticisms of Paramilitary Designa. In a study of police compared with other city employees not exposed to paramilitary design, police hadi. Greater problems with communicationii. Greater amounts of distrustiii. Lower levels of moraleiv. Lower levels of organizational performanceb. Recent research has shown preference for “servant” style of leadershipc. Emphasizes concern for the needs and welfare of organization membersIX. Increasing influence of police paramilitary unitsa. Highly specialized, known was PPU’s, have been increasingly emphasized in departmentsi. Traditionally known as SWATii. Function as military special-operations teamsiii. Significant increase in call-outsiv. Becoming part of “normal part of routine patrol work”1. How does this align with community policing efforts?X. Broken windows and zero-tolerance policinga. Broken-windows theoryi. Based on a hypothesis that when low levels of disorder are not held in check, more series types of crime are likely to followii. Thus, police should target minor problemsb. Zero-tolerance policingi. Widely adopted version of broken-windows policingii. Aggressive approach to targeting minor crimeXI. CompStat, Police Legitimacy, and Procedural Justicea. CompStat uses crime data to analyze crime patterns, trendsi. Acronym for compare statisticsii. Helps respond quickly, with appropriate resources and strategiesb. Police legitimacyi. The public’s confidence in the police as fair and equitableii. When legitimacy is lost, a loss of respect and confidence followsc. Attention to procedural justice maintains legitimacyi. That is, treated citizens in an even-handed mannerd. A variety of strategies to increase courteous and respectful behavior:i. Establish internal guidelinesii. Reward professional behavioriii. Only promote officers who continually behave professionallyiv. Disciplinary actions to show wrongful behavior will not be toleratedXII. Police Goals and Organization Performancea. Like any organization, police departments are oriented toward the attainment of goalsi. Goals are defined as general statements of long-term purposeb. Three major influences affect development of goalsi. Communityii. Organizationaliii. Individual1. In what ways do these factors affect goals?XIII. Impact of Supervisory Styles on Officer Behaviora. Don’t worry about this.XIV. Measuring Police Performancea. It is difficult to measure police performancei. Both internal and external goals must be assessed1. Crime and disorder measures2. Community measures3. Individual and team measuresii. A number of measures of performance exist1. NIBRS, victim surveys, arrest