Bureaucratic Model : An Objective Understanding Of Ideologies Associated With Para Militarism And The Federal Bureau Of Investigations

To understand how communication can improve within a traditional bureaucratic criminal justice system, one must understand the structure and how communication is dispersed within the respective criminal justice agencies. It is also important to realize that each agency or criminal justice organization has policy and procedures governing how communication is transmitted. (Stojkovic, Stan, Kalinch, David, & Klofas, 2012) Within law enforcement agencies information is passed either up or down the chain of command. Meaning

There have been several studies and implemented policies within agencies all over the world directed to prevent and deter police misconduct / corruption. In the early 1990s, the Mollen Commission of Inquiry revealed a serious police corruption problem in the New York City Police Department (NYPD). One of the key recommendations of the commission was that their internal investigative structure the Internal Affairs Bureau (IAB) be reconstituted as it had failed to effectively tackle the problem. Almost a decade since the establishment of a new IAB, it is hailed as a noteworthy example of how such a structure should operate if police corruption is to be adequately dealt with. (Newham, 2003).

The increase of the municipal system, and having standards for such systems is why the police departments are like it is not. From centuries and centuries of having vague ideas about what the police officers do and why the police offers are doing what they do, the unification of the police department is just would change how we answer those questions. In the United States southern region, their use of the policing departments was similar to the north but had some dissimilar roots or causes for the change in the various cities policing departments. Reformation of the police department from very scattered policy of ideas to a nationwide acceptance of the various roots in the basic police department is revolution of the police

First, between 1890 and 1930, the management of the police force was centralized. Virtually every decision had to go to the top for approval, with the goal of limiting the low-level officer’s exposure to temptation. To reinforce the hierarchy, specialized units were created to deal with such problems as drugs, youth, guns, and gangs. As Bratton described it, [The department] was divided into little fiefdoms, and some bureau chiefs didn’t even talk to each other…. Each bureau was like a silo: Information entered at the bottom and had to be delivered up the chain of command from one level to another until it reached the chief’s office.

The rank structure of the department is as follows: Chief of Police, Deputy Chief of Police, Commander, Deputy Commander, Captain, Lieutenant, Sergeant, Police Officer, Civilian Employee, Reserve Police Officer and a volunteer program known as VIP (volunteers in policing).

In this response, I will go into detail and explain three organizational principles that are used to structure law enforcement agencies. Those principles that I will talk about are Chain of Command, Unity of Command, and Span of Control I will provide reasoning to backup my position for better understanding.

With the implementation of a formal system of policies, procedures, rules and regulations, and discipline the behavior of the officers can be modified to emulate the values and objectives of the department. Assuring first that the command staff / Chief of Police and his subordinates are compliant and fully knowledgeable of all current rules, regulations, policies, and standards, the delegation of authority for specific actions would relieve the burden on chief. As a result, more attention can be placed on the officers and their activities in the field.

75). However, it should be noted that these new eras of policing did not immediately emerge due to specific actions or events (Henry, 2003); these policing eras came about with time “as law enforcement philosophies and practices of one period became anachronistic, as shortcomings became more and more apparent, as new ideas emerged, or as public dissatisfaction with police performance increased to critical proportions” (Henry, 2003, p. 75). The Reform/Professional Era had its most impact in American policing from the 1920s through the 1960s due to the formation of new policies, theories, leadership, and the overall professionalization of (Roberg et al., 2015). Professionalization, in this case, is defined as the “attempt to improve police behavior and performance by adopting a code of ethics and improving selection, training, and management of police departments” (Roberg et al., 2015, p. 41); in other words, it is the emphasis on implementing a single approach to an issue instead of handling an issue in a plethora of ways ” (Roberg et al.,

Numerous police agency’s and police officials work on a distinctive local, state, and federal level and role. It has its individual area, sectors, and function, and work according to local streets parts inside policing. In order for any local, state, and federal police division to work successfully it must hire chiefs, deputy’s, and sheriffs who retain leadership and who uses creative thinking skills to teach comprehensive, and aggressive instruction to make the police division a tougher department by holding all its workers tasks for doing his or her job according to its agency’s guidelines and procedures known as code of conduct. “Municipal police work for municipalities such as towns or cities, county police and deputy sheriffs work for counties, state police work for states, and federal police work for the federal government. Some have the same duties as one another or very similar duties, and some have different or additional duties. Their jurisdiction is sometimes the main difference. For example, a municipal police officer normally has primary

Police leadership uses standardization and procedure as a way to create consistency and predict¬ability in law enforcement operations (Batts, Smoot, & Scrivner, 2012). The San Diego Police Department, like nearly all law enforcement agencies uses leadership models mimicking the United States military. Paramilitary organizations use highly structured framing to conduct business operations. The structural frame creates compartmentalized specialization, and predictable, uniform task performance desired by police executives. The tightly designed rank-and-file structure delineates locus power and control based on position (Bolman & Deal, 1991). Power rests at the top. Contained with this structure is top-down control of personnel,

This paper will describe my understanding of the text and of the lectures provided in the class. Unlike most classes, where I understood only my view of the text, this class was geared so each student would understand each other’s view. 3 An organization is a collective that has some boundary and internal structure that engages in activities related to some complex set of goals. Members of organizations attempt to meet their psychological, ego and emotional needs within the organization. Criminal justice organizations are particularly unique compared to other public or private sector organizations because of the governmental granted authority. Management within these organizations can be defined as the process by

Whisenand, P. M., & McCain, J. K. (2014). Managing Police Organizations. In P. M.Whisenand, & J. K. McCain, Managing Police Organizations (p. 33). Upper Saddle River, NJ: Pearson Education.

The style of police leadership has gradually changed over the last several years. The traditional belief that the solitary leader who possessed the wisdom, integrity, and courage to manage a police department, or a shift of officers has been replaced with the concept of teamwork (Wuestewald, 2013). The idea of using a team to manage an organization is nothing new in the private sector, however, replacing the old idea of a solitary leader has taken time and is slow to take hold in some organizations.

Structure and hierarchy come from how work and the work processes are coordinated together and relating how tasks and coordination of these tasks is to be obtained. When determining the authority in the structure of an organization, there are two major options, centralized and decentralized. A centralized organizational setup is where the authority to make important decisions is retained by managers at the top of the created hierarchy whereas a decentralized organizational setup is where the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy. Each choice is made based upon the main goal/task of the organization and what would better fit the organization. Whether work/the

The earlier development of the law enforcement was developed by a man named Sir Robert Peel also known as the “Father of Modern Policing” (Bennett & Hess, 2007). He was born February 5, 1788 in Chamber Hall near Bury in Lancashire (Bloy, n.d.). He was the one who greatly influenced and set forth the fundamental principles of the police force. He developed an organized force called the London Metropolitan Police in 1829 that protected the people who were victimized due to high unemployment, poverty, and crime. An organization is “an artificial structure created to coordinate either people or groups and resources to achieve a mission or goal” (Bennett & Hess, 2007). The police’s goal is to protect and serve their community. Although the term of a police officer is mixed up with a peace officer “all police officers are peace officers, but all peace officers are not police officers” (Walker & Katz, 2011). The principles that Sir Robert Peel set for the police include: