Captain Edith Strong Case Study Paper

Although the economic environment and social relationships have changed, police officers remain the centerpiece and foundation of civil law enforcement — but without community support and trust, they will never be capable of doing their job effectively. Public trust is the cornerstone of successful policing, the currency by which they are allowed to operate. One act of misconduct, perceived or otherwise, reflects wholly on the department and is one of the most substantial hurdles to overcome as an active stakeholder within the community, not an enemy of it. Strong leadership can steer the department through adverse periods of municipal distrust by fostering a culture from within that promotes openness, fairness, and high ethical standards. Creating buy-in from internal stakeholders establishes a strong foundation and promotes esprit de corps, upon which a very successful strategic communication and outreach campaign to external stakeholders (latent, expectant, and definitive) will thrive and ensure widespread support.

No words can describe the cloud of sorrow that hangs over Halifax and surrounding areas. December 6th, 1917 will forever mark a tragedy in our history. I am very blessed that my business and I survived the explosion, but I too am still grieving the loved ones I lost. As I walk down to what once was known as the Richmond District of Halifax, it hard to imagine that a street was once here, a home there, because all that is visible now is debris. Debris that is covered with a light blanket of snow on this cold January day.

First-line supervisors produce actual departmental services and products to the community. Sergeants achieve this through contacting the officers they supervise directly, which ensures accountability as well as performance objective. Evidently, the sergeant’s work is similar to that of a symphony conductor, as it can either weaken or enhance the perception by the community on the professionalism of the department. Due to their close interaction with patrol officers, first-line Supervisors are a key element when it comes to identifying and reducing incidences of potential misconduct among police organizations.

As a police officer, you work side by side, day after day with men and women who are trained just as you, to do what is best for the community, and for themselves in any given moment. Some officers find that their only friends are fellow police officers, and their families. That is not unusual, but it isolates you from the rest of the world. You are a police officer, your friends are police officers, and you all interact with mainly each other. This can cause a rift between civilians and officers. If you know that officers mainly interact with

Due to the rise of controversial police shootings, the issue of “police fairness” has been brought into focus, stressing the importance of a just relationship between law enforcement and the public. Three indicators of organizational climate were observed: the supervisors, which assessed the officer’s perception of their immediate supervisors, the officers, which recorded inter-personal relationships, and the department polices, which examined whether departmental policies were applied in a fair manner. Three psychological mechanisms were recorded: legitimacy, which measured the degree of which the officers perceived their institutions to be legitimate, cynicism, which assessed the officers’ cynical beliefs and apathy, and distress, which measured

The Police supervisor ought to acknowledge an accommodating perspective and be prepared to listen to grievances; then once he has most of the truths and has pondered the consequences of his call, concise helpful move ought to be made. The need or issue ought to be settled as quick and sensibly as achievable. On the off chance that the answer isn't emphatically gotten, the chief ought to study his methodologies to envision in case he same or did something that one-sided the chaps against him. Each one call ought to offer a lesson from that one thing honorable is academic. It gives-the boss and chance to survey character, perspective, dependability, validity, sensibility, and predispositions, and the best approach to handle his men inside what's

Research studying job satisfaction levels among law enforcement has found that police managers may have higher levels of job satisfaction than officers patrolling the streets yet continue to face immense external pressure at work (Robbins & Judge, 2009). Furthermore, police managers are trying to maintain higher levels of tenure and job involvement, both which are good indicators of strong job satisfaction amongst employees. New community based policing strategies afford officers at all levels better opportunities to develop organizational citizenship and to take ownership of their work while connecting with the communities they serve (Ercikti, Vito & Walsh, 2011).

In every police department, beliefs, attitudes, and behaviors are strongly influenced by its culture. This culture is primarily developed through a process of socialization, or beliefs, attitudes, and behaviors learned in interactions with peers and on the job experiences. Socialization has led to both an executive and police officer culture, each with its own perspective of the dilemma of means and ends. Police executives must, by necessity, be as concerned with the means of getting the job done as with the end results; police officers by contrast, tend to be more concerned with reality of the streets and the ends. Therefore, police executives must heed organizational priorities, policies, and procedures; that is doing the right thing in accordance with the rules. On the other hand, police officers may do the job according to the wisdom of the street, often acquired not from the organization 's view of reality but experiences and survival. Through this wisdom of the street, vocational subcultures and major characteristics evolve. A.B. Hollingshead provided the basic definition of a vocational subculture; "a group of specialists recognized by society, as well as by themselves, who possess an identifiable complex common culture, values, communication devices, techniques, and appropriate behavior patterns (Thibault, Lynch, & McBride, p.19, 2011). The major aspects of the police subculture are the three S 's; secrecy, solidarity, and social isolation. Characteristics

Even though law enforcement administrators “are constantly striving to preserve a positive, ethical image of their departments to the public they are sworn to serve and protect”(pg. 5), in the law enforcement world today, there are many problems that are occurring within the duties of police officers. These problems vary across a broad board. They may include personal issues that officers may be dealing with on a daily basis at home or issues that arise throughout police departments across the country. From the many problems that we discussed and wrote on the white board in class, I have chose six that I see as the major problems in the law enforcement world. These six problems can be fixed and dealt with if the appropriate actions are

Human motivation is a subject that has been studied extensively with a myriad of theories, techniques and ideas. However, even with all the information available for managers and leaders to study, being able to effectively motivate employees is a skill that many struggle with. In the Air Force, there is a tendency to use a higher rank and position to tell subordinates to, just do it because I told you to. Plunkett, Allan and Attner (2012) define motivation as the result of the interaction of a person's internal needs and external influences, which determine how a person will behave (p. 398). As an example, most motivational techniques used in the military are normally intrinsic in nature and many leaders utilize the content, operant and cognitive process theories of motivation. Baack (2012) describes content theories as factors within individuals, notably needs, that lead to behaviors, operant process theories explore external factors that increase and decrease behaviors and cognitive process theories which examine the thought processes or mental reasoning processes that lead to behaviors. One of the things that makes the military unique, in comparison to civilian organizations, is that the military tries to institutionally satisfy the basic human physiological needs of its members. Adequate housing, food and clothing are either provided at no cost or a monetary allowance in addition to base pay is given

Due to the variety of significant, traumatic emotional events, I will be predisposed to within in the field, and exposure to subcultures, and cynical perspectives of fellow officers which exist. It is imperative to develop and preserve relationships outside of work hours. This is to prolong the susceptibility to cynical perceptions of the system, and society itself that usually start to develop within the first 5 to 7 years on the job. It is extremely important to get the mind off the job, and focus on other aspects of life to achieve this. Having outside relationships is a key component of allowing this to happen, as I will therefore, be able to conceptualize perspectives of officers, and everyday citizens, and utilize them as a guideline for myself.

Relationships between police officers and police managers have often been one consisting of a lack of trust throughout the years. In reviewing the article, “Police Managers’ Self-Control and Support for Organizational Justice”, I concur that employee job satisfaction and fair treatment by management is important to the success of the organization (Wolfe, Nix, & Campbell, 2018). With leadership starting at the top, command staff and police managers have the responsibility of setting the tone for morale within the agency. Currently, within my organization, the lack of trust, fairness, empathy, and respect from managers leads to disgruntled employees, as well as a high turnover rate. Over time these employees demonstrate that discontent when dealing

Motivational strategies that Captain Strong should consider is listening to what the officers have to say and taking his or her needs into consideration. For example “patrol officer in the department works solo, and departmental police prohibits more than two officer eating meals or taking coffee breaks at the same time in the same restaurant” (More, Vito, & Walsh, 2012). Instead of having the officer’s work by his or her selves he or she should be paired off with someone this way a friendship can build as well as morale’s. By letting the officers take lunch together would give each the chance to relax and calm down after a hard morning of work.

The New Jersey State Police does not experience much turnover. However, within a twenty-five year career, a trooper’s attitude, and how that attitude relates to job satisfaction and output can be measured. While a trooper with 10-15 years experience may be distrustful of command staff, junior troopers (those with 1-5 years) are viewed as zealots. Junior troopers are productive and engaged in their field. A trooper’s job satisfaction can be measured by his/her’s perceived organizational support. Job satisfaction has a direct correlation to employee engagement and perceived organizational support.

This paper will consist of an overview of the Virtual Police Department, the history of that department and the problems that it faces today. I will analyze a few of the many issues within the department and use all the resources available to find what benefits the department the most. The Virtual Police Department was created 63 years ago and is a medium sized department with 155 sworn officers, as well as 70 civilian employees. The standards for being hired in this department are minimal and because their turnover rate for personnel is high, with a majority of them being experienced officers from supervisory and command levels; leadership has struggled. This has caused an issue, where their current department leaders have been around for roughly 15 years, and over 30% of its current staff having been hired within the last 5 years. All of the seasoned officers have exited and promotions were required, even if they were not necessarily earned and/or deserved. There is a positive out of this however, since the department is young, implementing these strategies now, will allow the department to work long term reform to regain the glory it has always had. I have identified four of the most critical issues/problems facing the Virtual Police Department that I believe need to be solved. First, I would look at the hiring process and make some much needed change within this department. Then, I will look into the budget and see what can be changed to better support the department.