Case Study Of Chief Davis Executive Style

The City of Bend, Oregon Government consists of approximately 500 employees across thirteen different divisions. These divisions are Police, Fire, Community Development, Public Works, etc and are all coordinated under the City Manager’s office. Bend’s government style is called a “weak mayor” form of city government, in that the citizens elect a city council, which then elects a mayor from among the council members. The city council and mayor, then hire a City Manager to run the day to day operations of the city. In doing this form of government, the City Manager is not directly accountable to the citizens and can focus on the needs of the city and its employees. At the same time, the City Council can only provide direction to the city manager and is accountable to the citizens. The city employees in this case are led by the city manager as directed by city council. The community leadership environment in this case is established by council to provide direction to the city manager.

On Monday, April 13th, 2009, I visited the Culver City city council meeting, and found that they operate using a council-manager form of government. For a city with a population of about 38,000, this type of governmental structure is fairly common, and I was not surprised to see it in action in a community where the median household income is around $56,000 a year. Culver City is also a culturally rich community with a 60 percent Caucasian population, and a quarter of the residents are either of African American or Asian decent. The mayor, D. Scott Malsin, is one of five members on the council, and his term as mayor is on a rotating basis. Having been to a Hermosa Beach city council meeting with a similar council-manager structure, I knew

After the civil war, local politicians rewarded their supporters with jobs as police officers. The officer were not trained and there was not a standard to become an officer. The are were event when entire departments were involved in misconduct and corruption. There was not much hope in this era because there was a lack of supervision that allowed officers to behave the way that they pleased. (Walker, Samuel, and Richards, M. 1996)

Effective leaders opt to implement a specific type of leadership style as a result of their personalities and job experiences, and apply it to their organizational structure. However, that particular type of leadership style a leader utilizes may not apply to every job situation (Peak et al., 2010). In order to be an effective leader, an individual must acquire the three basic leadership skills and they are as follows: (1) human relations; (2) conceptual skills; and (3) technical skills (Haberfeld, 2013). Additionally, a skillful leader must also be proficient in motivating, communicating, and problem solving (Hess & Orthmann, 2012).

What defines a good leadership? Is it the qualities that he exhibits, or the rather the polices that history remembers him by? The time period of American Civil War is a great time period to examine these questions, and can be done so by looking at the two main presidents of both the Union and the Confederacy: Abraham Lincoln and Jefferson Davis. While the two were both skilled in some areas and unskilled in others in terms of leadership, history remembers Lincoln as the better leader due to his characteristics of intelligence in the political /military field as well as when it comes to personal rights.

1. A single catastrophic event, often followed by civil liability litigation, leads to the chief of police being replaced (Swanson, 2012, pg. 650). This forces changes because it addresses a single incident and forces change. A good example of this would be the failure to adequately respond to an incident. This can be seen when an incident unarmed person is killed by the police. This can be a result of inadequate training or a trigger happy force. None the less the reason, the

Bill owned a failing local store called Thriftown, which was failing in the community. Bill made the store saving decision when decided to hire a Vietnamese refugee named Hong Diep Vo.. Hong came to Bill with an idea to start offering international food. This idea was successful because there were no international food joints within thirty miles of Clarkston..This adaptation and action saved Bill’s store and brought him closer with the refugees, as they are his main customers. This adaptation is something many business owners could learn from. For example, you cannot fight change, you can only adapt and change with it. This ideology is shown by the new police chief, Tony J. Scipio, who goesundercover for two weeks to learn about the community and their opinions on how the police interacts with them. What Scipio found is there wasn’t trust between the police and the community anymore after many unjust acts by police. The refugees felt singled out as they had limited knowledge of the law.Scipio lost 7 officers within the month either by quitting or being fired. He turned the police force into a group of people who treated the community members with “courtesy, professionalism, and respect” (179). Scipio did this through diversity training and writing many violations to his officers who did not uphold the rules. These changes helped repair the harm done by previous officers This adaptation shows how you can heal governmental distrust within a community in constant

Chief Davis executive style is the administrator, the statesman and the politician. Each style has its own advantages and disadvantages. The advantages of Chief Davis administrator style is he is able to join the department and look at the internal factors that needed to be fixed in the department. He was able to plan for administrative changes, fixing staffing issues, and overall take control over his police department (Cordner, 2016). Chief Davis second advantage was using his ability as a statesman to reach out to the community and create an open dialogue to get to the root of the issue. Having the ability to be a statesman in the department involves being a leader in both the police department and the public. The chief last advantage was

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,

There were advantages and disadvantages of both chief Davis and Chief Fortier. Chief Davis executive style is the statesman because of his efficiency and his leadership. There are countless advantages that Chief Davis possessed because of his leadership style. He had a clear vision coming into the police department, and he was very talented and articulate. Chief Fortier allowed his staff to use their imitative and creativity to prosper during the transition period. He transformed the community to work with him to put a police substation where the most crime was located, also convincing the opposing community that was the best place to deter crime. He worked so well with the community that the local businesses raised $200.000 to buy a mobile

The success of implementing a program like this requires that both parties be well informed and well educated on the changes that will take place. One of the first steps is to market the concept of community policing both internally (within the department), as well as externally(within the community).  Marketing community policing internally often involves collapsing the existing structures of authority that are in place as well as the specialization within the department.  The case study mentioned that although the senior administrators in the department played a critical role in the reform, it was also necessary that line level officers be active participants in the process.  After all, two important components of community policing are empowerment and ownership.  Officers were given ownership of certain areas that were

Both chiefs played a role in both external and internal roles as the chief executive for their departments. Overall, I would say Chief Davis was more focused on the external role, while Chief Fortier played a more integral role internally. Davis clearly understood the biggest obstacle facing his agency was a lack of dialog between the police department and the community and city government (Cordner, 2016). Although Davis made changes and improvements internally to his operations and administrative functions, he directed the bulk of his energies to opening the doors of his department to the community (Cordner, 2016). He forged a trusting bond with the public, local government and schools, which gained the support of his own employees because

“Lack of leadership competency is often the most critical obstacle to successful police projects” (Yang, 2012, p. 535).

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.

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