Hialeah Gardens Police Department Case Study

In the United States, there are city, county, state, and national police forces. They have very difficult and dangerous responsibilities. These public servants are required to perform many different jobs. They enforce laws and maintain order. They teach people how to help prevent crime and to protect themselves ( Mittleman, 2000). They offer assistance and take charge of many different situations such as car accidents, flooding, and hurricanes. Police

Before Ms. Antoinette Frank joined the New Orleans Police Department (NOPD) she had a rough childhood. Ms. Frank came from a dysfunction family; her brother was a fugitive and her father was in and out of her life. Ms. Frank childhood dream was to become a police officer. In the year of 1993 Ms. Frank applied for the New Orleans Police Department during the hiring process, she had several major red flags during her process. Ms. Frank was caught lying on several times on her application and had failed two standard psychiatric evaluations. The psychiatrist at that time advised the New Orleans Police Department not to hire Ms. Frank. During the time the New Orleans Police Department was short-handed and needed Peace Officers (Police Officers)

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.

Administrative planning and decision-making is necessary for efficient and effective operations management in any setting (Roberts, 2000). Police administrative planning becomes the first step in successful management of the department. Planning provides administrative officials with better information, an analysis of the problem at hand, clarity of goals, objectives, and procedures (Swanson, Territo, & Taylor, 2012). Planning results in more active distribution of resources, program development and performance, increased inter- and intradepartmental collaboration and organization. Planning provides the opportunity for greater public support and a clear sense of direction for the police department with increased commitment of personnel. There are many approaches to planning. However, the most commonly used approach is

The City of Gulfport, Mississippi is has an approximate population of 80,000 and a daily population of over 144,000. The Gulfport Police Department is responsible for providing police services for over 55.6 square miles. The department is made up of 67 sworn personnel and 57 civilian personnell. Our department provides patrol services, traffic enforcement, criminal investigations, narcotics investigations, community and intelligence led policing initiatives, an R.U.O.K program that checks on the elderly, school resource programs, community relations projects, Airport division, K-9 division, SWAT team, and a special events division to handle parades, concerts, and other public events held within the city. The department also provides other services such as assisting other departments in the city including the fire department, emergency medical services, public works, parks and recreation, and also outside agencies when requested.

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.

“An organizational structure defines how job tasks are formally divided, grouped, and coordinated” (Robbins and Judge, 2007, p. 583). The six key elements that Robbins and Judge explain that managers need to address are; work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Coming from a military background, I find it easy and effective to bring in a strong chain of command. Robbins and Judge (2007) define chain of command as “an unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom” (p. 542). This chain of command eliminates confusion, keeps employees working on their respective tasks without distracting others with any involvement on certain areas, and can help to break up the cliques. Currently there is a jumbled Sociogram depicting unilateral and bilateral communication throughout the organization. The chain of command can stream line this communication and ensure the right tasks are being delegated and communication can be effectively transferred through the appropriate levels to increase efficiency.

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.

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

Lead The Charge Horizontal Organizational Chart is the one I see fit more my leadership style. Once I read the assigned requirements, I am convinced that chart B will help me more develop a friendly work environment at current my military and future ministry positions. Currently, I have 16 years of military service. I spent time as enlisted and now as warrant officer and I have been able to appreciate that leading personnel is not an easy task, but leading from the front I gain trust from my subordinates and successfully completed the mission. I ensure what I task my troops; I am also able to execute. I like to feel how they feel while they are

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 leader of a law enforcement agency should be a leader, not only in words but in their action as well (Garner, 2010). Additionally, they should delegate some responsibilities to those who have the time necessary to complete the task effectively. Hence, this individual should show that they are successful in building strong teams. Accordingly, a Chief should clearly define expectations and goals, so there is no confusion. Likewise, someone with interpersonal skills an aptitude for listening to others is critical, in relation to community support. Possessing the ability to utilize the media to spread your ideology and success is also extremely important. Finally, understanding the appropriate level of political involvement is something that

Michael, after reading your post this week I feel we share similar thoughts concerning the top cop executive style, especially concerning leadership. I also believe it is important for a chief to lead by example, and I feel when a chief is more involved with their employees they receive better feedback. I can definitely see the benefits of the administrator executive style concerning force management to include ensuring officers possess the best equipment and training, and the most up-to-date police technology. The only issue I foresee with the administrator executive style is the ability for that executive to lose touch with what is it like to be a police officer on the street.

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).

The criminal justice agency unification recommended by the National Advisory Commission (NAC) intended to centralize the administrative authority of multiple police agencies into one formal state organization. Agency unification creates an organization that was hierarchical in nature, with its own mission, policies, and procedures (Stojkovic et al., 2015). Agency unification eliminates the variations in missions, regulations and practices that each agency had previously established as an independent organization. Furthermore, agency unification would facilitate organizational budget processes with the state, by having one large police organization that works with the state rather than 100 small police agencies. Furthermore, a single police criminal justice organization administrated by a state office would be heavily influenced by the sitting government official’s political perspective.