Management And Management : Traditional Methods Of Police Management

Broderick, J. J. (1977). Police in a time of change. Morristown, NJ: General Learning Press.

This essay discusses the effects of the police organizational culture on a Police officer’s ability to make independent decisions.

Stojkovic, Kalinich, & Klofas. (2012). Criminal justice organizations: Administration and management (5 ed.). Belmont, CA: Wadsworth Cengage Learning.

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.

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.

August Vollmer and J. Edgar Hoover had an adverse effect in changing the way law enforcement is conducted within the United States. Hoover and Vollmer’s leadership roles contrasted one another in how law enforcement professionals performed their respective duties. Hoover utilized an autocratic decision making process when dealing with members of the Federal Bureau of Investigation (FBI). On the other hand, his personal attention to detail made the FBI the top law enforcement agency in the country that was seen as clean and efficient. Vollmer utilized participative leadership skills when he focused on education and advancement in law enforcement. He wanted the officers to constantly learn and grow during their career. “For Vollmer, the ideal professional police force was highly trained, efficiently organized, and independent of local political pressures” (Best, 1976, p. 738).

“The History of Policing in the United States” by Dr. Gray Potter raises an important question of how the idea of policies roll has changed over time. In the late 18th century the watch system was created to enforce 24/7 surveillance on the neighborhood and warn the community of incoming danger. However, the selective few were not the most reliable at the job; because many were found drunk on the job, or sleeping during the shift. Not much watching was actually taking place because the conditions of the position were all voluntary, many took the job lightly. Over time the United States organized this ‘modern police’ organization group who was supported publicly by a bureaucratic style of government administration. This set police office apart

Police executives have always had different issues within the police department. Most police executives try to find a quick fix in order to solve the issue of police misconduct. Police misconduct is defined as inappropriate action taken by police officers in relation with their official duties (Police Misconduct Law & Legal Definition, n.d.). In order to solve this issue, one must acknowledge their different challenges, overcome the “code of silence”, and find out the role of organizational culture.

.   Leadership Concepts in Policing The intent of this paper is to discuss the application of leadership concepts as they apply to rural and urban policing and why the possession of certain abilities is imperative for good leadership. The leadership concepts to be discussed are decision making, leadership qualities, communications, empowerment, well-being, teamwork, and time management. There is no one quality that is greater than the other and this paper will show that collectively the entire aforementioned qualities enable a good leader to become better.

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,

Police departments draft and implement policies and procedures to provide consistency and eliminate ambiguity in department practices. These are guidelines are for staff and officers to follow in a variety of different situations. Police policies and procedures may have the force of law, or be considered by a court or jury in determining whether an officer acted lawfully in the line of duty. Procedures related to employee actions can also be subject to legal scrutiny in some cases. A lack of policies on issues involving the community may result in unlawful and inconsistent police action. These adverse actions can create a negative reaction within the

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.