Police Executive Style

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.

Every time a police officers puts on his/her uniform his/her life becomes dangerous. They put their lives in harm’s way to protect the citizens of their town/city. Unfortunately, not every Officer lives to tell their story. Some of them die heroic deaths while others do not. These officers are a symbol of hope for some people, and a symbol of control and tyranny to others. Some honor their code, while others abuse their power, entirely. We all owe a great debt to those who die in the line of duty. In this paper I will be telling you about Chief of police, Steven Eric DiSario. Steven DiSario, was born in Salem, Ohio on February 2, 1979 and died Friday, May 12, 2017. The 38 year old was the Chief of Police in Kirkersville. Eric was married and had a

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

Upon review of the Rixton Case study, indications of inadequacies in and ineffective management on behalf of the Rixton Police Chief provide evidence of non-compliance of departmental procedures and the lack of accountability of the Chief of police to his officers and citizens and that of the officers alike to the citizens or Rixton. As the Rixton case study indicates the Chief Eager has “little administrative ability” and “he makes no effort to determine whether his officers understand his policies and procedures...” (Police Administration, 2016), as such, an inference can be made that the principles adopted by the officers is in direct correlation with the lack of accountability within the department. Cordner suggests that assumption should

Chief’s Davis and Fortier were both put in their respective positions to be agents of change, which is clear. However, from the very start, both came by way of different paths. Chief Davis was appointed to the position from the rank of Capitan - internal promotion. Chief Fortier appears to be an outside hire (research – possibly from San Diego PD). This clearly set the two men on different paths. Chief Davis had institutional knowledge, where Chief Fortier did not; he gained insight from a report that was commissioned to examine the issues in the Riverside PD prior to being hired.

The articles I chose are from The Guardian and the Washington Post, and essentially combined they are an overview of what caused the tragic deaths of Michael Brown and Eric Garner, the community response to it, and how large of a problem police violence is. The argument put forth in the Guardian article is that the reason why black men are killed by white police officers is not due to an atmosphere of tension and mistrust between minorities and police officers or police in general, that atmosphere is merely a manifestation of the institutional racism that exists within police forces throughout America. And in turn the government has been essentially inactive when it comes to real reforms of the structure of police departments and their policies

Law enforcement officers use different styles of policing, such as problem-oriented policing, and community policing. Over the years officers have adapted more towards community based policing involving the CAPRA model, and the SARA model. The SARA model has been adopted by the RCMP, and proven to be very successful. In a news article by the daily mail, it states how a group of teenagers vandalized a car dealership, and what the owner of the dealership did instead of pressing charges (Blakeley, 2015). By using the SARA model individuals will be able to critically think, and analyze the problem, possibly leading to more than one positive solution.

Head of Police Jason Dombkowski emphasizes that the attention on authoritative and regulatory parts of policing, on the formal structure and the effect of police pioneers. While these formal contemplation are vital to a comprehension of the police part, there are two other contributing variables that must be considered in their endeavor to comprehend policing as an occupation: the police subculture and the weights and anxieties of police work. Police executives and the law indicate the expansive parameters inside which officers work, yet the police subculture lets them know how to go about their assignments, how difficult to work, what sorts of connections to have with their kindred officers and different classifications of individuals with

After reviewing the cases studies I have concluded that both chiefs’ encountered similar problems, but their success to effect change in their departments and communities, were drastically different due to their executive style approach. Chief Davis in Lowell, Massachusetts exhibited numerous characteristics of the statesman police executive style, while in Riverside, California Chief Fortier during his tenure utilized the administrator police executive style. These chiefs’ different police executive styles produced contrasting results for their departments and their communities. Now that we have identified these chiefs’ different executive styles, we will compare and contrast how they utilized their different executive styles to produce change.

The agreement to improve police-community relations has been identified as one of the most comprehensive and creative plans, calling upon both community members and police to participate in both a structural and cultural manner to the issues discovered (Background, 8). There were objectives that strove to improve the relationships between the two groups by fostering trust and respect as they worked to a common goal of a better community at large. They were also changes in the police system itself to address hiring, monitoring and accountability within the system (Background, 9). These changes were conservative in nature aiming to increase accountability between the groups and also the amount of accountability the officers had to their rules and proceedings. The considered success of these implementations could be attributed to the diversity of those leading the commission. The leaders of the response to the crisis include the Mayor, a prominent African American business and civic leader, and other business, philanthropic and civic leaders (Background, 6). This diversity included a wide range of members that allowed it to reach past the historical tendency of segregation and exclusion of community

The subject to describe is policing organizations at various levels. The author will identify, compare, and contrast the policing function at the local, state, and federal organizational levels (CJA/484 – Criminal Justice Administration Capstone). The author will analyze how the organizational, management, administration, and operational functions at the local, state, and federal levels are similar or different and why (CJA/484 – Criminal Justice Administration Capstone). The leadership characteristics and responsibilities pertaining to each organizational level will be identified (CJA – Criminal

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,

On Friday, December 2, 2016, I, Officer McDaniel #147, of Mansfield ISD Police Department, located at 1522 N Walnut Creek Dr, Mansfield, TX, was on a campus check at Della Icenhower Intermediate, located at 8100 Webb Ferrell Rd, Arlington, TX. While on a Campus Check, I made contact with Assistant Principal Brooks, Amber, B/F, DOB 8/26/1985.

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.

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: