Police Organization and Operation Good order is the foundation of all things. —EDMUND BURKE CHAPTER THREE
Jan 15, 2016
Police Organization and Operation
Good order is the foundation of all things.—EDMUND BURKE
CHAPTER THREE
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.2
LEARNING OBJECTIVES At the conclusion of this chapter, the student will:
understand why police agencies are arranged into organizations
understand the division of labor in an organization be familiar with the seven elements of police
organizational structure know how the military model can both help
and hinder policing understand community policing and its
problem-solving S.A.R.A. process
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.3
LEARNING OBJECTIVES At the conclusion of this chapter, the student will:
know the underlying assumptions and functions of crime prevention through environmental design (CPTED) and situational crime prevention (SCP)
know what is meant by CompStat and how it functions as a crime and management tool
understand what experts say is needed to transform a good police organization into a great one
know how a police organization can become accredited and the benefits of doing so
comprehend the purposes of policies, procedures, rules, and regulations in police organizations
(cont.)
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.4
Police Agencies as OrganizationsThe Division of Labor
Specialization, or the division of labor, is one of the basic features of traditional organizational theory.
Specialization makes the organization more complex by complicating communication, increasing the number of units from which cooperation must be obtained, and creating conflict among different units.
Police administrators are aware of these potential shortcomings of specialization and attempt, through various means, to inspire their employees to the extent possible.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.5
Police Agencies as OrganizationsAdvantages to Specialization
Placement of responsibility - The responsibility for performing given tasks can be placed on specific units or individuals.
Development of expertise - Those with specialized responsibilities receive specialized training.
Group esprit de corps - Groups of specially trained persons share camaraderie, depend on one another for success; leading to cohesion and high morale.
Increased efficiency and effectiveness - Special units have a high degree of proficiency in performing job tasks.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.6
Police Agencies as OrganizationsThe Grouping of Activities
An organization is an artificial structure created to coordinate either people or groups and resources to achieve a mission or goal.
Through mission statements, policies, procedures & management style, police administrators attempt to ensure the organization meets its overall goals.
Police administrators modify or design the structure of their organization to fulfill their mission.
An organizational structure reflects the formal organization determined to be best suited to accomplishing the police mission.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.7
Examples of Police Organizational Structure
An organizational structure can be defined as the sum of the ways an organization divides labor into distinct tasks & achieves coordination among them.
There are seven elements of law enforcement organizational structure: functional, occupational, spatial, vertical differentiation centralization, formalization, administrative intensity
The first four are types of structural differentiation,or methods of dividing labor.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.8
Examples of Police OrganizationThe Basic Organizational Structure
Organizational structures vary from one jurisdiction to another and are fluid in nature.
Police traditionally organize along military lines. Every police agency, regardless of size, has a basic
plan of organization, and an organizational structure. a visitor to the police station or sheriff’s office may see
this organizational structure displayed on a wall Operational or line elements involve policing
functions in the field. Nonoperational functions fall within two broad
categories: staff and auxiliary services.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.9
Figure 3.1 Basic police organizational structure.
A basic organizational structure for a small agency is shown in here.
Examples of Police OrganizationThe Basic Organizational Structure
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.10
Commentary on the Quasi-MilitaryStyle of Policing
Some experts felt adoption of the military model was a reaction to political influences over the police in the late nineteenth century.
Proponents uphold the model’s tradition, imposition of control, commanding authority, discipline, chainof command and rigid rank differences.
Critics note it is excessively rigid, controlled by micromanagement, autocratic, secretive, creatively constraining, and highly resistant to initiative.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.11
Commentary on the Quasi-MilitaryStyle of Policing
Many advocates believe that the quasi-military model is incompatible with the COPPS philosophy.
Some situations, such as critical incidents, will likely compel retention of command and control in police training and tactical application.
Nonemergency situations that focus on crime and disorder and problem-solving policing require personal and intellectual reasoning skills that must be trained if a COPPS culture is to be developed.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.12
Organizational GuidelinesPolicies, Procedures, Rules & Regulations
Policies, procedures, rules, and regulations are important in defining role expectations for all officers.
Because police agencies are service oriented in nature, they must work within well-defined, specific guidelines designed to ensure all officers conformto behavior that will enhance public protection.
The chief executive must find middle ground between unlimited discretion and total standardization.
The police role is too ambiguous to become totally standardized and much too serious & important to be left completely to the discretion of the patrol officer.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.13
Organizational GuidelinesPolicies, Procedures, Rules & Regulations
Policies are basically guides to the organization’s philosophy and mission and help to interpret those elements to the officers.
Procedures are more specific than policies; they serve as guides to action. a procedure is “more specific than a policy but less
restrictive than a rule or regulation Rules and regulations are specific managerial
guidelines that leave little or no latitude for individual discretion. they require action (or, in some cases, inaction)
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.14
Community-Oriented Policing andProblem Solving - Rationale and Definition
Community-oriented policing and problem solving—COPPS—has emerged as the dominant strategy of policing. a form of police operation
It is a philosophy, management style, and organizational strategy that promotes proactive problem solving and police–community partnerships.
Two principal, interrelated components emerge. community engagement (partnerships) problem solving
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.15
Figure 3.3
A problem-solving process. Source: John E. Eck and William Spelman, Problem-Solving: Problem-Oriented Policing in Newport News (Washington, DC: U.S. Department of Justice, National Institute of Justice, 1987), p. 43.
S.A.R.A. - (Scanning, Analysis, Response, Assessment)provides officers with a logical, step-by-step framework in whichto identify, analyze, respond to, and evaluate crime, fear of crime, and neighborhood disorder.
Community-Oriented Policing andProblem Solving - The S.A.R.A. Process
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.16
Community-Oriented Policing andProblem Solving - The S.A.R.A. Process
Scanning: Problem Identification the officer initiates the problem-solving process by
conducting a preliminary inquiry to determine if a problem really exists and further analysis is needed
Analysis: Determining Extent Of The Problem the heart of the problem-solving process, and most
difficult and important step in the S.A.R.A. process. a complete and thorough analysis consists of
identifying the seriousness of the problem, allpersons affected, and the underlying causes
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.17
Community-Oriented Policing andProblem Solving - The S.A.R.A. Process
Response: Formulating Tailor-Made Strategies once this is accomplished, long-term responses,
which include the collaborative efforts of officers, residents, and other agencies, may be considered
Assessment: Evaluating Overall Effectiveness in this final stage, officers evaluate effectiveness of
their actions & may use results to revise responses, collect more data, or even redefine the problem
rigorous evaluation is an essential component ofthe COPPS initiative
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.18
Viewing Crime Prevention by Two Additional Means - CPTED
Two other approaches for viewing/addressing crime are crime prevention through environmental design (CPTED) and situational crime prevention (SCP).
CPTED is defined as the “proper design and effective use of the environment to lead to a reduction in the fear and incidence of crime.
At its core are three principles that support problem-solving approaches to crime: Natural access control Natural surveillance Territorial reinforcement
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.19
Viewing Crime Prevention by Two Additional Means
SCP is a means of reducing crime by making settings less conducive to unwanted/illegal activities, with prevention goals divided into five objectives:
Increasing the effort needed to commit the crime target hardening access control deflecting offenders controlling facilitators
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.20
Viewing Crime Prevention by Two Additional Means - SCP
Increasing the risks associated with the crime entry and exit screening formal surveillance informal surveillance natural surveillance
Reducing the rewards Target removal Identifying property Removing inducements
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.21
Viewing Crime Prevention by Two Additional Means - SCP
Reducing the provocations environment may provoke crime and violence
Removing the excuses such as posting an enforceable no-trespassing sign
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.22
Desired Organizational Elements Under COPPS
To accomplish its goals, COPPS relies on some structural innovation for its implementation efforts.
Most community policing reformers felt that it was essential for law enforcement agencies to move from the traditional organizational structures to accommodate COPPS’ philosophy and operations.
There are countless examples of successes of COPPS in dealing with crime and disorder. the student is encouraged to review those resources
to better understand the current era of policing and the importance of organizational structure & change
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.23
A Crime and Police Management Tool: COMPSTAT
A strategic control system designed for collection and feedback of information on crime and related quality-of-life issues. said to be “revolutionizing law enforcement
management and practice” The core management theories of CompStat have
been demonstrated to be effective means of controlling crime.
The process also provides for developing leaders, instilling a willingness to accomplish the goals ofthe organization using initiative and innovation.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.24
A Crime and Police Management Tool: COMPSTAT
The key elements of CompStat are as follows: specific objectives accurate and timely intelligence effective tactics rapid deployment of personnel and resources relentless follow-up and assessment
Figure 3.5 summarizes CompStat’s crime-reduction principles and how each successive principle flows from the preceding one.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.25
Figure 3.5 CompStat process: crime control strategy. Source: From Jon M. Shane, “Compstat Process,” FBI Law Enforcement Bulletin, April 2004, p.19. Reprinted by permission of Jon M. Shane.
A Crime and Police Management Tool: COMPSTAT
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.26
Moving From a Good To a GreatPolice Organization
In 2001 Jim Collins wrote a book which sought to answer the compelling question: Can a good company become a great company and, if so, how?
Collins coined the term Level 5 leader to describe the highest level of executive capabilities. levels 1-4 are highly capable individual, contributing
team member, competent manager, & effective leader People are not an organization’s most important
asset; rather, the right people are. personnel problems have to be confronted in an
organization that aspires to greatness
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.27
Moving From a Good To a GreatPolice Organization
Perhaps the most difficult part of achieving greatness is sustaining that greatness.
Police chiefs have notoriously short tenure in office. Therefore, in their world, finding Level 5 leaders
who pay close attention to preparing for the next generation of leaders is particularly important.
This process is termed succession planning.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.28
Agency Accreditation
Accreditation of police agencies began slowly with the creation of the Commission on Accreditation for Law Enforcement Agencies (CALEA) in 1979.
Accreditation is quite expensive in dollars and in human resources; it often takes 1 year to 18 months.
After becoming accredited, the agency must apply for reaccreditation after 5 years.
Some departments report decreased insurance costs as a result of accreditation and the self-assessment process provides opportunities to institutionalize community policing.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.29
Agency Accreditation
Accreditation standards provide a way to integrate objectives into external service delivery, such as: enhancing the role and authority of patrol officers improving analysis and information management managing CFS
Accredited agencies provide more training for officers and require higher minimum educational requirements for new officers.
They are nearly twice as likely to require drug testing for sworn applicants and more likely to operate special units for the enforcement of drug lawsand laws against child abuse.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.30
SUMMARY
This chapter explored the importance and elements of police organizational structure, including the bureaucratic nature of such organizations, division of labor, and policies, procedures, rules, and regulations that are a part of such organizations.
Examinations of the current era & organizational paradigms of policing, community-oriented policing, and problem solving were included.
Crime prevention through environmental design, situational crime prevention, and CompStat were examined.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.31
SUMMARY
Also considered was how a police organization may become great rather than merely good, how police agencies are accredited & benefits of such.
The extent to which modern policing is changing & how organizational elements must also be viewed as fluid in nature, and modified in order to adapt to and provide the foundation for today’s demands on the police were demonstrated.
The manner in which the organization remains fluid as needs arise, and its structures and functions, are of paramount concern to police administrators.
(cont.)
Police Personnel Roles and Functions
The police are the public and the public are the police.—ROBERT PEEL
CHAPTER FOUR
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.33
LEARNING OBJECTIVES At the conclusion of this chapter, the student will:
be able to describe each of Mintzberg's three main roles of the chief executive officer (CEO)
know the kinds of activities that can be included in an assessment center to obtain the most capable chief executive, as well as the skills the executive must possess
be able to define anomia and to explain whetheror not it is a problem affecting today's police executives
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.34
LEARNING OBJECTIVES At the conclusion of this chapter, the student will:
understand the duties and qualifications for the office of chief of police
know the duties performed by the sheriff's office know the tasks performed by middle managers
(captains and lieutenants) be familiar with the criteria for a first-line supervisor
(patrol sergeant) position, as well as its roles and tasks
(cont.)
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.35
LEARNING OBJECTIVES At the conclusion of this chapter, the student will:
understand the tasks of patrol officers and be able to name the 12 qualities imperative for entry-level officers
be able to describe some strategies for hiring the best police personnel, as well as training them after the academy under the field training officer (FTO) and police training officer (PTO) concepts
know the roles and functions performed byall leadership personnel in COPPS
(cont.)
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.36
Roles of the Police ExecutiveThe Interpersonal Role
The Mintzberg model for CEOs examines three main roles of the chief executive officer (CEO). interpersonal, informational, decision-maker
The interpersonal role has three components: The Figurehead - various ceremonial functions. Leadership - motivating/coordinating workers while
achieving the mission, goals and needs in department & community.
Liason duties - interacting with other organizations and coordinating work assignments.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
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Roles of the Police Executive The Informational Role
Monitoring/inspecting - constantly reviewing operations to ensure smooth operation.
Dissemination - distributing information to members of the department using various methods.
Spokesperson duties - related to the dissemination task but is focused more on providing information to the news media. the prudent police executive attempts to have an
open, professional relationship with media in which each side knows and understands its responsibilities
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.38
Roles of the Police Executive The Decision-Maker Role
Entrepreneur - the CEO must sell ideas to members of the governing board or the department.
Disturbance handler - from resolving minor disputes between staff members to major eventsas muggings, riots or cleanup of a downtown area.
Resource allocator - the CEO must understandthe agency’s budget and priorities, and be ableto prioritize requests and defend his/her choices.
Negotiator - resolves employee grievances, triesto represent best interests of both city and labor during collective bargaining.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.39
Law Enforcement ExecutivesGenerally
To obtain capable people, the assessment center is an efficacious means of hiring & promoting. increasingly used for management/supervisory ranks sheriffs are normally elected, thus the assessment
center is of little use for that position Several assessors analyze each candidate’s
performance and record some type of evaluation. Assessment center procedures are logistically more
difficult and more labor-intensive and costly than traditional interviews. but well worth the extra investment
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.40
Law Enforcement ExecutivesGenerally
Good executives, middle managers, and supervisors make fewer mistakes and probably sued less often.
Basic management skills the police executive must develop are technical skill, human skill, and conceptual skills.
These skills can be taught, which proves that good administrators are not simply born. they can be trained in the classroom and by
practicing the skills on the job
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.41
The “Ten Commandments”of being a Police Executive (1-5)
1. Practice what you preach - the chief executive must be a person of morality, integrity, and honor.
2. A day’s pay for a day-and-a-half of work - the chief puts in long hours to accomplish all that needs to be done, at the expense of personal freedom.
3. Maintain and promote integrity: See #1.4. Develop a positive image - responsible for the
morale of the employees, the chief must work to accentuate the positive.
5. Remain committed - the chief must be committed to the agency’s goals, mission, and values.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.42
The “Ten Commandments”of being a Police Executive (6-10)
6. Be respectful - stand up for employees performing admirably, and be fair, firm, concerned & sincere.
7. Accept assistance from others - build a teamwork approach, while remaining the final authority.
8. Be eager for knowledge - stay abreast of current events, technology, topics, trends & issues.
9. Maintain a healthy lifestyle - avoidance of things harmful to one’s health are key to healthy living.
10. Set personal goals - along with career goals, personal goals should be examined.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.43
Managing the Organization’sCritical Components
Successful law enforcement administration demands management of several critical components organization, which place the law enforcement executive squarely in the path of litigation the two types of law enforcement executives are
those who have been, and are going to be sued It is critical to be grounded in labor-relations,
political, financial & technological aspects ofthe role.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.44
Managing the Critical ComponentsAnomia among Police Executives
Related to the breaking down of an individual’s sense of attachment to society and to others. an anomic individual feels community leaders are
indifferent to his or her needs, social order is unpredictable, he/she cannot count on anyonefor support, and life itself is meaningless.
Police chiefs must be well connected with their community, subordinates, leaders & significant others.
A severely anomic police chief or sheriff couldhave disastrous effects on their jurisdiction.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.45
Chiefs of PoliceExpectations of Government and Community
The chief of police is generally considered to be one of the most influential, prestigious persons in local government.
People in this position often amass considerable power and influence in their jurisdiction.
Mayors, city managers and administrators, members of the agency, labor organizations, citizens, special-interest groups, and the media all have differing role expectations of the chief of police that often conflict.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.46
Chiefs of PoliceQualifications
Qualifications vary widely, depending on the size of the agency and the region of the country.
Many agencies require a college education plus several years of police management experience.
Police chief executives also need several important management skills. ability to motivate/control personnel and relate to
the community was considered most important Cities in need of a police chief have to consider
whether it would be better to promote someonefrom within the ranks or hire from outside.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.47
Chiefs of PoliceJob Protection, Termination & Political Arena
Traditionally, police chief job tenure has been short. an average length in office of 5.4 years
Short tenure has several negative consequences. prevents long-range planning results in frequent new policies/administrative styles prohibits development of political power & influence
Chiefs would prefer some type of protection against arbitrary/unjustified removal from office. some police chiefs have resigned/reverted to former
position of assistant/deputy chief to have some job protection until retirement
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.48
Chiefs of PoliceJob Protection, Termination & Political Arena
Some leave their post as a result of situationsoutside their control, termed political arenas.
Confrontation - when a situational conflict isintense but brief and confined.
Shaky Alliance - conflict less intense but still pervasive.
Politicized Organization - pervasive but mutedconflict that is tolerable for a time. commonplace in American policing, and the
chief’s survival depends on external support
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.49
The Sheriff
The position of sheriff is rooted in the time ofthe Norman conquest of England (in 1066). and played an important part in early law
enforcement activities of colonial America A typical sheriff’s department varies from a
traditional, highly political, limited-service officeto modern, fairly nonpolitical, full-service police agency.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.50
The SheriffFunctions
Serving and/or implementing civil processes. Collecting certain taxes/conducting real estate sales. Performing routine order-maintenance duties by
enforcing state statutes and county ordinances. Serving as bailiff of the courts. Maintaining/operating county correctional institutions. Sheriffs serve all three components of the justice
system: law enforcement, the courts, corrections. In many urban areas, civil process duties consume
more time & resources than law enforcement.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.51
The Sheriff
Sheriffs are elected in all but two states: RI & Hi. As a result, sheriffs are more independent than
appointed municipal police chiefs, but receive considerable media scrutiny and are subject tostate accountability processes.
Sheriffs tend to be older, less likely to have been promoted through the ranks, and less likely to be college graduates with specialized training.
Those in small agencies have more difficulty with organizational problems.
Sheriffs in large agencies find local officials, planning and evaluation to be more troublesome.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.52
Middle ManagersCaptains and Lieutenants
Few police administration books contain information about the middle managers of a police department: the captains and lieutenants.
In a mid-sized or large police agency, a patrol shift or watch may be commanded by a captain, who will have several lieutenants reporting to him or her.
In some respects, the lieutenant’s position in some departments is a training ground for future unit commanders (the rank of captain or higher).
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.53
Middle ManagersCaptains - 15 Important Tasks (1-8)
1. Issuing assignments to individuals and units within the section.
2. Receiving assignments for the section/unit.3. Reviewing incoming written complaints and reports.4. Preparing routine reports.5. Reviewing the final disposition of assignments.6. Ensuring subordinates comply with general and
special orders.7. Monitoring crime and other activity statistics.8. Evaluating work of individuals/units within the
section.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.54
Middle ManagersCaptains - 15 Important Tasks (9-15)
9. Maintaining sector facilities.
10. Discussing concerns and problems with people.
11. Attending various staff meetings.
12. Maintaining working contacts and respondingto inquiries from other sections of the division.
13. Reviewing/approving overtime in the section/unit.
14. Monitoring section/unit operations to evaluate performance.
15. Fielding and responding to complaints against subordinates.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.55
Middle ManagersLieutenants - 15 Important Tasks (1-8)
1. Assisting in supervising/directing activities of the unit.
2. Performing the duties of a police officer.3. Ensuring that departmental and governmental
policies are followed.4. Preparing the duty roster.5. Reviewing work of individuals/groups in the section.6. Responding to field calls requiring an on-scene
commander.7. Holding the roll call.8. Preparing various reports.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.56
Middle ManagersLieutenants - 15 Important Tasks (9-15)
9. Reviewing various reports.10. Coordinating activities of subordinates on major
investigations.11. Meeting with superiors concerning unit operations.12. Maintaining time sheets.13. Notifying the captain/bureau commander of
significant calls.14. Answer inquiries from other sections/units,
agencies.15. Serving as the captain/bureau commander in the
latter’s absence.
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.57
Middle ManagersCaptains and Lieutenants
A potential problem of police organizations isthey may become top-heavy, with too manyworking in offices and not on the streets. such structures can hinder the accomplishment
of goals and objectives The agency should determine what administrative,
management, and supervisory functions are essential. and how many captains, lieutenants, and sergeants
are needed to perform them
Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak
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First-Line SupervisorsThe Patrol Sergeant: Seeking the Gold Badge
Sometime during the career of a patrol officer the opportunity for career advancement is presented. the chance to wear the sergeant’s “gold badge”
A difficult position to occupy because at this middle level, first-line supervisors are caught between upper management and the rank-and-file officers.
Becoming sergeant may involve an assessment process, departmental & civil service procedures.
Other factors include education and training, years of experience, supervisory ratings, psychological evaluations, and departmental commendations.
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Assuming the PositionGeneral Roles and Functions
Administrative personnel know that a good patrol officer is not automatically a good supervisor. previous performance may be recalled as a means
of challenging reasonableness or legitimacy of their supervisory action
A new supervisor must go through a transition phase to learn to exercise command and get cooperation.
Supervision is also challenging in corrections, where supervisors must follow federal & state laws and court decisions concerning custody, care & treatment of inmates.
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Assuming the PositionGeneral Roles and Functions
The supervisor’s role, put simply, is to get his or her subordinates to do their very best.
Supervising a group of subordinates is made more difficult because of the so-called human element. people are complex and sometimes unpredictable
Effective supervision is also difficult because thejob is dynamic, not static.
The supervisor must learn the best way to handle new subordinates, and be attuned to the new officers’ effects on other subordinates and thework group as a whole.
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Police Supervisors9 Basic Tasks
Supervise subordinate officers in the performanceof their duties.
Disseminate information to subordinates. Ensure that general and special orders are followed. Review and approve various report. Listen to problems voiced by officers. Answer calls. Keep superiors apprised of ongoing situations. Provide direct supervision for potential high .
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Police Supervisors4 Distinct Types of Supervisors
Traditional - law enforcement oriented and expect subordinates to produce measurable activity.
Innovative - associated with community policing and generally do not place a great emphasis on arrests.
Supportive - concerned with developing good relations with subordinates.
Active - tends to work in the field and sometimesare officers with stripes or rank.
A police department is the sum total of all its units. one problem unit can adversely affect other units
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The Patrol OfficerBasic Tasks
Many people believe that the police officer has the most difficult job in the US, and fundamentally, police perform four basic functions:
Enforcing the laws. Performing services. Preventing crime. Protecting the innocent. A major problem of police administration today
involves personnel recruitment.
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The Patrol OfficerTraits of a Good Officer
Good officers should be incorruptible - of high moral character.
Well adjusted - able to carry out the hazardous and stressful tasks of policing without cracking up.
People oriented - and able to respond to situations without becoming overly emotional, impulsive, or aggressive.
They also need cognitive skills to assist in their investigative work.
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The Patrol Officer12 Qualities for Entry-Level Officers (1-5)
1. Enthusiasm - believes in what he/she is doing and goes about it with a vigor almost contagious.
2. Good communications skills - highly developed speaking/listening skills; ability to interact well.
3. Good judgment - wisdom/analytical ability to make decisions based on understanding of the problem.
4. Sense of humor - ability to laugh & smile, to help officers cope with exposure to pain & suffering.
5. Creativity - ability to place themselves in the mind of the criminal and legally accomplishing arrests.
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The Patrol Officer12 Qualities for Entry-Level Officers (6-9)
6. Self-motivation - making things happen, proactively solving difficult cases, creating their own luck.
7. Knowing the job & system - understanding the role of the officer, the justice system, and using both formal and informal channels to be effective.
8. Ego - believing they are good officers, having self-confidence enabling them to solve difficult crimes.
9. Courage - ability to meet physical/psychological challenges, thinking clearly, admitting when theyare wrong, and standing up for what is difficultand right.
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The Patrol Officer12 Qualities for Entry-Level Officers (10-12)
10. Understanding discretion - Enforcing the spirit, not the letter, of the law, giving people a break and showing empathy.
11. Tenacity - staying focused; seeing challenges,not obstacles; viewing failure not as a setbackbut as an experience.
12. Thirst for knowledge - staying current on newlaws and court decisions, always learning.
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Strategies for Hiring the Best
Police agencies must obviously strive to recruit and hire the best personnel possible, and there are three important strategies departments can utilize in selection and hiring:
Have an organizational culture that supports a good selection process.
A validated, job-related selection process to hire the best candidates.
A robust training and evaluation system to support the selection process.
Agencies must train their recruits well, teach them the correct skills, and evaluate them early and often
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From Field Training Officer to Police Training Officer
A new aspect of policing with which all police chiefs and sheriffs should be acquainted is known as the police training officer (PTO) program.
Once recruits leave the academy, their training is still incomplete. they must then undergo a field training process
while under a qualified field training officer (FTO) The FTO approach has changed very little in the
past 40+ years. devoid of contemporary approaches to training, adult-
and problem-based learning & leadership principles
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From Field Training Officer to Police Training Officer
PTO seeks to take the traditional FTO program to a higher level––one embracing/evaluating new officers based on understanding and application of COPPS.
New officers must master 15 core competencies. Very different from traditional police training
methods that emphasize mechanical repetitionskills and rote memory capabilities.
This approach is highly flexible, and can be tailored to each agency’s needs; and may be adjusted to meet future police training challenges.
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Roles and Functions of Police Personnel Under COPPS: The Chief Executive
Articulating a clear vision to the organization. Understanding & accepting the depth of change and
the amount of time required to implement COPPS. Assembling a management team that is committed
to translating the new vision into action. Being committed to removing bureaucratic
obstacles whenever possible.
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Roles and Functions of Police Personnel Under COPPS: Middle Managers
Assuming responsibility for strategic planning. Eliminating red tape and bottlenecks that
impede the work of officers and supervisors. Conducting regular meetings with subordinates
to discuss plans, activities, and results. Assessing COPPS efforts in a continuous manner.
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Roles and Functions of Police Personnel Under COPPS: First Line Supervisors
Understanding and practicing problem solving. Managing time, staff, and resources. Encouraging teamwork. Helping officers to mobilize stakeholders. Tracking and managing officers’ problem solving. Providing officers with ongoing feedback and
support.
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Roles and Functions of Police Personnel Under COPPS: Rank and File Officers
The patrol officer becomes a problem solver. The patrol officer is expected to recognize when
old methods are inadequate and new & different solutions are needed.
He/she is expected to display many skills demanded of higher-level personnel including being creative, flexible, and innovative; working independently;and maintaining self-discipline.
The officer must possess the ability to work cooperatively with others to solve problemsand to listen.
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SUMMARY
Today’s law enforcement executives occupy positions of tremendous responsibility.
Police executives, managers, and supervisors must decide what the best leadership method is, both inside and outside their organizations.
They must be concerned with their agency’s performance and standing with the community, governing board, and rank and file.
Their abilities will be challenged in additional waysif the COPPS strategy is being contemplated or is already being implemented.