CRJ102 Unit 2 Chapter 3 Study Notes
Introduction:
o Police Departments is a generic term for other law enforcement
agencies such as those at the federal, state, and county level, as
well as sheriff’s offices.
Division of Labor
o In police departments, the tasks of the organization are divided
according to personnel, area, time, and function or purpose.
o In a police department, patrol functions are separate from
detective functions, which are separate from internal
investigative functions.
o The best way to think of the division of labor in an organization is
to ask the question, “Who is going to do what, when, and
where?”
Managerial Definitions
o Organization:
A deliberate arrangement of people doing specific jobs,
following procedures to accomplish a set of goals
determined by some authority.
Administration and Public Affairs, gives us two definitions
of organization, “a highly rationalized and impersonal
integration of a large number of specialists cooperating to
achieve some announced specific objective,” and “a
system of consciously coordinated personal activities or
forces of two or more persons.”
o Bureaucracy:
An organizational model marked by hierarchy, promotion
on professional merit and skill, the development of a
career service, reliance on and use of rules and
regulations, and impersonality of relationships among
career professionals in the bureaucracy and with their
clientele.
Nicolas Henry further explains the principles of
bureaucracy as he tells us that the closed model of
organizations goes by many names, including bureaucratic,
hierarchical, formal, rational, and mechanistic, and reports
that bureaucratic theory or bureaucracy is one of the most
common permutations, schools, or theories that has
thrived.
, He says that the closed model of organizations has several
characteristics, including the following: routine tasks occur
in stable conditions; task specialization or division of labor
is central; the proper ways to do a job are emphasized;
conflict within the organization is adjudicated from the top;
one’s formal job description is emphasized; responsibility
and loyalty are to the subunit to which one is assigned;
structure is hierarchical (like a pyramid); one takes orders
from above and transmits orders below, but not
horizontally; interaction is directed toward obedience,
command, and clear superior–subordinate relationships;
loyalty and obedience to one’s superior and the
organization are emphasized, sometimes at the expense of
performance; and personal status in the organization is
determined largely by one’s formal office and rank.
o Management:
The process of running an organization so that the
organization can accomplish its goals.
o PODSCORB:
Acronym for the basic functions of management: planning,
organizing, directing, staffing, coordinating, reporting, and
budgeting.
o Traditionally, managers and supervisors are the people tasked
with the duty of managing—getting the functions of the
organization accomplished through the members of the
organization.
Managers. Supervisors, or Leaders:
o Leadership:
The ability of an individual to act as a leader, or someone
that influences and develops an individual or a group to
accomplish a common purpose or goal. A leader sets the
tone for what is to be accomplished.
Police departments need leaders, not merely managers
and supervisors.
The accomplishments of the police are brought about by
leaders and their personnel; the failures of the police are
brought about by managers and supervisors who are not
leaders, and the performance of their personnel reflects
that lack of leadership.
, Ethical Leadership
o Ethical leaders demonstrate integrity on a daily basis in every
decision that is made.
o The ethical leader is the one to whom others are drawn, the one
whom others want to emulate.
o The life and actions of an ethical leader demonstrate integrity,
character, credibility, honesty, fairness, loyalty, and respect.
o To make ethical decisions, you must have integrity, credibility,
responsibility of character, and the courage necessary to make
“tough” decisions.
o Ethical decision making requires you to stand your ground, rely
on your core ethical principles and values, and make the best
decisions for the individuals and the organization.
o The ethical leader sets the tone for those who follow.
o These are the departments that become models of a good
organization within the law enforcement community.
o These departments are the ones that other departments look to
for their future command staff and chiefs
Traditional Organizational Model and Structure
o Quasi-military organizations
An organization similar to the military along structures of
strict authority and reporting relations.
Like the military, the police are organized along structures
of authority and reporting relationships; they wear military-
style, highly recognizable uniforms; they use military-style
rank designations; they carry weapons; and they are
authorized by law to use force.
The trend toward military models of police organizations in
the United States was part of police reform in the
progressive era of government.
o Progressives tended to apply the ideas of scientific management
and corporate organizational models to running city
governments, but they believed that the military model seemed
more fitting to what the police were supposed to be doing—
fighting a war against crime.
o Taylor’s 4 Scientific Management Principles
Replace working by “rule of thumb,” or simple habit and
common sense, and instead use the scientific method to
