Modern police management

목차 (Table of Contents)

• CONTENTS
• Preface = xix
• 1 The Nature of Police Administration = 1
• ADMINISTRATION DEFINED = 2
• Functions of the Administrator = 3
• Administrative Responsibilities = 6
• LAW ENFORCEMENT ADMINISTRATION = 9
• Qualifications: Who Should Be A Law Enforcement Executive? = 10
• The Political Arena = 13
• The Problem With People = 15
• PHILOSOPHIES OF POLICE MANAGEMENT = 16
• Traditional Police Management = 16
• Problem-Oriented Police Management = 17
• Community-Oriented Policing = 17
• DISCUSSION QUESTIONS = 18
• REFERENCES = 19
• 2 The Police Mission = 20
• THE PHILOSOPHY OF POLICING = 22
• Traditional Policing = 23
• Efficiency and Discipline = 24
• Community Isolation = 24
• Problem-Oriented Policing = 25
• Defining the Problems = 26
• Community-Oriented Policing = 26
• Proactive Policing = 27
• THE POLICE FUNCTION = 29
• Order Maintenance = 30
• Protection of Constitutional Guarantees = 31
• Facilitation of Movement = 33
• Conflict Resolution = 34
• Aid for Those in Need = 35
• Problem Identification = 37
• Promoting a Sense of Security = 38
• Law Enforcement = 38
• Criminal Investigation = 40
• Recovery of Property = 41
• Emergency Services = 41
• Crime Prevention = 42
• VALUES IN POLICING = 42
• DISCUSSION QUESTIONS = 44
• REFERENCES = 44
• 3 Leadership and Motivation = 46
• LEADERSHIP = 46
• Trait Theory = 47
• Leadership Styles = 48
• Situational Leadership = 50
• Non-native Model = 51
• The Art of Leading = 53
• Good Bosses-Bad Bosses = 57
• Vision = 57
• Tenacity = 58
• Principles of Quality Leadership = 58
• MOTIVATION = 58
• Classical Approach = 60
• Human Relations Approach = 60
• Hierarchy of Needs = 61
• Maturity-Immaturity Theory = 62
• Motivation-Hygiene Theory = 63
• Acquired Needs Theory = 65
• Theory X-Theory Y = 65
• Goal Setting Theory = 67
• Expectancy Theory = 68
• Reinforcement Theory = 68
• Motivation and Job Satisfaction = 71
• Job Satisfaction and Performance = 73
• DISCUSSION QUESTIONS = 74
• REFERENCES = 74
• 4 Authority Power and Conflict = 77
• AUTHORITY = 77
• Zone of Acceptance = 79
• Delegation = 79
• Authority Relationships = 81
• Line Authority = 82
• Staff Authority = 82
• Functional Authority = 83
• Authority and Responsibility = 83
• POWER = 86
• Power Bases = 87
• Organizational Power = 87
• Legitimate Power = 87
• Position Power = 87
• Coercive Power = 87
• Reward Power = 88
• Personal Power = 89
• Expert Power = 90
• Charismatic Power = 91
• Affluence Power = 91
• Subordinate Power = 91
• Collective Power = 91
• Legal Power = 91
• POWER ACQUISITION = 92
• Coalition Formation = 93
• Cooptation = 93
• Embrace or Demolish = 93
• Divide and Rule = 93
• Exchange of Favors = 94
• Act Powerful = 94
• Subunit Power = 95
• Costs of Using Power = 95
• CONFLICT = 96
• The Importance of Conflict = 97
• Organizational Identity = 97
• Safety Valve = 97
• Organizational Ideology = 98
• Conflict Management = 98
• Confrontation = 98
• Superordinate Goals = 99
• Resource Expansion = 99
• Avoidance = 99
• Smoothing = 100
• Compromise = 100
• Autocratic Command = 101
• Behavioral Change = 101
• Structural Change = 102
• The Realities of Organizational Conflict = 103
• DISCUSSION QUESTIONS = 104
• REFERENCES = 104
• 5 Decision Making = 106
• THE DECISION-MAKING PROCESS = 106
• Problem Identification = 108
• Development of Alternatives = 111
• Conformity to Facts = 111
• Feasibility = 111
• Realism = 111
• Rationality = 111
• Analysis of Alternatives = 113
• Selection of a Course of Action = 113
• Bounded Rationality = 113
• The Heuristic Process = 114
• Personal Values = 117
• Perceptions = 117
• Limitations in Human Processing = 118
• Political and Power Behavior = 118
• Time Constraints = 120
• PLANNING = 120
• Pros and Cons of Planning = 120
• Planning Process = 121
• Goal Determination = 121
• Alternatives = 124
• Strategy Selection = 124
• Implementation and Evaluation = 128
• BUDGETING = 130
• Line-Item Budget = 130
• Performance Budgets = 131
• Planning-Programming Budget = 131
• Zero-Based Budgets = 132
• DISCUSSION QUESTIONS = 134
• REFERENCES = 134
• 6 Organizing = 239
• THE FORMAL ORGANIZATION = 136
• PRINCIPLES OF ORGANIZING = 140
• The Scalar Principle = 141
• Unity of Command = 249
• Span of Control = 143
• The Exception Principle = 143
• The Aggregation Principle = 144
• Distinction Between Line and Staff = 145
• Formal Communications Network = 145
• THE INFORMAL ORGANIZATION = 146
• Conformity = 147
• Informal Communications Network = 148
• EFFECTIVE ORGANIZATIONS = 150
• Simple Structure-Lean Staff = 151
• Informal Communications Stressed = 151
• Focus = 151
• Staying Close to the Customer = 152
• Decentralization = 153
• Production Through People = 154
• DISCUSSION QUESTIONS = 155
• REFERENCES = 155
• 7 The Police Organization = 157
• OPERATIONS = 157
• Patrol = 157
• Distribution = 159
• Patrol Strategy and Tactics = 160
• Types of Patrol = 162
• Automobile Patrol = 162
• Foot Patrol = 162
• Bicycle Patrol = 163
• Horse Patrol = 163
• Air Patrol = 163
• Water Patrol = 163
• Criminal Investigations = 164
• The Rand Analysis = 164
• The PERF Study = 166
• Solvability Factors = 166
• Coordinating Patrol and Investigations = 167
• Traffic = 169
• Tactics = 170
• Tactical Teams = 170
• SERVICES = 171
• ADMINISTRATIVE SERVICES = 171
• Personnel = 172
• Training = 172
• Purchasing = 173
• Research and Planning = 174
• Data Analysis = 174
• Inspections = 175
• Line Inspections = 175
• Staff Inspections = 175
• TECHNICAL SERVICES = 177
• Records and Communications = 177
• Records = 177
• Communications = 178
• Evidence Processing = 179
• Jail Management = 179
• Physical Plant = 181
• Crime Laboratory = 181
• DISCUSSION QUESTIONS = 182
• REFERENCES = 182
• 8 Organization = 184
• ORGANIZATIONAL EVOLUTION = 184
• BUREAU PATHOLOGY = 186
• Trained Incapacity = 186
• Occupational Psychosis = 187
• Goal Displacement = 189
• Sanctification = 189
• ORGANIZATIONAL POLITICS = 192
• Types of Political Behavior = 192
• Offensive = 192
• Defensive = 193
• Neutral = 193
• Survival Instincts = 194
• Image Management = 194
• Parkinson's Law = 194
• Peter Principle = 195
• Alliance = 196
• Team Behavior = 196
• CAUSES OF BUREAU PATHOLOGY = 197
• Rulification = 198
• Centralization = 198
• Isolation = 198
• Acceptance of Isolation = 198
• Resultant Power Struggles = 199
• Political Atmosphere = 200
• Double Standards = 200
• Selective Screening = 200
• Ambiguity = 201
• Abdication = 201
• Isolation = 201
• Secrecy = 202
• CURING THE SICK ORGANIZATION = 202
• DISCUSSION QUESTIONS = 205
• REFERENCES = 205
• 9 Staffing the Organization = 207
• JOB ANALYSIS = 209
• Physical Qualifications = 209
• Vision = 209
• Hearing = 211
• General Health = 212
• Height and Weight = 212
• Americans With Disabilities Act = 213
• Intellectual Capacity = 215
• Intelligence = 216
• Education = 217
• RECRUITING = 219
• Affirmative Action = 220
• Recruiting Women and Minorities = 220
• SELECTION = 222
• Application Forms = 222
• Written Examinations = 222
• Interviews = 224
• Physical Agility Tests = 227
• Background Investigation = 227
• Medical Examination = 228
• Polygraph Examination = 228
• Psychological Examinations = 229
• Probationary Period = 229
• Postentry Staffing = 229
• STAFFING THE KNOWLEDGE-BASED DEPARTMENT = 230
• Fallacies of the Selection Process = 230
• Realities of the Future Labor Pool = 232
• Identifying Realistic Qualifications = 233
• DISCUSSION QUESTIONS = 235
• REFERENCES = 235
• 10 Labor Relations = 237
• THE EVOLUTION OF POLICE UNIONS = 237
• The Boston Police Strike = 238
• Police Unions Today = 239
• The Unionization Process = 240
• Pros and Cons of Police Unions = 242
• COLLECTIVE BARGAINING = 243
• Obtaining the Right to Bargain = 244
• Contract Negotiation = 246
• Impasse Resolution = 247
• Contract Management = 248
• AREAS OF NEGOTIATION = 249
• Salary and Benefits = 249
• Promotion and Assignment = 250
• Discipline Procedures = 251
• Management Prerogatives = 254
• GRIEVANCE PROCEDURES = 254
• Initiating the Grievance = 255
• Grievance Arbitration = 256
• Grievance Outcomes = 256
• DISCUSSION QUESTIONS = 257
• REFERENCES = 257
• 11 Policy-Making and Ethics = 259
• POLICIES = 259
• Policy-Making = 260
• ETHICS = 263
• Values = 264
• Integrity = 266
• Self-Image = 266
• Corruption = 267
• Justice = 268
• Might vs. Right = 268
• Perception vs. Reality = 269
• Fairness = 269
• Psychological Contract = 270
• ETHICAL STANDARDS FOR LAW ENFORCEMENT = 271
• Law Enforcement Code of Ethics = 271
• Police Code of Conduct = 272
• The Use of Force = 273
• Gratuities = 276
• DISCUSSION QUESTIONS = 277
• REFERENCES = 278
• 12 Training and Education = 279
• NECESSITY FOR TRAINING = 282
• Social Evolution = 282
• Legal Mandates = 283
• Maximizing Performance = 284
• Prolonging Employee Service = 284
• CONTEMPORARY TRAINING MODELS = 286
• TRAINING TOPICS = 287
• Physical Harm = 287
• Minor Legal Actions = 291
• Routine Decisions = 291
• Role Understanding = 292
• Social Understanding = 292
• Skill Enhancement = 292
• TRAINING TECHNIQUES = 293
• On The Job Training = 293
• Programmed Learning = 293
• Job Rotation = 294
• Lecture = 294
• Simulation = 294
• Role Playing = 294
• Self-Instruction = 295
• Seminars = 295
• TRAINING DESIGN = 295
• Specialized Training = 295
• EDUCATION = 296
• DISCUSSION QUESTIONS = 302
• REFERENCES = 302
• 13 Organizational Control = 304
• Elements of Control = 304
• Functions of Control = 305
• Overseeing = 305
• Comparing = 306
• Correcting Deviations = 306
• Influencing Future Decisions = 307
• Control Cycle = 307
• ASSESSING ORGANIZATIONAL EFFECTIVENESS = 307
• Guidelines for Assessing Organizational Effectiveness = 308
• Errors in Assessment = 310
• Effectiveness Versus Efficiency = 310
• The Activity Trap = 310
• ASSESSING PERSONNEL PERFORMANCE = 312
• Purpose of Evaluation = 313
• Types of Performance Appraisal = 314
• Traits and Personal Characteristics = 315
• Behavioral Approach = 315
• Results Approach = 315
• Sources of Error = 316
• Evaluation Cycle. = 316
• Legally and Scientifically Defensible Appraisal Systems = 318
• THE INEFFECTIVE EMPLOYEE = 319
• Factors Contributing to Poor Performance = 319
• Individual Factors = 320
• Organizational Factors = 321
• Stress Reduction = 321
• Symptoms of Stress = 322
• Stress Reduction Programs = 322
• Citizen Complaints and Citizen Review = 324
• Civilian Review = 324
• Contemporary Complaint Investigation Models = 326
• Managing The Ineffective Employee = 327
• Definition of Effective Performance = 328
• Identifying Deviation from Acceptable Performance = 328
• Formulation of Diagnosis with Employee = 328
• Selection of Remedial Action = 328
• Implementation of Remedial Activity = 329
• Reevaluation of Performance After Time Interval = 331
• Corrective Discipline = 331
• Corrective versus Summary and Progressive Discipline = 332
• Termination = 332
• DISCUSSION QUESTIONS = 333
• REFERENCES = 334
• 14 Administration: The Future = 337
• WHERE ARE WE GOING? = 337
• America Tomorrow = 338
• Crime Trends = 339
• Technology and Crime = 340
• Bombs = 341
• Firearms = 341
• Social Turmoil = 342
• Terrorism = 342
• Urban Unrest = 344
• THE POLICE OF THE FUTURE = 344
• Varieties of Police Administration = 345
• Why Police Management Must Change = 345
• Why Police Management Cannot Change = 346
• The Gift and Curse of Technology = 347
• Profit Motivated Policing = 352
• DISCUSSION QUESTIONS = 353
• REFERENCES = 353
• Prologue = 355
• THE ADMINISTRATIVE FUNCTION = 355
• If It's Not Broke Don't Fix It = 355
• Administrators Exist to Solve Problems Not Create Them = 356
• Face Problems Head On or Later On = 356
• Secrecy Protects Incompetenc and Little Else = 357
• Take the Job Seriously Never Yourself = 358
• DECISION-MAKING = 360
• Those Who Must Live With Their Decisions Learn to Make Good
• Decisions = 360
• Those Who Do the Job Know the Job = 360
• Facts are More Valuable Than Opinion = 361
• The Squeaky Wheel Gets the Grease = 362
• ORGANIZATION = 362
• Formality-The Curse Of Bureaucracy = 363
• Less is Best = 363
• Do What You Do Best = 364
• Informality and Flexibility = 365
• Productivity Through People = 365
• Build Bridges Rather than Barriers = 366
• COMMUNICATION = 366
• Keep it Informal = 366
• If You Can't Say it to Their Face Don't Say it = 367
• THE SECRET OF SUCCESS = 367
• Good Training = 368
• Good Policies = 368
• Stay Out Of The Way = 368
• Good People = 369
• Index = 371