Organization
Management
Organizational Principles and
Police Agency Management
Organization
 collectivity
of elements with a
relatively identifiable boundary,
a normative order (rules) ranks
of authority (hierarchy),
communications systems, and
membership coordinating
systems (procedures)
Organization (cont)
 this
collectivity exists on a relatively
continuous basis, in an environment,
and engages in activities that are
usually related to a set of goals; the
activities have outcomes for
organizational members, for the
organization itself, and for society
Management
 the
achievement of goals through the
use of resources and activities - the
ways in which the processes occur
within the structure - often used to
refer to private-sector organizations
Administration
 often
used to refer to “public-sector”
organizations
 Also
referred to as the process of
POSDCoRB
Organizational Structure
 the
distributions, along various lines,
of people among social positions that
influence the role relations among
these people
 a complex medium of control which is
continually produced and recreated in
interaction and yet shapes that
interaction
POSDCoRB
Planning
 Organizing
 Staffing
 Directing
 Coordinating
 Reporting
 Budgeting

Structural Dimensions

Complexity
– Horizontal differentiation
– Vertical differentiation
– Geographical dispersion

Formalization

Centralization
Contextual Explanations

Size

Technology

Internal Culture

The Environment
Organizational Processes

Power - capacity to control the behavior of
others
– Authority
– Influence
Leadership - ability, based on the personal
qualities of the “leader”, to elicit the follower’s
voluntary compliance in a broad range of
matters.
 Decision-making - making a choice from among
a set of options

– Strategic - those made at or near the “top” of the
organization
Organizational Processes (cont)
Communications - transfer of
information from one person to another
with the purpose of affecting behavior
 Change - differences over time

– Life cycle - constant shifting of interests
and conditions
– Developmental - planned actions directed
at achieving selected out
Bureaucracy – (Weber)
division of labor
 specialization of function
 well-defined hierarchy of authority
 system of rules, regulations & procedures
 impersonality
 selection/promotion based on technical
competence

Organizational Principles

Classical Organizational Theory
– Theory X

Human Relations Theory
– Theory Y

Systems Theory
Classical Theory (X)
Hierarchy
 Specialization
 Procedural Guidelines
 Formalization
 Position based authority
 Expertise based
 Employees economically motivated

Classical Theory (cont)
Communities began to question police
performance and practices in a number of areas
(community relations, effectively deal with
problems not just respond to calls, etc.)
 Police began to question the quasi-military
organizational structure and its repressive
consequences on everyday life.
 Employees and employee organizations have
influenced organizational views of classical
organizational theory

Principles of Classical
Organizational Theory
The organization follows the principle of
hierarchy; each lower office is under the
control and supervision of a higher one.
 Specialization or division of labor exists
whereby individuals are assigned a
limited number of job tasks and
responsibilities.
 Official policies and procedures guide
the activities of the organization.

Classical Theory (cont)
 Administrative
acts, decisions, and
rules are recorded in writing.
 Authority within the organization is
associated with one’s position.
 Candidates are appointed on the
basis of their qualifications, and
training is a necessary part of the
selection process.
Theory X

Management is responsible for organizing the elements of productive
enterprise.

With respect to people, this is a process of directing their efforts,
motivating them, controlling their actions, and modifying their behavior
to fit the needs of the organization.

Without this active intervention by management, people would be
passive—even resistant—to organizational needs.

The average man is, by nature, indolent—he works as little as possible.

He lacks ambition, dislikes responsibility, prefers to be led.

He is inherently self-centered, indifferent to organizational needs.

He is, by nature, resistant to change.

He is gullible, not very bright (1960:5-6).
Human Relations (Y)
Hawthorne Studies
Management - organize elements of enterprise
People not passive or resistant - learned this
behavior
 Motivation, potential for development, capacity
for assuming responsibility, direct behavior
toward organizational goals all present
 Task of manager to arrange conditions and
methods so mutual goal accomplishment
possible
 Maslow”s Hierarchy of Needs



Maslow’s
Hierarchy of Needs
Self-Actualization
Esteem
Social
Security
Psychological
Participative Management

Vertical Staff Meetings

Problem-Solving Groups

Quality Circles
Theory Y

Management is responsible for
organizing the elements of productive
enterprise.

People are not passive or resistant to
organizational needs. They have
become so as a result of experience in
organizations.
Theory Y (cont)

The motivation, the potential for development,
the capacity for assuming responsibility, the
readiness to direct behavior toward
organizational goals, are all present in people.

The essential task of management is to arrange
organizational conditions and methods of
operations so that people can best achieve their
own goals by directing their own efforts toward
organizational objectives. (1960:15).
Systems Theory
Organizations exist in an environment social, cultural, technological
 Organizations are complex sets of “units”
that must be coordinated, maintained and
controlled
 Attention is paid to intra and inter-system
linkages

System Theories

MBO

Contingency Management

TQM
– Culture
– Customers
– Counting