Part II
Organizational Perspectives
Chapter 4
Foundations of
Police Organization
© 2011 Delmar, Cengage Learning
Learning Objectives
1.
2.
3.
4.
5.
6.
7.
Understand the roots of classical organizational theory and its relation to
bureaucracy.
Know how scientific management is applied to organizations today.
Determine how the principle of hierarchy or chain of command is used in
the police setting.
Understand the importance of authority in the police department.
Explain how and why specialized units are created in the police
organization.
Know the deficiencies or criticisms of classical organizational theory.
Critique the criticisms or defend classical organizational theory.
© 2011 Delmar, Cengage Learning
Traditional Police Organization
• The traditional, or classical, police organization is a
quasi-military model.
• Sir Robert Peel used the military model as the basis for
the first modern police department in London in 1829.
• American police initially adopted the quasi-military
model.
© 2011 Delmar, Cengage Learning
Classical Organizational Theory
• Scientific Management
– Frederick W. Taylor (1865–1915)
• Principles of Management
– Max Weber (1864–1920)
© 2011 Delmar, Cengage Learning
Scientific Management
•
•
•
•
•
•
•
•
Workers exert the least amount of effort in accomplishing the greatest
amount of work
Produce greater volume of product at a lower cost
Focused efforts on the employee
Management analyzed tasks and assumed more responsibility
Goal was to provide an orderly manner to work
Worker and manager cooperate, rather than oppose each other
Functional Supervision: Workers are supervised by people with expertise in
their area
Rational man theory: If people work for rewards, when they are properly
rewarded, then they are productive
© 2011 Delmar, Cengage Learning
Five Principles of Successful
Organizations
1.
2.
A program of action prepared by means of annual and 10-year forecasts
An organization chart to guarantee order and assure each man a definite place
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–
3.
4.
Observation of the necessary principles in the execution of command
Meetings of the department heads of every division
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5.
careful recruiting
technical, intellectual, moral, administrative training of the personnel in all ranks
conferences of the division heads presided over by the managing director to insure
coordination
Universal control, based on clear accounting data that is rapidly made available
© 2011 Delmar, Cengage Learning
Weber’s Principles of Management
• Bureaucratic Management
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Well-defined hierarchy of authority
Specialization
Formalization
Impersonality of management
Personnel decisions based on merit
© 2011 Delmar, Cengage Learning
Hierarchy of Authority
•
•
Supervisors have more authority than subordinates, but less authority than the
superior officer to whom they report
Ensures orders are followed, responsibility is placed with proper individuals, and
everyone is aware of their responsibilities via direct supervision
– Span of control
•
The number of subordinates a superior supervises without regard to the effectiveness of that
supervision
– Unity of command
•
•
Placing one superior in command or in control of every situation and every employee
Instituted to ensure that conflicting orders are not issued by several superiors
– Delegation of authority
•
•
The assignment of tasks, duties, and responsibilities to subordinates, while at the same time
giving them power to make decisions
Accomplished by policy formulation and direction
© 2011 Delmar, Cengage Learning
Specialization
• Refers to division of labor or job differentiation
• Police executive must divide tasks among various work
groups or units to preserve efficiency
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Function
Geography
Time
Level of authority
Functional specialization
© 2011 Delmar, Cengage Learning
Advantages and Disadvantages
of Specialization
Advantages
• Reduces the need for
training
• Increases job control
• Increases job proficiency
• Provides career
enrichment for some
officers
Disadvantages
• Diminishes territorial
coverage
• Job dissatisfaction
increases
• Administrative
coordination is made
more difficult
© 2011 Delmar, Cengage Learning
Important Factors for Considering
Specialization
1. Quality of personnel
2. Need
3. Departmental goals
© 2011 Delmar, Cengage Learning
Formalization
• Written rules and regulations providing direction and control
• Policies or procedures
– Comprehensive set of guidelines for a specific activity or duty
• Special orders
– A directive that is temporary in nature
– A directive used to provide additional guidance or supplement a policy
for individual units
• Memoranda
– Used to notify individuals of assignments, orders, and other information
© 2011 Delmar, Cengage Learning
Criticisms of Traditional Police
Management
• Officers need to be treated as human beings, not
machines
• Weber’s principles of organization must be mediated
with team building or participatory management
• Authoritarianism
– When officers fail to comply with policies, superiors motivate
them with punishment, which negatively affects morale.
© 2011 Delmar, Cengage Learning
In Defense of Classical Theory
• Most expedient way to effectively manage large numbers
of employees
• Theory has survived because it focuses on
accountability
• Straightforward and easily understood by employees
© 2011 Delmar, Cengage Learning