Police Organization and Operation Good order is the foundation of all things. — EDMUND BURKE CHAPTER THREE

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




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.)



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.



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.



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.



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.



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.



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



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.



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.



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.



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)



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



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




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




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



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



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



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



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



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



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.




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.



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.




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



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.



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.



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.



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.



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




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




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.)




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.)



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.



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



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.



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



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



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.



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.



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.



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.



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.



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.



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



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



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.



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.



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.



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).



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.



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.



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.



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.



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



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.



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.



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.



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 .



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



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.



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.



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.




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.




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.



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



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



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.



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.



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.



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.



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.



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.

Documents

Police Organization and Operation Good order is the foundation of all things. — EDMUND BURKE CHAPTER THREE