What are the benefits of chain of command? What are the drawbacks? Is it ever a
“good thing” to not have a chain of command? Why or why not?
Be sure to support your position with a very detailed explanation or a source citation.
© 2011 Delmar, Cengage Learning
Part II
Organizational Perspectives
Chapter 4
Foundations of
Police Organization
© 2011 Delmar, Cengage Learning
Learning Objectives
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.
Peelian Principles)
American police initially adopted the quasi-military model.
© 2011 Delmar, Cengage Learning
Classical Organizational Theory
Scientific Management
Frederick W. Taylor (1865–1915)
(Natural Soldering)
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
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
careful recruiting
technical, intellectual, moral, administrative training of the personnel in all ranks
Observation of the necessary principles in the execution of command
Meetings of the department heads of every division
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
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
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Specialization
Refers to division of labor or job differentiation
Police executive must divide tasks among various work groups or units to preserve efficiency
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
Quality of personnel
Need
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
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be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
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Printed by: Jeguiris-Burgos@berkeleycollege.edu. Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
/
Printed by: Jeguiris-Burgos@berkeleycollege.edu. Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
/
Printed by: Jeguiris-Burgos@berkeleycollege.edu. Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
/
Printed by: Jeguiris-Burgos@berkeleycollege.edu. Printing is for personal, private use only. No part of this book may
be reproduced or transmitted without publisher’s prior permission. Violators will be prosecuted.
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