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Police Administration Flashcards

(91 cards)

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1
Q

Robert Peel’s two principles

A
  1. The police should be organized along military lines.
  2. Securing and training proper persons is essential.
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2
Q

3 primary police goals

A

Protecting life
Protecting property
Maintaining order

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3
Q

Role of the mission statement

A

focus on the purpose of the organization, to call attention to what is important, and to set organizational goals to align practices with values

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4
Q

Systems approach

A

A system is “a network of interdependent components that work together to try to accomplish the aim of the system.

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5
Q

Open system

A

An open system is in contact with its environment; input and output are not restricted to factors directly related to the process involved.

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6
Q

Closed system

A

A closed system, by contrast, is not influenced by its environment, or at least is influenced very little. The solar system, which is a static structure in an ordered universe, is a good example of a closed system. (Not to be confused with a closed loop system)

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7
Q

Four Values

A

1.Legality: exercise great care when enforcing law, must abide by it
2.Equity: actions need to be fair
3.Accountability: inform public about crime and then develop a healthy trust and respect
4.Transparency: informing and educating the public

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8
Q

Crime and problem analysis

A

departments must collect and analyze data on crime and related problems in the community in order to allocate officer to shifts, deploy to beats, develop effective tactics, assign special units to problem areas and respond to crime as effectively as possible.

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9
Q

Operations Analysis

A

examines patrol, investigations, and other operational tasks and seeks to improve their effectiveness.

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10
Q

Administrative analysis

A

study of internal procedures and practices for identifying problem areas and making improvements.

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11
Q

Authority Level principle

A

premise that authority exists within an organization at all levels and only decision that can not be made at a given level because lack of authority should be referred upward for resolution.

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12
Q

Organizational procedure

A

More specific than policy less restrictive than a rule or regulation

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13
Q

3 management functions primarily performed by top level managers

A

System building
Planning
Organizing

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14
Q

System building

A

constructing coherent systems that take inputs, process them, and produce outputs that meet the goals and objectives of the police department.

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15
Q

Planning

A

Most analytical aspect of management. Planning is perhaps the most analytical aspect of management. It requires a certain amount of foresight and creativity, and a willingness to dedicate sufficient time to the planning process. Begins with identification of a problem.

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16
Q

Organizing

A

Organizing is the process of grouping like functions, of putting together the subsystems of an organization in order to achieve maximum efficiency, effectiveness, and productivity, while meeting organizational goals and objectives.

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17
Q

Staffing

A

Staffing involves the functions of recruiting, selecting, training, assigning, promoting, and terminating.

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18
Q

5 steps in the Planning process

A

Ends Analysis
Forecasting
Means Analysis
Implementation
Evaluation

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19
Q

Types of police plans

A

Reactive
Contingency Plans
Operations Efficiency
Strategic Plans

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20
Q

Directing

A

managers develop and disseminate directives and provide leadership, guidance, coaching, coordination, and encouragement.

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20
Q

6 separate staffing functions

A

Recruiting
Selecting
Training
Assigning
Promoting
Terminating

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21
Q

Controlling

A

Whereas directing is involved in communicating what should be done, controlling is involved with ensuring that what should be done is done. Controlling is enforcing the instructions.

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22
Q

Managing

A

Making sure the job is done correctly. Managers are responsible for obtaining inputs, designing and directing organizational processes, and inspecting and improving outputs

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23
Q

Leading

A

Leading involves showing the way, in most instances by example or by exhortation. Leaders help people in their organizations understand how their efforts contribute to valuable outputs. They help them picture goals worth striving for.

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24
The Internal role (chief)
Managing, leading, pursuit of excellence, reinventing govt
25
The External role (chief)
The external role of the police executive includes serving as the official representative of the agency, obtaining agency resources, protecting the agency against threats, and ensuring that the agency successfully adapts to its changing environment.
26
How much of the budget is spent on salaries and benefits?
75-80%
27
The administrator (chief style)
Emphasizes internal role, the administrator concentrates on planning, organizing, staffing, directing, and controlling the police organization. The administrator adheres to the professional model of police administration, with a belief in police autonomy and great faith in education, training, and technology as methods for police improvement. The administrator believes that as a police executive, they are is a manager first and a police officer only a distant second.
28
The top cop (chief style)
Emphasizes internal role but focuses on leading than on managing. The top cop is heavily involved in police operations, often commanding the troops in the field or taking charge of the more interesting and most important investigations. Most likely to be liked by the troops. Will not spend much time with the external.
29
The politician (chief style)
Emphasizes external role. The politician is likely to leave the internal administration of the police department to subordinate managers and to view the chief’s role as primarily externally oriented.
30
The statesman (chief style)
The statesman emphasizes leadership—among the troops, throughout the entire organization, and in the community. The statesman recognizes the aspects of the police executive’s responsibilities that can be carried out by no one else. While not ignoring the internal management of the department, delegates most management tasks to focus on influencing the core values of employees. Delegates some externally oriented tasks in order to concentrate on serious threats to the organization. "leader of democracy". Is the rarest and most needed.
31
Attitudes
a psychological “mental set” that represents “a predisposition to form certain opinions,”1 or as “a constellation of beliefs, sentiments, and behavior tendencies concerning some object.”2 Attitudes include ideals, values, sentiments, thoughts, ideas, concepts, feelings, beliefs, and assumptions.
32
Behavior modification
bypasses attitudes and concentrates on using rewards and punishments to influence behavior
33
Professionals (roles)
are willing to use coercive police authority when necessary but are not inclined to overuse it.
34
Tough cops (roles)
Are enthusiastic about using police authority and generally believe that the people they deal with deserve what they get. They usually develop quite negative attitudes toward just about everything and everybody except their fellow tough cops.
35
Clean beat crime fighters (roles)
Share many attitudes and beliefs with tough cops, but they are more willing to stay within the rules and the law. More process-oriented, whereas tough cops are more outcome-oriented. See their role primarily as law enforcement, and believe that systematic and thorough application of the law will lead to a safer and more orderly community. Experience frustration because their efforts to enforce the law aggressively are thwarted by administrators and the community.
36
Problem Solvers (roles)
Share empathy and a broad view of the police role with the professionals, but are more conflicted over the use of coercive authority. They want to be a positive influence on individuals and the community and see law enforcement and the use of force as negative influences.
37
Avoiders (roles)
Lack both empathy for other people and a willingness to use force to solve problems. These officers go out of their way to avoid difficult situations, as their label implies. They tend to shirk their duties, are not very productive, and try to attract as little attention as possible. Broke.
37
Self-awareness
how knowledgeable, insightful, and realistic a person is about their own strengths, weaknesses, and personality.
38
Self concept
the image a person has of their current self and of their ideal self: how and what they are and would like to be.
38
Self-confidence
The degree to which a person believes they can do something, including whether they believe they can attain their ideal self.
39
Self-esteem
how positively a person regards themself.
40
Required system
Composed of activities, sentiments, and interactions that are necessary for group survival. This refers essentially to the mandates of the job itself and to the required tasks that must be performed in order for the job to be productive and remain worthwhile and viable. Writing reports...
41
Personal system
Comprised of all of the personal predispositions that members of an organization bring to the workplace. Ideas, expectations...
42
Emergent system
Composed of the behavior in the group setting that is not required for the group’s survival. It is the result of the collision that occurs when the personal system impinges on the required system.
43
Coercion Model
humans work because they have to in order to avoid pain and punishment.
44
The economic Model
humans work to obtain tangible rewards like pay and benefits
45
The growth model
Combination of social and economic which is an open system. Individual at work must be looked at as a human influenced by the environment.
45
The Social Model
social and psychological factors in the work setting also have considerable impact on performance. Camaraderie.
46
Expectancy Theory
When choosing specific actions and their overall level of work effort, employees are also guided by what they see as the probabilities of their actions leading to desired outcomes. This is termed expectancy theory.
47
Modest theory of motivation
Allows for a wide latitude of conscious and unconscious perceptions of self and situation and that seems almost universal in its applicability. 3 elements that make up this theory are: he three elements that make up this theory can be summarized as follows: 1. A person’s self-concept is determined by self-perception, which is influenced by both conscious and subconscious factors. 2. A person’s individual frame of reference is predicated on the way they perceive the world at any given time (including people, places, and things in the immediate environment) in combination with self-perception in a particular setting. 3. A person behaves in order to protect or enhance their feelings of security or adequacy in any given situation.
48
Theory X
Emphasizes external control of worker behavior. People do not like to work, must be forced to work, inherently unambitious.
49
Theory Y
Emphasizes self control and self direction. It is natural for workers to expend energy in work they enjoy...
50
Management by Objectives
People work hardest when they have a clear goal in mind and when they can see a direct relationship between their efforts and the accomplishment of that goal.
51
Job enrichment
Studied techniques to motivate workers and studied behaviors. Dissatisfiers: hygiene factors Satisfiers: motivators
52
Community policing
Views patrol officers as generalists who are responsible for “managing their beats.”
53
Problem oriented policing
encourages employee to work smarter by analyzing carefully identifying & analyzing problems and designing and implementing systematic, tailor made solutions.
54
Participative management
This approach is based on including non-managerial employees in the management process.
55
Organizational Development
The most broad-based approach to organizational improvement is called organization development (OD). This approach incorporates modern views of work motivation, human relations, contemporary management, and professional development. Includes Theory Y, MBO, Job enrichment, and participative management.
56
Fiedlers Situational Theory (situational grid)
Determine kinds of situations in which task oriented leadership would be most successful and those in which relationship oriented leadership would be most effective.
57
Situational Leadership
Paul Hersey and Kenneth Blanchard attempted an interesting merger of the managerial grid and situational theory, Under the grid, they added a situational dimension that they call task-related maturity. They define this dimension as the extent to which followers have mastered task-related skills and knowledge, as well as the extent to which they are committed to the organization’s goals and values. Followers who have mastered their tasks and are committed to the organization score high on task-related maturity, while those who are still learning their tasks and show little or no commitment to the organization score low on task-related maturity.
58
Quality leadership in policing
"inside out approach". First modernize and humanize police management so that managers are treated as mature adults. Then require officers to treat the public in a more humane and mature manner.
59
Data Collection
Information must initially be obtained, with due concern for its reliability and validity.
60
Data Collation
information must be sifted, labeled, categorized, and otherwise manipulated so that its relevance to problems and decisions is identified.
61
Analysis/ Interpretation
information must be tabulated, analyzed, and synthesized to reveal patterns, trends, and generalizations.
62
Dissemination
methods must be developed to communicate information and analysis to decision makers.
63
Feedback and evaluation
a closed-loop system must be maintained to provide feedback on the validity and usefulness of the information and analysis.
64
Command and Control Systems
provide information to supervisors, commanders, and communications personnel to aid them in decisions concerning workload distribution.
65
Management information
provide information needed for supervisory, allocation, strategic, tactical, policy, and administrative decisions.
66
Crime Analysis
main purpose is to identify and describe crime patters and problems, police administrators can benefit when making allocation, strategic, and tactical decisions.
67
Operations analysis
allocation and strategies to workload and organizational goals rather than for the narrower purpose of directing patrol & detectives in accomplishing prevention and apprehension objectives. Designing patrol beats...
68
Intelligence Analysis
69
Crime triangle
offender, victim, locations
70
SARA model
Scanning, Analysis, response, assessment
71
Criminal justice system
police are the gatekeepers at the front end
72
national security system
police are an important part of the anti-terrorism effort, working in cooperation with the military, intelligence agencies, and others in the national defense
73
safety system
fire, emergency medical, public health, hospitals, emergency managers.
74
Interoperability
exchange information between organizations
75
The preparedness cycle
prevention (mitigation), protection, response, recovery
76
Information and Sharing and Analysis Centers (ISAC)
public-private partnerships designed to provide members of specific sectors with info about physical and cyber threats and vulnerabilities in order to increase protection levels.
77
NIMS
National Incident Management System Comprehensive incident management, including the incident command system, Multiagency Coordination System, and Public Information.
78
continuity of operations
community counts on police to provide services and protection in the days and months following a disaster or terrorist attack.
79
Intelligence Led Policing (ILP)
Collaborative enterprise based on improved intelligence operations and community-oriented policing and problem solving. Police activity should be guided by information and intelligence.
80
Community Engagement
Police began to discover in 1980's, engaging citizens in the problem solving stages beyond problem identification is more challenging but rewarding.
81
Systems thinking
“where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together. the framework for the learning organization. Shared vision is necessary for people to work toward common goals and objectives while learning and excelling at what they do.
82
Self Awareness
critical awareness of one’s emotions, strengths, weaknesses, needs, and drives, with an acute understanding of how these affect self-perception, others’ perceptions, and one’s own job performance.
83
Self regulation
being in control of one’s feelings and impulses—mastering one’s emotions.
84
Emotional Intelligence
Being aware of ones feelings as they occur
85
Motivation
want and desire to achieve simply for the satisfaction of achievement versus some external reward such as notoriety.
86
Empathy
often easily recognized, is the thoughtful consideration of others’ feelings in decision making.
87
Social Skill

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