1. Section I Management, Supervision and Leadership: An Overview
Chapter 2
The Organization and Structure of American Policing

2. The Traditional Law Enforcement Organization
Sir Robert Peele – “Father of Modern Policing”
Police must be stable, efficient and organized militarily.
Police must be under governmental control.
The test of police effectiveness is the absence of crime and disorder.
Max Weber – German sociologist and economist
Bureaucracy is the most important feature of modern society.
Eliminating wasted time enhances productivity.

3. A pyramid-shaped hierarchy.
Pyramid of Authority – the shape of the typical LE hierarchy.
Hierarchy – a group of people organized by rank or authority.

4. The Formal Organization
Essential elements:
A clear statement of mission, goals, objectives and values
A division of labor among specialists
A rational organization or design
A hierarchy of authority and responsibility

7. Typical Divisions in Law Enforcement Agencies
Field Services
Use line personnel – those that carry out most of the tasks in the work plan.
Directly help accomplish departmental goals
Administrative Services
Use staff personnel – those who support line personnel
Support the line organization

8. Chain of Command
Establishes definite lines of authority and channels of communication
Chain of command - the order of authority
Channels of communication - official paths through which orders flow from management to personnel who carry out the orders
Unity of command - every individual has only one supervisor
Span of control - the number of people supervised by one manager

9. The Informal Organization
In any organization, some people will emerge as leaders, regardless of there are in leadership positions.
Operates without official sanctions
Influences the agency’s performance
May help or harm the agency’s goals
May support the organization or cause dissention
Managers need to recognize and acknowledge that it exists within any law enforcement agency

10. The Emerging Law Enforcement Organization
Flattened organization
Fewer lieutenants and captains
Fewer staff departments and assistants
More sergeants and patrol officers
Decentralized
Puts decision making at the level of the patrol officer
Employees are empowered. 10

11. Change Revisited “If it ain’t broke don’t fix it.” Bifurcated Society
Have’s v. Have not's
The gap is widening
Shrinking middle class
These changes may require a paradigm shift
Paradigm – a model, theory or frame of reference. The way we
look at something.

12. Post–9/11 Policing Transactional change Transformational change
Intervenes in structure, management practices and motivations
Unlikely to affect the organization’s mission and culture
i.e., creating a drug task force to deal with drug trafficking
Transformational change
Intervenes in an organization’s mission, culture and leadership style
Very difficult to implement

13. Organizational Approaches in Contemporary Policing
Community policing
Problem-solving policing
CompStat policing
Intelligence-led policing
Evidence-based policing

14. Community Policing Defined
A collaborative effort between the police and the community
Involves the community in the search for solutions to crime
Creates mutually beneficial ties between police and the community
Proactively addresses public safety issues
Promotes organizational strategies
Two basic themes across all definitions:
Police–community partnerships
Proactive, problem-solving approach to the police function

15. Problem-Solving Policing
Focus on determining the underlying causes of crime, fear of crime and disorder and identifying solutions
Identify, analyze and respond to underlying circumstances that create incidents
Emphasis on strategy distinguishes POP from COP
Requires police to group incidents as a way to identify causes of problems in the community
Reliance on the expertise and creativity of line officers
Closer involvement with the public

16. CompStat Policing (Computer Comparison Statistics)
A method of management accountability and a philosophy of crime control
Four principles of CompStat:
Accurate and timely intelligence: know what is happening.
Effective tactics: have a plan.
Rapid deployment: do it quickly.
Relentless follow-up and assessment: if it works do more, if not, do something else.
You can’t manage what they don’t measure.
Helps draw sharp attention to problem areas
Puts facts in place of impressions

17. Intelligence-Led Policing
Methodical approach to preventing, detecting and disrupting crime, including terrorist activities; uses early detection of crime trends to allow police to be proactive
Fusion centers collect, integrate, evaluate, analyze and disseminate information.

18. Evidence-Based Policing
Uses empirically derived evidence related to costs, risks and benefits
Monitoring and evaluating program outcomes
Analyzing whether it makes a difference
Making adjustments to improve outcomes
Includes training, innovation, efficiency, fiscal responsibility and ongoing communication
Partnering with colleges or universities
Reporting failure

19. The Impact of Contemporary Policing Approaches on the New Supervisor or Manager
Supervisors and subordinates share power.
Supervisors must accept constructive criticism and failure.
Supervisors must serve as mentor, motivator, and facilitator. 
Supervisors need solid set of technological, analytical and time management skills.
First-line supervisors must be more engaged in day-to-day officer performance.

20. Classroom Discussion Questions
1. Is there a difference between the terms pyramidal structure and hierarchy?
2. What is the difference between unity of command and chain of command?
3. What forces are driving change in your community?(hint: bifurcated society)
4. What does an organizational chart indicate?