Chapter 5-Police Administration

Question 1

Four types of organizations based on who benefits from each type:

Answer 1

1. Mutual benefit association: an association whose primary beneficiary is its members police union.
2. Business concerns: owner are primarily beneficiaries.
3. Service organizations: A organization whose specific clientele is the primary beneficiary (clients of a community health center)
4. Commonwealth organizations: The public at large is the beneficiary (law enforcement agency).

Question 1

Two sources of pressures for police departments:

Answer 1

External Democratic Control:

Internal Control:

Question 2

Three stems of traditional organizational theory:

Answer 2

1. Scientific management
2. The bureaucratic model
   3, Administrative or management theory

Question 3

Focus of scientific management:

Answer 3

to find the “one best way” to do work

Question 4

Define- 1) Functional supervision and the 2) exception principle:

Answer 4

1. One person supervises a function , even if it cuts across several organizational units
2. Routine matters should be handled at the lowest possible organizational level that can be properly addressed, and unusual events, above or below standards, should be brought to the attention of higher level managers.

Question 5

8 Characteristics of Weber’s Bureaucratic Model:

Answer 5

1. Hierarchy and chain of command
2. Right to appeal and of statement of grievances from the lower to the higher offices.
3. Specified areas of competence, meaning a division of labor, exists
4. Official duties are bound by a system of rational rules- policies and procedures
5. Administrative acts, decisions, and rules are recorded in writing
6. The authority associated with a position is the property of the office or job and not of the occupant of the position
7. Employees are appointed on the basis of qualification and specialized training is necessary
8. Organizational members do not own it.

Question 6

Define street level bureaucrats and the two modes out of which they operate:

Answer 6

government workers indirect contact with clients who use discretion on how to implement public policy(police officers and field social workers). In doing so officer s operate out of to modes. 1. State agents who believe in following the law and policies and 2. Citizen agents who will be or ignore them. Although some officer may operate largely out of one of mode or the other, most use both of them.

Question 7

Adminsitrative Theory:

Answer 7

Also called management theory and the principles approach, sought to find universal principles of management that could be used in any setting; also see traditional organizational theory.

Question 8

Why human relations school developed:

Answer 8

Saw traditional organizational theory as ignoring the human element and sought changes;help set the stage for the emergence of organizational humanism: see Hawthorne effect.

Question 9

Organizational humanism and how it differs from traditional organizational theory and human relations school:

Answer 9

Organizational humanism: shares the human relations school’s dictate for traditional organization theory. OH differs from traditional organizational theory and the human relations school in three fundamental ways: 1. the work intrinsically, and of itself, should be satisfying and help to motivate workers 2. organizations must pay attention to the on and off the job needs of workers and 3. work shouldn’t be just something that people endure to make a living.

Question 10

Maslow’s needs hierarchy

Answer 10

1. Physiological
2. Safety
3. Belongingness and love needs
4. Self esteem needs
5. Self actualization

Question 11

Contrast McGregor’s Theory X and Theory Y assumptions at a broad level:

Answer 11

Theory X (underpins traditional organization theory) traditional theory- control subordinates.

Theory Y (more positive) is support subordinates.

Question 12

Herzberg’s motivation and hygiene factors:

Answer 12

Saw two sets of variables operating independently in the work setting: 1) hygiene factors (later called maintenance factors) and motivators.

Hygiene: relate to the work environment and motivators to the work itself. If not properly attended to, hygiene factors could lead to a deterioration of the department’s performance by creating an unhealthy work environment. Even if all hygiene factors are satisfied you do not have a motivated officers, just ones that are not dissatisfied.

In contrast, with fulfilled motivators, you have a work force that is motivated. Even if hygiene factors are creating some dissatisfaction, police leaders can still motivate their officers. However, the higher the level of dissatisfaction, the more difficult it is to effectively use motivators.

Question 13

How Force Field Analysis works:

Answer 13

a decision-making toll by lewis

driving forces push for a new condition and restraining forces resist the change. If there are exactly opposing driving and restraining forces , the arrows of theses opposing forces meet at vertical zero or balance line

Question 14

Describe the entropic process:

Answer 14

Open systems concept; all organizations face the prospect of moving toward decline; disorganization, and death.

Question 15

Critique open systems theory:

Answer 15

people wonder if can be used to explain contrived man made organizations. It may fail to amount for or understate crucial aspects of organizations. Organizations can be systems, but they are not natural systems that are subject to immutable laws. Definition of what is included in the theory is vague, does not account for variations in organizational complexity and fails to provide guidance about handling conflicts between components

Question 16

Comparison of networked and virtual organizations:

Answer 16

Networked organizations have relationships that are planned and stable, whereas virtual organizations have relationships that often arise spontaneously out of special needs and may be temporary

Question 17

Explain sense making:

Answer 17

When something happens in a law enforcement executive’s world, the meaning may not be clear. Failure to resolve this uncertainty keeps the executive in an unhealthy state of tension. To resolve it, sense has to be made of the experience. Event has to be processed.

Question 18

Summarize chaos theory:

Answer 18

in organizational theory, chaos is a state of non-equilibrium. Precipitated by crisis event(s) during which the everyday predictability and the usual order of things are disrupted, replaced at some level by a mix of factors.

Under these circumstances, maladaptive decisions may increase the level of chaos, prodding unintended consequences. Bifurcation is the flash point when chaos overwhelms normal conditions in an agency and compels the use of innovative efforts and alliances to restore stability in the community (9/11 attacks and Hurricane Katrina possessed the qualities of cosmology and bifurcation)

Question 19

Describe self organizing and the butterfly effect:

Answer 19

Contrary to popular view, chaos theory does more than describe under what conditions events spin out of control and total collapse seems both possible and imminent. Its ultimate value is how order is restored against seemingly insurmountable adversity. The way of of the slippery slope of a chaos event is through self organization.

These steps produce the butterfly effect, which ripples across the community, energizing people to help themselves and others.

At the organizational level, self organization occurs on a continuous basis during a chaos event.