| Preface |
|
xv | |
| Acknowledgments |
|
xx | |
| About the Authors |
|
xxv | |
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1 | (168) |
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1 The Evolution of Police Administration |
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3 | (45) |
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4 | (1) |
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The Urbanization of American Policing |
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4 | (5) |
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Politics and Administration in the 19th Century: IIIs of the Patronage System/Spoils System |
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9 | (5) |
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11 | (1) |
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Arousing the Public from Its Apathy: The Muckrakers |
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11 | (1) |
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The Conceptual Cornerstone |
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12 | (2) |
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Police Professionalization |
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14 | (3) |
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Profession and Professional |
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14 | (1) |
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August Vollmer: The Father of Modern Law Enforcement |
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14 | (2) |
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The Pendleton Act of 1883 to the Military Model |
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16 | (1) |
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17 | (7) |
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The Roaring `20s and Prohibition |
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17 | (3) |
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The Lawless Years: Late 1920s to 1930s |
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20 | (2) |
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The Ku Klux Klan: Formation to the 1930s |
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22 | (2) |
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The 1940s and 1950s: War, Communists, and the Professional Model Reasserted |
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24 | (5) |
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The 1940s: World War II and Some Progress for Women in Policing |
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25 | (2) |
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The 1950s: The Korean War, Fear of Communism, and the Professional Model Reasserted |
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27 | (2) |
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The Turbulent 1960s: Riots, Political Protests, Assassinations, and the Isolation of the Rank and File |
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29 | (4) |
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The 1970s: Research and Experimentation, Rising Transnational Terrorism |
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33 | (3) |
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1980s to the 9/11 Attacks: The Community Oriented Policing Era |
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36 | (12) |
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37 | (1) |
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38 | (1) |
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Internet Activities and Resources |
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38 | (1) |
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38 | (4) |
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42 | (6) |
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48 | (38) |
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49 | (1) |
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49 | (2) |
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Community Policing and Compstat |
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51 | (3) |
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Community Policing Models |
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54 | (10) |
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54 | (3) |
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57 | (4) |
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61 | (3) |
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Policing Strategies Today |
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64 | (6) |
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64 | (2) |
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66 | (1) |
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Directed and Saturation Patrols |
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67 | (1) |
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Intelligence-Led Policing (ILP) |
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68 | (1) |
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69 | (1) |
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Information Technologies in Policing |
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70 | (16) |
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70 | (4) |
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Geographic Information Systems (GIS) |
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74 | (2) |
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Artificial Intelligence (AI) |
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76 | (2) |
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78 | (1) |
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The Impact of Information Technologies |
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78 | (2) |
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80 | (1) |
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80 | (1) |
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81 | (1) |
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82 | (4) |
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3 Intelligence, Terrorism, and Homeland Security |
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86 | (46) |
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87 | (1) |
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Intelligence and Terrorism |
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88 | (11) |
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The Intelligence Process and Cycle |
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89 | (1) |
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90 | (5) |
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95 | (1) |
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Criticisms Aimed at Fusion Centers and Other Law Enforcement Responses to Terrorism |
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96 | (3) |
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99 | (3) |
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Homeland Security and the Election of President Barack Obama |
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99 | (3) |
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Political Violence and Terrorism |
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102 | (30) |
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104 | (5) |
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Radical Islamic Terrorism |
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109 | (2) |
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"Homegrown" Islamic Terrorism |
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111 | (3) |
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A Re-Cap of Important New Trends in Radical Islamic Terrorism |
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114 | (2) |
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116 | (1) |
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117 | (1) |
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Other International Threats |
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118 | (2) |
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120 | (4) |
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Ecoterrorists and Animal Rights Groups |
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124 | (2) |
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126 | (1) |
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126 | (1) |
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127 | (1) |
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128 | (4) |
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4 Politics and Police Administration |
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132 | (37) |
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133 | (1) |
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Federal Influence in Law Enforcement |
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134 | (4) |
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Supreme Court Decisions Affecting Law Enforcement: 1961 to 1966 |
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134 | (2) |
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More Recent Supreme Court Decisions |
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136 | (2) |
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The Roles of State and Local Governments in Law Enforcement |
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138 | (1) |
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139 | (5) |
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140 | (1) |
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141 | (2) |
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143 | (1) |
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Politics and the Police Chief |
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144 | (1) |
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Tenure and Contracts for Police Chiefs |
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145 | (1) |
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Politics and the County Sheriff |
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146 | (4) |
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150 | (1) |
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150 | (1) |
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Citizen Oversight of the Police |
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151 | (2) |
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Two Models of Citizen Oversight |
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152 | (1) |
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Citizen Oversight: Pros and Cons |
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152 | (1) |
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Public Interest Organizations |
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153 | (1) |
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Chambers of Commerce and Service Clubs |
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153 | (1) |
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154 | (1) |
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154 | (3) |
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Police Brutality and the Political Fallout |
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157 | (3) |
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Racial and Ethnic Profiling |
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160 | (3) |
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Media Accounts of Profiling on Local and National Politics |
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161 | (2) |
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Illegal Immigration: The Police and Local Politics |
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163 | (6) |
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165 | (1) |
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165 | (1) |
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165 | (1) |
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166 | (3) |
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Part Two The Organization and the Leader |
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169 | (262) |
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172 | (44) |
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174 | (1) |
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174 | (1) |
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Traditional Organizational Theory |
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175 | (14) |
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Taylor: Scientific Management |
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176 | (4) |
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Weber: The Bureaucratic Model |
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180 | (6) |
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186 | (2) |
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Critique of Traditional Theory |
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188 | (1) |
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189 | (3) |
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Critique of the Human Relations School |
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191 | (1) |
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192 | (1) |
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Maslow: The Needs Hierarchy |
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192 | (5) |
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Argyris: Immaturity-Maturity Theory |
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193 | (1) |
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McGregor: Theory X-Theory Y |
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194 | (2) |
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Herzberg: Motivation-Hygiene Theory |
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196 | (1) |
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Critique of Organizational Humanism |
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197 | (1) |
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Behavioral Systems Theory |
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197 | (2) |
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Critique of Behavioral Systems Theory |
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199 | (1) |
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Organizations as Open Systems |
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199 | (3) |
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Critique of Open Systems Theory |
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202 | (1) |
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Other Paradigms of Administration |
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202 | (3) |
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202 | (2) |
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Networked and Virtual Organizations |
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204 | (1) |
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205 | (1) |
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206 | (1) |
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Critique of Other Paradigms of Administration |
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207 | (1) |
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208 | (1) |
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208 | (1) |
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209 | (1) |
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209 | (3) |
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212 | (4) |
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216 | (37) |
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217 | (1) |
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217 | (1) |
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Specialization in Police Agencies |
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218 | (3) |
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The Principle of Hierarchy |
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221 | (1) |
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Span of Control vs. Span of Management |
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222 | (1) |
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Organizational Structure and Design |
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222 | (10) |
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Top-Down vs. Bottom-Up Approaches |
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226 | (6) |
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Basic Types of Police Organizational Design |
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232 | (5) |
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232 | (1) |
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233 | (1) |
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234 | (2) |
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236 | (1) |
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Organizational Structure Today |
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237 | (5) |
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Traditional Design vs. Structural Change |
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240 | (1) |
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Intelligence-Led Policing (ILP) and Organizational Structure |
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240 | (2) |
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Some Unique Organizational Features of Sheriff's Offices |
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242 | (1) |
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Line and Staff Relationships in Police Agencies |
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243 | (5) |
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243 | (3) |
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246 | (1) |
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246 | (2) |
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The Informal Organization |
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248 | (5) |
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250 | (1) |
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250 | (1) |
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250 | (1) |
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251 | (2) |
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253 | (54) |
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254 | (1) |
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255 | (1) |
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256 | (5) |
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Leadership, Authority, and Power |
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261 | (1) |
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The Power Motivation of Police Leaders |
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262 | (2) |
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264 | (2) |
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264 | (1) |
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265 | (1) |
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266 | (1) |
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266 | (41) |
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Traditional Leadership Theory |
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266 | (5) |
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Behavior and Leadership Style Theories |
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271 | (5) |
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Contingency and Situational Leadership Theories |
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276 | (10) |
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Transactional and Transformational Leaders |
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286 | (4) |
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Comparison of Charismatic and Transformational Leadership |
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290 | (1) |
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The "New Leadership" Theories: Servant, Spiritual, Ethical, and Authentic |
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291 | (5) |
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296 | (1) |
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296 | (1) |
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297 | (1) |
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297 | (4) |
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301 | (6) |
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8 Planning and Decision Making |
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307 | (53) |
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308 | (1) |
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Decision Making: An Overview |
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309 | (1) |
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310 | (3) |
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311 | (2) |
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313 | (10) |
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Summary of the Synoptic Planning Approach |
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321 | (2) |
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323 | (1) |
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323 | (1) |
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324 | (10) |
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324 | (10) |
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Decision Making During Crisis Events |
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334 | (10) |
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The Branch Davidians, Waco, Texas (1993) |
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334 | (1) |
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The Weaver Family, Ruby Ridge, Idaho (1992) |
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335 | (2) |
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Analysis of Decisions Made During Protracted Crisis Events |
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337 | (2) |
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Handling Crisis Events in the Future |
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339 | (2) |
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"Active Shooter" Situations |
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341 | (3) |
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344 | (6) |
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344 | (2) |
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346 | (2) |
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Factors That Can Serve as Assets or Liabilities |
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348 | (2) |
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350 | (1) |
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Ethics and Decision Making |
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350 | (1) |
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Common Errors in Decision Making |
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351 | (2) |
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Cognitive Nearsightedness |
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351 | (1) |
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Assumption That the Future Will Repeat Itself |
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352 | (1) |
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352 | (1) |
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Overreliance on One's Own Experience |
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352 | (1) |
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353 | (1) |
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Unwillingness to Experiment |
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353 | (1) |
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353 | (1) |
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Improving Decision Making |
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353 | (7) |
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354 | (1) |
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355 | (1) |
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355 | (1) |
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356 | (4) |
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9 Human Resource Management |
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360 | (71) |
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362 | (1) |
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Functions of a Police Human Resource Unit |
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362 | (1) |
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Key Federal Laws Prohibiting Job Discrimination |
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363 | (15) |
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Job Discrimination Laws Administered by the Equal Employment Opportunity Commission |
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364 | (10) |
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Job Discrimination Laws Administered by the Department of Labor |
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374 | (4) |
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The Police Personnel Selection Process |
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378 | (14) |
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Applicants and Recruiting |
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378 | (4) |
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382 | (1) |
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The Physical Assessment Test |
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383 | (2) |
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The Lie Detection/Truth Verification Examination and Background/Character Investigation |
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385 | (2) |
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387 | (1) |
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388 | (1) |
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The Medical Examination, Drug Test, and Psychological Screening |
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389 | (1) |
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The Formal Offer of Employment |
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389 | (1) |
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389 | (2) |
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Probationary to Career Status |
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391 | (1) |
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Work Generations and the New Recruiting |
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392 | (5) |
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392 | (1) |
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392 | (1) |
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393 | (2) |
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395 | (1) |
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396 | (1) |
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396 | (1) |
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Military Call-ups and Reinstatement |
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397 | (3) |
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Early Identification and Intervention Systems (EIIS) |
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400 | (1) |
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401 | (6) |
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Standards of Conduct and Progressive Discipline |
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401 | (1) |
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Administration of Discipline |
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402 | (2) |
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404 | (3) |
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Legal Aspects of Discipline |
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407 | (1) |
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407 | (1) |
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408 | (11) |
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Written Promotional Tests |
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410 | (3) |
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Oral Boards and Assessment Centers |
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413 | (4) |
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Selection from the Promotional Roster |
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417 | (2) |
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419 | (12) |
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420 | (1) |
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420 | (1) |
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421 | (1) |
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422 | (2) |
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424 | (7) |
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Part Three The Management of Police Organizations |
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431 | (110) |
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10 Organizational and Interpersonal Communication |
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433 | (37) |
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434 | (1) |
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The Communication Process |
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435 | (1) |
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Steps in the Communication Process |
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435 | (1) |
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436 | (2) |
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Organizational Systems of Communication |
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438 | (5) |
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438 | (1) |
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439 | (1) |
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Barriers Involving Police Organizations |
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439 | (1) |
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Barriers Involving Superiors |
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440 | (1) |
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Barriers Involving Subordinates |
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440 | (1) |
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440 | (2) |
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442 | (1) |
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Organizational Electronic Communication |
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443 | (3) |
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Electronic Communication Interaction Between Citizens and the Police |
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444 | (2) |
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Interpersonal Communication |
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446 | (5) |
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446 | (1) |
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447 | (1) |
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Gear the Message to the Listener |
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447 | (1) |
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Persuade Group Members on the Benefits of Change |
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447 | (1) |
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Use Heavy-Impact and Emotion-Provoking Words |
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448 | (1) |
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Back Up Conclusions with Data |
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448 | (1) |
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Minimize Language Errors and Vocalized Pauses |
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448 | (1) |
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Write Crisp, Clear Memos and Reports, Including a Front-Loaded Message |
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449 | (1) |
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Use a Power-Oriented Linguistic Style |
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449 | (1) |
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450 | (1) |
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Group vs. Interpersonal Communication |
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451 | (1) |
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451 | (1) |
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452 | (1) |
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Cross-Gender Communication |
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452 | (2) |
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Communication with Other Cultures |
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454 | (9) |
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Methods of Responding in Language Differences |
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455 | (2) |
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Other Multicultural Issues |
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457 | (4) |
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Developing a Culturally Aware Workforce |
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461 | (2) |
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Communicating Across Generations |
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463 | (7) |
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463 | (1) |
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463 | (1) |
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464 | (1) |
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Generational Differences in Formal and Informal Styles of Communication |
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465 | (1) |
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466 | (1) |
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466 | (1) |
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466 | (1) |
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467 | (3) |
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470 | (41) |
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471 | (1) |
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Unionization of the Police: A Historical Perspective |
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472 | (3) |
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The Needs of Labor Organizations |
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472 | (1) |
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The Reduction of Legal Barriers |
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472 | (1) |
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Police Frustration with the Perceived Lack of Support for Their War on Crime |
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473 | (1) |
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Personnel Practices in Police Agencies |
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473 | (1) |
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474 | (1) |
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Violence Directed at the Police |
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474 | (1) |
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The Success of Other Groups |
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475 | (1) |
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The Impact of Police Unions on the Community |
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475 | (4) |
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Impact on Discipline and Accountability |
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476 | (1) |
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Impact on the Police Subculture |
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476 | (2) |
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Impact on City or County Finances |
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478 | (1) |
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478 | (1) |
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The General Structure of Laws Governing Collective Bargaining for Law Enforcement Officers |
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479 | (7) |
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Binding Arbitration Model |
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479 | (1) |
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480 | (1) |
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Bargaining Not Required Model |
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480 | (4) |
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484 | (1) |
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Mandatory Subjects for Bargaining |
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484 | (2) |
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Establishing the Bargaining Relationship |
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486 | (2) |
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486 | (1) |
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The Opportunity for Conflict |
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487 | (1) |
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488 | (6) |
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Selection of the Management and Union Teams |
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488 | (2) |
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Preparing for Negotiations |
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490 | (1) |
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491 | (3) |
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494 | (3) |
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Why Grievances Are Inevitable |
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494 | (1) |
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The Definition of a Grievance |
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494 | (1) |
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495 | (1) |
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Arbitration Issues and Decision Making |
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496 | (1) |
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497 | (14) |
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497 | (1) |
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497 | (1) |
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498 | (1) |
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499 | (2) |
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Police Unions: The Political Context |
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501 | (1) |
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Administrative Reaction to Job Actions |
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502 | (1) |
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503 | (3) |
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506 | (1) |
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506 | (1) |
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506 | (1) |
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507 | (4) |
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511 | (30) |
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512 | (1) |
|
The Economy and Police Budgets |
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|
512 | (3) |
|
Politics and Financial Management |
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|
515 | (1) |
|
State and Local Influences on Financial Management |
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516 | (1) |
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516 | (1) |
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|
|
517 | (10) |
|
Step One Budget Preparation in the Police Department |
|
|
519 | (1) |
|
Step Two Budget Review and Approval |
|
|
520 | (2) |
|
Step Three Budget Execution |
|
|
522 | (4) |
|
Step Four The Audit and Evaluation |
|
|
526 | (1) |
|
|
|
527 | (6) |
|
|
|
528 | (1) |
|
|
|
529 | (1) |
|
|
|
529 | (3) |
|
The Planning, Programming Budgeting System (PPBS), and Zero-Based Budgeting (ZBB) |
|
|
532 | (1) |
|
|
|
533 | (1) |
|
Supplementing the Police Budget: Tactics and Strategies |
|
|
533 | (8) |
|
|
|
533 | (1) |
|
|
|
534 | (2) |
|
Police Foundations and Donations |
|
|
536 | (1) |
|
|
|
537 | (1) |
|
|
|
537 | (1) |
|
|
|
537 | (1) |
|
|
|
538 | (3) |
|
Part Four Organizational Issues |
|
|
541 | (128) |
|
13 Stress and Police Personnel |
|
|
542 | (44) |
|
|
|
544 | (1) |
|
|
|
544 | (2) |
|
Biological Stress and the General Adaptation Syndrome |
|
|
544 | (2) |
|
Diseases of Adaptation and Recent Medical Findings |
|
|
546 | (1) |
|
Stress and Personality Type |
|
|
547 | (5) |
|
Type A Personality (Higher Risk) |
|
|
547 | (1) |
|
Type B Personality (Lower Risk) |
|
|
548 | (1) |
|
|
|
548 | (1) |
|
The Consequences of Police Work Addiction |
|
|
549 | (3) |
|
Stress in Law Enforcement |
|
|
552 | (4) |
|
|
|
552 | (1) |
|
The Use of Deadly Force as a Major Source of Stress |
|
|
552 | (2) |
|
Perceptual, Cognitive, and Behavioral Disturbances Resulting from the Use of Deadly Force |
|
|
554 | (2) |
|
|
|
556 | (3) |
|
|
|
556 | (2) |
|
Suicide by Cop and Police Officers as Victims |
|
|
558 | (1) |
|
Alcoholism and Police Officers |
|
|
559 | (2) |
|
|
|
559 | (2) |
|
Drug Use by Police Officers |
|
|
561 | (4) |
|
|
|
561 | (4) |
|
|
|
565 | (4) |
|
Why Police Officers Commit Suicide |
|
|
565 | (1) |
|
Methods of Suicide by Police Officers |
|
|
566 | (1) |
|
|
|
567 | (1) |
|
|
|
567 | (1) |
|
Fear of Separation from the Police Subculture |
|
|
568 | (1) |
|
Recognizing the Warning Signs |
|
|
568 | (1) |
|
Supervisory Responsibility in Suicide Prevention |
|
|
568 | (1) |
|
Sources of Work Satisfaction as a Stress Reducer |
|
|
569 | (2) |
|
Providing Assistance to Citizens |
|
|
569 | (1) |
|
Exercising Interpersonal Skills |
|
|
570 | (1) |
|
|
|
571 | (1) |
|
Receiving Peer-Group Support |
|
|
571 | (1) |
|
|
|
571 | (6) |
|
Early Warning and Intervention |
|
|
572 | (1) |
|
|
|
572 | (1) |
|
Department Responsibilities |
|
|
573 | (1) |
|
Supervisory Responsibilities |
|
|
574 | (1) |
|
Police Officer Responsibilities |
|
|
575 | (1) |
|
Incident Response Protocols |
|
|
575 | (2) |
|
Stress Management Techniques |
|
|
577 | (1) |
|
Sleep Deprivation as a Stress Inducer |
|
|
578 | (8) |
|
Deprivation Is Comparable to Excessive Drinking |
|
|
579 | (1) |
|
Sleep Deprivation Can Cause Work-Related Accidents |
|
|
579 | (1) |
|
Employee Assistance Programs |
|
|
579 | (2) |
|
|
|
581 | (1) |
|
|
|
581 | (1) |
|
|
|
582 | (1) |
|
|
|
583 | (3) |
|
14 Legal Aspects of Police Administration |
|
|
586 | (62) |
|
|
|
587 | (1) |
|
Liability for Police Conduct |
|
|
588 | (3) |
|
Basic Types of Police Tort Actions |
|
|
588 | (2) |
|
Title 42, U.S. Code, Section 1983 |
|
|
590 | (1) |
|
|
|
591 | (1) |
|
|
|
591 | (3) |
|
|
|
592 | (1) |
|
Negligent Assignment, Retention, and Entrustment |
|
|
592 | (1) |
|
Negligent Direction and Supervision |
|
|
592 | (1) |
|
|
|
593 | (1) |
|
|
|
594 | (3) |
|
Trends in Tort Liability for Police Supervisors and Administrators |
|
|
597 | (1) |
|
Misuse of Firearms and Deadly Force |
|
|
598 | (6) |
|
Tennessee v. Garner (1985) |
|
|
599 | (1) |
|
Evaluation of Written Directives |
|
|
600 | (3) |
|
Familiarization with the Department's Policy |
|
|
603 | (1) |
|
Police Use of Force and Less-Lethal Weapons |
|
|
604 | (4) |
|
|
|
605 | (1) |
|
Liability and Less-Lethal Weapons |
|
|
605 | (3) |
|
Police Liability and High-Speed Pursuit |
|
|
608 | (7) |
|
|
|
608 | (1) |
|
|
|
609 | (1) |
|
|
|
609 | (1) |
|
Factors Determining Liability |
|
|
610 | (4) |
|
Departmental Responsibility for Liability Reduction |
|
|
614 | (1) |
|
Liability and Emotionally Disturbed Persons |
|
|
615 | (2) |
|
Administrative Discipline: Due Process for Police Officers |
|
|
617 | (4) |
|
Liberty and Property Rights of Police Officers |
|
|
617 | (1) |
|
|
|
618 | (2) |
|
|
|
620 | (1) |
|
|
|
621 | (1) |
|
Constitutional Rights of Police Officers |
|
|
621 | (7) |
|
|
|
621 | (2) |
|
Other First Amendment Rights |
|
|
623 | (1) |
|
Searches and Seizures and the Right to Privacy |
|
|
624 | (2) |
|
Right Against Self-Incrimination |
|
|
626 | (2) |
|
Other Grounds for Disciplinary Action |
|
|
628 | (20) |
|
Conduct Unbecoming an Officer |
|
|
628 | (2) |
|
|
|
630 | (2) |
|
Sexual Conduct and Sexual Orientation |
|
|
632 | (1) |
|
|
|
633 | (1) |
|
|
|
634 | (1) |
|
|
|
634 | (2) |
|
|
|
636 | (1) |
|
|
|
637 | (1) |
|
|
|
637 | (2) |
|
|
|
639 | (9) |
|
|
|
648 | (21) |
|
|
|
649 | (1) |
|
|
|
650 | (3) |
|
|
|
653 | (1) |
|
When Change Should Not Be Made |
|
|
653 | (1) |
|
Two Organizational Change Models |
|
|
654 | (4) |
|
Kurt Lewin's Three-Step Model on Organizational Change |
|
|
655 | (1) |
|
Traditional Action Research Model |
|
|
656 | (2) |
|
Politics and Organizational Change |
|
|
658 | (3) |
|
|
|
660 | (1) |
|
The Role of the Rank and File in Organizational Change |
|
|
661 | (2) |
|
Why Organizational Change Efforts Sometimes Fail |
|
|
663 | (1) |
|
|
|
663 | (1) |
|
Ways to Make Organizational Change Successful |
|
|
664 | (5) |
|
Use Coaching as a Tool to Facilitate Organizational Change |
|
|
664 | (1) |
|
|
|
665 | (1) |
|
|
|
665 | (1) |
|
|
|
665 | (1) |
|
|
|
666 | (1) |
|
|
|
666 | (1) |
|
|
|
667 | (1) |
|
|
|
667 | (1) |
|
|
|
667 | (1) |
|
|
|
667 | (2) |
| Index |
|
669 | |
