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Police Administration: Structures, Processes, and Behavior 9th edition [Mīkstie vāki]

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  • Formāts: Paperback / softback, 600 pages, height x width x depth: 275x215x20 mm, weight: 1067 g
  • Izdošanas datums: 15-Nov-2016
  • Izdevniecība: Pearson
  • ISBN-10: 0133754057
  • ISBN-13: 9780133754056
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Police Administration: Structures, Processes, and Behavior 9th editionPalielināt
  • Formāts: Paperback / softback, 600 pages, height x width x depth: 275x215x20 mm, weight: 1067 g
  • Izdošanas datums: 15-Nov-2016
  • Izdevniecība: Pearson
  • ISBN-10: 0133754057
  • ISBN-13: 9780133754056
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780133754056.html
Keywords:

For courses in police organization, management, and administration.

 

Introduction to police organization and administration illustrated with visual aids, case studies, and real-life experiences

Built on the foundation of its authors’ decades of experience in law enforcement, training, and teaching, and updated to reflect recent subjects and concerns in the field of police work, thisNinth Edition of Police Administration: Structures, Processes, and Behaviorblends a comprehensive introduction to police administration with key supporting details. Content is comprehensively illustrated with relevant, never-before-seen photographs, original tables and diagrams, cases studies, and “Current Event” boxes that provide thorough explanations of recent events. In this updated edition, the authors explore the evolution of American policing and modern organizational issues. This best-selling text vividly and effectively introduces students to the procedures, politics, and human relations issues that police supervisors and administrators must understand in order to succeed.

Preface xxiii
Acknowledgments xxix
About the Authors xxxi
Part 1 Foundations 2(140)
Chapter 1 The Evolution Of Police Administration
3(37)
Introduction
4(1)
The Urbanization of American Policing
4(4)
Politics and Administration in the 19th Century: ILLS of the Patronage System/Spoils System
8(4)
The Reformation Period
10(1)
Arousing the Public from Its Apathy: The Muckrakers
10(1)
The Conceptual Cornerstone
11(1)
Police Professionalization
12(2)
Profession and Professional
12(2)
The Pendleton Act of 1883 to the Military Model
14(1)
Prohibition to the 1930s
14(5)
The Roaring '20s and Prohibition
14(2)
The Lawless Years: Late 1920s to 1930s
16(2)
The Ku Klux Klan: Formation to the 1930s
18(1)
The 1940s and 1950s: War, Fear of Communism, and the Professional Model Reasserted
19(4)
The 1940s: World War II and Some Progress for Women in Policing
20(1)
The 1950s: The Korean War, Fear of Communism, and the Professional Model Reasserted
20(3)
The Turbulent 1960s: Riots, Political Protests, Assassinations, and the Isolation of the Rank and File
23(2)
The 1970s: Research, Experimentation, and Rising Terrorism
25(2)
1980s to The 9/11 Attacks: The Community-Oriented Policing Era
27(1)
The New Operating Environment: Post-9/11 to 2016
27(5)
Summary
32(1)
Review Questions
33(1)
Critical Thinking Exercises
34(1)
Key Terms
34(1)
Endnotes
34(6)
Chapter 2 Policing Today
40(34)
Introduction
41(1)
Community Policing
41(1)
Evaluation Research on Community Policing
42(1)
Community Policing and Compstat
43(3)
Community Policing Models
46(5)
Newport News, Virginia
46(1)
Chicago, Illinois
47(3)
Minneapolis, Minnesota
50(1)
Policing Strategies Today
51(5)
Evidence-Based Policing
51(3)
Hot-Spots Policing
54(1)
Directed and Saturation Patrols
55(1)
Intelligence-Led Policing
55(1)
Predictive Policing
56(1)
Information Technologies in Policing
56(5)
Crime Analysis
56(2)
Geographic Information Systems (GIS)
58(1)
The Internet
58(1)
Social Media and Policing
59(2)
The Impact of Information Technologies
61(1)
A Changing Paradigm: from Warrior to Guardian
61(3)
The Historical Drift Toward Militarization
62(1)
Current Unrest with the Police
63(1)
Improving Police-Community Relations
64(2)
Summary
66(2)
Review Questions
68(1)
Critical Thinking Exercises
68(1)
Key Terms
69(1)
Endnotes
69(5)
Chapter 3 Intelligence, Terrorism, And Homeland Security
74(38)
Introduction
75(1)
Intelligence and Terrorism
76(8)
The Intelligence Process and Cycle
76(1)
Fusion Centers
76(5)
The National Fusion Center Association (NFCA) and the National Counterterrorism Center (NCTC)
81(1)
Policing Terrorism
81(1)
Criticisms Aimed at Fusion Centers and Other Law Enforcement Responses to Terrorism
82(2)
Homeland Security
84(1)
Homeland Security and President Barack Obama
85(1)
Political Violence and Terrorism
85(3)
Defining Terrorism
85(3)
Radical Islamic Terrorism
88(8)
al-Qaeda (AQ)
88(1)
The Islamic State (ISIS)
89(2)
"Homegrown" Islamic Terrorists
91(5)
Crude Devices and Non-Sophisticated Weapons aimed at Mass Casualty
96(1)
Other International Threats
96(4)
Boko Haram
97(1)
The Mexican Cartels
97(1)
Outlaw Motorcycle Gangs (OMGs)
98(2)
Right-Wing Extremism
100(3)
Hate Crimes
101(1)
Digital Hate
102(1)
Ecoterrorists and Animal Rights Groups
103(1)
Summary
104(2)
Review Questions
106(1)
Critical Thinking Exercises
106(1)
Key Terms
107(1)
Endnotes
108(4)
Chapter 4 Politics And Police Administration
112(30)
Introduction
113(1)
Federal Influence in Law Enforcement
113(1)
Supreme Court Decisions Affecting Law Enforcement: 1961 to 1966
113(1)
The Roles of State and Local Governments in Law Enforcement
114(1)
Local Political Forces
115(3)
Strong Mayor
115(1)
City Manager
116(1)
City Councils
116(2)
Politics and The Police Chief
118(1)
Tenure and Contracts for Police Chiefs
118(1)
Politics and The County Sheriff
119(2)
Unique Legal Status of Sheriffs
119(2)
State Prosecutor
121(1)
The Judiciary
121(1)
Citizen Oversight of The Police
122(1)
Types of Citizen Oversight Systems
122(1)
Advantages and Drawbacks of Citizen Oversight
122(1)
Concerns Expressed by Law Enforcement and Unions
122(1)
Public Interest Organizations
122(2)
Chambers of Commerce and Service Clubs
124(1)
Churches
124(1)
News Media
124(1)
Alleged Police Misconduct in Baltimore, Maryland and the Political Fallout
125(3)
Statement of the Charges
125(1)
The Rioting Starts
126(1)
The Decision to Prosecute
127(1)
Charges Filed Against the Six Officers
127(1)
The Political Divide
128(1)
The Use of Police Body-Worn Cameras and Politics
128(2)
The Catalyst for Accelerated Change
128(1)
Body-Worn Cameras (BWCs) and Privacy Issues
129(1)
Redaction Capabilities
129(1)
Storage of Recordings
129(1)
Costs
130(1)
Racial and Ethnic Profiling
130(3)
Media Accounts of Profiling on Local and National Politics
130(3)
Other Recent Significant Deadly Encounters between the Police and African-American Males
133(2)
The Police Operational Backlash
135(1)
Illegal Immigration: The Police and Local Politics
135(1)
Summary
136(1)
Review Questions
137(1)
Critical Thinking Exercises
138(1)
Key Terms
138(1)
Endnotes
138(4)
Part 2 The Organization and the Leader 142(202)
Chapter 5 Organizational Theory
144(32)
Introduction
145(1)
Formal Organizations
145(1)
Traditional Organizational Theory
146(10)
Taylor: Scientific Management
146(3)
Weber: The Bureaucratic Model
149(1)
The Reformatted Bureaucracy
150(4)
The Police as Street-Level Bureaucrats
154(1)
Administrative Theory
154(1)
Critique of Traditional Theory
155(1)
Human Relations School
156(2)
Critique of the Human Relations School
157(1)
Organizational Humanism
158(3)
Maslow: The Needs Hierarchy
158(1)
Argyris: Immaturity-Maturity Theory
159(1)
McGregor: Theory X-Theory Y
159(1)
Herzberg: Motivation-Hygiene Theory
159(2)
Critique of Organizational Humanism
161(1)
Behavioral Systems Theory
161(1)
Critique of Behavioral Systems Theory
162(1)
Organizations as Open Systems
162(3)
Critique of Open Systems Theory
164(1)
Other Paradigms of Administration
165(3)
Environmental Theories
165(1)
Networked and Virtual Organizations
165(1)
Sense Making
166(1)
Chaos Theory
167(1)
Critique of Other Paradigms of Administration
167(1)
Summary
168(3)
Review Questions
171(1)
Critical Thinking Exercises
171(1)
Key Terms
171(1)
Endnotes
171(5)
Chapter 6 Organizational Design
176(36)
Introduction
177(1)
Organizing: An Overview
177(1)
Specialization in Police Agencies
177(2)
The Principle of Hierarchy
179(1)
Span of Control vs. Span of Management
179(1)
Organizational Structure and Design
180(6)
Top-Down vs. Bottom-Up Approaches
183(3)
Basic Types of Police Organizational Design
186(5)
Line Structure
186(1)
Line and Staff Structure
186(2)
Functional Structure
188(2)
Matrix Structure
190(1)
Organizational Structure Today
191(3)
Traditional Design vs. Structural Change
192(2)
Intelligence-Led Policing (ILP) and Organizational Structure
194(1)
Organizational Design and the Investigative Function
194(5)
Crime Factors Impacting Investigation
197(2)
Some Unique Organizational Features of Sheriff's Offices
199(1)
Line and Staff Relationships in Police Agencies
200(4)
The Line Point of View
201(1)
The Staff Point of View
202(1)
Solutions
202(2)
The Informal Organization
204(1)
Summary
205(3)
Review Questions
208(1)
Critical Thinking Exercises
209(1)
Key Terms
209(1)
Endnotes
209(3)
Chapter 7 Leadership
212(44)
Introduction
213(1)
Police Leadership
213(1)
Leader and Manager
213(4)
The Fall of Police Leaders
217(3)
Leadership, Authority, and Power
220(1)
The Power Motivation of Police Leaders
221(1)
The Leadership Skill Mix
222(1)
Human Relations Skills
222(1)
Conceptual Skills
223(1)
Technical Skills
223(1)
Theories of Leadership
223(24)
Traditional Leadership Theory
223(4)
Behavior and Leadership Style Theories
227(3)
Contingency and Situational Leadership Theories
230(9)
Transactional and Transformational Leaders
239(3)
Comparison of Charismatic and Transformational Leadership
242(1)
The "New Leadership" Theories: Servant, Spiritual, Authentic, and Ethical
243(4)
Conclusion
247(1)
Summary
247(3)
Review Questions
250(1)
Critical Thinking Exercises
250(1)
Key Terms
250(1)
Endnotes
250(6)
Chapter 8 Planning And Decision Making
256(34)
Introduction
257(1)
Planning
257(1)
Planning as a Process
258(1)
The SITAR Approaches to Planning
258(1)
Planning and Time Orientations
259(1)
Synoptic Planning
259(4)
Steps in Synoptic Planning
259(3)
Implement Decision, Monitor, and Adjust the Plan as Needed
262(1)
Other Categories of Plans
263(3)
Administrative or Management Plans
263(1)
Procedural Plans
263(1)
Operational Plans
263(1)
Tactical Plans
263(3)
Strategic Plans
266(1)
Blending Five Types of Plans
266(3)
Decision Making
269(3)
Rational Comprehensive and Sequencing Models
269(1)
Simon: Bounded Rationality
270(1)
Lindblom: Muddling Through/Disjointed Incrementalism
270(1)
Allison: Political and Organizational Models
271(1)
Gore: The Gut Level Approach
271(1)
Recognition-Primed Decision Making (RPD)
272(1)
Thin-Slicing Theory
272(1)
The Use of Computers in the Decision Making Process
272(3)
The Use of a Decision Tree
273(1)
Alternative Decision-Making Models
274(1)
Decision Making During Crisis Events
275(3)
The Branch Davidians, Waco, Texas (1993)
275(1)
The Weaver Family, Ruby Ridge, Idaho (1992)
276(1)
Analysis of Decisions Made During Protracted Crisis Events
276(1)
Handling Crisis Events in the Future
277(1)
Group Decision Making
278(3)
Group Assets in Decision Making
278(1)
Group Liabilities in Decision Making
279(1)
Factors That Can Serve as Assets or Liabilities in Group Decision Making
280(1)
Ethics and Decision Making
281(1)
Common Errors in Decision Making
282(1)
Cognitive Nearsightedness
282(1)
Assumption That the Future Will Repeat Itself
282(1)
Oversimplification
282(1)
Overreliance on One's Own Experience
282(1)
Preconceived Notions/Confirmation Bias
282(1)
Unwillingness to Experiment
282(1)
Reluctance to Decide/Procrastination
283(1)
Improving Decision Making
283(1)
Summary
283(1)
Review Questions
284(1)
Critical Thinking Exercises
285(1)
Key Terms
285(1)
Endnotes
286(4)
Chapter 9 Human Resource Management
290(54)
Introduction
291(1)
Functions of a Police Human Resources Unit
291(1)
Key Federal Laws Prohibiting Job Discrimination
292(13)
Job Discrimination Laws Administered by the Equal Employment Opportunity Commission
292(9)
Job Discrimination Laws Administered by the Department of Labor
301(4)
The Police Personnel Selection Process
305(11)
Applicants and Recruiting
305(3)
The Entrance Examination
308(1)
The Physical Assessment Test
309(2)
The Lie Detection/Truth Verification Examination and Background/Character Investigation
311(1)
The Oral Board
312(1)
Conditional Job Offer
313(1)
The Medical Examination, Drug Test, and Psychological Screening
313(1)
The Formal Offer of Employment
314(1)
The Recruit Academy
314(1)
Probationary to Career Status
315(1)
Work Generations and the New Recruiting
316(2)
The Silent Generation
316(1)
The Baby Boomers
316(1)
Generation X
316(1)
Generation Y: The Millenniums
317(1)
Generations Z and Alpha
318(1)
The New Recruiting
318(1)
Military Call-Ups and Reinstatement
318(2)
Early Intervention Systems
320(1)
Discipline
321(3)
Standards of Conduct and Progressive Discipline
321(1)
Administration of Discipline
322(1)
The Discipline Matrix
323(1)
Legal Aspects of Discipline
324(1)
Performance Appraisal
324(2)
Promotions
326(7)
Written Promotional Tests
327(1)
Oral Boards and Assessment Centers
328(4)
Selection from the Promotional Roster
332(1)
Retirement Counseling
333(1)
Summary
334(3)
Review Questions
337(1)
Critical Thinking Exercises
337(1)
Key Terms
337(1)
Endnotes
338(6)
Part 3 The Management of Police Organizations 344(90)
Chapter 10 Organizational And Interpersonal Communication
346(30)
Introduction
346(1)
The Communication Process
347(1)
Steps in the Communication Process
347(1)
Communication Barriers
348(1)
Organizational Systems of Communication
348(4)
Multi-Level and Multi-Agency Communication
349(1)
Downward Communication
349(1)
Most Effective to Least Effective Downward Communication
350(1)
Upward Communication
350(1)
Barriers Involving Police Organizations
350(1)
Barriers Involving Superiors
350(1)
Barriers Involving Subordinates
350(1)
Horizontal Communication
351(1)
The Grapevine
351(1)
Organizational Electronic Communication
352(1)
Tips for Successful E-Mail Use
352(1)
The Use of Technology in Police Administration
353(1)
The Use of Teleconferencing and Cell Phones
353(1)
Social Media and Law Enforcement Communication
353(1)
Social Media Management
353(1)
Selecting the Right Personnel
353(1)
The Importance of Voice and Tone
354(1)
The Use of Social Media with the Public
354(2)
Sacramento, California Police Department (SPD)
354(1)
Los Angeles County, California Sheriff's Department (LASD)
354(2)
Boston, Massachusetts Police Department (BPD)
356(1)
Issues Regarding Officers' Personal Postings on Social Media Sites
356(1)
Albuquerque, New Mexico Police Department (APD)
356(1)
Arlington, Texas Police Department (APD)
356(1)
Specific Elements of Internet Sites/Web Page/Social Network Police Policy
356(1)
The Evolution of Police-Media Communication in the Digital Age
357(2)
Today's Media Technology and the Public Information Officer
357(2)
Interpersonal Communication
359(3)
Speaking and Writing
359(1)
Be Credible
359(1)
Gear the Message to the Listener
359(1)
Persuade Group Members on the Benefits of Change
359(1)
Use Heavy-Impact and Emotion-Provoking Words
360(1)
Back Up Conclusions with Data
360(1)
Minimize Vocalized Pauses and Parasitic Words/Junk Words
360(1)
Write Crisp, Clear Memos and Reports, Including a Front-Loaded Message
360(1)
Use a Power-Oriented Linguistic Style
360(1)
Nonverbal Communication
361(1)
Group vs. Interpersonal Communication
362(1)
Size of the Group
362(1)
Group Interaction
362(1)
Cross-Gender Communication
362(1)
Communication With Other Cultures
363(4)
Other Multicultural Issues
364(2)
Developing a Culturally Aware Workforce
366(1)
Communicating Across Generations
367(3)
Some Generalizations
367(1)
Generation X
367(1)
Generation Y/Millennials
368(1)
Generational Differences in Formal and Informal Styles of Communication
369(1)
Communicating With People With Disabilities
370(1)
Individuals Who Are Blind or Visually Impaired
370(1)
Individuals Who Are Deaf or Hard of Hearing
370(1)
Individuals with Mobility Impairments
370(1)
Individuals with Speech Impairments
371(1)
Individuals with Cognitive Disabilities
371(1)
Summary
371(1)
Review Questions
372(1)
Critical Thinking Exercises
372(1)
Key Terms
373(1)
Endnotes
373(3)
Chapter 11 Labor Relations
376(26)
Introduction
377(1)
Unionization of the Police: A Historical Perspective
377(2)
The Needs of Labor Organizations to Expand Their Membership
377(1)
The Reduction of Legal Barriers
377(1)
Police Frustration with the Perceived Lack of Support for Their War on Crime
378(1)
Perceived Public Hostility
378(1)
The Impact of the Due Process Revolution
378(1)
Personnel Practices in Police Agencies
378(1)
Salaries and Benefits
379(1)
Violence Directed at the Police
379(1)
The Success of Other Groups
379(1)
The Impact of Police Unions on the Community
379(2)
Impact on Discipline and Accountability
380(1)
Impact on the Police Subculture
380(1)
The Relationship Between Police Unions and the Police Subculture
380(1)
Impact on City or County Finances
381(1)
Impact on Local Politics
381(1)
The General Structure of Laws Governing Collective Bargaining for Law Enforcement Officers
381(2)
Binding Arbitration Model
381(1)
Meet and Confer Model
382(1)
Bargaining Not Required Model
382(1)
Unfair Labor Practices
382(1)
Categories of Collective Bargaining Topics
382(1)
Establishing the Bargaining Relationship
383(2)
The Process
383(1)
The Opportunity for Conflict
384(1)
Negotiations
385(2)
Selection of the Management and Union Teams
385(1)
Personality Types to Be Avoided
385(1)
Preparing for Negotiations
386(1)
The Negotiating Sessions
386(1)
Grievances
387(2)
Why Grievances Are Inevitable
387(1)
The Definition of a Grievance
388(1)
The Grievance Procedure
388(1)
Arbitration Issues and Decision Making
388(1)
Job Actions
389(3)
The Vote of Confidence
389(1)
Work Slowdowns
389(1)
Work Speedups
389(1)
Work Stoppages
390(1)
Police Unions: The Political Context
390(1)
Administrative Reaction to Job Actions
391(1)
During the Job Action
391(1)
Labor-Management Relations in the Face of Funding Cutbacks
392(1)
Setting New Priorities
393(1)
A New Reality Regarding Budgets
393(1)
Specific Recommendations on How Best to Deal With Budget Reductions
393(2)
Los Angeles, CA Assistant Chief Michel Moore:
394(1)
Columbus, OH Deputy Chief Tim Becker:
394(1)
Philadelphia, PA Commissioner Chuck Ramsey:
395(1)
Camden, NJ Deputy Chief Mike Lynch:
395(1)
Darryl Clodt, Sergeant at Arms, Las Vegas, NV Police Protective Association:
395(1)
Summary
395(2)
Review Questions
397(1)
Critical Thinking Exercises
397(1)
Key Terms
397(1)
Endnotes
398(4)
Chapter 12 Financial Management
402(32)
Introduction
403(1)
The Economy and Police Budgets
403(4)
Stockton: Bankrupt and Only Responding to Crimes in Progress Many Hours of the Day
403(3)
Law Enforcement Agencies and Fiscal Stress
406(1)
Politics and Financial Management
407(1)
State and Local Influences on Financial Management
408(1)
Key Budget Terms
408(1)
The Budget Cycle
409(10)
Step One: Budget Preparation in the Police Department
410(2)
Step Two: Budget Review and Approval
412(3)
Step Three: Budget Execution
415(1)
Budget Adjustments
415(3)
Step Four: The Audit and Evaluation
418(1)
\Budget Formats
419(5)
The Line Item Budget
419(1)
The Program Budget
420(1)
The Performance Budget/Performance Based Budget (PB/PBB)
421(2)
The Planning, Programming Budgeting System (PPBS), and Zero-Based Budgeting (ZBB)
423(1)
The Hybrid Budget
424(1)
Asset Forfeiture, Grants, Police Foundations and Donation Programs, and the Wide Use of Volunteers
424(3)
Asset Forfeiture
424(1)
Grants
425(1)
Police Foundations and Donations
426(1)
Wide Use of Volunteers
426(1)
Summary
427(2)
Review Questions
429(1)
Critical Thinking Exercises
429(1)
Key Terms
429(1)
Endnotes
430(4)
Part 4 Organizational Issues 434(101)
Chapter 13 Stress And Police Personnel
436(32)
Introduction
437(1)
What is Stress?
437(1)
Biological Stress and the General Adaptation Syndrome
438(1)
Diseases of Adaptation and Recent Medical Findings
438(1)
The Role of Stress in Heart Disease
439(1)
Major Stressful Life Events
439(1)
Stress and Personality Type
439(2)
Type A Personality
439(1)
Type B Personality
440(1)
Type C Personality
440(1)
Type D Personality
440(1)
Workaholic Personality
440(1)
The Pitfalls of Being a Workaholic-Police Work Addiction
440(1)
Stress in Law Enforcement
441(3)
The Highest Police Stressors
441(1)
Perceptual, Cognitive, and Behavioral Disturbances Resulting from the Use of Deadly Force
442(1)
Five Basic Phases of the Post-Shooting Reaction
443(1)
Post-shooting Interview
444(1)
Posttraumatic Stress Disorder (PTSD)
444(1)
The Clinical Classification
444(1)
Symptoms of Posttraumatic Stress Disorder
444(1)
Cumulative Career Traumatic Stress (CCTS)
445(1)
Alcohol, Drugs, and Steroid Use by Police Officers
446(3)
Alcoholism and Police Officers
446(1)
The Impact of the Police Culture and Character Traits on the Development of Alcoholism
446(1)
Drug Use by Police Officers
446(1)
Anabolic Steroids
447(1)
Controlled Substances
447(1)
Illicit "Benefits" of AASs
447(1)
Adverse Physical Effects of AAS
447(1)
Adverse Psychological Effects of AAS
448(1)
Symptoms Associated with Withdrawal of AAS:
448(1)
Typical Issues Addressed in Police Steroid Testing Policies
448(1)
Police Suicide
449(2)
Need for a Cultural Change in Law Enforcement
449(1)
Stressors That May Contribute to Suicide or Mental Illness
450(1)
Indicators of Police Officers Who May be Contemplating Suicide
451(1)
Intervention Protocols
451(1)
Police Domestic Violence
451(3)
Early Warning and Intervention
452(1)
Pre-Employment Screening and Investigation
452(1)
Post-Conditional Offer of Employment
452(1)
Zero Tolerance Policy
452(1)
Department Responsibilities
452(1)
Supervisory Responsibilities
452(1)
Police Officer Responsibilities
453(1)
Incident Response Protocols
453(1)
Domestic Violence Lethality Assessment for first Responders
454(2)
Police Officer Homicides and Suicides
456(1)
Case 1
456(1)
Case 2
456(1)
Case 3
456(1)
The Stress of Small Town Policing
456(1)
The Impact of Shift Length on Performance, Health, Quality of Life, Sleep, Fatigue, and Extra-Duty Employment
457(1)
Sleep Deprivation as a Stress Inducer
457(1)
Sleep Deprivation Is Comparable to Excessive Drinking
458(1)
Sleep Deprivation Can Cause Work-Related Accidents
458(1)
Stress Reduction Management Techniques
458(1)
The Police Psychologist's Role in a Psychological Health Wellness Initiative
458(1)
Employee Assistance Programs
459(3)
Summary
462(1)
Review Questions
463(1)
Critical Thinking Exercises
463(1)
Key Terms
464(1)
Endnotes
464(4)
Chapter 14 Legal Aspects Of Police Administration
468(44)
Introduction
469(1)
Liability for Police Conduct
469(2)
Basic Types of Police Tort Actions
469(1)
Title 42, U.S. Code, Section 1983
470(1)
Bivens Action
471(1)
Who Can Be Sued?
471(3)
Negligent Hiring
471(1)
Negligent Assignment, Retention, and Entrustment
471(1)
Negligent Direction and Supervision
471(1)
Negligent Training
472(2)
Scope of Liability
474(1)
Trends in Tort Liability for Police Supervisors and Administrators
475(1)
Misuse of Firearms and Deadly Force
476(4)
Tennessee v. Garner (1985)
476(1)
Graham v. Connor (1989)
477(1)
Evaluation of Written Directives
478(1)
Familiarization with the Department's Policy
479(1)
Police Use of Force and Less-Lethal Weapons
480(2)
TASERS®
480(1)
Liability and Less-Lethal Weapons
481(1)
Police Liability and High-Speed Pursuit
482(5)
Duty Owed
482(1)
Proximate Cause
483(1)
Federal Civil Rights Act
483(1)
Factors Determining Liability
484(1)
Departmental Responsibility for Liability Reduction
485(2)
Liability and Emotionally Disturbed Persons
487(2)
Federal Consent Decrees
489(2)
Administrative Discipline: Due Process for Police Officers
491(2)
Liberty and Property Rights of Police Officers
491(1)
Procedural Due Process
492(1)
Substantive Due Process
493(1)
Damages and Remedies
493(1)
Constitutional Rights of Police Officers
493(4)
Free Speech
494(1)
Other First Amendment Rights
494(1)
Searches and Seizures and the Right to Privacy
495(1)
Right Against Self-Incrimination
496(1)
Other Grounds for Disciplinary Action
497(5)
Conduct Unbecoming an Officer
497(1)
Brady Violations
498(1)
Social Network Sites
499(1)
Sexual Conduct and Sexual Orientation
499(1)
Residency Requirements
500(1)
Moonlighting
500(1)
Alcohol and Drug Testing
500(2)
Summary
502(1)
Review Questions
503(1)
Critical Thinking Exercises
503(1)
Key Terms
503(1)
Endnotes
504(8)
Chapter 15 Organizational Change
512(23)
Introduction
513(1)
Why Change Occurs
513(6)
Reaction to Crisis
513(2)
Fluctuating Crime Rates
515(1)
Technological Advances
515(1)
Funding and Economic Decline
515(1)
Politics
516(1)
A Changing Workforce
517(1)
A New Paradigm Shift
518(1)
When Change Should Not Be Made
519(1)
Organizational Change Models
519(5)
Kurt Lewin's Three-Step Model on Organizational Change
519(1)
Traditional Action Research Model
520(2)
The Burke-Litwin Model
522(1)
Various Levels of Change
523(1)
The Role of the Police Culture in Organizational Change
524(1)
Why Organizational Change Efforts Sometimes Fail
524(1)
Models Regarding Change
525(1)
Ways To Make Organizational Change Successful
525(2)
Use Coaching as a Tool to Facilitate Organizational Change
525(1)
Set Flexible Priorities
526(1)
Assemble Resources
526(1)
Seize Opportunities
526(1)
Create Opportunities
526(1)
Follow Through
527(1)
Information Technology and Change
527(2)
Policing in the Future: Everything Changes
529(2)
Summary
531(1)
Review Questions
532(1)
Critical Thinking Exercises
532(1)
Key Terms
532(1)
Endnotes
533(2)
Glossary 535(12)
Index 547
Charles "Mike" Swanson joined the Marine Corps when he was 17 and later served as a patrol officer and detective with the Tampa Police Department. He worked in Governor Kirks Office as Deputy Director of the Florida Council on Law Enforcement and Criminal Justice. With more than 35 years experience, Mike has designed 11 promotional systems for state patrol, police, and fire agencies. He is experienced in conducting job analysis studies, writing written promotional tests, developing exercises and training assessors, and administering promotional assessment centers. He has trained assessors from 26 states.

After leaving the Governors Office, Mike taught at East Carolina University before joining the faculty of the Institute of Government at the University of Georgia, where he was responsible for providing research, technical assistance, and training to Georgia state and local law enforcement agencies. Mike developed and led training for more than 10,000 law enforcement officers from 44 states and four foreign countries and also taught abroad. He retired as the Institute's Interim Director.

Mike has co-authored several books, including The Police Personnel Selection process (1977), Introduction to Criminal Justice (1979), Court Administration: Issues and Responses (1987), Police Administration (9th edition, 2016) and Criminal Investigation (11th edition in progress). Three Governors have recognized Mikes contributions to law enforcement agencies in their states. The Georgia Association of Chiefs has twice recognized him for contributions to the association, making him their first honorary Chief of Police for his continuing support. The University of Georgia twice granted him Distinguished Service Awards, as well as the Walter Bernard Hill Award for Distinguished Achievement in Public Service.