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What are the staff positions in a typical police department? Is there a difference between the terms "pyramidal structure" and "hierarchy"? Explain the difference between unity of command and chain of command.

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Garrett D. Boesch Police Administration (CJ305) Assignment 1 21 November 2004 1. What are the staff positions in a typical police department? Is there a difference between the terms "pyramidal structure" and "hierarchy"? Explain the difference between unity of command and chain of command. What is the purpose of law enforcement management? What is an informal organization? How could you reorganize to force decision making downward? Is this desirable? What changes in management do you foresee in law enforcement agencies in the year 2000? Explain your answers in detail. Staff personnel in a law enforcement agency provide administrative services, legal advice, and support for the line organization of an agency. The line personnel conduct field services which directly accomplish the goals of the department. Staff positions in typical police departments include recruitment and training, records and communications, planning and research, legal, and technical services. Staff personnel assist line personnel by acting as liaisons, specialists, and consultants. They are generally technical specialists, who can provide expert information. Staff providing technical communications are unique, because they are operatives assisting the entire agency, including other staff personnel. There is a difference between the terms of "pyramidal structure" and "hierarchy", however, they are very closely related. Hierarchy is defined by our text book as "a group of people organized or classified by rank and authority." The usual law enforcement agency is a particular type of hierarchy; a pyramid shaped hierarchy (pyramidal structure)." It is typically shaped with a single "authority" at the apex (chief or sheriff) expanding down and out through the ranks to the broad base of "workers" (captains and lieutenants, sergeants, and patrol officers). There is a difference between unity of command and chain of command. Unity of command refers to the principle that members of an organization are accountable to a single superior who is vested with the necessary authority to coordinate personnel efforts to achieve common objectives. ...read more.


If I was recently appointed as an executive police manager, my main concern would be reviewing and preparing the budget. As a leader, I am always told by my seniors, peers, and subordinates to "take care of my people first, and everything else will fall into place." To take care of them, I must first take care of the budget. I have enough experience to know that unless you have a good plan for the usually limited amount of funds you have been allocated, you can not effectively operate your department. What good is developing a mission statement and formulating goals and objectives if you can not even hire enough officers, equip them, and put them on the road? Of course, I would initially plan my budget around the general mission of any law enforcement agency, "to protect and serve". After my spending plan has covered the essentials of the police department, I would concern my self with developing a more specific mission statement and formulated objectives to allocate the rest of the funds to. I do not want to spend my funds on secondary objectives, if I have not yet allocated the money to the primary ones. 3. Have you ever belonged to a union? If so, what were your reactions to it? Do you favor unions for law enforcement employees? Why, or why not? What are the advantages and disadvantages of unions for management? Is the law enforcement agency in your jurisdiction unionized? How does management feel about it? Explain your answers in detail. I have never belonged to a union. From what I have read about unions, I'd have to say that I favor unions for law enforcement--provided that a union has a team attitude towards non-union members and the department as a whole. I do not believe in unions that cause unnecessary conflict with other members of the department and management. ...read more.


creating the best chance of success. Within each subject will be various specific topics to be discussed and demonstrated through student participation. The first subject, making things happen, will include exercises for managers to evaluate how "big" they think, are they proactive or reactive leaders, and are they planning for success or failure. Students will also discuss how to become a pioneer in their workplace. In the second subject, communication skills, managers will focus on why excellent communication skills are so important. They will evaluate how effective their communication skills are. Students will learn how to communicate a vision and strategy, and how to make a rapport with the novice patrolman to the police chief through networking. Managers will also conduct exercises in public speaking--learning techniques and tips. The focus of the third subject, motivation, will be understanding others, motivating, and being positive. Managers will discuss understanding what makes other people and their team as a whole tick. They will learn techniques for looking out for the signals from other people and learn how to understand their world. Students will complete exercises demonstrating the dynamics of motivating others and how to have a positive mental attitude. The focus of the fourth subject, personal improvement, will be teaching managers to understand themselves and self image in order to make personal improvements. Managers will develop a personal improvement plan by discussing their motivations, values, standards, and how they view of the world. Students will learn how to play to and maximize their strengths, while minimizing their weaknesses and improve upon them. They will complete exercises in learning how to overcome their fears and how to beat stress. Managers will discuss what their self image is telling others, and the importance of personal appearance and developing a personal improvement plan. In the fifth subject managers will learn the value of seeking good counsel and giving themselves the best chance for success. Managers will discuss how to get results through others by using think tanks, support, and feedback. They will learn how to fulfill their needs by integrating the informal and formal components of the department. ...read more.

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