This course is
designed to assist the learner in enhancing their perspective of the role,
functions and purpose of the police organization and management structure. The
intent of the course is to integrate the learners experiences into the larger
picture of the police organization and their role in that structure as a
supervisor, manager or executive. The format for this class will include
readings, online & library research, and other individualized learning
After the conclusion of the
course, the student will be able to demonstrate Learning Results including
knowledge, understanding, skills and attitudes, in the following manner:
1. Compare and contrast the organizational development of police management
principles and its correlation to that of
organizational and management theory.
2. Identify the key management and organizational theories
3. Analyze balancing multiple stakeholders as a police supervisor or
4. Compare Adaptive Management and Community Policing and contrast the
to your organization to the case studies in the text.
5. Analyze the historical development of organizational development in
relation to the
motivational considerations of supervision and
6. Identify key issues related to human factors in the organization.
7. Discuss the dual issues of police misconduct and civilian review
8. Describe the structure of the organization and how it has adapted
to use civilian,
non-sworn, volunteers, reserves, etc. in
augmenting the organization.
9. Explain how change in organizations occurs, and how organizations
10. Discuss the dilemma of turnover, tenure, retention of key leaders in
11. Compare the dynamics of the use of group or team behaviors in policing
10) and compare to your organizations use of
teams or group projects.
12. Compare and contrast field operations vs support services
13. Analyze how to measure or evaluate units for effectiveness.
14. Differentiate between entry level criteria and retention criteria.
Read the following
Organization and Management
9th Ed. Foundation Press V.A. Leonard and Harry W. More, 1999.
Read or consult
any other book, text, journal article or online source in order to
achieve learning results for
this course and complete documentation. (Refer also to
resource page on this website)
Conduct online and
contact with adjunct professor concerning course progress.
This course consists of four
modules of instruction. Learners
are to write a
response to each bullet point
in their papers. Each MODULE is essentially a
series of answers to the
questions posed. Students should submit them as
Modular Papers, with a header
for each subtopic. There are four papers
then, with the subtopics
included in the module.
Before you begin.
You must download a learning agreement. Review the
agreement, sign it and mail it
to the instructor per the instructions on the last page.
Learning agreements must be
submitted during the first week of the semester.
After you have submitted the
learning agreement, send the instructor an email
requesting the module due dates
Send Email Requesting Due Dates
Download the Learning Agreement
Although not used in
this course, the book description of Police Administration: Structures, Processes, and Behavior
says, “The best-selling, most comprehensive book available for police administration & management, Police Administration
7/e presents a carefully researched and vivid introduction to police organizations that focuses on the procedures, politics
and human relations issues that law enforcement managers and administrators must understand in order to succeed. Representing
the collective experience of the authors' decades of experience in law enforcement, training, and teaching, Police Administration
7/e is recognized by both the academic and law enforcement communities as the authoritative treatment of this important topic.
Chapter topics include the evolution of American policing, community policing, organizational theory, concepts of police
organizational design, leadership, organizational and interpersonal communication, human resource management, stress and police
personnel, labor relations, legal aspects of police administration, planning and decision-making, financial management, and
organizational change and the future. For law enforcement managers and administrators.”
According to the book description of
The Third Edition of Police Management, by Roy Roberg, Jack
Kuykendall, and Kenneth Novak, presents an interdisciplinary approach to police
management, achieving a balance between theory and practice. The text offers
students and those interested in managing police organizations an analytic
approach to police managerial issues and practices. Utilizing the most
up-to-date data and research to present complex information in an
easy-to-understand format. A central theme of the text is viewing the transition
from traditional to community policing from a managerial perspective. New topics
or topics significantly expanded include:
* Broken Windows
* Neighborhood Building
* Problem-Oriented Policing
* Cultural Diversity
* Planning for Change and Innovation
in Police Departments
* Leadership Styles & Motivation
* Problems with Police-Community
* Racial Profiling
* Police Goals & Measurement
* Police Paramilitary Units
* Police Culture
* Job Redesign and Community Policing
* Performance Evaluation and
A new chapter on Civil Liability has
Police Management eases instruction
by showing students how to apply police research and contemporary management
principles to the challenges of running today's complex police
organizations--integrating theory with practice. Roberg, Kuykendall, and Novak
emphasize an analytical rather than a descriptive approach to understanding
critical issues in police organization and management, as well as providing
possible solutions. The text also offers a historical framework for
understanding contemporary police management-- putting students in touch with
the foundations of modern law enforcement management.
In a problem-solving mode, Police
Management discusses and analyzes issues in the transition from traditional
police management to more contemporary approaches with particular emphasis on
the management of community policing. The authors have utilized an
expectation-integration model in organizing the text, suggesting that effective
police management is a function of how well expectations from employees, the
community, and the organization are balanced.
Case Study boxes introduce the
student to recent research and innovative strategies in the delivery of police
service. Inside Management boxes provide brief description of real-world
managerial problems, issues and operations.