![Page 1: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/1.jpg)
© 2003 Prentice-Hall, Inc. 1
Chapter 6
Police Management
![Page 2: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/2.jpg)
© 2003 Prentice-Hall, Inc. 2
Styles of Policing
• watchman style• legalistic style• service style
![Page 3: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/3.jpg)
© 2003 Prentice-Hall, Inc. 3
Watchman Style:• order maintenance• controlling illegal and
disruptive behavior• considerable use of
discretion
Styles of Policing
![Page 4: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/4.jpg)
© 2003 Prentice-Hall, Inc. 4
Styles of Policing
Legalistic Style:
• committed to enforcing the letter of the law
• “laissez-faire” policing
![Page 5: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/5.jpg)
© 2003 Prentice-Hall, Inc. 5
Styles of PolicingService Style:• reflect the needs of
the community• work with social services
and assist communities in solving problems
![Page 6: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/6.jpg)
© 2003 Prentice-Hall, Inc. 6
Police-Community Relations
• 1960’s – A new style of service oriented policing emerged.
• Public-relations officers are appointed to “Neighborhood Watch” programs, drug-awareness workshops, etc.
![Page 7: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/7.jpg)
© 2003 Prentice-Hall, Inc. 7
• strategic policing
• problem-solving policing
• community-oriented policing
Police-Community Relations
![Page 8: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/8.jpg)
© 2003 Prentice-Hall, Inc. 8
Contemporary Policing
The Individual OfficerThe Individual Officer
Considerable discretion based on many factors including:
• background of the officer
• characteristics of the suspect
• department policy
• community interest
![Page 9: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/9.jpg)
© 2003 Prentice-Hall, Inc. 9
Issues and ChallengesIssues and Challenges
• police stress
• on the job dangers
• use of deadly force
• public expectations surrounding
the enforcement of laws
• societal change
Contemporary Policing
![Page 10: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/10.jpg)
© 2003 Prentice-Hall, Inc. 10
Police PersonalityJerome Skolnick
Justice without Trial (1966)Process of informal socializationthat includes six recognizable characteristics:
•conservative •cynical •hostile
•authoritarian•suspicious•individualistic
![Page 11: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/11.jpg)
© 2003 Prentice-Hall, Inc. 11
Police CultureWilliam Westly (1953)
Police have their own:
• customs• laws• morality
![Page 12: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/12.jpg)
© 2003 Prentice-Hall, Inc. 12
Working Personality
All aspects of the traditional values and patterns of behavior evidenced by police officers who have been effectively socialized into the police subculture.
![Page 13: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/13.jpg)
© 2003 Prentice-Hall, Inc. 13
Working Personality
Characteristics of the police
personality often extend to the personal lives of law enforcement officers.
![Page 14: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/14.jpg)
© 2003 Prentice-Hall, Inc. 14
Corruption and Integrity
Power, authority, and discretion produce great potential for abuse.
![Page 15: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/15.jpg)
© 2003 Prentice-Hall, Inc. 15
Corruption is the abuse of police authority for personal or organizational gain.
Corruption and Integrity
![Page 16: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/16.jpg)
© 2003 Prentice-Hall, Inc. 16
Corruption
Grass Eaters:
• most common form of corruption
• illegitimate activity which occurs from time to time in the normal
course of police work
![Page 17: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/17.jpg)
© 2003 Prentice-Hall, Inc. 17
Grass EatersGratuitiesGratuities Playing FavoritesPlaying Favorites
not giving a friend a ticket
![Page 18: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/18.jpg)
© 2003 Prentice-Hall, Inc. 18
Minor BribesMinor Bribes
Intentional SpeedingIntentional Speeding
Grass Eaters
![Page 19: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/19.jpg)
© 2003 Prentice-Hall, Inc. 19
Corruption
• more serious form of corruption
• active seeking of illicit money-making opportunities by officers
Meat Eaters:
![Page 20: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/20.jpg)
© 2003 Prentice-Hall, Inc. 20
Role Malfeasance
Major Bribes
Meat Eaters
![Page 21: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/21.jpg)
© 2003 Prentice-Hall, Inc. 21
Meat Eaters• protecting “corrupt” cops• property crimes committed by
police• burglary• theft• criminal enterprises• resale of confiscated drugs• resale of stolen property
![Page 22: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/22.jpg)
© 2003 Prentice-Hall, Inc. 22
Meat Eaters• denying civil rights• specific acts prevent due
process• violent crimes committed by
police• physical abuse of suspects• nonjustifiable homicide
![Page 23: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/23.jpg)
© 2003 Prentice-Hall, Inc. 23
![Page 24: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/24.jpg)
© 2003 Prentice-Hall, Inc. 24
Integrity Promoting police integrity by:• integrating police ethics
training into programs• conducting research in the
area of ethics• studying departments that are
models in the area of police
ethics
![Page 25: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/25.jpg)
© 2003 Prentice-Hall, Inc. 25
Drug Testing of Police Employees
National Institute of Justice - 1986
• 33 large police departments were sampled.
• Almost all departments had written procedures to test employees who were reasonably suspected
of drug abuse.
![Page 26: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/26.jpg)
© 2003 Prentice-Hall, Inc. 26
• 73 % of the departments were testing recruits.
• 21 % were considering testing all officers.
Drug Testing of Police Employees
![Page 27: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/27.jpg)
© 2003 Prentice-Hall, Inc. 27
Dangers in Police Work
![Page 28: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/28.jpg)
© 2003 Prentice-Hall, Inc. 28
Risk of Disease
• AIDS• Hepatitis B• Tuberculosis
![Page 29: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/29.jpg)
© 2003 Prentice-Hall, Inc. 29
Possible Ways of Transmission• from breath alcohol instruments • handling evidence of all types• handling implements such as
staples• emergency delivery of a baby• risk of bite attacks by infected
individuals• body removal
Risk of Disease
![Page 30: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/30.jpg)
© 2003 Prentice-Hall, Inc. 30
Stress• normal component
of police work
• ranks among top ten stress producing jobs in United States
![Page 31: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/31.jpg)
© 2003 Prentice-Hall, Inc. 31
Serious stress over long periods can be destructive and life threatening.
Stress
![Page 32: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/32.jpg)
© 2003 Prentice-Hall, Inc. 32
Four Types• external• organizational• personal• operational
Stress
![Page 33: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/33.jpg)
© 2003 Prentice-Hall, Inc. 33
Stress: ExternalReal dangers when
answering calls:Real dangers when
answering calls:
• fights in progress• possible gun play• hostage situations• high speed car
chases
![Page 34: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/34.jpg)
© 2003 Prentice-Hall, Inc. 34
Stress: Organizationalgenerated by factors like paperwork, training requirements, and testifying in court
![Page 35: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/35.jpg)
© 2003 Prentice-Hall, Inc. 35
Stress: Personalinterpersonal
relationships among officers
![Page 36: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/36.jpg)
© 2003 Prentice-Hall, Inc. 36
Stress: Operational
impact of the need to combat tragedies
of daily urban life
![Page 37: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/37.jpg)
© 2003 Prentice-Hall, Inc. 37
Stress/Frustration• Reality is far
from ideal.
• An arrest may not lead to conviction.
![Page 38: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/38.jpg)
© 2003 Prentice-Hall, Inc. 38
• Evidence may not be admissible.
• Jury may acquit. • Sentences may not be long enough.
Stress/Frustration
![Page 39: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/39.jpg)
© 2003 Prentice-Hall, Inc. 39
Police become frustrated bythe inability to be effective, regardless of the amount of personal effort they put forth.
Stress/Frustration
![Page 40: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/40.jpg)
© 2003 Prentice-Hall, Inc. 40
The suicide rate for police officers is twice that of thegeneral population.
Stress/Frustration
![Page 41: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/41.jpg)
© 2003 Prentice-Hall, Inc. 41
1983 Lawsuits
Title 42, Section 1983• passed by Congress in 1871• allows for civil suits to be
brought against anyone [including police] for denying others their constitutional rights to life, liberty or property without due process
![Page 42: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/42.jpg)
© 2003 Prentice-Hall, Inc. 42
Police Use of Force
use of physical restraint by a police officer when dealing with a member of the public
![Page 43: © 2003 Prentice-Hall, Inc. 1 Chapter 6 Police Management](https://reader035.vdocuments.us/reader035/viewer/2022062715/56649daa5503460f94a97fc7/html5/thumbnails/43.jpg)
© 2003 Prentice-Hall, Inc. 43
Imminent Danger Standard
restricts the use of deadly force to ONLY those situations where the lives of agents or others are in danger