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Police Organization and Management: Behavior, Theory, and Processes

NCJ Number
122666
Author(s)
R R Roberg; J Kuykendall
Date Published
1990
Length
490 pages
Annotation
The purpose of this book is to provide readers with an understanding of how police organizations work and how people behave in police organizations.
Abstract
The book examines police development and roles, management theory, police organization and structure, employee behavior and motivation, leadership theory, human resource management, police operations, critical issues in police management and operations, planning for change and innovation, and enhancing organizational performance. The study of police organization is defined as the scientific study of police organizations, including individual, group, organization, and external environment processes, to acquire knowledge that can be used by police managers to improve both organizational effectiveness and individual performance. A police organization's most important commodity is its human resources, which include all activities and decisions that affect the relationship between the organization and its employees. Thus, a humanistic orientation is essential in which employee expectations, attitudes, capabilities, and goals are taken into account in the managerial process. Since understanding and dealing with expectations of people within and outside the organization is vital to effective management, an expectation-integration model is developed. This model proposes that police managers strive to integrate employee expectations and those of outside individuals and groups with organizational expectations. The need to promote ethical behavior in police organization and management is discussed. 382 references, 14 tables, 25 figures.

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