Summary
Contents
Subject index
“Addresses the different management styles that are applicable to large as well as small police agencies.” — Dr. Michael Wigginton Jr., University of Mississippi Built on a foundation of nearly 1,200 references, Leadership and Management in Police Organizations is a highly readable text that shows how organizational theory and behavior can be applied to improve the operations, leadership, and management of law enforcement. Author Matthew J. Giblin emphasizes leadership and management as separate skills in successful police supervisors and executives, illustrating to students how the two skills combine to improve individual and organizational efficacy in policing. Readers will come away with a stronger understanding of why organizational decisions matter and the impact research can have on police departments.
Organizational Theory and Police Organizations
Organizational Theory and Police Organizations
Introducing Organizational Theory and Police Organizations . . .
A military-like organization. A paramilitary organization. A quasi-military organization. These labels are often applied to police organizations through an analogy that dates back to the formation of the first modern police force in London in 1829.1 The comparison is a curious one, selectively drawing upon certain obvious attributes—military-style rank designations, coercive authority, and military-trained personnel (one of London’s first police commissioners was a retired colonel)—while minimizing contrasting features. The new police purposely adopted less conspicuous blue uniforms to avoid comparisons to the British army and its red uniforms and exercised restraint in its power over the public, most notably by arming officers with truncheons rather than ...
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