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Organizational Behavior And Management In Law Enforcement

ISBN: 9780131181014 | 0131181017
Edition: 2nd
Format: Hardcover
Publisher: Prentice Hall
Pub. Date: 1/1/2006

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SummaryTable of Contents
Based on the authors decades of experience as practitioners, consultants, trainers and researchers, Organizational Behavior and Management in Law Enforcement 2e presents a clear, concise, realistic and comprehensive examination of contemporary law enforcement organizations and the issues police managers confront every day. Illustrated throughout with more than 40 real-life case studies, the book presents the latest management and behavioral theories while emphasizing the importance of human behavior and its relationship to organizational proces... MORE
Forewordxvii
Prefacexxi
Acknowledgmentsxxiii
Police Management: Evolving Strategies
1(28)
... MORELearning Objectives
1(1)
Historical Antecedents
2(1)
Classical School
2(4)
Bureaucracy
2(2)
Scientific Management
4(1)
Administrative School
5(1)
Early Police Administration Researchers
6(7)
POSDCORB
7(1)
Human Relations School
8(2)
Systems Theory
10(2)
Open-System Thinking and Policing
12(1)
Contingency Theory
12(1)
Police Organizational Structure
13(4)
Types of Organizing
15(2)
Police Management in Transition
17(8)
The Political Era
17(1)
The Reform Era
18(2)
The Community Policing Era
20(3)
CompStat
23(2)
Summary
25(1)
Key Terms
26(1)
Discussion Topics and Questions
26(1)
For Further Reading
26(1)
Notes
27(2)
Dynamics of Management: Managers and Organizational Behavior
29(25)
Learning Objectives
29(1)
Case Study Lieutenants Smits and Miles
30(1)
Management Defined
31(3)
Management Functions
31(3)
Managerial Levels
34(4)
Line and Staff
37(1)
Managerial Skills
38(3)
Technical Skills
38(1)
Human Skills
39(1)
Conceptual Skills
39(1)
Managerial Role Expectations
39(2)
The New Emerging Police Management Role
41(3)
Organizational Behavior
44(6)
Organizational Behavior Defined
45(2)
Historical Foundations of Organizational Behavior
47(3)
Case Study Chief Cindy Miller
50(1)
Case Study Chief Max D. Kenney
50(1)
Summary
51(1)
Key Terms
51(1)
Discussion Topics and Questions
51(1)
For Further Reading
51(1)
Notes
52(2)
Personality: Understanding the Complexity of Human Behavior in the Organization
54(20)
Learning Objectives
54(1)
Case Study Officer Jane Cooper
55(1)
Personality
55(5)
Personality Defined
55(1)
Personality Determinants
56(1)
Heredity
57(1)
Culture
57(2)
Situation
59(1)
Personality Theories
60(3)
Psychoanalytical Theory
60(2)
Trait Theory
62(1)
Case Study Oscar Williams
63(3)
Humanistic Theory
64(2)
Dimensions of Personality
66(4)
Locus of Control
66(1)
Type A and Type B Behavior
67(1)
Machiavellianism
68(1)
Bureaucratic Orientation
69(1)
Case Study Lieutenant Robert F. Taylor
70(1)
Summary
71(1)
Key Terms
71(1)
Discussion Topics and Questions
71(1)
For Further Reading
72(1)
Notes
72(2)
Beliefs, Values, and Attitudes: Determinants of Human Behavior
74(37)
Learning Objectives
74(1)
Case Study Captain Harvey Adams
75(1)
Human Behavior
75(4)
Social Relationships
76(3)
People-Oriented Management
79(3)
Ideas, Beliefs, and Values
82(5)
Evolving Value Systems
83(3)
Humanistic Values
86(1)
Attitudes and Opinions
87(7)
Acquiring Attitudes
89(1)
Functions and Characteristics
90(3)
Attitudes and Work
93(1)
Perception, Motives, and Human Behavior
94(5)
Perceptions
94(5)
Case Study Officer Michael Byrne
99(5)
Motivation
101(1)
On-the-Job Behavior
102(2)
Management's Role in Changing Attitudes and Behavior
104(3)
Change Agents
104(2)
Initiating Change
106(1)
Case Study Chief M. Lawrence Glick
107(1)
Summary
108(1)
Key Terms
108(1)
Discussion Topics and Questions
109(1)
For Further Reading
109(1)
Notes
109(2)
Motivation: The Force Behind Behavior
111(34)
Learning Objectives
111(1)
Case Study Chief David Gunther
112(1)
Pursuing Excellence
112(2)
Motivation to Work
113(1)
Organizations as Social Entities
114(1)
Motivation and the Motivation Process
114(5)
Defining Motivation
115(1)
Related Terminology
116(1)
Motivation Cycle
117(1)
Motivating Yourself and Others
118(1)
Approaches to Motivation Theory
119(1)
Content Theories
120(7)
Hierarchy of Needs Theory
121(3)
E.R.G. Theory
124(1)
Acquired Needs Theory
125(2)
Case Study Chief L.J. Clayborn
127(5)
Motivation-Hygiene Theory
130(2)
Content Theory Revisited
132(1)
Process Theories
132(6)
Expectancy Theory
133(3)
Equity Theory
136(2)
Implications for Police Management
138(2)
Case Study Captain Marsha Darley
140(1)
Summary
141(1)
Key Terms
141(1)
Discussion Topics and Questions
141(1)
For Further Reading
142(1)
Notes
143(2)
Stress in Organizational Life: Its Nature, Causes, and Control
145(35)
Learning Objectives
145(1)
Case Study Lieutenant Stanley Clark
146(1)
Definitions of Stress
146(2)
Stress Unique to Police Work
148(4)
Transitory Stages of Life
151(1)
Stressors at Work
152(1)
The Job
153(4)
Role Conflict and Ambiguity
153(2)
Work Overload and Underload
155(1)
Use of Deadly Force
155(1)
Physical Factors
156(1)
Shift Work
156(1)
Organizational Characteristics
157(1)
Case Study Lieutenant Tom Phelps
157(4)
External Factors
158(3)
Symptoms of Stress
161(6)
Ascendant
162(1)
Indifferent
162(1)
Ambivalent
163(1)
Physiological Symptoms
164(1)
Behavioral Symptoms
165(1)
Psychological Symptoms
166(1)
Stress Reduction
167(4)
Individual Response to Stress
167(3)
Employee Assistance Programs
170(1)
Focus 6-1 Physical Fitness
171(1)
Focus 6-2 Standard for an Employee Assistance Program
172(1)
Peer Counseling
172(1)
Case Study Captain James Stevens
173(1)
Summary
174(1)
Key Terms
175(1)
Discussion Topics and Questions
175(1)
For Further Reading
175(1)
Notes
176(4)
Groups and the Group Process: Human Dynamics at Work
180(36)
Learning Objectives
180(1)
Case Study Chief Maynard K. Bear
181(1)
The Group Phenomenon
182(5)
Work Groups
183(1)
Cliques
184(2)
Membership
186(1)
Groups as Functional Units
187(3)
Affiliation
188(1)
Security
188(1)
Self-Esteem
188(1)
Power
188(1)
Self-Concept
189(1)
Accomplishment
189(1)
Economics
189(1)
Group Survival
190(1)
Types of Groups
190(1)
Command Groups
190(1)
Task Groups
190(1)
Interest Groups
191(1)
Friendship Groups
191(1)
Anatomy of a Group
191(2)
Roles within Groups
192(1)
Focus 7-1
193(1)
Case Study Captain Oliver Dixon
194(1)
Group-Shared Norms and Values
195(2)
Folkways
195(1)
Mores
195(1)
Taboos
195(1)
Laws
195(1)
The Learning Process
196(1)
Status in Groups
197(1)
Group Culture
198(1)
Group Dynamics
199(2)
Formation
199(1)
Differentiation
200(1)
Integration
200(1)
Maturity
200(1)
Human Relations and Management
201(2)
Collaboration
203(1)
Influences on Behavior
203(5)
Complexity
203(1)
Need Orientation
204(1)
Size
204(1)
Composition
205(1)
Norms
205(1)
Cohesiveness
206(1)
Groupthink
207(1)
Accepting and Managing Work Groups
208(2)
Managerial Strategies
208(2)
Case Study Officer Bob Franklin
210(1)
Summary
210(1)
Key Terms
211(1)
Discussion Topics and Questions
212(1)
For Further Reading
212(1)
Notes
213(3)
Power: Its Nature and Use
216(23)
Learning Objectives
216(1)
Case Study Lieutenant Fred Weaver
217(1)
Definitions of Power
217(3)
The Power Base
220(6)
Reward Power
220(2)
Coercive Power
222(2)
Legitimate Power
224(1)
Referent Power
224(1)
Expert Power
225(1)
Power Sources
226(1)
Case Study Lieutenant Luis Gonzales
227(2)
Positional Power
227(1)
Personal Power
228(1)
Utilizing Power
229(5)
Exercising Reward Power
232(1)
Exercising Coercive Power
232(1)
Utilizing Legitimate Power
233(1)
Utilizing Referent Power
233(1)
Utilizing Expert Power
233(1)
Case Study Captain Stewart Parsons
234(1)
Subordinate Power
234(1)
Summary
235(1)
Key Terms
236(1)
Discussion Topics and Questions
237(1)
For Further Reading
237(1)
Notes
237(2)
Decision-Making: The Essential Element in Applied Management
239(32)
Learning Objectives
239(1)
Case Study Chief Gary Pirsig
240(1)
Problem Solving and Decision-Making
241(1)
Organizational Decision-Making
241(1)
Influences on Decision-Making
242(4)
Situational Variables
243(1)
Personal Variables
244(2)
Types of Organizational Decisions
246(2)
Heuristic versus Objective Decisions
246(2)
Reactive versus Proactive Decisions
248(1)
Problem Solving Through Rational Decision-Making
248(6)
Case Study Captain Jayson Moore and Lieutenant Royce Strauss
254(1)
Limitations on Rational Decision-Making
255(2)
Bounded Rationality
255(1)
Satisficing
256(1)
Building Blocks for Effective Decision-Making
257(1)
Group Decision-Making
257(5)
Advantages of Group Decision-Making
258(1)
Drawbacks of Group Decision-Making
259(1)
Humanistic Approach
260(2)
Improving Group Decision-Making
262(5)
Leader Training
262(1)
Brainstorming
263(1)
Nominal Group Technique (NGT)
264(1)
Delphi Technique
265(2)
Case Study Lieutenant Coleman J. Karras
267(1)
Summary
267(1)
Key Terms
268(1)
Discussion Topics and Questions
268(1)
For Further Reading
269(1)
Notes
269(2)
Managerial Communication: The Vital Process
271(29)
Learning Objectives
271(1)
Case Study Lieutenant Donald Bear
272(1)
Defining Managerial Communication
272(2)
Managerial Functions
274(6)
Communication and Planning
274(1)
Communication and Organizing
275(4)
Communication and Directing
279(1)
Communication and Control
280(1)
Managerial Communication
280(1)
Case Study J. Fred Sullivan
281(1)
Realistic Communication Process
282(4)
Sender
282(1)
Encoding
282(1)
Message
282(1)
Channel
283(1)
Decoding
284(1)
Receiver
284(1)
Feedback
284(1)
Noise
285(1)
Formal Organizational Communication
286(5)
Downward Communication
287(2)
Upward Communication
289(1)
Horizontal Communication
290(1)
Communication in the Informal Organization
291(2)
The Grapevine
292(1)
Improving Communication
293(2)
Listening
293(1)
Survey Feedback
294(1)
Case Study Jerry Olsen
295(1)
Exit Interview
295(1)
Gender Differences
295(1)
Summary
296(1)
Key Terms
296(1)
Discussion Topics and Questions
297(1)
For Further Reading
297(1)
Notes
297(3)
Leadership: The Integrative Variable
300(44)
Learning Objectives
300(1)
Case Study Captain Karl Hammiker
301(1)
Perspectives on Leadership
302(3)
Leadership Defined
302(1)
Related Concepts
303(1)
Functional Leadership
304(1)
Police Administrators as Leaders
305(4)
Managerial Leadership
306(3)
Theories of Leadership
309(1)
Trait Theory
310(3)
Leader Behavior Approach
313(5)
Leadership Styles
314(2)
Leadership Quadrants
316(2)
Case Study Lieutenant Kevin Stern
318(1)
The Managerial Grid
318(4)
Situational Leadership Approach
322(2)
Contingency Management
324(4)
Path-Goal Leadership Model
328(3)
Participatory Leadership
331(5)
Management Systems Model
334(2)
Case Study Chief Martin ``Buddy'' Strock
336(1)
Transformational and Transactional Leadership Styles
337(1)
Summary
338(1)
Key Terms
339(1)
Discussion Topics and Questions
339(1)
For Further Reading
340(1)
Notes
340(4)
Change: Coping with Organizational Life
344(22)
Learning Objectives
344(1)
Case Study Mayor Clifford Yarnell
345(1)
Forces Influencing Organizational Change
346(5)
Sources of Change
347(1)
Technological, Sociocultural, and Organizational Factors
347(4)
Recognizing the Need for Planned Change
351(1)
Targeting Change
352(1)
The Winds of Change
353(1)
The Process of Planned Change
353(1)
Case Study Captain John C. Holleran
354(2)
Dynamics of Planned Organizational Change
356(2)
Resistance to Change
358(2)
Individual Resistance
358(1)
Organizational Resistance
359(1)
Case Study Chief Charles S. Ahern
360(1)
Implementing Planned Change
361(1)
Evaluation
362(1)
Summary
362(1)
Key Terms
363(1)
Discussion Topics and Questions
363(1)
For Further Reading
364(1)
Notes
364(2)
Conflict: Nature, Causes, and Management
366(23)
Learning Objectives
366(1)
Case Study Chief Anson Weller
367(1)
Interpersonal Conflict
367(4)
Types of Interpersonal Conflict
368(2)
Conflict-Development Cycle
370(1)
Conflict in Formal Organizations
371(1)
Causes of Organizational Conflict
372(4)
Dysfunctional Conflict
375(1)
Functional Conflict
375(1)
Reacting to and Managing Conflict
376(1)
Case Study Lieutenant Michael Parks
377(4)
Techniques
377(4)
Managerial Styles and Conflict Management
381(1)
The Problem Employee as a Source of Conflict
381(4)
Employee Assistance Programs (EAPs)
383(2)
Case Study Lieutenant Barry Simpson
385(1)
Summary
385(1)
Key Terms
386(1)
Discussion Topics and Questions
386(1)
For Further Reading
386(1)
Notes
387(2)
Developing the Organization: Techniques for Improving Performance
389(20)
Learning Objectives
389(1)
Case Study Chief Robert Miller
390(1)
Definition
390(1)
Organizational Development Objectives
391(1)
Basic Values of Organizational Development
391(3)
The Healthy Organization
394(2)
Intervention Techniques
396(3)
Sensitivity Training
397(1)
Team Building
398(1)
Case Study Chief Wally Partin
399(5)
Survey Feedback
400(2)
Confrontation Meeting
402(1)
Quality of Work Life (QWL) Programs
403(1)
Successful Implementation of OD Programs
404(1)
Case Study Robert Proctor
405(1)
Summary
406(1)
Key Terms
406(1)
Discussion Topics and Questions
407(1)
For Further Reading
407(1)
Notes
407(2)
Managerial Issues: Considerations for Resolution
409(38)
Learning Objectives
409(1)
Case Study Sergeant Bud Fredrickson
410(1)
Labor and Management
411(9)
Memoranda of Understanding/Agreement (MOU)
414(2)
Managerial Rights
416(1)
Collective Bargaining
416(2)
The Negotiations Process
418(1)
Grievances
419(1)
Discrimination
420(1)
Focus 15-1 Equal Employment Opportunity Commission
421(4)
Job-Related Standards
421(1)
Quotas
422(2)
Affirmative Action
424(1)
Women
425(2)
Barriers
426(1)
Case Study Roberta F. Partin
427(6)
Mentoring
429(2)
Sexual Harassment
431(1)
Sexual Harassment Policy
432(1)
Use of Force
433(1)
Focus 15-2 Preventing Sexual Harassment in the Workplace
434(4)
Law and the Use of Force
435(1)
Reasonable Officer Standard
436(1)
Use-of-Force Continuum
437(1)
Case Study Charles A. Sudac
438(1)
Summary
439(1)
Key Terms
440(1)
Discussion Topics and Questions
441(1)
For Further Reading
441(1)
Notes
442(5)
Index447

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