We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMarvin Dawson
Modified about 1 year ago
© 2011 Delmar, Cengage Learning Part II Organizational Perspectives Chapter 4 Foundations of Police Organization
© 2011 Delmar, Cengage Learning Learning Objectives 1.Understand the roots of classical organizational theory and its relation to bureaucracy. 2.Know how scientific management is applied to organizations today. 3.Determine how the principle of hierarchy or chain of command is used in the police setting. 4.Understand the importance of authority in the police department. 5.Explain how and why specialized units are created in the police organization. 6.Know the deficiencies or criticisms of classical organizational theory. 7.Critique the criticisms or defend classical organizational theory.
© 2011 Delmar, Cengage Learning Traditional Police Organization The traditional, or classical, police organization is a quasi-military model. Sir Robert Peel used the military model as the basis for the first modern police department in London in American police initially adopted the quasi-military model.
© 2011 Delmar, Cengage Learning Classical Organizational Theory Scientific Management –Frederick W. Taylor (1865–1915) Principles of Management –Max Weber (1864–1920)
© 2011 Delmar, Cengage Learning Scientific Management Workers exert the least amount of effort in accomplishing the greatest amount of work Produce greater volume of product at a lower cost Focused efforts on the employee Management analyzed tasks and assumed more responsibility Goal was to provide an orderly manner to work Worker and manager cooperate, rather than oppose each other Functional Supervision: Workers are supervised by people with expertise in their area Rational man theory: If people work for rewards, when they are properly rewarded, then they are productive
© 2011 Delmar, Cengage Learning Five Principles of Successful Organizations 1.A program of action prepared by means of annual and 10-year forecasts 2.An organization chart to guarantee order and assure each man a definite place –careful recruiting –technical, intellectual, moral, administrative training of the personnel in all ranks 3.Observation of the necessary principles in the execution of command 4.Meetings of the department heads of every division –conferences of the division heads presided over by the managing director to insure coordination 5.Universal control, based on clear accounting data that is rapidly made available
© 2011 Delmar, Cengage Learning Weber’s Principles of Management Bureaucratic Management –Well-defined hierarchy of authority –Specialization –Formalization –Impersonality of management –Personnel decisions based on merit
© 2011 Delmar, Cengage Learning Hierarchy of Authority Supervisors have more authority than subordinates, but less authority than the superior officer to whom they report Ensures orders are followed, responsibility is placed with proper individuals, and everyone is aware of their responsibilities via direct supervision –Span of control The number of subordinates a superior supervises without regard to the effectiveness of that supervision –Unity of command Placing one superior in command or in control of every situation and every employee Instituted to ensure that conflicting orders are not issued by several superiors –Delegation of authority The assignment of tasks, duties, and responsibilities to subordinates, while at the same time giving them power to make decisions Accomplished by policy formulation and direction
© 2011 Delmar, Cengage Learning Specialization Refers to division of labor or job differentiation Police executive must divide tasks among various work groups or units to preserve efficiency –Function –Geography –Time –Level of authority –Functional specialization
© 2011 Delmar, Cengage Learning Advantages and Disadvantages of Specialization Advantages Reduces the need for training Increases job control Increases job proficiency Provides career enrichment for some officers Disadvantages Diminishes territorial coverage Job dissatisfaction increases Administrative coordination is made more difficult
© 2011 Delmar, Cengage Learning Important Factors for Considering Specialization 1.Quality of personnel 2.Need 3.Departmental goals
© 2011 Delmar, Cengage Learning Formalization Written rules and regulations providing direction and control Policies or procedures –Comprehensive set of guidelines for a specific activity or duty Special orders –A directive that is temporary in nature –A directive used to provide additional guidance or supplement a policy for individual units Memoranda –Used to notify individuals of assignments, orders, and other information
© 2011 Delmar, Cengage Learning Criticisms of Traditional Police Management Officers need to be treated as human beings, not machines Weber’s principles of organization must be mediated with team building or participatory management Authoritarianism –When officers fail to comply with policies, superiors motivate them with punishment, which negatively affects morale.
© 2011 Delmar, Cengage Learning In Defense of Classical Theory Most expedient way to effectively manage large numbers of employees Theory has survived because it focuses on accountability Straightforward and easily understood by employees
Classical- scientific theories. What is it? Ideally aim establish business to achieve rational goals such as profit or return on assets Reduce cost.
BY Muhammad Suleman MS (HRM) MBA (HRM) MIT. CHAPTER # 1 BASICS OF Change Management ( THEORIES AND THOUGHTS)
* * Chapter Eight Adapting Organizations to Today’s Markets McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 3 ORGANIZING By :Nasser A. Kadasah. Chapter 3 will cover: 3.1 Organization Theory 3.3 Types of Organizations 3.5 Centralization & Decentralization.
© 2011 Delmar, Cengage Learning Part II Organizational Perspectives Chapter 5 Contemporary Organizational Theories and Management Systems.
Organizational Communication Chapter 1 Classical Approaches.
Organizational Communication Chapter 2 Classical Approaches.
5- Copyright 2007 Prentice Hall 1 Organizational Theory, Design, and Change Fifth Edition Gareth R. Jones Chapter 5 Designing Organizational Structure:
ORGANIZING CONCEPTS Chapters 12,13,14,15,16,17, &18.
Chapter Eight – Personnel Evaluation and Supervision.
Chapter 8 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University.
C ONCEPTS OF ORGANISING Static concept Dynamic concept.
PAGE 211 CHAPTER 12 UNIT:2. Organisational structure is the framework for identifying & organizing the tasks to be performed within an organisation.
Designing Adaptive Organizations CHAPTER 10. Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved. 2 Learning Objectives.
Communication in Organizations By: Elizabeth B. Oliveira.
1 Copyright 2004 Prentice Hall Organizational Theory, Design, and Change Text and Cases Fourth Edition Gareth R. Jones.
****** 8-1 Nickels McHugh McHugh 1-1 McGraw-Hill/Irwin Understanding Business, 8e © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. ** Adapting.
5- Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1 Organizational Theory, Design, and Change Sixth Edition Gareth R. Jones Chapter.
Chapter 14. Introduction A. administrative agencies that run the “day-to-day” operations of government B. from the French – “bureau” (meaning a desk.
Classical Approaches to Organizational Communication John Orman Comm 168.
2–1 Management Theories Classical Viewpoint 2.Bureaucratic Management Max Weber (German Sociologist 1864 – 1920) A form of organization characterized by:
McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved. 1Ap - 1.
Chapter 2 The Evolution of Management Thinking. Studying management history helps your conceptual skills Social Forces – influence of culture that guides.
CSC350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)
Chapter 13 Planning & Organizing The Planning Function Importance of Planning The Organizing Function.
Microsoft ® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin.
Managing Organizational Structure and Culture McGraw-Hill/Irwin Contemporary Management, 5/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights.
Planning and Organizing Chapter 13. The Planning Function Planning for a business should stem from the company’s Business Plan – The business plan sets.
Chapter 2Management Fundamentals - Schermerhorn & Wright1 HISTORY OF MANAGEMENT Insights Classical Frederick Taylor Henri Fayol Max Weber Behavioral Hawthorne.
MODULE 3 MANAGEMENT LEARNING “Good things grow from small foundations” What can we learn from classical management thinking? What is unique about the behavioral.
HSA 171 CAR. 1436/4/16 Theory: An Explanation of how or why something occurs. Functions of a Theory: ◦ Describe ◦ Explain. ◦ Predict. ◦ Control.
General Administrative Theories Henri Fayol & Max Weber.
© 2006 by South-Western, a division of Thomson Learning. All rights reserved 1-1 Chapter 1 Management History.
CstM Management & Organization management learning past to present.
1 Lecture 2 Theoretical Development of Bureaucratic Model Introduction to Public Bureaucracy.
Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Developed by Cool Pictures & MultiMedia Presentations chp10 Daft.
ORGANIZING Ms. Ashita Chadha. Organizing Process off determining the activities to be performed, arranging these activities to administrative units, as.
Chapter 7 Administration of the Fire Department. Introduction The fire chief must balance the needs of the community and the department with the resources.
Introduction to Business (BUS 201) CHAPTER.
The Managerial Process Chapter 1 Current Thrust Information management Greater level of automation Technologically oriented Knowledge management Managing.
ORGANIZATIONAL STRUCTURE. Organizational chart An organizational chart :is a diagram that shows the structure of an organization and the relationships.
CHAPTER 5 ORGANISING. Meaning and steps Meaning: It is a process of grouping activities and establishing authority relationships among them. Steps: –
1 Management Theories (organizations as machines).
1 Historical Views of Management We will examine the historical roots of management theory and practice and attempt to establish a connection between the.
MultiMedia by Stephen M. Peters© 2002 South-Western Organizing Principles.
2-1 Chapter 2 The Evolution of Management Theory.
Page 1 Organizing Mrs. Belen B. Apostol. Page 2 Organizing Organizing is the process of structuring an entity’s resources and undertakings in order to.
© 2011 The McGraw-Hill Companies, Inc. All rights reserved. Police in America Chapter Four Police Organizations.
ORGANIZING Dr. Jangkung Handoyo Mulyo,M.Ec. Defining organization and structure Organizing: process of creating an organization’s structure process of.
© 2017 SlidePlayer.com Inc. All rights reserved.