1. Organizational Theory Chapter 5 Charles R. Swanson, Leonard Territo, and Robert W. Taylor Police Administration: Structures, Processes, and Behavior (Eighth Edition)

2. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Makes organizations more understandable Reveals how authority and decision making are organized and distributed Explains why some police departments are less or more open to change and innovation Makes assumptions about followers Incorporates notions about the environments that the police department faces and how these can impinge on the department Provides an essential tool for leaders in deciding how the work will be processed and the structure and relationship of the work units needed to accomplish it Organizational Theory

3. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Cui bono Typology Mutual Benefit Associations Business Concerns Service Orgs. Commonweal Orgs.

4. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Traditional Organizational Theory

5. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Scientific Management Frederick W. Taylor “One best way” to do work Focus on labor, not management Productivity & motivation –Natural Soldiering –Systematic Soldiering

6. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved The Bureaucratic Model Principle of hierarchy Right of appeal and grievances Division of labor Duties bound by rational rules Acts and administrative rules are recorded “Rights” are property of the office/job Merit-based appointments Organizational members do not own the means of production

7. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Hierarchy and Job Specialization in a Bureaucracy

8. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Police as Street-Level Bureaucrats “State Agents” Follow all laws and policies “Citizen Agents” Bend or ignore some laws and policies

9. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Sought to identify generic/universal methods of administration Supervise no more than 5-6 subordinates Gulick’s POSDCRB Administrative Theory

10. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved POSDCRB

11. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved “Man as machine” orientation Criticisms by Bennis –Does not allow for personal growth –Compels conformity –Does not account for informal organization –System of control outdated –No adequate judicial process –No process to resolve differences or conflicts –Communication cut off due to tall hierarchy –Full human resources not utilized Criticisms of Traditional Theory

12. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Elton Mayo: Hawthorne Studies “Hawthorne Effect” –People being studied behave differently because they like the attention they get Human Relations School

13. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Work should be satisfying and help to motivate workers Organizations must pay attention to the needs of workers Work should not be something people endure just to make a living Organizational Humanism

14. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Maslow’s Needs Hierarchy

15. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved McGregor: Theory X and Theory Y Theory XTheory Y vs.

16. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Herzberg: Motivation-Hygiene Theory Two sets of variables –Hygiene (maintenance) factors: relate to work environment –Motivators: relate to work itself

17. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Warren Bennis A change management process –Attempts to take the uncertainty out of change Organizational Development

18. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Assumes complete rationality, optimizing performances, predictability, internal efficiency, and certainty All behavior is believed to be functional All outcomes are believed to be predictable and certain The closed organization can ignore changes in the larger environment Political, technological, economic, etc. Sees little need for interaction with its environment Organizations as Closed Systems

19. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Organizations as Open Systems

20. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Interdependence Police unions Partners Events Legal framework Governing body Special interest groups/stakeholders Technology Other departments

21. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Two Environmental Theories Environmental Contingency Theory Resource Dependency Theory Leaders must “read the environment” Decide what type of structure is the “best fit” with the environment being faced All agencies are dependent on larger environment for their resources Identify their standing compared to other agencies competing for resources

22. Police Administration (8 th Edition) Swanson, Territo, and Taylor © 2012 by Pearson Higher Education, Inc Upper Saddle River, New Jersey 07458 All Rights Reserved Inadequate or non-existent plans Inadequate or non-existent plans Insufficient or ineffective resources Insufficient or ineffective resources Cosmology Chaos Theory Information overload (politicians, media, etc) Information overload (politicians, media, etc) Normal services not possible Normal services not possible Widespread fear and uncertainty Widespread fear and uncertainty Initial lack of information Initial lack of information Bifurcation