Organizational Design Police Administration: Structures, Processes, and Behavior (Eighth Edition) Charles R. Swanson, Leonard Territo, and Robert W. Taylor Organizational Design Chapter 6

Critical Concerns Organizing Identify jobs to be done Determine how to group jobs Forming grades of authority Equalize responsibility and authority Organizing: The process of determining the formal structure of task and authority relationships best suited to accomplish a mission Critical organizing concerns: Identifying what jobs need to be done Investigations, foot patrols, evidence management, etc Determining how to group the jobs Forming grades of authority Officer, detective, corporal, sergeant, lieutenant, captain Equalizing responsibility and authority Supervisors must have sufficient authority in order to be held accountable

Specialization Division of labor Produces different groups of functional responsibilities Specialization is crucial to the effectiveness and efficiency of large operations Placement of responsibility Development of expertise Promotion of group esprit de corp Increased efficiency and effectiveness Not nearly as critical for small agencies How might specialization increase complexities in organizations? (communications, cooperation, stifling)

Principle of Hierarchy Requirement that each lower level of organization be supervised by a higher level Rank v. Title Authority flows downward There is no uniform system of titles for authority roles Rank: Grade of authority Title: Indicates assignment

Span of Management The number of personnel a supervisor can personally manage effectively Numerous factors impact the span of management The number of personnel a supervisor can personally manage effectively Broader than “span of control” Various notions (4-30) are suggested based on: The simplicity of work to be performed Efficient use of information technology The quality, skills, and capabilities of subordinates The skills and capabilities of the supervisor The quality of the department’s training program The harmony of the workforce

Organizational Structure and Design Focuses on two spatial levels of differentiation Vertical Differentiation v. Horizontal Differentiation Vertical Differentiation: Based on levels of authority, or positions holding formal power within the organization Horizontal Differentiation: Based on activity, projects, geographical distribution What is the span of control of the deputy chief in the above figure? (3)

Grouping of Personnel Clientele Style of service Geography Time Process Horizontal Dimension What are some policing examples for the groups above? Clientele: juvenile division, gang squad Style of Service: uniformed patrol bureau, plainclothes detective bureau Geography: policing districts, state police posts Time: shifts Process: crime labs, vehicle maintenance

Geographical Grouping of Personnel

Top-Down vs. Bottom-Up Approaches Size does not necessarily determine complexity Differentiation is critical Top-Down Looks at the overall work of the organization and splits this into more specialized units Example: ILP department analyzes data and sets priorities at the top Bottom-Up Focus on combining tasks into larger and larger sets Example: COP department has street officers involved in problem identification

Flat Organizational Structure This organizational structure represents only three major organizational levels (chief, division, and bureau) Although a flatter structure, traditional grades of authority (commander, lieutenant, sergeant, officer ranks) continue to exist What are the benefits of flat organizational structures? (lines of communication shortened, lines of communication simplified, distortion minimized)

Types of Organizational Design Line Structure Line and Staff Functional Matrix

Line Structure Oldest, simplest, and clearest form of organizational design Authority flows from the top to the bottom in a clear and unbroken line (chain of command) Typically found in small towns

Line and Staff Structure More demands on the department result in demand for internal support functions Department grows to meet demands Advantages: Providing expert advice to line units of special knowledge (legal advisors) Relieving line managers from performing tasks they least prefer to do or are least qualified to do (training and scientific analysis of physical evidence) Achieving department-wide conformity in activities that affect the entire organization (disciplinary procedures) Reducing or eliminating special problems (corruption) Note that line functions are grouped in the middle of the structure and highlighted as “Bureau of Field Services” (above)

Functional Structure A modified line and staff structure Delegation of management authority to personnel outside their normal span of control Example: An intelligence unit being responsible to 3 captains (patrol, detective, and special investigations) Example: Day watch commander has responsibility for robberies in a specific area for all 3 shifts

Matrix Structure Project or product management Several different units assigned Example: Task force to develop crime prevention program Patrol, detectives, support services The chart (above left) reflects the basic line and staff elements found in most police agencies. Four specific projects have been initiated that require the use of personnel from five different units, which further requires each project to organize along the lines suggested by the other chart (above right)

Decentralization vs. Centralization Empirical research has questioned the efficacy of traditional policing methods This has led to the development of community policing and related strategies One organizational response to these new strategies has been decentralization Organizational design that is focused on specific areas rather than the entire jurisdiction Most frequently addressed at the patrol level Different agencies have found that this may not work at the level of management

Community Policing: Organizational Design Services decentralized and community-based Less specialized Less bureaucratic Empowers individual officers Participatory atmosphere Open/Sensitive to community

Intelligence-Led Policing: Organizational Design Proactive Prevention-based Focus on integrating intelligence throughout the department Analysts communicate to decision-makers Decision-makers communicate downward Relies on good communication to have planned responses Rather than haphazard reactions

Unique Features of Sheriff’s Departments Most sheriff’s departments have a chief deputy/ undersheriff Typically assumes complete operational control over the entire organization Sheriff has political responsibilities outside of the agency

Line and Staff Relationships point of view Staff point of view Staff takes credit for successful operations Commanders do not know how to utilize staff Staff points the finger for failed operations Commanders are short-sighted and resist new ideas Natural animosities are not necessary Solutions: indoctrination and clear delineations of tasks Staff fail to see the “big picture”

Informal Organization Characteristics Naturalness Interactions Empathy Social Distance Democratic Orientation Does not appear on organizational charts but exists everywhere Built on friendships and common desires Should be identified and leveraged in a positive way How can the informal organization in a police department be beneficial to administrators? Group Pressures Leadership Cohesiveness and unity