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

2. 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

3. 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)

4. 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

5. 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

6. 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)

7. 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

8. Geographical Grouping of Personnel

9. 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

10. 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)

11. Types of Organizational Design
Line Structure
Line and Staff
Functional
Matrix

12. 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

13. 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)

14. 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

15. 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)

16. 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

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

18. 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

19. 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

20. 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”

21. 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