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Police Organization and Management
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The strength of an individuals identification with and involvement in a particular organization, characterized by a belief in an organizations goal and values, a willingness to exert effort on the organizations behalf, and a desire to remain with the organization
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The process by which managers determine how the quality and the quantity of departmental systems and services can be improved
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Authority and decision-making are retained by the top organizational levels
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Emphasized a legalistic approach and authoritarian managerial practices intended to control officers behavior
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Is based on open-systems theory and recognizes that there are many internal and external factors that influence organizational behavior
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Official who is responsible for managing the police department's public image
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Motivating others to perform various tasks that will contribute to accomplishment of goals and objectives
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Preparing for the future by setting goals and objectives and developing courses of action for accomplishing them
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Directing individuals to achieve departmental goals efficiently and effectively
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Customer-oriented approach emphasizing human resources and quantitative methods in order to continuously improve
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All parts of an organization are interrelated and dependent on one another
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Concerned with the formal patterns of arrangements and relationships developed by police management to link people together to accomplish organizational goals