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This book lists proposals for municipal police organization based on department size. The current state of police organization and basic principles of organization and management derived from government, private industry, business, and military are discussed. Application of these principles are proposed to municipal police departments based upon their size according to the author's scheme of five classes of municipalities. Classes are based on total population and number of police-per-thousand population.
Although most large police organizations perform the same tasks, there is tremendous variation in how individual organizations are structured. To account for this variation, author Edward R. Maguire develops a new theory that attributes the formal structures of large municipal police agencies to the contexts in which they are embedded. This theory finds that the relevant features of an organization's context are its size, age, technology, and environment. Using a database representing nearly four hundred of the nation's largest municipal police agencies, Maguire develops empirical measures of police organizations and their contexts and then uses these measures in a series of structural equation models designed to test the theory. Ultimately, police organizations are shown to be like other types of organizations in many ways but are also shown to be unique in a number of respects.
The problem discussed in this project is: How can the organizational structure and behavior of a police organization be changed to increase its effectiveness, to fully utilize its resources, to satisfy and motivate its members, and to provide a humanistically oriented service to the community? The premise is: Organization development is an effective tool to design and implement change in order to improve the organizational effectiveness of a municipal police agency. The objective of the study is to develop a better understanding of the effects of an organization development process in order to assist in the development of role models which will be meaningful and useful to managers who are seeking ways to improve the effectiveness of their organizations. It is an experiential analysis based primarily upon observation, utilizing a, " ... process oriented, qualitative, and historical approach ..." It is an attempt to respond to the call for, " ... improved paradigms and models of the change process ..." The study discusses theoretical considerations on organization change and organization development as a change process. It analyses the application of an OD process in the Walnut Creek Police Department over a period of fifteen months. It concludes that the premise is correct in this instance, that organization development is an effective tool to improve organizational effectiveness in a municipal police agency, that its emphasis on involvement is the key to its effectiveness, and that it provides the basis for developing system competence and group effectiveness necessary to maintain organizational relevance.