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This book describes Zero-Base (Z-Base), a system that objectively measures and rates police performance, determines if improvement is needed, and evaluates improvement. This system is based on the premise that all employees deserve a good evaluation score, and are guaranteed that they will receive one at the end of the evaluation cycle -- unless they have a performance problem and cannot or will not fix it. Chapter 1 presents an overview of the system and why a zero-based approach to performance evaluation is needed. This information should be used for conducting orientation training for all employees. Chapter 2 reviews the technical and legal issues associated with performance evaluation systems and how Z-Base addresses those issues. Chapter 3 provides information for developing the proper organizational infrastructure that must be in place before implementing Z-Base or any evaluation system. This includes mission, code of ethics, values statements, and job descriptions. Chapter 4 describes how to develop objective Priority Performance Measures (PPMs). Chapter 5 details how functional and dysfunctional performance data is gathered, analyzed, and rated. Chapter 6 explains how the Problem-Solving Conference (PSC) is conducted when a rating indicates that an employee's performance needs improved. PSCs are central to Z-Base and ensure that employees are given a fair opportunity to correct problem performances before the employee's evaluation score is affected. Chapter 7 explains Z-Scores and their calculation. A Z-Score is an employee's final evaluation score. Chapter 8 presents a plan for implementing Z-Base within the typical police services organization. The plan is grounded in organization change research and experiences helping agencies improve their evaluation systems.
When Bill Bratton was sworn in as New York City's police commissioner in 1994, he made what many considered a bold promise: The NYPD would fight crime in every borough...and win. It seemed foolhardy; even everybody knows you can't win the war on crime. But Bratton delivered. In an extraordinary twenty-seven months, serious crime in New York City went down by 33 percent, the murder rate was cut in half--and Bill Bratton was heralded as the most charismatic and respected law enforcement official in America.. In this outspoken account of his news-making career, Bratton reveals how his cutting-edge policing strategies brought about the historic reduction in crime. Bratton's success made national news and landed him on the cover of Time. It also landed him in political hot water. Bratton earned such positive press that before he'd completed his first week on the job, the administration of New York's media-hungry mayor Rudolph Giuliani, threatened to fire him. Bratton gives a vivid, behind-the-scenes look at the sizzle and substance, and he pulls no punches describing the personalities who really run the city. Bratton grew up in a working-class Boston neighborhood, always dreaming of being a cop. As a young officer under Robert di Grazia, Boston's progressive police commissioner, he got a ground-level view of real police reform and also saw what happens when an outspoken, dynamic, reform-minded police commissioner starts to outshine an ambitious mayor. He was soon in the forefront of the community policing movement and a rising star in the profession. Bratton had turned around four major police departments when he accepted the number one police job in America. When Bratton arrived at the NYPD, New York's Finest were almost hiding; they had given up on preventing crime and were trying only to respond to it. Narcotics, Vice, Auto Theft, and the Gun Squads all worked banker's hours while the competition--the bad guys--worked around the clock. Bratton changed that. He brought talent to the top and instilled pride in the force; he listened to the people in the neighborhoods and to the cops on the street. Bratton and his "dream team" created Compstat, a combination of computer statistics analysis and an unwavering demand for accountability. Cops were called on the carpet, and crime began to drop. With Bratton on the job, New York City was turned around. Today, New York's plummeting crime rate and improved quality of life remain a national success story. Bratton is directly responsible, and his strategies are being studied and implemented by police forces across the country and around the world. In Turnaround, Bratton shows how the war on crime can be won once and for all.
When Harvard-trained sociologist Peter Moskos left the classroom to become a cop in Baltimore's Eastern District, he was thrust deep into police culture and the ways of the street--the nerve-rattling patrols, the thriving drug corners, and a world of poverty and violence that outsiders never see. In Cop in the Hood, Moskos reveals the truths he learned on the midnight shift. Through Moskos's eyes, we see police academy graduates unprepared for the realities of the street, success measured by number of arrests, and the ultimate failure of the war on drugs. In addition to telling an explosive insider's story of what it is really like to be a police officer, he makes a passionate argument for drug legalization as the only realistic way to end drug violence--and let cops once again protect and serve. In a new afterword, Moskos describes the many benefits of foot patrol--or, as he calls it, "policing green."
This detailed and comprehensive book on performance evaluation will provide employers with a resource for developing and implementing a results-based approach to the evaluation of employee work performance. The goal of this book is to fill the gap that exists between what evaluation program designers have been offering in the way of evaluation systems for the last half of this century and what employers, employees and courts need and expect. To briefly describe the system, performance is defined as the objectively measurable result of having performed to standard. Employees are viewed as being highly capable and productive at the beginning of the rating cycle (Theory Y). Accordingly, they are given the best possible rating score attainable in the system - a zero. The zero signifies that they have no uncorrected performance deficiencies. Jobs are analyzed to determine the results that the performer is expected to accomplish. To ensure quality, these results are tracked and measured on a regular basis (e.g., monthly). As long as employees accomplish the expected results, they will maintain their zero evaluation scores (Z-score). Should an employeeÂ’s performance fail to meet standards, problem solving is initiated to determine the source of the problem and, if possible, to help the employee achieve standards. The intervention is documented and an improvement plan is developed. The time and costs associated with the improvement efforts are tracked. As long as employees are capable and willing to correct identified deficiencies, they are given the opportunity to do so without affecting their evaluation scores. Only when employees fail to correct their deficiencies are their evaluation scores affected. The investment costs in development efforts are totaled to form the employee's final evaluation score - the Z score. The lower this score, the better will be the final rating. It will be of primary use to the human resources professional in law enforcement with between 15,500 employees, and it will provide the necessary expertise in research and development that will save these individuals hundreds of hours in self-developing their own system from scratch. The book consists of eight chapters. The appendices contain model forms, instruments, and sample rating measures. Additionally, instructions for developing a template for generating rating scores and reports is included.
Violent crime has been rising sharply in many American cities after two decades of decline. Homicides jumped nearly 17 percent in 2015 in the largest 50 cities, the biggest one-year increase since 1993. The reason is what Heather Mac Donald first identified nationally as the “Ferguson effect”: Since the 2014 police shooting death of Michael Brown in Ferguson, Missouri, officers have been backing off of proactive policing, and criminals are becoming emboldened. This book expands on Mac Donald’s groundbreaking and controversial reporting on the Ferguson effect and the criminal-justice system. It deconstructs the central narrative of the Black Lives Matter movement: that racist cops are the greatest threat to young black males. On the contrary, it is criminals and gangbangers who are responsible for the high black homicide death rate. The War on Cops exposes the truth about officer use of force and explodes the conceit of “mass incarceration.” A rigorous analysis of data shows that crime, not race, drives police actions and prison rates. The growth of proactive policing in the 1990s, along with lengthened sentences for violent crime, saved thousands of minority lives. In fact, Mac Donald argues, no government agency is more dedicated to the proposition that “black lives matter” than today’s data-driven, accountable police department. Mac Donald gives voice to the many residents of high-crime neighborhoods who want proactive policing. She warns that race-based attacks on the criminal-justice system, from the White House on down, are eroding the authority of law and putting lives at risk. This book is a call for a more honest and informed debate about policing, crime, and race.
Grounded in clinical research, extensive experience, and deep familiarity with police culture, this book offers highly practical guidance for psychotherapists and counselors. The authors vividly depict the pressures and challenges of police work and explain the impact that line-of-duty issues can have on officers and their loved ones. Numerous concrete examples and tips show how to build rapport with cops, use a range of effective intervention strategies, and avoid common missteps and misconceptions. Approaches to working with frequently encountered clinical problems--such as substance abuse, depression, trauma, and marital conflict--are discussed in detail. A new preface in the paperback and e-book editions highlights the book's relevance in the context of current events and concerns about police-community relations. See also Kirschman's related self-help guide I Love a Cop, Third Edition: What Police Families Need to Know, an ideal recommendation for clients and their family members.
The Dallas police chief who inspired a nation with his compassionate, community-focused response to the killing of five of his officers shares his story and a blueprint for the future of policing.
The Handbook of Police Psychology represents the contributions of over thirty police psychologists, all experts in their field, on the core subject matters of police psychology. Police psychology is broadly defined as the application of psychological principles and methods to law enforcement. This growing area includes topics such as screening and hiring of police officers; conducting screening for special squads (e.g., SWAT); fitness-for-duty evaluations; investigations, hostage negotiations; training and consultation, and stress counseling, among others. The book examines the beginnings of police psychology and early influences on the profession such as experimental investigations of psychological testing on police attitude and performance. Influential figures in the field of police psychology are discussed, including the nation’s first full-time police psychologist who served on the Los Angeles Police Department, and the first full-time police officer to earn a doctorate in psychology while still in uniform with the New York Police Department.
Why Law Enforcement Organizations Faildissects headline cases to examine how things go wrong in criminal justice agencies. The third edition features new cases in each chapter including coverage of LaQuan McDonald's death; excessive force in Baltimore and during the Ferguson riots; and the death of Deborah Danner, a mentally ill woman in New York. Highlight cases that remain from earlier editions include New Orleans' Danziger Bridge after Hurricane Katrina; the death of Amadou Diallo; the Jon Benet Ramsey murder investigation; and the conflagration that ended the siege at the MOVE house in Philadelphia. These human tragedies and organizational debacles serve as starting points for exploring how common structural and cultural fault lines in police organizations set the stage for major failures. The author provides a framework for sorting through these cases to help readers recognize the distinct roles of operational mechanics, organizational structures, rank and file culture and executive hubris in making criminal justice agencies vulnerable to failure. The book examines how dysfunctions such as institutional racism, sexual harassment, systems abuse and renegade enforcement become established and then readily blossom into major scandals. Why Law Enforcement Organizations Fail also shows how managers and oversight officials can spot malignant individuals, identify perverse incentives, neutralize deviant cultures and recognize when reigning managerial philosophies or governing policies are producing diminishing or negative returns. This book is jargon-free and communicates plainly with students and criminal justice professionals. This is a highly-teachable book that also provides pragmatic long-term guidance for how to deal with crises, prevent their recurrence and restore organizational legitimacy. This book is an excellent centerpiece for any class on police organization and management, criminal justice policy or police-community relations. Praise for earlier editions:
In 1883, the New South Wales Board for the Protection of Aborigines was tasked with assisting and supporting an Aboriginal population that had been devastated by a brutal dispossession. It began its tenure with little government direction – its initial approach was cautious and reactionary. However, by the turn of the century this Board, driven by some forceful individuals, was squarely focused on a legislative agenda that sought policies to control, segregate and expel Aboriginal people. Over time it acquired extraordinary powers to control Aboriginal movement, remove children from their communities and send them into domestic service, collect wages and hold them in trust, withhold rations, expel individuals from stations and reserves, authorise medical inspections, and prevent any Aboriginal person from leaving the state. Power and Dysfunction explores this Board and uncovers who were the major drivers of these policies, who were its most influential people, and how this body came to wield so much power. Paradoxically, despite its considerable influence, through its bravado, structural dysfunction, flawed policies and general indifference, it failed to manage core aspects of Aboriginal policy. In the 1930s, when the Board was finally challenged by Aboriginal and non-Aboriginal groups seeking its abolition, it had become moribund, paranoid and secretive as it railed against all detractors. When it was finally disbanded in 1940, its 57-year legacy had touched every Aboriginal community in New South Wales with lasting consequences that still resonate today.