...Traditional methods of police management emerged from two sources: a militaristic view of policing, and management. In this model the chain of command has strict supervision, tight control, limited officer discretion, and thick bureaucratic regulations. Traditional policing enforces laws to the public as well as to working with the community. It focuses on rapid response times to crime as the way to measure police success. Identifying, apprehending, and prosecuting criminals is the focus and seems logical. The thought held that evidence at the crime scene would lead to an arrest. A major component to this model is local control. Scientific management has a focus on efficiently, orderliness, and output. This is considered the “machine model” (Proactive Police Management, 1985). There are four basic principles for this managerial model. Division of labor and specialization, unity of command and centralization of decision making, narrow span of control, and one-way authority. Monocratically organized bureaucracy goes right along with the basic principles. The emphasis was focused on predictability, technical competence, authoritarianism, impersonality, and rationality. This model shows that the manager has complete control over the organizational machinery. There are three different stages of bureaucracy. Cash salaries, clerical component, and professional qualifications. These are also characteristics of police organizations. Cash salaries is used to replace unpaid work by family...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Models of Organized Crime Executive Summary Sandra Haynesworth CJA/384 05-18-2012 University of Phoenix Models of Organized Crime Executive Summary Gangs much resemble organized crime in that they include a group of closely related people that commit routine crimes against society. Early scholars noted that gangs arose much around the same time that organized crime did in the United States, and that gang members have often contributed to a "disproportionate level of crime in society" (Krohn, et al. 2003). Gang members are often more involved in delinquency than other youth organizations, but also more likely to be comprised of younger members of society than members of organized crime (Krohn, et al. 2003)." All criminal organizational models consist of similarities and differences but the main purpose is to benefit law enforcement, researchers, society, and professionals with a better understanding of how criminal organizations develop domestically and internationally. Models are based on supporting research, statistics, facts, and convincing arguments that have been gathered by professional psychologists, sociologists, and criminologists. Information presented focuses on organizational structure, purpose and cause, members, and clientele. In addition, each model incorporates unique features that are detail specific. The models presented are tools that provide answers to questions, offer an explanation to why individuals engage in illegal activity, how criminal organizations...
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...definition of Organized crime is “Criminal network; a powerful ruthless large-scale network of professional criminals” In Models of Organized Crime there are two different models the patron client and the bureaucratic. There are many differences between the two different models, but many similarities as well. Each organization is working towards the same ultimate goal, to make a profit but they make their profits in very different ways. Both of those organizations have many things that are the same and also have many things that make them different in their own ways. I will be explaining how both of these two organizations are different and also how they may have things that are the same in the both organizations. I will also explain how things work throughout the both of the organizations and also how things taken place. First of all a “patron-client organization is a group of criminal that patrons who exchanged information, established a network that connections with political leaders and government officials, and access the network of operatives for the purpose of benefiting the group’s clients politically and economically”(pg.1). Therefore, “bureaucratic are organizations that can be formal and consist of rules, regulations, procedures, and protocols that may prevent lower ranking members just like the patron-client from making decisions without administrative approval” (pg.1). “Similarities notwithstanding, the differences between the two models are enlightening. As Paoli...
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...Journal of Business Ethics (2008) 77:431–449 DOI 10.1007/s10551-007-9358-8 Ó Springer 2007 The Dark Side of Authority: Antecedents, Mechanisms, and Outcomes of Organizational Corruption Ruth V. Aguilera Abhijeet K. Vadera ABSTRACT. Corruption poisons corporations in America and around the world, and has devastating consequences for the entire social fabric. In this article, we focus on organizational corruption, described as the abuse of authority for personal benefit, and draw on Weber’s three ideal-types of legitimate authority to develop a theoretical model to better understand the antecedents of different types of organizational corruption. Specifically, we examine the types of business misconduct that organizational leaders are likely to engage in, contingent on their legitimate authority, motives, and justifications. We conclude by suggesting managerial implications of our theoretical model and propose directions for future research. KEY WORDS: authority, bureaucracy, corruption, opportunity, motivation, justification, types of organizational corruption, weber, white-collar crime The issue of corruption has been gaining increasing importance in today’s world. The World Bank has singled out corruption as the largest obstacle to economic and social development, and in our search of the word ‘corruption’ in article headings in The Wall Street Journal in 2004, the word appeared 496 times. Much evidence also suggests that corruption is as ancient as disloyalty and...
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...who wore a distinctive uniform, led by two magistrates, and later became known as “bobbies” after their creator. Though the Metropolitan Police Act improved policing and successfully achieved its’ goal, it was a difficult process, in (Siegel & Senna, 2008, p. 162). States “The early bobbies suffered many problems. Many were corrupt, they were unsuccessful at stopping crime, and they were influenced by the wealthy. Owners of houses of ill repute who in the past had guaranteed their undisturbed operations by bribing watchmen now turned their attention to the Bobbies. Metropolitan police administrators fought constantly to terminate cowardly, corrupt, and alcoholic officers, dismissing in the beginning about one-third of the bobbies each year” The act was so successful carried out it spread nationwide and became acceptable by many who developed an organized law enforcement within their area. The United States accepted the British model as well. The model consisted of three elements: mission, strategy, and organizational structure. Emphasis of the mission was crime prevention. Overall an idea to prevent crime before it happens. The...
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...Models of Organized Crime Executive Summary CJA 384 January 29, 2012 Patrick Cote Models of Organized Crime Executive Summary Within the criminal justice field there are two different types of organizations and those organizations are bureaucratic and patron-client organizations. This paper will discuss the several assorted reasons why and how the bureaucratic and patron-client organizations are different. The patron-client organization chooses to break the law. On the other hand, the bureaucratic organizations are those that are there to enforce it. Although there are many differences between these two organizations, they also have commonalities. This paper will address so many more ways that make these two unique types of organizations different. A patron-client organization is an assembly of criminal patrons who swapped information and assembled a successful network between the main bosses and important political figures. The patron-client network is usually structured using a hierarchy system and consists of one main boss, an underboss, an advisor, captains, and members. The main boss hands down commands to the underboss. The underboss relates the information to captains, who also have lackeys to do the dirty work. All members of a patron-client organization must go through prior initiation. Moreover, patron-client organizations are similar to a very close family in the top tier. When it comes to the lower level, with the members, that tightness spreads out some. With...
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...McIntyre DeVry University Abstract Community policing has surged forth since the 1970s as an increasingly important strategy for investigating and preventing crime activity, and enhancing community involvement and safety. It is a philosophy and an organizational strategy that helps the police and the community to work closely together in many different and inventive ways to solve the problems of crimes, illegal drugs, fear of criminal activity, physical or social disorder, neighborhood decay, and the quality of life in the community. Community policing is rather difficult to define. Although community policing does not have a singular definition, there are several various elements of community policing. A major definition used to define community policing is: Community policing is more of a philosophy than a specific tactic; a proactive, decentralized approach designed to reduce crime, disorder and fear of crime by intensely involving the same officer in a community for a long term so that personal links are formed with residents (Champion, 1997). This definition helps to explain the key elements of community policing. The most common features involve cooperation between police and community residents, willingness to work toward mutual goals, and a general desire to improve community safety through more effective crime control. Introduction The overall aspect of policing has been in existence for many decades. For many of these years, the view of the police officers and...
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...MANAGING CRIME AND QUALITY OF LIFE USING COMPSTAT: SPECIFIC ISSUES IN IMPLEMENTATION AND PRACTICE By Dr. Vincent E. Henry* I. INTRODUCTION The highly effective management model or paradigm that has come to be known as Compstat was first developed within the New York Police Department in 1994 as a process for managing crime and quality of life in New York City. Compstat was developed in response to a very specific set of immediate needs confronting the NYPD at that time: the compelling need to bring spiralling rates of crime and disorder to within manageable bounds and to refocus the NYPD on its primary mission of effectively ensuring public safety by reducing crime and violence. Since its introduction in early 1994, Compstat has proven to be highly effective in achieving the goals for which it was initially intended. Over time it has also evolved and grown from a basic and fairly rudimentary process involving the collection and analysis of crime data as well as a mechanism for ensuring accountability and information-sharing into a more complex, more nuanced, and eminently more effective management paradigm. As Compstat grew and changed over time, so too did the issues and problems challenging the NYPD. As crime and public disorder offences declined to within more manageable limits, the agency had the luxury of turning its attention to a range of other management problems and issues. While reducing crime and disorder and increasing public safety have never lost their prominence...
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...------------------------------------------------- Faculty Use Only ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Dr. Randy Brown Annotated Biographies Oreku, G. S., & Li, J. (2009). End user authentication (EUA) model and password for security. Journal of Organizational and End User Computing, 21(2), 28-43. Retrieved from http://search.proquest.com.proxy1.ncu.edu/docview/199920202?accountid=28180 This article proposes an End User Authentication flexibility model to form a set of services that will constitute a flexible authentication model for a modern computing systems or infrastructure. This method would provide multiple authentications that will enable suppliers access a particular network system with varying levels of guarantee. It describes a simple three level ticket system used by clients and servers to achieve prevention of...
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...July 10, 2014 Predictive Policing Predictive policing, in essence, is taking data from disparate sources, analyzing them and then using the results to anticipate, prevent and respond more effectively to future crime (Pearsall, n.d). In an attempt to effectively compare and contrast the application of information technology (IT) to optimize police departments’ performance to reduce crime versus random patrols of the streets, first you need to examine what information technology is available to police today. The term predictive policing is the name given to “any policing strategy or tactic that develops and uses information and advanced analysis to inform forward-thinking crime prevention” (Predictive Policing Symposium, 2010). Information technology is “the collection of computing systems used by the organization” (Turban & Volonino, 2011). Information technology (IT) is used to optimize the performance of police departments’ and reduce crime where prior to information technology, it was necessary for police officers to physically, patrol the streets in random locations in order to reduce crime. Police use information technology tools at almost every stage, including allocation of sources, patrolling, crime prevention, crime tracking, hot pursuits, and crime solving. New technologies have changed drastically in our ways of thinking, our perceptions, our attitudes, and even our community. The importance of IT has increased a lot in many organizations, not only police because...
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...the values of the system in a changing society. Recent trends affecting the criminal justice system are related to gender and racial barriers. According to Roslyn Muraskin and Albert R. Roberts (2009 ), assessments of statuses of women and minorities in police work shows that there are obstacles in official and informal structures of police work organizations related to gender and race. Regardless of assessment studies, which show that women are effective patrol officers, organizational principles of law enforcement has repelled the combination of women into patrol officers for more than 20 years. There are three kinds of organizational resistance to slowing down staffing and preservation of female patrol officers. The first organizational resistance is called Technical Resistance. Technical Resistance comprises of failure to adjust police uniforms, gear, and tools sufficiently for women, and constant issues on physical testing, and firearms during their drills, and preperations. The second organizational resistance is named Political and Cultural Resistance. According to Roslyn Muraskin and Albert R. Roberts (2009), Political and Cultural Resistance is facts proving failure to develop child care programs, flexible and gender-neural shifts, and maternity–paternity policies. Other cultural and structural obstacles women correctional officers face in all-male prisons are tokenism, differential treatment, and discrimination by high ranking officers. Some researchers have...
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...1) What is the most important reason for Google® pursuing four business strategies simultaneously? | | A. | | The company’s platform enables it to develop applications quickly and deliver applications and results to users almost instantaneously. | | B. | | The company has a global platform. | | C. | | The company has a huge amount of cash reserves. | | D. | | The company saw that Microsoft® was vulnerable as a result of its proprietary software model. | | | 2) Which of the following statements is not correct? | | A. | | IT requires small investments over a long period of time. | | B. | | To succeed in today’s environment, it is often necessary to change business models and strategies. | | C. | | Information technology (IT) enables organizations to survive in the face of business pressures. | | D. | | Organizations may leverage their platforms to develop web-based applications, products, and services. | | | 3) The fact that you practice continuous computing means all of the following except: | | A. | | You can push your ideas to the web. | | B. | | You are surrounded by a movable information network. | | C. | | You can pull information about almost everything from anywhere all the time. | | D. | | Your daily routines are exactly the same as students 20 years ago, but you do your tasks much slower and with more effort. | | | 4) Which of the following statements about IS is not correct? | | A. | | IS...
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...application of information technology (IT) to optimize police departments’ performance to reduce crime versus random patrols of the streets. A promising new technology with the purpose of analyzing and predict crime tends before it occur. COMPSTAT is allowing police agencies to adopt innovative technologies and problem-solving techniques while empowering traditional police organizational structures. Some participants questioned whether predictive policing was, in fact, a new model. Many police department argued that good crime analysts have been practicing predictive policing for more than 40 years. (Pearsall, B. 2010 May) SINCE THE EARLY 1990s, New York City has experienced the deepest and most prolonged crime drop in recorded history. In 1994, Police Commissioner William Bratton introduced a data-driven management model in the New York City Police Department called COMPSTAT. COMPSTAT, short for computer statistics, or comparative statistics, is a strategic management philosophy used by police to approach crime reduction. COMPSTAT was created by the New York City Police Department to better deal with crime at the precinct level, based on what types and frequencies of crimes were actually happening on a regular basis. It is not a computer system or software package, but rather an organizational management tool where crime maps and statistics are used to actively target crime in the areas where it is needed the most. COMPSTAT emphasizes accountability at all levels within...
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...Course Materials Lyman, M. D., & Potter, G. W. (2007). Organized crime (4th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Mallory, S. L. (2007). Understanding organized crime. Sudbury, MA: Jones and Bartlett. All electronic materials are available on the student website. |Week One: Understanding Organized Crime | | |Details |Due |Points | |Objectives |1.1 Define organized crime. |Thurs | 2 | | |1.2 Compare the various models that explain the structure of organized crime |Sat | | | |groups. | | | | |1.3 Describe the attributes of organized crime and its common behavioral | | | | |categories. | | | |Readings |Read the Week One Read Me First. | | | | |Read Ch. 1 of Organized Crime. | | | | ...
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