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Cja/394 Local, State and Federal Police Organization Management Issue Trends

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Local, State and Federal Police Organization Management Issue Trends


Local, State and Federal Police Organization Management Issue Trends As Robinson (2009) reveals, policing has dramatically changed within the last three decades. While the majority of departments and officers (Robinson, 2009), reportedly 75% serve local towns and cities and thereby comprise a tier of the local government, these departments have been increasingly challenged to meet the changing needs of the community, the political directives and do so in ways that serve all the stakeholders. Understandably, differences exist among departments relative to their size, their organizational structures, communication methods, levels of community interaction and technology use (Shevory, 2003; Roberg, 2003). Balancing budgets, attracting, hiring and retaining qualified personnel, maintaining organizational culture and assuring the organization upholds honesty and integrity also inform managerial responsibilities (Roberg, 2003). Within a changing landscape, one in which the media, the public, economic and political demands shift considerably, police management fulfills both intermediary and leadership roles (Roberg, 2003). As it does, it struggles to achieve legitimacy in the eyes of the public, the eyes of the department, the eyes of the legal sector and the governmental one (Mastrofski, 2007). Charged with public safety, community policing, and crime-control, the most successful department managers and administrations engage a framework from which operations flow (Shevory, 2003; Roberg, 2003). Recognizing and incorporating guidelines while directing the officers and administrative staff, managers bridge the stakeholders and ultimately assure the department fulfills its internal and external obligations. Size, Investment and Local Police...

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