Policy agencies go "hand in hand" with the chain of command structure and nearly all of the law enforcement agencies today are set up that way. In my opinion, the chain of command is important as it designs a hierarchy of who is running and responsible for the department. Furthermore, without a chain of command, it would not make much sense to place a new police officer in charge when he or she does not have any experience. Thus, the chain of command is designed to grow patrol officers in a way to gradually give them more and more responsibility and build experience before they are placed in a supervisory position.
The chain of command is an organizational mechanism that establishes formal lines of communication within a police department
221). As Tansik and Elliot pointed out the relationship and individual’s ‘in a higher level in which the organizational chart includes their job descriptions and title of commanding position. Additionally, the figure also suggests that the chain of command organizational highlights that the sheriff’s office is embodying the military style rank structures of hierarchy. Unlike the chief of police in Tampa, Florida, who has to report to the city manager or the Mayer, Sheriff Gee, however, is in charge of the entire County, and at the same time overseeing both the sheriff’s office operations and the detention department. As he is an elected official he is the “chief law enforcement officer of the agency” (P. 243). On the other hand, the appointed chief deputy/undersheriff is José M. Docobo, is the single commanding officer with the blessing of the Sheriff’s and overseeing the entire operations. (P.
...nt to work together has increased. It has become more common place for federal law enforcement to work with local law enforcement. The monetary influence from programs administered by the Executive Branch with such programs as COPS, helps bring new technologies to local police agencies, thus impacting policing. Moreover, the federal law enforcement’s creation of new crime fighting technologies, eventually make their way into the state and local police departments. This supports the idea that both the Legislative and Executive Branches influence law enforcement; however, the Executive Branch provides a more direct and active influence.
Once chief Robin Richardson was in command she made the decision to change the organizational structure within the police department. MPD chief Richardson made the decision the change the police department 's centralized organization structure to a more decentralized structure that relies on employees to communicate information to make decisions and recommend changes” ( Textbook, Chapter 10). MPD chief Richardson decisions to change the “organizational structure was to accommodate the dramatic shift in performance culture”( Textbook Chapter). MPD chief Richardson felt that the traditional functional organization structure under the vertical hierarchy has lost sight of MPD organization mission. Chief Richardson wanted to create an organizational structure that provides certain levels of autonomy, that allows employees to make decisions based on their individuals discretions. MPD chief Robin Richardson considered a “divisional organization a design structure that groups processes and jobs based on clearly defined market segments or geography”( Textbook Chapter 10). Chief Richardson considered “divisional organization structure that allows decision making to take place at the divisional level by managers, and differences of opinion would be resolved without depending on the chief. Chief Richardson felt that this design was leaning more toward what she visualized for the MPD: a centralized, horizontal organization” (Textbook chapter 10). According to the text, chief Robin Richardson “finally decision was to create a matrix organization, a design structure that facilitates horizontal integration and collaboration. A matrix model combines elements of both the functional and the divisional organizations, has dual lines of authority, and is designed to encourage the sharing of information. Robin felt that by using this model, the reporting line would shift
For the purpose of this paper, the Houston Police Department’s organizational structure will be used to illustrate the chain of command. The jail operations are designated to Strategic Operations as you can see from the diagram below, and it is overseen by the executive assistant chief, assistant chief and captain. The captain over jail operations is responsible for all three shifts at the city jail, and he assigns three lieutenants to supervise each shift (days, evenings, and nights). Within Houston’s jail facility, there are both classified officers and civilians performing various assignments and tasks. The immediate concern that was brought to attention pertains to a sexual misconduct allegation from a female inmate against a correctional
No societal foundation links citizens so in depth to the government such as police. This limb of government defends against total chaos and maintains something such as the order of laws and due process in the democracy that is the United States is.
In conclusion, police agencies in the United States have mainly developed based on policing in England with regards to nature and structure. Notably, this development has also been fueled by changes that have taken place in the society from time to time. Currently, there are more than 15,000 police agencies in America in different jurisdictions and different roles.
According to Alberto R. Gonzales, Attorney General in Law Enforcement Management and Administrative Statistics the NYPD is the largest municipal police force in the United States (Gonzales A. 2003). There were already existing problems within the New York Police Department that needed to be fixed. According to John Buntin in a case study entitled The NYPD Takes on Crime in New York City the Chief of Narcotics had not spoken with the Chief of Patrol for over a year ( Buntin 1999, pg 5). Berman E. refers to this problem as Lack of Communication. The communication between commanders in different precincts needed to increase. Another problem was that superiors and police officers had different priorities. The Superiors in the department was more focused on avoiding major corruption scandals than on policing the streets and enforcing the law. They had a fear of corruption within the department while Police Officers were more focused on reducing crime, disorder and fear. Berman E. refers to this problem as Mission is not being
The chain of command according to the nurse assigned, goes from the unlicensed personnel such as the housekeeper to the certified nursing assistant and then the floor nurse. After the floor nurse, the chain of command goes to the clinical manager or also called the charge nurse, and if no action is taken by the charge nurse, the command goes to the Senior Clinical Manager. If by some reason the senior clinical manager cannot provide an intervention within the scope of practice, the House Supervisor(HS) takes action and intervenes. The HS contacts the appropriate team for resolution of the issue. If no resolution is achieved, the department chair and/or medical director takes action. In other times, the DON or administrator take action if the
As a formal organizational structure, WCSD’s power as an officer is those rights inherent in one’s position. Trained and deputized by the Michigan Law Enforcement Training Council (MLETC), power and authority is given to a sergeant to carry out job responsibilities as a certified officer. This includes the right to protect and serve the community and carry out the policies and procedures of the organization. According to Gomes-Mejia and Balkin (2002), “Centralization means that decision authority is located at the top of the organization hierarchy” (p.236). Decision-making by the officer and civilian staff is minimal. Thus, centralized power means that the majority of the decision-making, power and control is at the executive level.
...al Development in Small Police Departments. International Journal of Police Science & Management, 13(3), 243-254. doi:10.1350/ijps.2011.13.3.228
A common style of police leadership is a more bureaucratic style where the leader manages “by the book”, everything must be done in accordance with pre-written policies and procedures (Cordner & Scarborough, 2010). When a certain problem or concern isn’t covered by the book the leader refers to the next level for a decision. This style removes the ability of the leader to manage and forces a strict accordance to the “book”. This style can be very effective when dealing with dangerous situations which can be a common occurrence in police work.
I believe the chain of command is important in a police agency for many reasons. It is a roadmap that shows the route within the organization that order would flow coming down through the organization or that requests flow going up the organization, like a two-way street. The chain of command also establishes formal lines of communication within the department for organizational purposes and it must be used by everyone to communicate formally. This will eliminate crucial departmental problems. For example, if the chief administrative level does not follow the chain of command downward and gives an order directly to the patrol officer, this could cause confusion. For example, the supervisory level might feel that it is alright to do the same thing sending information up the chain. The purpose of the chain of command is to show individuals who their bosses are, from the chief
Respectively departmental managers and supervisors associate with managers and leaders of the same rank. While the CHP strives to foster a family atmosphere and encourages all employees to utilize their ‘partners’ or colleagues for many issues that may arise on a daily basis whether work related or of a personal nature the interaction is limited to individuals within an individual’s rank. This family focused attitude helps to alleviate some of the stresses that are common within the law enforcement profession. The camaraderie that is created is valuable to organizational moral and overall
level of Precedence and standards in the formation. The roles of the non-commissioned officer is
Formal communication is the backbone of the organization from the Regional Control Center were 999 calls are received and relayed to the firefighters on the ground, the Health and Safety Department, the Policy Unit, Human Resource Department or the Service Training School were students are trained.