MARC record from Internet Archive

LEADER: 09972cam 2200481 a 4500
001 ocm47623873
003 OCoLC
005 20220104045446.0
008 010712s2002 caua b 001 0 eng
010 $a 2001041940
040 $aDLC$beng$cDLC$dQBX$dBAKER$dBTCTA$dYDXCP$dCNCGM$dOCLCF$dOCLCO$dOCLCQ$dOCLCO$dOCLCQ$dTXI$dOCLCQ
020 $a1891487833$q(hbk. ;$qalk. paper)
020 $a9781891487835$q(hbk. ;$qalk. paper)
020 $a9780195330113
020 $a0195330110
035 $a(OCoLC)47623873
037 $a1078105$bQBI
043 $an-us---
050 00 $aHV7935$b.R64 2002
082 00 $a363.2/068$221
100 1 $aRoberg, Roy R.
245 10 $aPolice management /$cRoy Roberg, Jack Kuykendall, Kenneth Novak.
250 $a3rd ed.
260 $aLos Angeles, Calif. :$bRoxbury Pub. Co.,$c©2002.
300 $axiii, 449 pages :$billustrations ;$c27 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references and indexes.
505 0 $aChapter 1. Police Management: An Introduction -- Managerial Role and Organizational Environment -- Major Themes -- Management -- The Managerial Process -- Public, Private, and Police Management -- The Expectation-Integration Model -- Community Expectations -- Organizational Expectations -- Individual Expectations -- Expectation Integration -- Community-Organizational Expectations -- Output-Outcome Relationship -- Police Behavior -- Organizational-Individual Expectations -- Integrity -- Competency -- Productivity -- The Art and Science of Management -- Chapter 2. Development of Management Theory -- Classical Approach -- Scientific Management -- Bureaucratic Management -- Administrative Management -- Classical Police Theory -- Human Relations Approach -- Behavioral Science Approach -- Behavioral Police Theory -- Contemporary Approaches -- Systems Theory -- Contingency Theory -- Theory Z and Quality Management -- Contemporary Police Theory -- Chapter 3. Police Models and Community Policing -- Models of Policing -- The Political Model -- The Reform Model -- The Service Model: Policing in Transition -- The Community-Policing Model -- Community Policing -- Community Policing in Practice -- Neighborhood Building -- Problem-Oriented Policing -- Broken Windows Policing -- Management Issues for Community Policing -- Chapter 4. Organization and Group Influence -- Organization Characteristics -- Composition -- Individuals -- Groups -- Goals and Objectives -- Police Goals -- Measuring Goals -- Methods -- Division of Labor -- Rational Coordination -- Organization Design -- Criticisms of Classical Design -- Continued Influence of the Paramilitary Design -- Factors Affecting Design -- External Influences -- Internal Influences -- Group Influence -- Beliefs, Attitudes, and Relevant Knowledge and Skills -- Police Culture and Socialization -- Managing Group Behavior and Conflict -- Employee Organizations -- Police Unions -- Group Communication Networks -- Managing Group Conflict -- Resolving and Reducing Intergroup Conflict -- Chapter 5. Selection and Diversity -- Recruitment -- Selection -- Pre-Employment Standards -- Physical and Demographic Standards -- Residency -- Education -- Psychological Condition -- Medical Condition -- Pre-Employment Testing -- Written or Cognitive Tests -- Oral Interview -- The Americans with Disabilities Act -- Cultural Diversity in Policing -- Changing Diversity in Police Organizations -- Understanding Diversity -- Chapter 6. Human Resource Development -- Recruit Training -- Program Orientation -- Program Philosophy and Instructional Methods -- Course Content and Evaluation -- Community-Policing Training -- Field Training -- Performance and Evaluation -- Trends in Evaluation -- Changing Measures of Police Performance -- Problems and Issues in Evaluation -- How Evaluations Are Used -- Who Conducts Evaluations? -- Career Growth -- Advanced Training -- In-Service Training -- Specialized Training -- Promotion and Assessment Centers -- Lateral Entry -- Chapter 7. Motivation and Job Design -- Theories of Motivation -- Content Theories -- Need Hierarchy Theory -- Two-Factor Theory -- Achievement Motivation Theory -- Process Theories -- Expectancy Theory -- Equity Theory -- Goal-Setting Theory -- Job Design -- Expanding Jobs -- Individual Differences -- Job Characteristics Model -- Job Redesign and Community Policing -- Job Fit, Satisfaction, and Patrol Work -- Chapter 8. Leadership and Management -- Leadership and Related Concepts -- Influence and Authority -- Power -- Organizational Politics -- Leadership Styles -- Trait Theories -- Police-Trait Research -- Behavioral Theories -- Ohio State and University of Michigan Studies -- The Managerial Grid -- Transactional and Transformational Leaders -- Police Behavioral Research -- Situational or Contingency Theories -- Continuum Model -- Fiedler's Contingency Theory -- Path-Goal Theory -- Employee-Maturity Theory -- Police Contingency Research -- Police Leadership and Management -- Police Leadership -- Police Management -- Chapter 9. Planning and Research -- Planning and Plans -- Types of Plans -- Planning Responsibilities -- Planning in Perspective -- Scientific Method and the Research Process -- Body of Knowledge -- Theories and Hypotheses -- Systematic Planning -- The Organizational Vision and Strategy -- Organizational Values -- Organization Design and Operational Plans -- Scanning, Data Gathering, and Analysis -- Identifying and Selecting and Alternative -- Plan Execution and Control -- Community Policing: The SARA Process -- Scanning to Identify Problems -- Analysis -- Response -- Assessment -- Chapter 10. Control and Accountability -- Managerial Control -- Related Concepts -- Methods of Control -- Police Accountability -- Police Role -- Political Control -- Professional Control -- Administrative Control -- Internal Administrative Control -- Employee Control -- Managerial Responses to Problems -- Review of Police Behavior -- Legal Control -- Control in Community Policing -- Problem Analysis in Controlling -- Step 1. Pre-Problem Solving -- Step 2. Definition and Analysis -- Dimensional Analysis -- Kepner-Tregoe Problem Analysis -- Step 3. Generating Ideas -- Step 4. Selection and Implementation -- Chapter 11. Behavior, Safety, and Stress -- Police Behavior -- Research on Police Behavior -- Perspective on Human Nature -- Role Orientation -- Legal and Departmental Restrictions -- Clientele and Selective Enforcement -- Management, Job Satisfaction, and Peer Groups -- Police Skills -- Police Discretion -- Organizational Variables -- Neighborhood Variables -- Officer Variables -- Situational Variables -- Discretion and Community Policing -- Democratic Context of Police Discretion -- Performance Categories -- Competence -- Productivity -- Integrity -- Style -- The Use of Force -- Assessing the Use of Physical Force -- Violence-Prone Officers -- Officers with Personality Disorders -- Officers with Traumatic Job-Related Experiences -- Officers with Early-Stage Career Problems -- Officers with Inappropriate Patrol Styles -- Officers with Personal Problems -- Managing the Use of Force -- Officer Safety -- Stress -- Some Sources of Stress -- Some Consequences of Stress -- Stress-Intervention Models -- Medical Model -- Organizational Health Model -- Chapter 12. Use of Resources -- Police Resources -- Resource Determination -- Resource Allocation -- Purpose -- Process -- Time and Area -- Community Policing and Crime -- Community Crime Prevention -- Situational Crime Prevention -- Developmental Crime Prevention -- Public Health and Crime Prevention -- Patrol and Investigations -- Using Police Strategies -- Mobility -- Police Effectiveness: Research Findings -- What Works or Is Promising -- Strategy 1. Presence Strategy (Patrol) -- Strategy 2. Law Enforcement Strategy -- Strategies 3 and 4. Education and Community Building Strategies -- Strategy 5. Combined Operational Strategies -- What Does Not Work -- Chapter 13. Civil Liability -- Understanding Civil Liability -- Costs of Liability in Policing -- Avenues of Liability -- Civil Liability in State Courts -- Intentional Torts -- Negligent Torts -- Civil Liability in Federal Courts -- Color of Law -- Violations of Constitutional or Federally Protected Rights -- Municipal Liability Under [section]1983 -- Defenses to [section]1983 -- Liability of Police Managers -- Emerging Liability Issues for the Twenty-First Century -- Encounters With Citizens -- Vehicle Pursuits and Negligent Operation of an Emergency Vehicle -- Racial Profiling -- Questioning Suspects -- Community Policing -- Impact on Officers -- Managing Risk -- Chapter 14. Organization Change and Development -- Organization Change -- Resistance to Change -- Inertia -- Misunderstandings -- Reducing Resistance -- Sharing Expectations -- Avoiding Coercive Tactics -- Using Group Decision Making -- Making Changes Tentative -- Pace of Change -- Overcoming Resistance to Change: The Madison Experience -- Obstacles to Change Outside of Management's Control -- Planning for Large-Scale Change: The Chicago Experience -- Laying the Foundation -- Key Elements of Change -- Results in Chicago.
650 0 $aPolice administration$zUnited States.
650 7 $aPolice administration.$2fast$0(OCoLC)fst01068547
651 7 $aUnited States.$2fast$0(OCoLC)fst01204155
700 1 $aKuykendall, Jack L.
700 1 $aNovak, Kenneth.
776 08 $iOnline version:$aRoberg, Roy R.$tPolice management.$b3rd ed.$dLos Angeles, Calif. : Roxbury Pub. Co., ©2002$w(OCoLC)760958698
938 $aBaker & Taylor$bBKTY$c88.95$d88.95$i1891487833$n0003971000$sactive
938 $aBaker and Taylor$bBTCP$n2001041940
938 $aQuality Books, Inc.$bQUAL$na 01041940
938 $aYBP Library Services$bYANK$n1903617
029 1 $aAU@$b000022842985
994 $aZ0$bP4A
948 $hNO HOLDINGS IN P4A - 65 OTHER HOLDINGS