Introduction to Policing 7th Edition

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CHAPTER 3
ORGANIZING THE POLICE DEPARTMENT

Learning Objectives

• To acquaint you with the organizational and managerial concepts necessary to organize and
operate a police department and to introduce you to alternative organizational models
• To acquaint you with the complexities of modern police organizations
• To show you how police departments are organized on the basis of personnel, area, time, and
function
• To introduce you to the major ranks in a police department and to the responsibilities
connected with those ranks
• To introduce you to the major units of a police department and the functions they perform

Chapter Outline

Introduction
Organizing the Department: Managerial Concepts
Division of Labor Managerial
Definitions Managers/Supervisors
or Leaders? Ethical Leadership
Traditional Organizational Model and Structure
Chain of Command (Hierarchy of Authority)
Span of Control
Delegation of Responsibility and Authority

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 Unity of Command
Rules, Regulations, and Discipline
Alternative Organizational Models and Structures
Organizing by Personnel
The Civil Service System
Sworn and Nonsworn (Civilian) Personnel
Rank Structure
Other Personnel
Some Personnel Issues
Police Unions
Organizing by Area Beats
Precincts/Districts/Stations
Organizing by Time
The Three-Tour System
Tour Conditions
Steady (Fixed) Tours
Tour Length: 8 Hours, 10 Hours, or 12 Hours

34

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35 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 35

Organizing by Function or Purpose

Line and Staff (Support) Functions
Police Department Units
Summary

Key Terms

beat The smallest geographical area an individual officer can patrol.

blue flu Informal job actions by officers in which they call in sick and/or refuse to perform
certain job functions in an attempt to win labor concessions from their employers.

bureaucracy An organizational model marked by hierarchy, promotion on professional merit

and skill, the development of a career service, reliance on and use of rules and regulations, and
impersonality of relationships among career professionals in the bureaucracy and with their
clientele.

chain of command Managerial concept stating that each individual in an organization is

supervised by and reports to only one immediate supervisor.

civilianization The process of removing sworn officers from noncritical or nonenforcement

tasks and replacing them with civilians or nonsworn employees.

civil service system A method of hiring and managing government employees that is designed
to eliminate political influence, favoritism, nepotism, and bias.

community service officers (CSOs) Entry-level police employees without general law
enforcement powers, as suggested by the President’s Commission on Law Enforcement and
Administration of Justice.

lateral transfers The ability and opportunity to transfer from one police department to
another.

leadership An influence relationship among leaders and followers who intend real changes
that reflect their mutual purposes.

management The process of running an organization so that the organization can accomplish
its goals.

nonsworn (civilian) members Police employees without traditional police powers generally
assigned to noncritical or nonenforcement tasks.

organization A deliberate arrangement of people doing specific jobs, following particular

procedures to accomplish a set of goals determined by some authority.

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36 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 36

Pendleton Act A federal law passed in 1883 to establish a civil service system to test, appoint,
and promote officers on a merit system.

platoon All of the people working on a particular tour or shift.

PODSCORB Acronym for the basic functions of management: planning, organizing,

directing, staffing, coordinating, reporting, and budgeting.

precinct/district/station The entire collection of beats in a given geographic area; the

organizational headquarters of a police department.

quasi-military organization An organization similar to the military along structures of strict

authority and reporting relations.

reserve officer Either part-time compensated or noncompensated sworn police employees who
serve when needed.

shared leadership Power-sharing arrangement in which workplace influence is shared among

individuals who are otherwise hierarchical unequals.

span of control The number of officers or subordinates a superior can supervise effectively.

squad A group of officers who generally work together all the time under the supervision of a
particular sergeant.

sworn members Police employees given traditional police powers by state and local laws,
including penal or criminal laws and criminal procedure laws.

unity of command A managerial concept that specifies that each individual in an organization
is directly accountable to only one supervisor.

Lecture Suggestions

1. What are the managerial concepts used in organizing police departments?

The managerial concepts used in organizing policing emphasize division of labor, managerial
definitions, leadership, organizational models, chain of command, span of control, delegation of
responsibility and authority, unity of command, rules, regulations, and discipline. Police
departments are organized as quasi-military organizations. There are specific rules and
regulations that deal with almost every aspect of the job. There is a distinct line of authority.
Leadership has generally been seen as top-down; however, new alternatives to include shared
leadership have been presented and reviewed as being very successful.

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37 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 37

2. What complexities do modern police agencies face?

Police departments are open for business 24 hours a day, 7 days a week. This inherently creates
complexities for police administrators. Police departments are organized by personnel, area,
time, and function. There is certainly more than one way to organize a police agency so that the
needs of the citizens are met. Many different combinations of organization are used throughout
the United States.

3. What are the common ranks and their responsibilities within a police department?

Police departments have a highly organized rank structure. Not all police departments have the
same rank structure, but generally they all follow military ranks. Police cadets are at the bottom,
and upon graduating from the police academy they are placed into a field training program with
field training officers. Generally, the first-line supervisors are called sergeants. Their duties are
varied, depending on the size of the department. They operate with hands-on supervision.

Lieutenants generally serve as shift or tour supervisors. They normally are considered mid-level
managers. Lieutenants supervise the sergeants and the entire shift. Captains also serve as mid-
level managers. The captains are generally accountable for all personnel and all activities in a
particular area. In police departments that employ around 40 officers, one may find the rank of
deputy chief. This position is generally responsible for major units such as patrol, investigations,
or personnel. The chief or commissioner is the top official.

4. What major operational units are contained within a police department and what are
their responsibilities?

Operational units include patrol, traffic, criminal investigations, vice, organized crime, juvenile
services, community services, crime prevention, and community relations. Patrol performs the
basic mission of the police department: maintaining order, enforcing the law, responding to calls
for assistance, and providing services to citizens. Patrol officers are the most important people in
police service. The criminal investigations unit investigates past crimes reported to the police in
an effort to identify and apprehend the perpetrators of those crimes. The vice unit enforces laws
related to illegal gambling, prostitution, controlled substances and other illegal drugs,
pornography, and illegal liquor sales. The traffic unit performs traffic control at key intersections
and in other heavily traveled areas, enforces traffic laws, and investigates traffic accidents. The
organized crime unit investigates and apprehends members of criminal syndicates who profit
from continuing criminal enterprises. The juvenile services unit provides a multitude of services
to juveniles. The community services unit provides dispute resolution, crime victim assistance,
counseling, and other routine and emergency services. It also coordinates relationships between
the police and the community. The police crime prevention unit attempts to organize and educate
the public on methods people can use on their own and in conjunction with the police to lessen
their risk of being victims of crime.

5. What is meant by ethical leadership?

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38 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 38

Ethical leaders demonstrate integrity on a daily basis in every decision that is made. The ethical
leader is the one to whom others are drawn, the one whom others want to emulate. The life and

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39 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 39

actions of an ethical leader demonstrate integrity, character, credibility, honesty, fairness,

loyalty, and respect.

To make ethical decisions, you must have integrity, credibility, responsibility of character, and
the courage necessary to make “tough” decisions. You will not be universally praised, but you
will, eventually, be respected by those who are affected by your decisions. Ethical decision
making requires you to stand your ground, rely on your core ethical principles and values, and
make the best decisions for the individuals and the organization. The ethical leader sets the tone
for those who follow.

Ethical leadership starts at the top. If you see a law enforcement agency embroiled in constant
unrest, constantly portrayed in a negative light in the press, you are looking at an organization
that has an ethical leadership problem. The officers in a department want to be ethical, but they
will drift to the most comfortable level, which in many cases leads to mediocrity. When you see
a department like this, you need to look to the top. The leader has set a tone that has led to
problems.

In contrast when you see a department that has a positive public image and is a department that
officers want to work for, you see an organization that has established itself with good leadership
at the top. Such leaders are flexible and know their “people.” These departments are the ones that
other departments look to for their future command staff and chiefs. These are the departments
that become models of a good organization within the law enforcement community.

Classroom Discussion Questions

1. The number of officers or subordinates that a supervisor can supervise effectively is called the
span of control. Most police management experts say the chain of command should be one
supervisor for every 6 to 10 officers of a lower rank. What are some factors that may limit the
number of employees a supervisor can manage? Do you agree that the span of control should be
one for every 6 to 10?

2. Police general orders or standard operating procedures manuals tend to be quite lengthy. Why
do police have so many regulations?

3. Can shared leadership work in a police department? Broken Arrow, Oklahoma, Police Chief
Todd Wuestewald says yes. What has made his management model so successful?

4. The civil service system is a method of hiring and managing government employees that is
designed to eliminate political influence, favoritism, nepotism, and bias. How does a civil service
system actually accomplish this?

5. The numbers of nonsworn members (civilianization) of police departments are growing. What
functions do these members have?

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40 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 40

Student Activities

1. Reserve police officers are defined differently in each state. Research the training
requirements for the reserves in your state. Do they have to meet the same standards that the
regular officers do?

2. Police unions exist to harness the power of individual workers into one group, the union,
which can speak with one voice for all the members. Research the different police unions and
detail the benefits that these organizations provide for the officers.

3. Explain the concept of unity of command. Why is this important to law enforcement? What
can happen if the unity of command is violated?

4. Police officers often talk about locations that will give half-price meals or a free cup of coffee
to those in law enforcement. Do you think accepting such offers is a good practice? Explain why
or why not.

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 CHAPTER 3
TEST BANK

MULTIPLE CHOICE

1. The management concept that says that each individual in an organization is supervised by
one immediate supervisor or boss who in turn reports to a higher supervisor is termed:
a. ladder of command c. span of control
b. effective level of supervision d. chain of command
ANS: D PTS: 1 REF: p. 76 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

2. The number of officers or subordinates a supervisor can supervise effectively is called:

a. chain of command c. span of control
b. organizational index d. effective level of supervision
ANS: C PTS: 1 REF: p. 80 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

3. The civil service system was created by the:

a. Pendleton Act c. Fourteenth Amendment
b. Civil Rights Act of 1964 d. Civil Service Act of 1911
ANS: A PTS: 1 REF: p. 82 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

4. The civil service system is a system.

a. nepotism c. reward
b. favoritism d. merit
ANS: D PTS: 1 REF: pp. 82–83 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

5. The police structure in the United States is:

a. military c. quasi-military
b. civilian d. hemi-military
ANS: C PTS: 1 REF: p. 82 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

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 40

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41 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 41

6. Police officers are considered members of the department.

a. sworn c. civilian
b. nonsworn d. local
ANS: A PTS: 1 REF: pp. 83–84 LEARNING OBJECTIVE: To acquaint you
with the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

7. Which of the following represents the standard order of civil service ranks within a police
department from lowest to highest?
a. officer, sergeant, lieutenant, captain, chief
b. corporal, officer, sergeant, lieutenant, captain, chief
c. captain, officer, sergeant, corporal, lieutenant, chief
d. officer, sergeant, corporal, lieutenant, captain, chief
ANS: A PTS: 1 REF: pp. 84–87 LEARNING OBJECTIVE: To introduce you to
the major ranks in a police department and to the responsibilities connected with those ranks

8. The first officer at a crime scene is in charge until relieved, at which point the
takes charge of the scene.
a. captain c. sergeant
b. lieutenant d. detective/investigator
ANS: D PTS: 1 REF: p. 85 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

9. The first supervisor in the police chain of command is the:

a. detective c. lieutenant
b. captain d. sergeant
ANS: D PTS: 1 REF: p. 85 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

10. Who is generally in charge of a squad?

a. master patrol officer c. lieutenant
b. corporal d. sergeant
ANS: D PTS: 1 REF: p. 86 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

11. Who is generally in charge of a platoon?

a. captain c. inspector
b. lieutenant d. detective
ANS: B PTS: 1 REF: p. 86 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

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42 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 42

12. The collection of all officers working a particular shift is called a:

a. cohort c. platoon
b. precinct d. staff
ANS: C PTS: 1 REF: p. 86 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

13. The process of removing sworn officers from nonenforcement jobs and replacing them by
nonsworn personnel is called:
a. rationalization c. upgrading
b. civilianization d. lateral transfer
ANS: B PTS: 1 REF: p. 87 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

14. An entry-level police apprentice without general law enforcement powers suggested by the
President’s Commission on Law Enforcement and Administration of Justice is a:
a. police agent c. community service officer
b. police officer d. reserve officer
ANS: C PTS: 1 REF: p. 87 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

15. The police strike of 1919 occurred in:

a. New York c. Chicago
b. Pittsburgh d. Boston
ANS: D PTS: 1 REF: p. 90 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

16. The smallest geographical area a single patrol unit can patrol effectively is called a:
a. precinct c. beat
b. sector d. zone
ANS: C PTS: 1 REF: p. 91 LEARNING OBJECTIVE: To show you how police
departments are organized on the basis of personnel, area, time, and function

17. Using a traditional three-tour system, how many officers does it take to cover one day?
a. 2 c. 4
b. 3 d. 5
ANS: B PTS: 1 REF: p. 94 LEARNING OBJECTIVE: To show you how police
departments are organized on the basis of personnel, area, time, and function

18. A patrol officer should report to his or her immediate , unless an

emergency exists or speed is necessary.
a. department c. platoon
b. sergeant d. precinct

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43 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 43

ANS: B PTS: 1 REF: p. 76 LEARNING OBJECTIVE: To show you how police

departments are organized on the basis of personnel, area, time, and function

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44 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 44

19. Police chiefs are possibly the key figure in the police organization because they:
a. get paid the most c. set the vision and tone for the department
b. appear before local government agencies d. work shifts when officers are sick
ANS: C PTS: 1 REF: p. 87 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

20. The highly organized rank structure for sworn members of a department is known as:
a. functional command c. unity of command
b. chain of command d. supervision ratio
ANS: B PTS: 1 REF: p. 84 LEARNING OBJECTIVE: To introduce you to the
major ranks in a police department and to the responsibilities connected with those ranks

21. An example of an operations unit in a police department would be:

a. patrol c. training
b. communications d. internal affairs
ANS: A PTS: 1 REF: p. 96 LEARNING OBJECTIVE: To introduce you to the
major units of a police department and the functions they perform

22. An example of an auxiliary unit in a police department would be:

a. criminal investigations c. communications
b. community relations d. training
ANS: C PTS: 1 REF: p. 97 LEARNING OBJECTIVE: To introduce you to the
major units of a police department and the functions they perform

23. What is an example of an administrative unit in a police department?

a. records c. personnel
b. alcohol testing d. community relations
ANS: C PTS: 1 REF: pp. 96–97 LEARNING OBJECTIVE: To introduce you to
the major units of a police department and the functions they perform

24. Activities performed in direct assistance to the public are called:

a. administration c. auxiliary services
b. operations d. fraternal procedures
ANS: B PTS: 1 REF: p. 96 LEARNING OBJECTIVE: To introduce you to the
major units of a police department and the functions they perform

25. Activities that benefit other units within the police department more frequently than do
administrative activities are called:
a. personnel processes c. auxiliary services
b. operational procedures d. resource functions

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45 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 45

ANS: C PTS: 1 REF: p. 97 LEARNING OBJECTIVE: To introduce you to the

major units of a police department and the functions they perform

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46 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 46

26. is defined as an organizational model marked by hierarchy and

promotion on professional merit and skill.
a. Keynesian paradigm c. Privatization
b. Bureaucracy d. Monetarism
ANS: B PTS: 1 REF: p. 71 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

27. Informal job actions by officers in which they refuse to perform certain job functions in an
attempt to win labor concessions from their employers are called .
a. blue flu c. blackout
b. sit-out d. blue-out
ANS: A PTS: 1 REF: p. 91 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

28. The power of police is limited by state laws and the:

a. Pendleton Act c. Bill of Rights
b. district attorney d. municipal judge
ANS: C PTS: 1 REF: p. 73 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

29. Female officers prefer a leader who is considered “transformational” and

.
a. autocratic c. democratic
b. situational d. laissez faire
ANS: C PTS: 1 REF: p. 82 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

30. Total quality management, quality circles, job involvement, participative management, and
employee empowerment are all known as forms of .
a. bottom-up leadership c. shared leadership
b. top-down leadership d. theory X leadership
ANS: C PTS: 1 REF: p. 81 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

31. Shared leadership attained renewed interest in the 1980s and 1990s in response to:
a. the court case of Tennessee v. Garner
b. New York City’s successful implementation
c. the riots in Los Angeles
d. Japanese industry’s success
ANS: D PTS: 1 REF: p. 81 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

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47 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 47

32. The independent body in Broken Arrow, Oklahoma, that has authority to make binding
decisions on a wide range of policy issues, working conditions, and departmental strategies
is called a .
a. community review board c. leadership team
b. community team d. police chief’s administrative team
ANS: C PTS: 1 REF: p. 81 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

33. The President’s Commission on Law Enforcement and Administration of Justice

recommended:
a. hiring lateral police officers c. hiring more women
b. developing a national police d. forming permanent police reserve units
retirement system
ANS: B PTS: 1 REF: p. 89 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

34. Tradition and civil service rules have established the police officer’s working day as
hours.
a. 6 c. 10
b. 8 d. 12
ANS: B PTS: 1 REF: p. 93 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

35. Which group is considered the backbone of police services?

a. detectives c. training officers
b. patrol officers d. community service officers
ANS: B PTS: 1 REF: p. 96 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

COMPLETION

1. The concept of dividing the tasks of an organization according to personnel, area, time, and
function or process is called .
ANS: division of labor
PTS: 1 REF: p. 70 LEARNING OBJECTIVE: To show you how police departments
are organized on the basis of personnel, area, time, and function

2. Another name for chain of command is .

ANS: hierarchy of authority

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48 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 48

PTS: 1 REF: pp. 70, 76 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

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49 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 49

3. The number of officers or subordinates that a supervisor can supervise effectively is called
the .
ANS: span of control
PTS: 1 REF: p. 80 LEARNING OBJECTIVE: To acquaint you with the organizational
and managerial concepts necessary to organize and operate a police department and to introduce
you to alternative organizational models

4. The concept that each individual in an organization is directly accountable to only one
supervisor is called .
ANS: unity of command, or chain of command
PTS: 1 REF: pp. 76, 80 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

5. Chain of command may be violated in two situations. They are and .

ANS: emergency, speed
PTS: 1 REF: pp. 76, 80 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

6. No matter the size of the agency, the chain of command starts with the .
ANS: chief of police
PTS: 1 REF: p. 76 LEARNING OBJECTIVE: To introduce you to the major ranks in
a police department and to the responsibilities connected with those ranks

7. The first-line supervisor in the police chain of command is the .

ANS: sergeant
PTS: 1 REF: pp. 85–86 LEARNING OBJECTIVE: To introduce you to the major
ranks in a police department and to the responsibilities connected with those ranks

8. The process of removing sworn officers from noncritical or nonenforcement tasks and
replacing them with civilians or nonsworn employees is called .
ANS: civilianization
PTS: 1 REF: p. 87 LEARNING OBJECTIVE: To introduce you to the major ranks in
a police department and to the responsibilities connected with those ranks

9. The ability and opportunity to transfer from one police department to another is called
.
ANS: lateral transfer, or lateral movement

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50 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 50

PTS: 1 REF: p. 89 LEARNING OBJECTIVE: To acquaint you with the organizational

and managerial concepts necessary to organize and operate a police department and to introduce
you to alternative organizational models

© 2014 Cengage Learning.

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be scanned, copied ororduplicated,
posted to aorpublicly accessible
posted to website,
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accessible or in
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51 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 51

10. The traditional principles of management have been described using the acronym:
ANS: PODSCORB
PTS: 1 REF: p. 72 LEARNING OBJECTIVE: To acquaint you with the organizational
and managerial concepts necessary to organize and operate a police department and to introduce
you to alternative organizational models

TRUE/FALSE

1. Most police management experts say the span of control in a police department should be
one supervisor to every 11 to 15 officers of a lower rank.
ANS: False PTS: 1 REF: p. 80 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

2. Most government employees at the federal, state, and local levels are managed by a civil
service system.
ANS: True PTS: 1 REF: p. 83 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

3. A reserve officer is not considered to be sworn personnel.

ANS: False PTS: 1 REF: p. 88 LEARNING OBJECTIVE: To introduce you to
the major units of a police department and the functions they perform

4. In some jurisdictions, reserve officers are paid, and in some they are not.
ANS: True PTS: 1 REF: p. 88 LEARNING OBJECTIVE: To introduce you to
the major units of a police department and the functions they perform

5. Most police departments, particularly large departments, are governed by civil service
regulations.
ANS: True PTS: 1 REF: p. 83 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

6. The 4–10 schedule makes it easier for managers to schedule employees.

ANS: False PTS: 1 REF: pp. 93–94 LEARNING OBJECTIVE: To show you
how police departments are organized on the basis of personnel, area, time, and function

7. Police unions are predominantly local organizations that bargain and communicate with the
local police department and the mayor or chief’s office.

© 2014 Cengage Learning.

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Reserved. May not copied or duplicated,
be scanned, copied ororduplicated,
posted to aorpublicly accessible
posted to website,
a publicly in whole
accessible or in
website, inpart.
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52 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 52

ANS: True PTS: 1 REF: pp. 89–90 LEARNING OBJECTIVE: To acquaint you
with the complexities of modern police organizations

© 2014 Cengage Learning.

© 2014 Cengage AllLearning.
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Reserved. May not copied or duplicated,
be scanned, copied ororduplicated,
posted to aorpublicly accessible
posted to website,
a publicly in whole
accessible or in
website, inpart.
whole or in part.
53 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 53

8. All three shifts in the police three-tour system have the same characteristics.
ANS: False PTS: 1 REF: p. 94 LEARNING OBJECTIVE: To show you how
police departments are organized on the basis of personnel, area, time, and function

9. Modern police organizations can be considered bureaucracies.

ANS: True PTS: 1 REF: p. 72 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

10. A civil service system solves all managerial problems with promotion, demotion, and
dismissal.
ANS: False PTS: 1 REF: p. 83 LEARNING OBJECTIVE: To acquaint you with
the organizational and managerial concepts necessary to organize and operate a police
department and to introduce you to alternative organizational models

ESSAY

1. Describe the major strengths and weaknesses of the civil service system.
ANS: Answer varies.
PTS: 1 REF: pp. 82–83 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

2. Define civilianization and discuss the reasons for it.

ANS: Answer varies.
PTS: 1 REF: pp. 87–89 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

3. Delineate the ranks in the police hierarchy from bottom to top, and explain the
responsibilities of each rank.
ANS: Answer varies.
PTS: 1 REF: pp. 84–87 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

4. Discuss the basic paradox of police discretion and control-oriented management.

ANS: Answer varies.
PTS: 1 REF: pp. 80–82 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

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Reserved. May not copied or duplicated,
be scanned, copied ororduplicated,
posted to aorpublicly accessible
posted to website,
a publicly in whole
accessible or in
website, inpart.
whole or in part.
54 Instructor’s Resource Manual Chapter 3: Organizing the Police Department 54

5. Detail the benefits of a police union.

ANS: Answer varies.
PTS: 1 REF: pp. 89–91 LEARNING OBJECTIVE: To acquaint you with the
complexities of modern police organizations

6. What are the major managerial concepts that must be considered when organizing a police
department by area?
ANS: Answer varies.
PTS: 1 REF: pp. 91–93 LEARNING OBJECTIVE: To show you how police
departments are organized on the basis of personnel, area, time, and function

7. Identify the staffing issues that must be considered in organizing a police department that
operates 7 days a week, 24 hours a day.
ANS: Answer varies.
PTS: 1 REF: pp. 93–95 LEARNING OBJECTIVE: To show you how police
departments are organized on the basis of personnel, area, time, and function

8. Discuss what ethical leadership is and how it is demonstrated.

ANS: Answer varies.
PTS: 1 REF: pp. 73, 74–75 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

9. Identify the backbone of the police department, and tell why this group’s members are the
most important people in police service.
ANS: Answer varies.
PTS: 1 REF: pp. 84–86 LEARNING OBJECTIVE: To introduce you to the major
units of a police department and the functions they perform

10. Explain the concept of shared leadership. Use the Broken Arrow, Oklahoma, Police
Department as an example.
ANS: Answer varies.
PTS: 1 REF: pp. 81–82 LEARNING OBJECTIVE: To acquaint you with the
organizational and managerial concepts necessary to organize and operate a police department
and to introduce you to alternative organizational models

© 2014 Cengage Learning.

© 2014 Cengage AllLearning.
Rights Reserved. May
All Rights not be scanned,
Reserved. May not copied or duplicated,
be scanned, copied ororduplicated,
posted to aorpublicly accessible
posted to website,
a publicly in whole
accessible or in
website, inpart.
whole or in part.