Management Trauma in a Small City Police Department - A Case Study

• NCJ Number: 80102
• Journal: Journal of Police Science and Administration Volume: 9 Issue: 3 Dated: (September 1981) Pages: 285-295
• Author(s): R R Roberg; J J Kirchhoff
• Date Published: 1981
• Length: 11 pages
• Sponsoring Agency: US Dept of Justice
• Publication Format: Article
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

This paper discusses some findings from a study of internal problems found in a small city's police department; the problems stemmed from a conflict between police personnel's perceptions of their role and their actual role in the community.

Abstract

Severe frustration among members of the police department began to be apparent when inordinate demands were made by the police union. Analysis of the community, the department, and future trends suggests that police dissatisfaction is being directed outward because of a perceived inability to control the job-related environment. Extensive interviews with department personnel and community elites show a consensus that lack of leadership is the greatest perceived problem in the department. A morale problem also is perceived by department personnel and community members. Contributing to this situation are the city's near zero growth rates in population, economic characteristics, and crime. The morale problem is exacerbated by the lack of opportunity for personal advancement or departmental growth and a seeming inability to overcome the boredom of spending over 80 percent of on-duty time on random patrol and/or traffic enforcement. Police administrators are prevented by a tall organizational structure from direct interaction with street officers. They show little understanding of the realities at that level and focus their concern on management details, rather than on overall departmental conditions. Recommendations to solve these problems include the creation of a police-community task force to redefine the police mission. A new police chief has already been hired. The new chief must improve morale, upgrade training, and enlighten attitudes. The hierarchical structure of the department should be flattened to improve communication among organization members. Affirmative action should be instituted to prevent potential abuse (racial and sexual) from occurring in personnel practices. Tables, figures, footnotes, and 19 references are provided. (Author summary modified)