NCJ Number
104188
Journal
Journal of Police Science and Administration Volume: 14 Issue: 4 Dated: (December 1986) Pages: 285-292
Date Published
1986
Length
8 pages
Annotation
This article shows the relationship between two managerial paradigms ('mechanistic' and 'organic') and two evaluation paradigms ('experimental' and 'ethnographic'), drawing implications for the evaluation of police performance.
Abstract
'Mechanistic' management, as so labeled by Burns and Stalker (1961), features a 'tall' hierarchy with many authority levels, specific standard operating procedures and job descriptions, and close supervision of subordinates. 'Organic' management features a flat hierarchy, delegation of authority, and peer review rather than close supervision. 'Experimental' research designs use randomly selected experimental and control groups and the pretesting and posttesting of specific policy effects. Ethnographic research designs assess agency inputs and processes through researcher observation over time. Mechanistic management and experimental evaluation designs are related, because each assumes that agency goals, processes, and impacts can be identified, understood, and controlled. Organic management and ethnographic evaluation are related, because each views organizational behavior as complex, dynamic, and incapable of mechanistic control and measurement. Although mechanistic management and experimental evaluation suit the management styles and organizational goals set by police managers, organic management and ethnographic evaluation are more appropriate for the complex, discretionary, and unpredictable functioning of the 'street' officer. Policing requires a synthesizing of these management styles and performance evaluations. 49 references.