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CHAPTER THREE
Police Organization and Operation
Good order is the foundation of all things.
—EDMUND BURKE
LEARNING OBJECTIVES
At the conclusion of this chapter, the student will:
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understand why police agencies are arranged into
organizations
understand the division of labor in an organization
be familiar with the seven elements of police
organizational structure
know how the military model can both help
and hinder policing
understand community policing and its
problem-solving S.A.R.A. process
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Kenneth J. Peak
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
LEARNING OBJECTIVES
(cont.)
At the conclusion of this chapter, the student will:
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know the underlying assumptions and functions of
crime prevention through environmental design
(CPTED) and situational crime prevention (SCP)
know what is meant by CompStat and how it
functions as a crime and management tool
understand what experts say is needed to transform
a good police organization into a great one
know how a police organization can become
accredited and the benefits of doing so
comprehend the purposes of policies, procedures,
rules, and regulations in police organizations
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Kenneth J. Peak
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Police Agencies as Organizations
The Division of Labor
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Specialization, or the division of labor, is one of the
basic features of traditional organizational theory.
Specialization makes the organization more complex
by complicating communication, increasing the
number of units from which cooperation must be
obtained, and creating conflict among different units.
Police administrators are aware of these potential
shortcomings of specialization and attempt, through
various means, to inspire their employees to the
extent possible.
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Police Agencies as Organizations
Advantages to Specialization
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Placement of responsibility - The responsibility for
performing given tasks can be placed on specific
units or individuals.
Development of expertise - Those with specialized
responsibilities receive specialized training.
Group esprit de corps - Groups of specially trained
persons share camaraderie, depend on one another
for success; leading to cohesion and high morale.
Increased efficiency and effectiveness - Special
units have a high degree of proficiency in performing
job tasks.
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Police Agencies as Organizations
The Grouping of Activities
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An organization is an artificial structure created to
coordinate either people or groups and resources to
achieve a mission or goal.
Through mission statements, policies, procedures &
management style, police administrators attempt to
ensure the organization meets its overall goals.
Police administrators modify or design the structure
of their organization to fulfill their mission.
An organizational structure reflects the formal
organization determined to be best suited to
accomplishing the police mission.
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Examples of Police Organizational
Structure
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An organizational structure can be defined as the
sum of the ways an organization divides labor into
distinct tasks & achieves coordination among them.
There are seven elements of law enforcement
organizational structure:
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functional, occupational, spatial, vertical differentiation
centralization, formalization, administrative intensity
The first four are types of structural differentiation,
or methods of dividing labor.
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Examples of Police Organization
The Basic Organizational Structure
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Organizational structures vary from one jurisdiction
to another and are fluid in nature.
Police traditionally organize along military lines.
Every police agency, regardless of size, has a basic
plan of organization, and an organizational structure.
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a visitor to the police station or sheriff’s office may
see this organizational structure displayed on a wall
Operational or line elements involve policing
functions in the field.
Nonoperational functions fall within two broad
categories: staff and auxiliary services.
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Examples of Police Organization
The Basic Organizational Structure
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A basic organizational structure for a small agency is
shown in here.
Figure 3.1 Basic police organizational structure.
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Commentary on the Quasi-Military
Style of Policing
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Some experts felt adoption of the military model
was a reaction to political influences over the police
in the late nineteenth century.
Proponents uphold the model’s tradition, imposition
of control, commanding authority, discipline, chain
of command and rigid rank differences.
Critics note it is excessively rigid, controlled by
micromanagement, autocratic, secretive, creatively
constraining, and highly resistant to initiative.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Commentary on the Quasi-Military
Style of Policing
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Many advocates believe that the quasi-military
model is incompatible with the COPPS philosophy.
Some situations, such as critical incidents, will likely
compel retention of command and control in police
training and tactical application.
Nonemergency situations that focus on crime and
disorder and problem-solving policing require
personal and intellectual reasoning skills that must
be trained if a COPPS culture is to be developed.
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Organizational Guidelines
Policies, Procedures, Rules & Regulations
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Policies, procedures, rules, and regulations are
important in defining role expectations for all officers.
Because police agencies are service oriented in
nature, they must work within well-defined, specific
guidelines designed to ensure all officers conform
to behavior that will enhance public protection.
The chief executive must find middle ground between
unlimited discretion and total standardization.
The police role is too ambiguous to become totally
standardized and much too serious & important to be
left completely to the discretion of the patrol officer.
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Organizational Guidelines
Policies, Procedures, Rules & Regulations
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Policies are basically guides to the organization’s
philosophy and mission and help to interpret those
elements to the officers.
Procedures are more specific than policies; they
serve as guides to action.
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a procedure is ―more specific than a policy but less
restrictive than a rule or regulation
Rules and regulations are specific managerial
guidelines that leave little or no latitude for individual
discretion.
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they require action (or, in some cases, inaction)
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Community-Oriented Policing and
Problem Solving - Rationale and Definition
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Community-oriented policing and problem solving—
COPPS—has emerged as the dominant strategy
of policing.
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a form of police operation
It is a philosophy, management style, and
organizational strategy that promotes proactive
problem solving and police–community partnerships.
Two principal, interrelated components emerge.
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community engagement (partnerships)
problem solving
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Community-Oriented Policing and
Problem Solving - The S.A.R.A. Process
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S.A.R.A. - (Scanning, Analysis,
Response, Assessment)
provides officers with a logical,
step-by-step framework in which
to identify, analyze, respond to,
and evaluate crime, fear of crime,
and neighborhood disorder.
Figure 3.3
A problem-solving process. Source: John E. Eck and
William Spelman, Problem-Solving: Problem-Oriented
Policing in Newport News (Washington, DC: U.S.
Department of Justice, National Institute of Justice,
1987), p. 43.
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© 2010 Pearson Higher Education,
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Community-Oriented Policing and
Problem Solving - The S.A.R.A. Process
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Scanning: Problem Identification
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the officer initiates the problem-solving process by
conducting a preliminary inquiry to determine if a
problem really exists and further analysis is needed
Analysis: Determining Extent Of The Problem
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the heart of the problem-solving process, and most
difficult and important step in the S.A.R.A. process.
a complete and thorough analysis consists of
identifying the seriousness of the problem, all
persons affected, and the underlying causes
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© 2010 Pearson Higher Education,
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Community-Oriented Policing and
Problem Solving - The S.A.R.A. Process
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Response: Formulating Tailor-Made Strategies
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once this is accomplished, long-term responses,
which include the collaborative efforts of officers,
residents, and other agencies, may be considered
Assessment: Evaluating Overall Effectiveness
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in this final stage, officers evaluate effectiveness of
their actions & may use results to revise responses,
collect more data, or even redefine the problem
rigorous evaluation is an essential component of
the COPPS initiative
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
Viewing Crime Prevention by Two
Additional Means - CPTED
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Two other approaches for viewing/addressing crime
are crime prevention through environmental design
(CPTED) and situational crime prevention (SCP).
CPTED is defined as the ―proper design and
effective use of the environment to lead to a
reduction in the fear and incidence of crime.
At its core are three principles that support problemsolving approaches to crime:
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Natural access control
Natural surveillance
Territorial reinforcement
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© 2010 Pearson Higher Education,
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Viewing Crime Prevention by Two
Additional Means
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SCP is a means of reducing crime by making
settings less conducive to unwanted/illegal activities,
with prevention goals divided into five objectives:
Increasing the effort needed to commit the crime
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target hardening
access control
deflecting offenders
controlling facilitators
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Viewing Crime Prevention by Two
Additional Means - SCP
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Increasing the risks associated with the crime
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entry and exit screening
formal surveillance
informal surveillance
natural surveillance
Reducing the rewards
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Target removal
Identifying property
Removing inducements
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© 2010 Pearson Higher Education,
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Viewing Crime Prevention by Two
Additional Means - SCP
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Reducing the provocations
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environment may provoke crime and violence
Removing the excuses
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such as posting an enforceable no-trespassing sign
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Desired Organizational Elements Under
COPPS
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To accomplish its goals, COPPS relies on some
structural innovation for its implementation efforts.
Most community policing reformers felt that it was
essential for law enforcement agencies to move
from the traditional organizational structures to
accommodate COPPS’ philosophy and operations.
There are countless examples of successes of
COPPS in dealing with crime and disorder.
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the student is encouraged to review those resources
to better understand the current era of policing and
the importance of organizational structure & change
Justice Administration: Police, Courts, and Corrections Management, 6/e
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A Crime and Police Management Tool:
COMPSTAT
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A strategic control system designed for collection
and feedback of information on crime and related
quality-of-life issues.
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said to be ―revolutionizing law enforcement
management and practice‖
The core management theories of CompStat have
been demonstrated to be effective means of
controlling crime.
The process also provides for developing leaders,
instilling a willingness to accomplish the goals of
the organization using initiative and innovation.
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© 2010 Pearson Higher Education,
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A Crime and Police Management Tool:
COMPSTAT
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The key elements of CompStat are as follows:
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specific objectives
accurate and timely intelligence
effective tactics
rapid deployment of personnel and resources
relentless follow-up and assessment
Figure 3.5 summarizes CompStat’s crime-reduction
principles and how each successive principle flows
from the preceding one.
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Kenneth J. Peak
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© 2010 Pearson Higher Education,
Upper Saddle River, NJ 07458. • All Rights Reserved.
A Crime and Police Management Tool:
COMPSTAT
Figure 3.5 CompStat process: crime control strategy. Source: From Jon M. Shane, ―Compstat
Process,‖ FBI Law Enforcement Bulletin, April 2004, p.19. Reprinted by permission of Jon M. Shane.
Justice Administration: Police, Courts, and Corrections Management, 6/e
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© 2010 Pearson Higher Education,
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Moving From a Good To a Great
Police Organization
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In 2001 Jim Collins wrote a book which sought to
answer the compelling question: Can a good
company become a great company and, if so, how?
Collins coined the term Level 5 leader to describe
the highest level of executive capabilities.
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levels 1-4 are highly capable individual, contributing
team member, competent manager, & effective leader
People are not an organization’s most important
asset; rather, the right people are.
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personnel problems have to be confronted in an
organization that aspires to greatness
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© 2010 Pearson Higher Education,
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Moving From a Good To a Great
Police Organization
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Perhaps the most difficult part of achieving
greatness is sustaining that greatness.
Police chiefs have notoriously short tenure in office.
Therefore, in their world, finding Level 5 leaders
who pay close attention to preparing for the next
generation of leaders is particularly important.
This process is termed succession planning.
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Agency Accreditation
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Accreditation of police agencies began slowly with
the creation of the Commission on Accreditation for
Law Enforcement Agencies (CALEA) in 1979.
Accreditation is quite expensive in dollars and in
human resources; it often takes 1 year to 18 months.
After becoming accredited, the agency must apply
for reaccreditation after 5 years.
Some departments report decreased insurance
costs as a result of accreditation and the selfassessment process provides opportunities to
institutionalize community policing.
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Agency Accreditation
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Accreditation standards provide a way to integrate
objectives into external service delivery, such as:
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enhancing the role and authority of patrol officers
improving analysis and information management
managing CFS
Accredited agencies provide more training for
officers and require higher minimum educational
requirements for new officers.
They are nearly twice as likely to require drug testing
for sworn applicants and more likely to operate
special units for the enforcement of drug laws
and laws against child abuse.
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29
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CHAPTER FOUR
Police Personnel Roles and Functions
The police are the public and the public are the police.
—ROBERT PEEL
LEARNING OBJECTIVES
At the conclusion of this chapter, the student will:
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be able to describe each of Mintzberg's three main
roles of the chief executive officer (CEO)
know the kinds of activities that can be included in
an assessment center to obtain the most capable
chief executive, as well as the skills the executive
must possess
be able to define anomia and to explain whether
or not it is a problem affecting today's police
executives
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LEARNING OBJECTIVES
(cont.)
At the conclusion of this chapter, the student will:
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understand the duties and qualifications for the
office of chief of police
know the duties performed by the sheriff's office
know the tasks performed by middle managers
(captains and lieutenants)
be familiar with the criteria for a first-line supervisor
(patrol sergeant) position, as well as its roles and
tasks
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LEARNING OBJECTIVES
(cont.)
At the conclusion of this chapter, the student will:
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understand the tasks of patrol officers and be able
to name the 12 qualities imperative for entry-level
officers
be able to describe some strategies for hiring the
best police personnel, as well as training them after
the academy under the field training officer (FTO)
and police training officer (PTO) concepts
know the roles and functions performed by
all leadership personnel in COPPS
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Roles of the Police Executive
The Interpersonal Role
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The Mintzberg model for CEOs examines three
main roles of the chief executive officer (CEO).
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interpersonal, informational, decision-maker
The interpersonal role has three components:
The Figurehead - various ceremonial functions.
Leadership - motivating/coordinating workers while
achieving the mission, goals and needs in
department & community.
Liason duties - interacting with other organizations
and coordinating work assignments.
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Roles of the Police Executive
The Informational Role
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Monitoring/inspecting - constantly reviewing
operations to ensure smooth operation.
Dissemination - distributing information to members
of the department using various methods.
Spokesperson duties - related to the dissemination
task but is focused more on providing information to
the news media.
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the prudent police executive attempts to have an
open, professional relationship with media in which
each side knows and understands its responsibilities
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© 2010 Pearson Higher Education,
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Roles of the Police Executive
The Decision-Maker Role
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Entrepreneur - the CEO must sell ideas to
members of the governing board or the department.
Disturbance handler - from resolving minor
disputes between staff members to major events
as muggings, riots or cleanup of a downtown area.
Resource allocator - the CEO must understand
the agency’s budget and priorities, and be able
to prioritize requests and defend his/her choices.
Negotiator - resolves employee grievances, tries
to represent best interests of both city and labor
during collective bargaining.
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Law Enforcement Executives
Generally
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To obtain capable people, the assessment center
is an efficacious means of hiring & promoting.
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increasingly used for management/supervisory ranks
sheriffs are normally elected, thus the assessment
center is of little use for that position
Several assessors analyze each candidate’s
performance and record some type of evaluation.
Assessment center procedures are logistically more
difficult and more labor-intensive and costly than
traditional interviews.

but well worth the extra investment
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37
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Law Enforcement Executives
Generally
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Good executives, middle managers, and supervisors
make fewer mistakes and probably sued less often.
Basic management skills the police executive must
develop are technical skill, human skill, and
conceptual skills.
These skills can be taught, which proves that good
administrators are not simply born.

they can be trained in the classroom and by
practicing the skills on the job
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The “Ten Commandments”
of being a Police Executive (1-5)
1. Practice what you preach - the chief executive
must be a person of morality, integrity, and honor.
2. A day’s pay for a day-and-a-half of work - the
chief puts in long hours to accomplish all that
needs to be done, at the expense of personal
freedom.
3. Maintain and promote integrity: See #1.
4. Develop a positive image - responsible for the
morale of the employees, the chief must work to
accentuate the positive.
5. Remain committed - the chief must be committed
to the agency’s goals, mission, and values.
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The “Ten Commandments”
of being a Police Executive (6-10)
6. Be respectful - stand up for employees performing
admirably, and be fair, firm, concerned & sincere.
7. Accept assistance from others - build a
teamwork approach, while remaining the final
authority.
8. Be eager for knowledge - stay abreast of current
events, technology, topics, trends & issues.
9. Maintain a healthy lifestyle - avoidance of things
harmful to one’s health are key to healthy living.
10. Set personal goals - along with career goals,
personal goals should be examined.
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Managing the Organization’s
Critical Components
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Successful law enforcement administration demands
management of several critical components
organization, which place the law enforcement
executive squarely in the path of litigation
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the two types of law enforcement executives are
those who have been, and are going to be sued
It is critical to be grounded in labor-relations,
political, financial & technological aspects of
the role.
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Managing the Critical Components
Anomia among Police Executives
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Related to the breaking down of an individual’s
sense of attachment to society and to others.
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an anomic individual feels community leaders are
indifferent to his or her needs, social order is
unpredictable, he/she cannot count on anyone
for support, and life itself is meaningless.
Police chiefs must be well connected with their
community, subordinates, leaders & significant
others.
A severely anomic police chief or sheriff could
have disastrous effects on their jurisdiction.
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Chiefs of Police
Expectations of Government and Community
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The chief of police is generally considered to be
one of the most influential, prestigious persons in
local government.
People in this position often amass considerable
power and influence in their jurisdiction.
Mayors, city managers and administrators, members
of the agency, labor organizations, citizens, specialinterest groups, and the media all have differing role
expectations of the chief of police that often conflict.
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© 2010 Pearson Higher Education,
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Chiefs of Police
Qualifications
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Qualifications vary widely, depending on the size of
the agency and the region of the country.
Many agencies require a college education plus
several years of police management experience.
Police chief executives also need several important
management skills.
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ability to motivate/control personnel and relate to
the community was considered most important
Cities in need of a police chief have to consider
whether it would be better to promote someone
from within the ranks or hire from outside.
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Chiefs of Police
Job Protection, Termination & Political Arena
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Traditionally, police chief job tenure has been short.
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Short tenure has several negative consequences.
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an average length in office of 5.4 years
prevents long-range planning
results in frequent new policies/administrative styles
prohibits development of political power & influence
Chiefs would prefer some type of protection against
arbitrary/unjustified removal from office.
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some police chiefs have resigned/reverted to former
position of assistant/deputy chief to have some job
protection until retirement
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© 2010 Pearson Higher Education,
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Chiefs of Police
Job Protection, Termination & Political Arena
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Some leave their post as a result of situations
outside their control, termed political arenas.
Confrontation - when a situational conflict is
intense but brief and confined.
Shaky Alliance - conflict less intense but still
pervasive.
Politicized Organization - pervasive but muted
conflict that is tolerable for a time.

commonplace in American policing, and the
chief’s survival depends on external support
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The Sheriff

The position of sheriff is rooted in the time of
the Norman conquest of England (in 1066).
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and played an important part in early law
enforcement activities of colonial America
A typical sheriff’s department varies from a
traditional, highly political, limited-service office
to modern, fairly nonpolitical, full-service police
agency.
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The Sheriff
Functions
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Serving and/or implementing civil processes.
Collecting certain taxes/conducting real estate sales.
Performing routine order-maintenance duties by
enforcing state statutes and county ordinances.
Serving as bailiff of the courts.
Maintaining/operating county correctional institutions.
Sheriffs serve all three components of the justice
system: law enforcement, the courts, corrections.
In many urban areas, civil process duties consume
more time & resources than law enforcement.
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The Sheriff

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Sheriffs are elected in all but two states: RI & Hi.
As a result, sheriffs are more independent than
appointed municipal police chiefs, but receive
considerable media scrutiny and are subject to
state accountability processes.
Sheriffs tend to be older, less likely to have been
promoted through the ranks, and less likely to be
college graduates with specialized training.
Those in small agencies have more difficulty with
organizational problems.
Sheriffs in large agencies find local officials, planning
and evaluation to be more troublesome.
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© 2010 Pearson Higher Education,
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Middle Managers
Captains and Lieutenants
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
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Few police administration books contain information
about the middle managers of a police department:
the captains and lieutenants.
In a mid-sized or large police agency, a patrol shift
or watch may be commanded by a captain, who will
have several lieutenants reporting to him or her.
In some respects, the lieutenant’s position in some
departments is a training ground for future unit
commanders (the rank of captain or higher).
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Middle Managers
Captains - 15 Important Tasks (1-8)
1. Issuing assignments to individuals and units within
the section.
2. Receiving assignments for the section/unit.
3. Reviewing incoming written complaints and reports.
4. Preparing routine reports.
5. Reviewing the final disposition of assignments.
6. Ensuring subordinates comply with general and
special orders.
7. Monitoring crime and other activity statistics.
8. Evaluating work of individuals/units within the
section.
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Middle Managers
Captains - 15 Important Tasks (9-15)
9. Maintaining sector facilities.
10. Discussing concerns and problems with people.
11. Attending various staff meetings.
12. Maintaining working contacts and responding
to inquiries from other sections of the division.
13. Reviewing/approving overtime in the section/unit.
14. Monitoring section/unit operations to evaluate
performance.
15. Fielding and responding to complaints against
subordinates.
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Middle Managers
Lieutenants - 15 Important Tasks (1-8)
1. Assisting in supervising/directing activities of the
unit.
2. Performing the duties of a police officer.
3. Ensuring that departmental and governmental
policies are followed.
4. Preparing the duty roster.
5. Reviewing work of individuals/groups in the section.
6. Responding to field calls requiring an on-scene
commander.
7. Holding the roll call.
8. Preparing various reports.
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Middle Managers
Lieutenants - 15 Important Tasks (9-15)
9. Reviewing various reports.
10. Coordinating activities of subordinates on major
investigations.
11. Meeting with superiors concerning unit operations.
12. Maintaining time sheets.
13. Notifying the captain/bureau commander of
significant calls.
14. Answer inquiries from other sections/units,
agencies.
15. Serving as the captain/bureau commander in the
latter’s absence.
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© 2010 Pearson Higher Education,
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Middle Managers
Captains and Lieutenants

A potential problem of police organizations is
they may become top-heavy, with too many
working in offices and not on the streets.
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such structures can hinder the accomplishment
of goals and objectives
The agency should determine what administrative,
management, and supervisory functions are
essential.

and how many captains, lieutenants, and sergeants
are needed to perform them
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© 2010 Pearson Higher Education,
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First-Line Supervisors
The Patrol Sergeant: Seeking the Gold Badge

Sometime during the career of a patrol officer the
opportunity for career advancement is presented.

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the chance to wear the sergeant’s ―gold badge‖
A difficult position to occupy because at this middle
level, first-line supervisors are caught between
upper management and the rank-and-file officers.
Becoming sergeant may involve an assessment
process, departmental & civil service procedures.
Other factors include education and training, years
of experience, supervisory ratings, psychological
evaluations, and departmental commendations.
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Assuming the Position
General Roles and Functions

Administrative personnel know that a good patrol
officer is not automatically a good supervisor.

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previous performance may be recalled as a means
of challenging reasonableness or legitimacy of their
supervisory action
A new supervisor must go through a transition phase
to learn to exercise command and get cooperation.
Supervision is also challenging in corrections, where
supervisors must follow federal & state laws and
court decisions concerning custody, care &
treatment of inmates.
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Assuming the Position
General Roles and Functions


The supervisor’s role, put simply, is to get his or her
subordinates to do their very best.
Supervising a group of subordinates is made more
difficult because of the so-called human element.
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people are complex and sometimes unpredictable
Effective supervision is also difficult because the
job is dynamic, not static.
The supervisor must learn the best way to handle
new subordinates, and be attuned to the new
officers’ effects on other subordinates and the
work group as a whole.
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Police Supervisors
9 Basic Tasks
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Supervise subordinate officers in the performance
of their duties.
Disseminate information to subordinates.
Ensure that general and special orders are followed.
Review and approve various report.
Listen to problems voiced by officers.
Answer calls.
Keep superiors apprised of ongoing situations.
Provide direct supervision for potential high .
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Police Supervisors
4 Distinct Types of Supervisors
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Traditional - law enforcement oriented and expect
subordinates to produce measurable activity.
Innovative - associated with community policing
and generally do not place a great emphasis on
arrests.
Supportive - concerned with developing good
relations with subordinates.
Active - tends to work in the field and sometimes
are officers with stripes or rank.
A police department is the sum total of all its units.

one problem unit can adversely affect other units
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The Patrol Officer
Basic Tasks
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Many people believe that the police officer has the
most difficult job in the US, and fundamentally,
police perform four basic functions:
Enforcing the laws.
Performing services.
Preventing crime.
Protecting the innocent.
A major problem of police administration today
involves personnel recruitment.
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The Patrol Officer
Traits of a Good Officer
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Good officers should be incorruptible - of high
moral character.
Well adjusted - able to carry out the hazardous and
stressful tasks of policing without cracking up.
People oriented - and able to respond to situations
without becoming overly emotional, impulsive, or
aggressive.
They also need cognitive skills to assist in their
investigative work.
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The Patrol Officer
12 Qualities for Entry-Level Officers (1-5)
1. Enthusiasm - believes in what he/she is doing and
goes about it with a vigor almost contagious.
2. Good communications skills - highly developed
speaking/listening skills; ability to interact well.
3. Good judgment - wisdom/analytical ability to make
decisions based on understanding of the problem.
4. Sense of humor - ability to laugh & smile, to help
officers cope with exposure to pain & suffering.
5. Creativity - ability to place themselves in the mind
of the criminal and legally accomplishing arrests.
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The Patrol Officer
12 Qualities for Entry-Level Officers (6-9)
6. Self-motivation - making things happen,
proactively solving difficult cases, creating their
own luck.
7. Knowing the job & system - understanding the
role of the officer, the justice system, and using
both formal and informal channels to be effective.
8. Ego - believing they are good officers, having selfconfidence enabling them to solve difficult crimes.
9. Courage - ability to meet physical/psychological
challenges, thinking clearly, admitting when they
are wrong, and standing up for what is difficult
and right.
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The Patrol Officer
12 Qualities for Entry-Level Officers (10-12)
10. Understanding discretion - Enforcing the spirit,
not the letter, of the law, giving people a break and
showing empathy.
11. Tenacity - staying focused; seeing challenges,
not obstacles; viewing failure not as a setback
but as an experience.
12. Thirst for knowledge - staying current on new
laws and court decisions, always learning.
Justice Administration: Police, Courts, and Corrections Management, 6/e
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© 2010 Pearson Higher Education,
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Strategies for Hiring the Best
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Police agencies must obviously strive to recruit and
hire the best personnel possible, and there are three
important strategies departments can utilize in
selection and hiring:
Have an organizational culture that supports a good
selection process.
A validated, job-related selection process to hire the
best candidates.
A robust training and evaluation system to support
the selection process.
Agencies must train their recruits well, teach them
the correct skills, and evaluate them early and often
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From Field Training Officer to Police
Training Officer


A new aspect of policing with which all police chiefs
and sheriffs should be acquainted is known as the
police training officer (PTO) program.
Once recruits leave the academy, their training is
still incomplete.


they must then undergo a field training process
while under a qualified field training officer (FTO)
The FTO approach has changed very little in the
past 40+ years.

devoid of contemporary approaches to training, adultand problem-based learning & leadership principles
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From Field Training Officer to Police
Training Officer
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PTO seeks to take the traditional FTO program to a
higher level––one embracing/evaluating new officers
based on understanding and application of COPPS.
New officers must master 15 core competencies.
Very different from traditional police training
methods that emphasize mechanical repetition
skills and rote memory capabilities.
This approach is highly flexible, and can be tailored
to each agency’s needs; and may be adjusted to
meet future police training challenges.
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Roles and Functions of Police Personnel
Under COPPS: The Chief Executive
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Articulating a clear vision to the organization.
Understanding & accepting the depth of change and
the amount of time required to implement COPPS.
Assembling a management team that is committed
to translating the new vision into action.
Being committed to removing bureaucratic
obstacles whenever possible.
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Roles and Functions of Police Personnel
Under COPPS: Middle Managers
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Assuming responsibility for strategic planning.
Eliminating red tape and bottlenecks that
impede the work of officers and supervisors.
Conducting regular meetings with subordinates
to discuss plans, activities, and results.
Assessing COPPS efforts in a continuous manner.
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Roles and Functions of Police Personnel
Under COPPS: First Line Supervisors
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Understanding and practicing problem solving.
Managing time, staff, and resources.
Encouraging teamwork.
Helping officers to mobilize stakeholders.
Tracking and managing officers’ problem solving.
Providing officers with ongoing feedback and
support.
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Roles and Functions of Police Personnel
Under COPPS: Rank and File Officers
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The patrol officer becomes a problem solver.
The patrol officer is expected to recognize when
old methods are inadequate and new & different
solutions are needed.
He/she is expected to display many skills demanded
of higher-level personnel including being creative,
flexible, and innovative; working independently;
and maintaining self-discipline.
The officer must possess the ability to work
cooperatively with others to solve problems
and to listen.
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