Organization Organization ManagementManagement

Organizational Principles Organizational Principles and Police Agency and Police Agency

ManagementManagement

OrganizationOrganization

collectivity of elements with a collectivity of elements with a relatively identifiable relatively identifiable boundary, a normative order boundary, a normative order (rules) ranks of authority (rules) ranks of authority (hierarchy), communications (hierarchy), communications systems, and membership systems, and membership coordinating systems coordinating systems (procedures)(procedures)

Organization (cont)Organization (cont)

this collectivity exists on a this collectivity exists on a relatively continuous basis, in an relatively continuous basis, in an environment, and engages in environment, and engages in activities that are usually related activities that are usually related to a set of goals; the activities to a set of goals; the activities have outcomes for organizational have outcomes for organizational members, for the organization members, for the organization itself, and for societyitself, and for society

ManagementManagement

the achievement of goals the achievement of goals through the use of resources and through the use of resources and activities - the ways in which the activities - the ways in which the processes occur within the processes occur within the structure - often used to refer to structure - often used to refer to private-sectorprivate-sector organizations organizations

AdministrationAdministration

often used to refer to “public-often used to refer to “public-sector” organizationssector” organizations

Also referred to as the process of Also referred to as the process of POSDCoRBPOSDCoRB

Organizational StructureOrganizational Structure

the distributions, along various the distributions, along various lines, of people among social lines, of people among social positions that influence the role positions that influence the role relations among these peoplerelations among these people

a complex medium of control a complex medium of control which is continually produced which is continually produced and recreated in interaction and and recreated in interaction and yet shapes that interactionyet shapes that interaction

POSDCoRB POSDCoRB

PlanningPlanning OrganizingOrganizing StaffingStaffing DirectingDirecting CoordinatingCoordinating ReportingReporting BudgetingBudgeting

Structural DimensionsStructural Dimensions

ComplexityComplexity– Horizontal differentiationHorizontal differentiation– Vertical differentiationVertical differentiation– Geographical dispersionGeographical dispersion

FormalizationFormalization

Centralization Centralization

Contextual ExplanationsContextual Explanations

SizeSize

TechnologyTechnology

Internal CultureInternal Culture

The EnvironmentThe Environment

Organizational ProcessesOrganizational Processes Power - capacity to control the behavior of Power - capacity to control the behavior of

othersothers– AuthorityAuthority– InfluenceInfluence

Leadership - ability, based on the personal Leadership - ability, based on the personal qualities of the “leader”, to elicit the qualities of the “leader”, to elicit the follower’s voluntary compliance in a broad follower’s voluntary compliance in a broad range of matters.range of matters.

Decision-making - making a choice from Decision-making - making a choice from among a set of optionsamong a set of options– Strategic - those made at or near the “top” of Strategic - those made at or near the “top” of

the organizationthe organization

Organizational Processes Organizational Processes (cont)(cont)

Communications - transfer of Communications - transfer of information from one person to information from one person to another with the purpose of another with the purpose of affecting behavioraffecting behavior

Change - differences over timeChange - differences over time– Life cycle - constant shifting of Life cycle - constant shifting of

interests and conditionsinterests and conditions– Developmental - planned actions Developmental - planned actions

directed at achieving selected out directed at achieving selected out

Bureaucracy – (Weber)Bureaucracy – (Weber)

division of labordivision of labor specialization of functionspecialization of function well-defined hierarchy of authoritywell-defined hierarchy of authority system of rules, regulations & system of rules, regulations &

proceduresprocedures impersonalityimpersonality selection/promotion based on selection/promotion based on

technical competencetechnical competence

Organizational PrinciplesOrganizational Principles

Classical Organizational TheoryClassical Organizational Theory– Theory XTheory X

Human Relations TheoryHuman Relations Theory– Theory YTheory Y

Systems TheorySystems Theory

Classical Theory (X)Classical Theory (X)

HierarchyHierarchy SpecializationSpecialization Procedural GuidelinesProcedural Guidelines FormalizationFormalization Position based authorityPosition based authority Expertise basedExpertise based Employees economically motivated Employees economically motivated

Classical Theory (cont)Classical Theory (cont)

Communities began to question police Communities began to question police performance and practices in a number of performance and practices in a number of areas (community relations, effectively areas (community relations, effectively deal with problems not just respond to deal with problems not just respond to calls, etc.)calls, etc.)

Police began to question the quasi-military Police began to question the quasi-military organizational structure and its repressive organizational structure and its repressive consequences on everyday life.consequences on everyday life.

Employees and employee organizations Employees and employee organizations have influenced organizational views of have influenced organizational views of classical organizational theoryclassical organizational theory

Principles of Classical Principles of Classical Organizational TheoryOrganizational Theory

The organization follows the The organization follows the principle of hierarchy; each lower principle of hierarchy; each lower office is under the control and office is under the control and supervision of a higher one.supervision of a higher one.

Specialization or division of labor Specialization or division of labor exists whereby individuals are exists whereby individuals are assigned a limited number of job assigned a limited number of job tasks and responsibilities.tasks and responsibilities.

Official policies and procedures Official policies and procedures guide the activities of the guide the activities of the organization.organization.

Classical Theory (cont)Classical Theory (cont)

Administrative acts, decisions, Administrative acts, decisions, and rules are recorded in writing.and rules are recorded in writing.

Authority within the organization Authority within the organization is associated with one’s position.is associated with one’s position.

Candidates are appointed on the Candidates are appointed on the basis of their qualifications, and basis of their qualifications, and training is a necessary part of training is a necessary part of the selection process.the selection process.

Theory XTheory X Management is responsible for organizing the elements of Management is responsible for organizing the elements of

productive enterprise.productive enterprise. With respect to people, this is a process of directing their With respect to people, this is a process of directing their

efforts, motivating them, controlling their actions, and efforts, motivating them, controlling their actions, and modifying their behavior to fit the needs of the organization.modifying their behavior to fit the needs of the organization.

Without this active intervention by management, people Without this active intervention by management, people would be passive—even resistant—to organizational needs.would be passive—even resistant—to organizational needs.

The average man is, by nature, indolent—he works as little as The average man is, by nature, indolent—he works as little as possible.possible.

He lacks ambition, dislikes responsibility, prefers to be led.He lacks ambition, dislikes responsibility, prefers to be led. He is inherently self-centered, indifferent to organizational He is inherently self-centered, indifferent to organizational

needs.needs. He is, by nature, resistant to change.He is, by nature, resistant to change. He is gullible, not very bright (1960:5-6).He is gullible, not very bright (1960:5-6).

Human Relations (Y)Human Relations (Y) Hawthorne StudiesHawthorne Studies Management - organize elements of Management - organize elements of

enterpriseenterprise People not passive or resistant - learned this People not passive or resistant - learned this

behaviorbehavior Motivation, potential for development, Motivation, potential for development,

capacity for assuming responsibility, direct capacity for assuming responsibility, direct behavior toward organizational goals all behavior toward organizational goals all presentpresent

Task of manager to arrange conditions and Task of manager to arrange conditions and methods so mutual goal accomplishment methods so mutual goal accomplishment possiblepossible

Maslow”s Hierarchy of NeedsMaslow”s Hierarchy of Needs

Maslow’sMaslow’s Hierarchy of Needs Hierarchy of Needs

Self-Actualization

Esteem

Social

Security

Psychological

Participative ManagementParticipative Management

Vertical Staff MeetingsVertical Staff Meetings

Problem-Solving GroupsProblem-Solving Groups

Quality Circles Quality Circles

Theory YTheory Y Management is responsible for Management is responsible for

organizing the elements of organizing the elements of productive enterprise.productive enterprise.

People are not passive or resistant People are not passive or resistant to organizational needs. They have to organizational needs. They have become so as a result of become so as a result of experience in organizations.experience in organizations.

Theory Y (cont)Theory Y (cont)

The motivation, the potential for development, The motivation, the potential for development, the capacity for assuming responsibility, the the capacity for assuming responsibility, the readiness to direct behavior toward readiness to direct behavior toward organizational goals, are all present in people. organizational goals, are all present in people.

The essential task of management is to The essential task of management is to arrange organizational conditions and arrange organizational conditions and methods of operations so that people can best methods of operations so that people can best achieve their own goals by directing their own achieve their own goals by directing their own efforts toward organizational objectives. efforts toward organizational objectives. (1960:15).(1960:15).

Systems TheorySystems Theory

Organizations exist in an Organizations exist in an environment - social, cultural, environment - social, cultural, technologicaltechnological

Organizations are complex sets of Organizations are complex sets of “units” that must be coordinated, “units” that must be coordinated, maintained and controlledmaintained and controlled

Attention is paid to intra and inter-Attention is paid to intra and inter-system linkagessystem linkages

System TheoriesSystem Theories

MBOMBO

Contingency ManagementContingency Management

TQMTQM– CultureCulture– CustomersCustomers– CountingCounting