NCJ Number
46456
Journal
Journal of Police Science and Administration Volume: 6 Issue: 1 Dated: (MARCH 1978) Pages: 22-34
Date Published
1978
Length
16 pages
Annotation
TRADITIONAL CLOSED MODELS OF POLICE ORGANIZATION ARE EXAMINED AND COMPARED WITH OPEN MODELS OF ORGANIZATION. THE DEVELOPMENT OF A PRACTICAL AND REALISTIC MODEL OF POLICE ORGANIZATION BASED ON AN OPEN MODEL IS DISCUSSED.
Abstract
THE TRADITIONAL APPROACH TO POLICE ADMINISTRATION HAS EMPHASIZED A BUREAUCRATIC PYRAMIDAL HIERARCHY KNOWN AS A CLOSED MODEL OF ORGANIZATION. SUCH ORGANIZATIONS ARE CHARACTERIZED BY: ROUTINE TASKS OCCURRING IN STABLE CONDITIONS; TASK SPECIALIZATION; EMPHASIS ON MEANS RATHER THAN ENDS; ADJUDICATION OF ORGANIZATIONAL CONFLICT FROM THE TOP ECHELONS; EMPHASIS ON RESPONSIBILITY; PRIMARY RESPONSIBILITY AND LOYALTY TO ONE'S ASSIGNED SUBUNIT; HIERARCHICAL' ORGANIZATION; KNOWLEDGE IS INCLUSIVE ONLY AT THE TOP OF THE HIERARCHY; VERTICAL INTERPERSONAL INTERACTIONS DIRECTED TOWARD OBEDIENCE, COMMAND, AND CLEAR SUPERORDINATE/SUBORDINATE RELATIONSHIPS; LOYALTY AND OBEDIENCE TO ONE'S SUPERIOR AND TO THE ORGANIZATION GENERALLY; AND PERSONAL STATUS DETERMINED LARGELY BY ONE'S RANK. BUREAUCRATIC AND MILITARY ORGANIZATIONS ARE ALSO CLOSED ORGANIZATIONAL SYSTEMS, AND AGAIN THEIR SIMILARITY TO TRADITIONAL POLICE ORGANIZATION CAN BE EASILY RECOGNIZED. HOWEVER, POLICE WORK FAILS TO CONFORM TO THE CLOSED MODEL IN ONE EXTREMELY IMPORTANT RESPECT: IT INVOLVES EXTREMELY COMPLEX AND NONROUTINE TASKS PERFORMED UNDER UNSTABLE CONDITIONS AND WITHOUT DIRECT MANAGERIAL AID AND SUPERVISION. A LARGE NUMBER OF CRITICISMS HAVE BEEN AIMED AT THE CLOSED MODEL, INCLUDING ITS RIGIDITY WHICH STIFLES COMMUNICATION AND CREATIVITY, ITS SLOWNESS, ITS DEHUMANIZING EFFECTS, AND ITS PROMOTION OF COUNTERPRODUCTIVE CONFLICT BETWEEN ORGANIZATIONAL SUBUNITS WITH MINIMAL COMMITMENT TO ORGANIZATIONAL OBJECTIVES. THE OPEN MODEL OF ORGANIZATION HAS BEEN PROPOSED AS A MORE EFFECTIVE AND EFFICIENT ORGANIZATIONAL ALTERNATIVE. ITS CHARACTERISTICS INCLUDE NONROUTINE TASKS IN UNSTABLE CONDITIONS, SPECIALIZED KNOWLEDGE CONTRIBUTING TO COMMON TASKS, CONFLICT ADJUSTMENT THROUGH PEER INTERACTION, A FLUID NETWORK STRUCTURE WHICH EMPHASIZES ENDS AND TASK ACHIEVEMENT AND EXCELLENCE OF PERFORMANCE, VERTICAL AND HORIZONTAL INTERPERSONAL INTERACTION, DISPERSION OF KNOWLEDGE TO ALL ORGANIZATIONAL LEVELS, RESPONSIBILITY AND LOYALTY TO THE ORGANIZATION AS A WHOLE, AND EXTERNALIZED PRESTIGE. TRENDS IN POLICE ORGANIZATION REFLECT A GROWING ACCEPTANCE OF THE OPEN ORGANIZATIONAL MODEL. SUCH A SYSTEM ENCOURAGES PROBLEM SOLVING AND CONFLICT RESOLUTION SUPPORTIVE AND ADVISORY MANAGEMENT, AND IMPROVED JOB SATISFACTION AND MORALE. HOWEVER, A NUMBER OF LEGAL, FINANCIAL, AND MANPOWER RESOURCE RESTRAINTS PREVENT THE POLICE FROM EMPHASIZING ENDS RATHER THAN MEANS AS SPECIFIED IN THE OPEN MODEL. IT IS SUGGESTED THAT INCREASED PROFESSIONALISM IS NOT A PANACEA FOR ORGANIZATIONAL PROBLEMS THAT STEM FROM A COMBINATION OF UNCERTAIN CONDITIONS WHICH PROHIBIT STANDARDIZATION OF POLICE BEHAVIORS AND DEMANDS FOR ACCOUNTABILITY WHEN RESULTS CAN NOT BE SPEFICIED AND AUTHORITY IS INSUFFICIENT. IT IS SUGGESTED THAT INCORPORATING BROAD AND CLOSE CONTACT WITH THE COMMUNITY INTO THE OPEN ORGANIZATIONAL MODEL WOULD HELP POLICE DEPARTMENTS CHANGE THEIR FOCUS TO ENDS, RATHER THAN MEANS, AND MAKE THE OPEN MODEL BOTH AN EFFECTIVE AND PRACTICAL ORGANIZATIONAL APPROACH. (JAP)