CRIMINAL JUSTICE MANAGEMENT Think like an administrator: only questions 1, 2, 4, 6, and 8 only ll Sprint令 1:47 PM * 83%- online.vitalsource.com Bookshelf Online: Criminal Justice OrganizationsAdministrato Organizational Ethics. Agency Agency.. Administrato Organizational Ethics. Agency Agency… 2.4 Activity It police departments had been unitied at the state or county levels of government, would creating community policing and other innovations in law entorcement have been more or less likely to happen? Discuss the comparative effectiveness of large police departments versus police departments with 10 officers or fewer (consider the likely structure of a small police department) 4. 5. 6. What are the negative consequences of having the local prosecuting attorney’s office funded by the state? 7. If you lived in a small community, would you prefer to have your own police department or be served by the county sheriffs department? Why? 8. Using the Four Frames analysis, critique unification of criminal justice agencies versus decentralization. 9. In what organizational structure is the formal and informal structure the most congruent? How does this help us consider the pros and cons of centralization versus decentralization? Think like an Administrator Imagine that you are the city manager of a small residential town with a population of 15,000. The crime rate is relatively low and most of your calls are nonemergency in nature. You have a force of 15 patrol officers, one of whom is a detective, sergeants, and one lieutenant who works in the field but also has administrative duties. There are three full-time clerks in the office who word process, answer the phone, and take care of other clerical matters. Your emergency 911 calls are handled by the county system and relayed to your department as appropriate. Because your department is small, your work is done in an informal manner. Getting the job done outweighs rank and authority. Your relationships with the community members are good to favorable. Your city council members are considering shutting down the police department and contracting for police service with the county sheriff’s department. Under the terms of the contract, almost all of the staff working at the department would be absorbed by the sheriff’s department but could be assigned anywhere in the county as needed. The city council’s motive for contracting is a 10 percent savings in the cost of policing the city, compared to the present budget for the police department. The city council has listed several questions that they want you to answer before they enter into a contract with the sheriff’s department. (Many of the questions can be answered from the material in this chapter. However, you may have to stretch to answer some of the questions.) 1. 2. 3. 4. 5. 6. 7. 8. Will the police who serve the city be more or less responsive to the needs of the community? Will reporting channels between the police serving the community and the city government be improved or hindered post contract? Will professionalism among officers who would work for the city after contracting be enhanced or reduced? How would response time to emergency and nonemergency situations be affected post-contract? What impact will the new organizational arraignment have on local citizens’ ability to report crime, critical situations, and complaints? Will crime rates and public order be affected by the change for better or for worse? Will citizens’ perceptions of safety change for better or for worse post contract? Can you identify hidden costs that will negate the direct 10 percent savings to the city’s budget? EOR DISCUSSION 49