Organizational Reform in Law Enforcement: Can Community Oriented Policing Succeed Without It – Literature review Example

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The paper "Organizational Reform in Law Enforcement: Can Community Oriented Policing Succeed Without It? " is a great example of a literature review on the law.   Much of the literature on Community Oriented Policing (COP) has centered on the programs and initiatives implemented over the last two decades. The literature examines the successes and failures regarding COP programs, yet little focus has been concentrated on the organizations that provide the environment that can hinder or nurture these initiatives. From a general lack of understanding of what community policing means, to how best to expend the funding provided to promulgate COP programs, this review will explore the dynamics of examined law enforcement agencies and what organizational changes have or have not occurred, and what changes may be needed for community policing to survive and flourish. Introduction The organizational structure of police agencies is an ever-evolving and in many respects revolving, process.

This review will consider the debate regarding the role of organizational structure regarding the implementation of Community-oriented policing (COP). COP implementation has met with obstacles throughout the country, and we seek in this review to understand these obstacles, examine why they exist, and speculate as to what we may do to conquer them.

Specifically, this discussion will examine recent focus directed at the organizational structure of police organizations and how the structure has hindered or continues to hinder successful COP implementation. “ Policing is changing dramatically. On the one hand, we wish policing to retain the old values of police integrity, equitable distribution of police resources throughout the community, and police efficiency which characterized the old model of the police. But the challenge of contemporary police and city executives is to redefine these concepts in light of the resurgence of neighborhood vitality, consumerism and more realistic assessments of the institutional capacity of the police” (Kelling, 1988, p.

7) Problem-solving and community policing have suffered in lieu of administrative concerns and with the fear of high involvement with the community, which comes with stronger demands. Team policing and split-force policing have had more support than these aspects.    

References

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Bazemore, G. & Griffiths, C. (2003). Police reform, restorative justice and restorative policing Police Practice and Research: An International Journal, 4(4), 335-346.

Deal. T. E . & Kennedy. A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading. MA: Addison-Wesley.

Greene, J. (2000). Community policing in America: Changing the nature, structure and function of the police. Criminal Justice, 3.

Kelling, G. & Bratton (year). Implementing community policing: The administrative problem. Perspectives in Policing, 17.

Kelling, G. & Moore, M. (1988). The evolving strategy of policing. Perspectives on Policing, 4.

Kelling, G. (1988). Police and communities: The quiet revolution. Perspectives on Policing, 1.

Kelling, G., Wasserman, R., & Williams, H. (1988). Police accountability and community policing. Perspectives on Policing, 7.

Lee, B. (1989). Community-policing: A practical guide to police officials. Perspectives on Policing, 15.

Meese, E. (1993). Community policing and the police officer. Perspectives on Policing, 15.

Moore, M. & Trojanowicz, R. (1988). Corporate strategies for policing. Perspectives on Policing, 6.

Moore, M., Trojanowicz, R., & Kelling, G. (1988). Crime and policing. Perspectives on Policing, 2.

Schein, E. H. (1990). Organization culture. American Psychologist. 45, 109-119.

Sparrow, M. (1988). Implementing community policing. Perspectives on Policing, 9.

Thompson, K. R. & Luthans, F. (1990). Organizational culture: A behavioural perspective. In B. Schneider (Ed.), Organizational climate and culture, 319-344. San Francisco, CA: Jossey Bass.

Wilkins, A. & Dyer, W. G. (1988). Toward culturally sensitive theories of culture change. Academy) of Management Review, 13, 522-533.

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