U.S. Department of Justice
Office of Justice Programs
National Institute of Justice
Research for P r a c t i c e
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How Police Supervisory Styles Influence Patrol Officer Behavior
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This and other publications and products
of the U.S. Department of Justice, Office
of Justice Programs, National Institute
of Justice can be found on the World
Wide Web at the following site:
Office of Justice Programs
National Institute of Justice
http://www.ojp.usdoj.gov/nij
U.S. Department of Justice
Office of Justice Programs
810 Seventh Street N.W.
Washington, DC 20531
John Ashcroft
Attorney General
Deborah J. Daniels
Assistant Attorney General
Sarah V. Hart
Director, National Institute of Justice
Findings and conclusions of the research reported here are those of
the author and do not reflect the official position or policies of the
U.S. Department of Justice.
This study was conducted using information from the Project on Policing
Neighborhoods, directed by Stephen D. Mastrofski, Roger B. Parks, Albert
J. Reiss, Jr., and Robert E. Worden. The project was supported by the
National Institute of Justice under grant number 95–IJ–CX–0071.
Support for this research was provided through a transfer of funds to NIJ
from the Office of Community Oriented Policing Services.
JUNE 03
How Police Supervisory Styles Influence
Patrol Officer Behavior
Acknowledgments
The author would like
to thank Stephen D.
Mastrofski, William
Falcon, and Karen
Sherman for their
valuable insights and
numerous contributions
to this document.
NCJ 194078
ii
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
ABOUT THIS REPORT
When police officers put their
cruisers in gear, how much
will their field supervisor’s
style of supervision influence
their performance when they
deal with a fight in progress
or an ongoing community
problem?
A recent study found that
a field supervisor’s style may
have a profound impact on
patrol officer behavior. That’s
particularly true of the “active”
style of supervision identified
by the research.
What did the
researchers find?
The study uncovered some
surprising patterns in supervi-
sory styles and patrol officer
behavior. Four supervisory
styles emerged from the
research. The style identified
as active was more likely
than the others to influence
officer behavior. This influ-
ence can be either positive
or negative; for example, it
can inspire subordinates to
engage in more problem-
solving activities, or it can
result in more frequent use
of force. An active super-
visory style was also the
most conducive to imple-
menting community policing
goals.
What were the study’s
limitations?
This research did not meas-
ure long-term patterns of
supervision or address how
supervisors communicate
their priorities. It did not
address mixed supervisory
styles or explore whether
supervisors adjust their
styles in reaction to the offi-
cers they are assigned to
supervise. For example, a
squad with young ...
This document summarizes a research study that observed police officer behaviors during interactions with citizens to identify behaviors associated with successful conflict resolution. The study found that:
1) Female officers were observed to use more supportive behaviors like information exchange and expressions of concern for citizens, while male officers preferred controlling behaviors, threats, and physical acts.
2) Male officers tended to elicit more defensive and abusive statements from citizens compared to female officers.
3) Sequential analysis revealed that supportive officer behaviors were more likely to lead to positive interactions, while controlling and coercive behaviors increased the likelihood of resistance or escalation from citizens.
Operational report to Metropolitan Police Federation (October 2016), based on the findings of a 2014-2015 qualitative study of police morale with London based Police Officers (and comparative ex-London officers)
168 Public Administration Review • March April 2017PubliAnastaciaShadelb
This document summarizes research on investigatory police stops and how they contribute to racial disparities and a crisis of legitimacy in American policing. It finds that investigatory stops, where officers stop people to check for criminal activity without evidence of a violation, are a major source of racial disparities. Data shows that African Americans are disproportionately subject to these stops and the intrusive questioning and searches that often accompany them. While meant to fight crime, these widespread investigatory stops undermine trust in the police, especially among African Americans. The authors argue policy and practice reforms are needed, like requiring documentation of all stops, to address this institutional problem beyond a focus on individual officer behavior alone.
168 public administration review • march april 2017 publiUMAR48665
This document discusses racial disparities in policing, specifically investigatory police stops. It argues that racial disparities stem not just from individual racist officers, but from institutional policies and practices, such as widespread use of investigatory stops. Investigatory stops are used to check out suspicious people or vehicles to see if they are engaged in criminal activity, but most people stopped are innocent. These stops undermine trust in police, especially among African Americans who are disproportionately subjected to them. Reforming this practice is key to restoring trust in law enforcement.
10.11770002716203262548 ARTICLETHE ANNALS OF THE AMERICAN ACASantosConleyha
The authors review research on the effectiveness of different police practices in reducing crime, disorder, and fear. They develop a typology that categorizes practices based on their diversity of approaches and level of focus. The standard model of policing scores low on both dimensions as it relies primarily on reactive law enforcement applied uniformly. Innovations like community policing, hot-spots policing, and problem-oriented policing expand the toolbox and focus of practices. The authors find little evidence that the standard model is effective, but the strongest evidence of reducing crime and disorder comes from focused practices like hot-spots policing. Problem-oriented policing also shows promise in reducing crime, disorder, and fear when tailored to specific problems.
10.11770002716203262548 ARTICLETHE ANNALS OF THE AMERICAN ACABenitoSumpter862
The authors review research on the effectiveness of different police practices in reducing crime, disorder, and fear. They develop a typology that categorizes practices based on their diversity of approaches and level of focus. The standard model of policing scores low on both dimensions as it relies primarily on reactive law enforcement applied uniformly. Innovations like community policing, hot-spots policing, and problem-oriented policing expand the toolbox and focus of practices. The authors find little evidence that the standard model is effective, but emerging evidence does support more focused and tailored approaches that combine enforcement with other strategies. The strongest evidence of reducing crime and disorder comes from geographically focused practices like hot-spots policing.
This document summarizes a research study that observed police officer behaviors during interactions with citizens to identify behaviors associated with successful conflict resolution. The study found that:
1) Female officers were observed to use more supportive behaviors like information exchange and expressions of concern for citizens, while male officers preferred controlling behaviors, threats, and physical acts.
2) Male officers tended to elicit more defensive and abusive statements from citizens compared to female officers.
3) Sequential analysis revealed that supportive officer behaviors were more likely to lead to positive interactions, while controlling and coercive behaviors increased the likelihood of resistance or escalation from citizens.
Operational report to Metropolitan Police Federation (October 2016), based on the findings of a 2014-2015 qualitative study of police morale with London based Police Officers (and comparative ex-London officers)
168 Public Administration Review • March April 2017PubliAnastaciaShadelb
This document summarizes research on investigatory police stops and how they contribute to racial disparities and a crisis of legitimacy in American policing. It finds that investigatory stops, where officers stop people to check for criminal activity without evidence of a violation, are a major source of racial disparities. Data shows that African Americans are disproportionately subject to these stops and the intrusive questioning and searches that often accompany them. While meant to fight crime, these widespread investigatory stops undermine trust in the police, especially among African Americans. The authors argue policy and practice reforms are needed, like requiring documentation of all stops, to address this institutional problem beyond a focus on individual officer behavior alone.
168 public administration review • march april 2017 publiUMAR48665
This document discusses racial disparities in policing, specifically investigatory police stops. It argues that racial disparities stem not just from individual racist officers, but from institutional policies and practices, such as widespread use of investigatory stops. Investigatory stops are used to check out suspicious people or vehicles to see if they are engaged in criminal activity, but most people stopped are innocent. These stops undermine trust in police, especially among African Americans who are disproportionately subjected to them. Reforming this practice is key to restoring trust in law enforcement.
10.11770002716203262548 ARTICLETHE ANNALS OF THE AMERICAN ACASantosConleyha
The authors review research on the effectiveness of different police practices in reducing crime, disorder, and fear. They develop a typology that categorizes practices based on their diversity of approaches and level of focus. The standard model of policing scores low on both dimensions as it relies primarily on reactive law enforcement applied uniformly. Innovations like community policing, hot-spots policing, and problem-oriented policing expand the toolbox and focus of practices. The authors find little evidence that the standard model is effective, but the strongest evidence of reducing crime and disorder comes from focused practices like hot-spots policing. Problem-oriented policing also shows promise in reducing crime, disorder, and fear when tailored to specific problems.
10.11770002716203262548 ARTICLETHE ANNALS OF THE AMERICAN ACABenitoSumpter862
The authors review research on the effectiveness of different police practices in reducing crime, disorder, and fear. They develop a typology that categorizes practices based on their diversity of approaches and level of focus. The standard model of policing scores low on both dimensions as it relies primarily on reactive law enforcement applied uniformly. Innovations like community policing, hot-spots policing, and problem-oriented policing expand the toolbox and focus of practices. The authors find little evidence that the standard model is effective, but emerging evidence does support more focused and tailored approaches that combine enforcement with other strategies. The strongest evidence of reducing crime and disorder comes from geographically focused practices like hot-spots policing.
Running Head REDUCING RECIDIVISM THROUGH SUPERVISIONS 1 .docxcharisellington63520
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 1
Success Rates of Traditional and Intensive Supervisors in Reducing Recidivism
John Doe
University Name
Sample Paper
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 2
Abstract
The purpose of this paper to suggest a research proposal describing the succes rates of
traditional and intensive supervison on reducing recidivism. A design plan was designed
suggesting the type of research method used, which is a mixed-method research, and the
strenghts and weaknesses it may bring; the variables, the independent(traditional and intensive)
and dependent(recidivism) variables included; the sample of what is being studied, how it is
being chosen and how many people are needed for the research to move forward; the statistical
analysis being used and a total of ten annotated references summarizing each work and
suggesting its importance to the research.
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 3
Introduction
The topic of this research is recidivism and what approach has been the most successful
in reducing it, there are two types of supervisions, traditional and intensive, that are used in the
criminal justice system that need to be tested for success rate and researched for understanding in
order to determine not only their worth, but their success rates in the reduction of recidivism.
Recidivism is the tendency to relapse into a behavior or a condition, such as criminal behavior
and the reason why this matter is important is because the cold hard facts and numbers suggest
that “nearly 650,000 people are released from the nation’s prisons every year, and about nine
million more are released from jails. Two-thirds of those who come out of prison are rearrested
within three years of release” (Dory, 2009). More than half of the people being released are
committing the same crimes that got them convicted in the first place or are committing even
more dangerous crimes, like murder. The community can’t afford these type of careless releases
because they will be the ones being victimized, their families and friends will be the ones facing
the dangers of becoming another statistic in a murder crime. The people being released are just
being thrown out into the community where they will not be accepted and where they will not fit
in, unless they are helped and supervised accordingly.
There are two types of supervisions being used, traditional and intensive, traditional
supervision consists of offenders under correctional control in the community that are given
either the minimal or regular type of supervision, which means they are required to report as
little if any to their correctional officers and intensive supervision consists of offenders under
correctional control in the community to report constantly, the requirements are more strict and
there are conditions that .
1 Beyond Oversight A Problem-Oriented Approach To Police ReformApril Knyff
This document discusses how police oversight agencies can take a problem-oriented approach to police reform beyond just reactive oversight. It outlines the SARA problem-solving model and provides examples of how oversight agencies can contribute to each stage of the model (Scan, Analyze, Respond, Assess) to help identify problems within policing and work collaboratively with police to implement and evaluate solutions. The document argues that this approach can help oversight agencies promote more transformational and collaborative reform compared to just relying on deterrence and punishment.
Evidence based policing (EBP) aims to develop effective policing strategies through rigorous scientific research. EBP originated from Lawrence Sherman's view that policing programs should be tested using randomized controlled trials. Key elements of EBP include targeting specific crime problems, testing solutions using research, tracking results over time, making research usable for police, and incorporating police experience into the research process. Tools like the Matrix and Crime Reduction Toolkit help police identify strategies that research has shown to be effective based on an assessment of existing studies. EBP can be applied to research a wide range of policing topics.
CJ 301CHAPTER 1NOTESIt is important for everyone to become f.docxmonicafrancis71118
CJ 301
CHAPTER 1
NOTES
It is important for everyone to become familiar with the language of research as we begin this statistics course, so follow along and try to absorb the information below. This module is intended to accompany Chapter 1 of the Adventures in Criminal Justice Research text (4th edition):
This textbook introduces you to the logic of theory, research, and practice in criminal justice and gives you some practical experience through the use of the SPSS for Windows computer program.
WHAT DO WE MEAN WHEN WE SAY STATISTICS?
The word statistics can have a variety of meanings.
1. It can refer to fragments of data or information.
2. To some it may mean the theories and procedures that are used for understanding data.
3. Statistics may also be defined as collections of facts expressed as numbers.
-For example, in 1990, 341,387 full-time law enforcement officers were working in the U.S.; this is a statistic. So is the fact that 7,830 bank robberies occurred in the same year (Crime in the U.S. 1990) and that four million offenders were under some form of correctional supervision (Sourcebook of Criminal Justice Statistics 1992). The list of statistical facts about the criminal justice system may be regarded as statistics. Your age, your shoe size, your height, your sex, your ethnicity are all statistics. Indeed, any fact that can be expressed as a number, whether it is important or not, is a statistic.
4. For this class, we are going to use the following working definition of the term statistics. Statistics is a set of problem-solving procedures that are used to analyze and interpret aggregate data.
WHAT ARE SOME PRACTICAL APPLICATIONS OF STATISTICS?
Criminal justice practitioners deal with a wide variety of problems that statistics can help solve.
1. Statistics can be used to describe crime in a city, or the composition of a police department or the overcrowding problem in a county jail, or the case processing rate of a criminal court.
2. Other problems that arise in criminal justice go beyond simple description and into areas such as prediction and evaluation.
- For example, if a police department were to add 60 officers to its force, what would be the predicted impact on crime rates, staff morale, or gasoline consumption? How many new probation officer positions would be required in the next five years to keep up with the current growth in caseloads? If sentences to prison continue at their present rate, for how many new prison beds must the state plan? Is probation more effective than prison? Which community-based corrections programs work better than others? How successful is community-oriented policing or judicial training or the public defender’s office? Answering these types of question involves various statistical techniques that we will learn about during this semester.
WHAT ARE THE TYPES OF STATISTICS?
1. Descriptive Statistics – These are statistics whose function it is to describe what data looks l.
Exploring the relationshipbetween foot and car patrolin .docxlmelaine
Exploring the relationship
between foot and car patrol
in violent crime areas
Elizabeth R. Groff, Lallen Johnson,
Jerry H. Ratcliffe and Jennifer Wood
Department of Criminal Justice, Temple University,
Philadelphia, Pennsylvania, USA
Abstract
Purpose – The purpose of this paper is to describe how the Philadelphia Police Department instituted
a large-scale randomized controlled trial of foot patrol as a policing strategy and experienced 23
percent fewer violent crimes during the treatment period. The authors examine whether activities
patrol officers were conducting might have produced the crime reduction. The activities of foot and
car patrol officers research takes a closer look at what types are examined separately and differences
between car patrol activities pre-intervention and during the intervention are explored. Activities of
foot versus car patrol officers during the study period are compared across treatment and control areas.
Design/methodology/approach – Official data on police officer activity are used to compare
activities conducted by foot patrol officers with those by car patrol officers in 60 treatment (foot beat)
and 60 control areas consisting of violent crime hot spots. Activities of car patrol officers are described
pre-intervention and during the intervention. Foot patrol officers’ activities are described within
treatment and control areas during the treatment phase of the experiment. Car patrol officers’ activities
are reported separately. The statistical significance of changes in car patrol activity pre and during
intervention is evaluated using a series of mixed model ANOVAs.
Findings – There were noticeable differences in the activities conducted by foot and car patrol. Foot
patrol officers spent most of their time initiating pedestrian stops and addressing disorder incidents,
while car patrol officers handled the vast majority of reported crime incidents. Car patrol activity
declined in both treatment and control areas during the intervention but there was no statistically
significant difference between the treatment and the control areas.
Research limitations/implications – The major limitation of this study is the restricted set of data
describing officer activity that is captured by official records. Future studies should include a more robust
ethnographic component to better understand the broad spectrum of police activity in order to more
effectively gauge the ways in which foot patrol and car-based officers’ activities interact to address
community safety. This understanding can help extend the literature on “co-production” by highlighting
the safety partnerships that may develop organically across individual units within a police organization.
Practical implications – The study provides evidence that individual policing strategies
undertaken by agencies impact one another. When implementing and evaluating new programs, it
would be beneficial for police managers and researchers to consider the impact o ...
EVIDENCE-BASED POLICING 1Jervaughn F. ReidHelm School BetseyCalderon89
EVIDENCE-BASED POLICING 1
Jervaughn F. Reid
Helm School of Government, Liberty University
Evidence-Based Policing
Dr. Melvin Richards
May 19, 2021
Author Note
Jervaughn F. Reid
I do not have any conflict of interest to disclose.
Any communication about this article should be articulated to
Jervaughn F. Reid
Email: [email protected]
EVIDENCE-BASED POLICING 2
Abstract
There have been proposals to incorporate scientific evidence into police work. This paper will look
at evidence-based security, crime prevention, and problem-oriented policing in prosperous
countries. It is believed that some aspects have hindered the advancement of such a plan. Police
officers are not aware of evidence of crime-control techniques and tend not to use traditional or law
enforcement reactions. There is a limited knowledge base on which practitioners can develop
responses to crime problems, and researchers differ about what is helpful. While attempts to
incorporate research into the police system are welcome, caution will be taken against over-trust in
what can be achieved and provide advice to all who work to strengthen the evidence-based
process.
Keywords: Evidence-Based Policing, Criminal Justice and Problematic Police Forces.
EVIDENCE-BASED POLICING 3
Evidence-Based Policing
The use of data to support and guide policymaking has been among the recommended
approaches for the effective attainment of evidence-based policing (Greig-Midlane, 2019;
Farrington et al., 2019). Therefore, there should be a practical approach and techniques of
collecting and interpreting data/evidence at the disposal of the policymakers. Evidence is used to
decide if an offense has been perpetrated, suggest who may have committed it, and attempt to find
a point beyond reasonable suspicion in a court of law (Tewksbury, 2009). Mazzei & Roy (2017)
assert that policing will be more effective and provide long-lasting solutions with evidence.
Traditional practices that lack adequate systematic confirmation are subject to suspicion, according
to evidence-based policing. Evidence-based policing service starts with empirical assessments of
both proven and new methods and procedures. Several police innovations have emerged to include
evidence-based policy, such as the National Intelligence Model (NIM). This paper, however,
focuses on problematic police forces (POP). This is because POP has a more extended history than
NIM. Equally, more research has been carried out on problematic police forces than National
Intelligence Models partly because problematic police forces have a higher foreign profile than
National Intelligence Model in which the National Intelligence Model will eventually overlook.
Lastly, POPs are more committed to public treatment than National Intelligence Models. The
problem-oriented approach to policing and teamwork ostensibly includes identifying, executing,
and creating information to resolve real-world neighbor ...
Police have significant discretion in carrying out their duties. This discretion involves critical decisions such as making arrests, referring juveniles to court, and using deadly force. While discretion allows police to consider unique aspects of each situation, it can also lead to abuse and inconsistency if not properly controlled. Written policies and oversight seek to structure discretion to promote consistent and fair outcomes, improve public policy, and enhance professionalism in law enforcement. However, rules cannot cover all situations and may sometimes have unintended negative effects if not implemented carefully.
Research and explain the deviant actions of the Los Angeles Police D.pdffathimalinks
Research and explain the deviant actions of the Los Angeles Police Department’s Rampart
CRASH unit during the late 1990s. Did socialization and culture of the unit have a role within
the officer’s deviant behaviors? As a member of the CRASH team, what would have been your
course of action after observing the illegal conduct? submit your answer in 3-5 pages.
Solution
Traditional definitions of police misconduct, especially Apolice corruption,@ are imprecise. In
the past, police scholars have classified acts of police misconduct as Apolice corruption,@
Apolice brutality,@ and Adrug-related misconduct.@ We found, however, that these
classifications are not mutually exclusive, and that determining whether profit-motivated
criminality by police officers involved jobrelated police corruption frequently is impossible. -
Involuntary separations are rare. Separations for cause from the New York City Police
Department (through dismissals, terminations, and forced resignations and retirements) are
infrequent events. Only two percent of the officers employed by the NYPD during the 22 years
(1975-96) we studied were involuntarily separated from the department. - Pre-employment
history matters. Officers whose life histories include records of arrest, traffic violations, and
failure in other jobs are more likely than other officers to be involuntarily separated from the
NYPD. - Education and training matter. Officers who hold associate or higher degrees are less
likely than those who do not to be involuntarily separated. Those who do well in the Police
Academy=s recruit training program are less likely than marginal recruits to be separated as
unsatisfactory probationers. Subsequently, they also are less likely to be involuntarily separated
for cause after successful completion of their probationary periods. - Diversity matters. As the
NYPD has become more diverse, it has become better behaved. We found a very strong inverse
correlation (r=-.71; r2 .50) between the percentage of white male NYPD officers and the
department=s annual rate of involuntary separations. - Race still matters, but apparently only for
black officers: As the representation of Hispanic and Asian officers in the NYPD has increased,
their involuntary separation rates have decreased and become virtually indistinguishable from
those of white officers. Black officers= representation in the NYPD remained relatively flat
during the years studied. Black officers= involuntary separation rates have also decreased, but
remain higher than those for other racial groups. This document is a research report submitted to
the U.S. Department of Justice. This report has not been published by the Department. Opinions
or points of view expressed are those of the author(s) and do not necessarily reflect the official
position or policies of the U.S. Department of Justice. Fyfe and Kane -- xiii The study reaches
these conclusions after examining the life and career histories of all 1,543 officers who were
dis.
iv
chapter
9
the arreSt DecISIOn
Simulation Studies
Police Bias in the Arrest Decision
Racism
Early Studies
Later Studies
Sexism
Early Studies
Later Studies
Biased-Based Policing
A Critique
Controlling Police Officer Discretion
The Locus of Change
The Policy Formulation Process
Summary
Review Questions
Discussion Questions
Selected Internet Sites
References
275
chapter OutlIne
Key Terms
Learning Objectives
Introduction
Full versus Selective Enforcement
Reasons for Police Discretion
Unclear Laws
Nuisance Behavior
Broad Statutes
Moral Standards
Outdated Laws
Defining Discretion
Handling Calls for Service
Police Operators and Dispatchers
Handling Calls in the Field
Observational Studies
Controlling the Call
Putting It Together
The Arrest Decision
Field Encounter Studies
R
O
D
D
Y
,
A
N
T
H
O
N
Y
6
9
7
3
B
U
276 Part 3 On the Streets
pretextual stop
proactive policing
quota
racial profiling
reactive policing
selective enforcement
simulation
unarticulated improvisation
Key termS
chivalry hypothesis
coercive regulation
definitional regulation
discretion
field observation
full enforcement
imperative regulation
masculinity hypothesis
policy
• Comment on why some people call
police telephone operators and
dispatchers the “gatekeepers to the
police system;”
• Talk about how police officers use
definition, imperative, and coercive
regulation;
• Explain how legal and non-legal vari-
ables influence the decision to arrest
a person;
• Debate whether racism and sexism
bias the arrest decision
• Critique the arrest literature that
relies heavily on just social variables;
• Review the policy formulation pro-
cess; and,
• Discuss the importance of police for
police discretion.
learnIng ObjectIveS
The study of this chapter will enable
you to:
• Explain why arrest is such a monu-
mental power;
• Understand why full enforcement
is a myth;
• Outline what selective enforcement
means;
• Appreciate what unarticulated
improvisation is;
• List two objections to unarticulated
improvisation
• Define police discretion;
• Appreciate why the decision not to
arrest is important;
• Give five reasons why police
discretion exists
• Differentiate discretion from
discrimination;
• Contrast proactive with reactive
policing;
R
O
D
D
Y
,
A
N
T
H
O
N
Y
6
9
7
3
B
U
Chapter 9 the arrest Decision 277
Introduction
One of the more monumental powers a police officer can exercise is an arrest. Why
do we refer to arrest powers as being monumental? Very simply, being arrested car-
ries a negative image that taints the arrestee for years to come. One classic example of
this adverse impact comes from an ingenious field experiment. Schwartz and Skolnick
(1962) designed a resumé for four fictitious job seekers. While all the pertinent details
were the same for each candidate, the criminal records varied. The first application con-
tained no mention of an arrest history.
This document is a research proposal on police brutality and the dangers faced by police. It includes an introduction, literature review, methodology, and analysis sections. The introduction provides definitions of police brutality and discusses its forms and cases in Pakistan. The literature review examines previous research on the structure of policing in Pakistan and perspectives on police brutality. The methodology section describes the qualitative nature of the study and data collection using interviews. The analysis presents the results of a questionnaire given to university students on topics related to police brutality and safety.
\\jciprod01\productn\H\HLP\10-1\HLP101.txt unknown Seq: 1 9-FEB-16 10:16
The Uses and Abuses of Police Discretion:
Toward Harm Reduction Policing
Katherine Beckett*
INTRODUCTION
Although discretion is an unavoidable and ubiquitous feature of police
work, it is also the subject of significant controversy and debate. In this
essay, I first provide a brief overview of the history and evolution of police
discretion from the 1960s to today and explain how its exercise has been
impacted in recent decades by the war on drugs and the adoption of “broken
windows policing.” These policy initiatives encouraged a more muscular po-
lice response to low-level offending and had important consequences, in-
cluding the flooding of U.S. prisons and jails and the disproportionate
incarceration of people of color. Although many of those targeted in the
campaigns against drugs and disorder do not pose a significant threat to pub-
lic safety, many do contend with multiple challenges such as homelessness,
addiction, and mental illness, and, as a result, cycle repeatedly into and out
of jail. Incarceration, including short-term jail spells, often has deleterious
and destabilizing effects, which increase the likelihood that arrest and incar-
ceration will continue to occur with some regularity.
In the second half of this essay, I argue that since police discretion
cannot be eradicated, and the destructive nature of mass incarceration is in-
creasingly well-understood, municipalities would be well-advised to imple-
ment alternatives to the war on drugs and broken windows policing. Ideally,
these alternative approaches would encourage the police to respond to “dis-
orderly” behaviors that do not pose a significant public safety problem in
ways that reduce the harm that results from low-level crimes and from crimi-
nal justice involvement itself. To illustrate what such a policy framework
might look like, I describe Seattle’s Law Enforcement Assisted Diversion
(LEAD) Program, which relies on police discretion to channel people sus-
pected of minor forms of criminal wrongdoing out of the criminal justice
system and toward services with the aim of reducing human suffering at
both the individual and community levels. I conclude that programs like
LEAD that use harm reduction principles to guide the exercise of police
discretion enable municipalities to respond to low-level crimes in a way that
alleviates rather than exacerbates individual and community suffering asso-
ciated with those behaviors.
* Katherine Beckett is a Professor in the Law, Societies and Justice Program and Professor
and Clarence and Elissa M. (“Lee”) Schrag Endowed Faculty Fellow in the Department of
Sociology at the University of Washington.
\\jciprod01\productn\H\HLP\10-1\HLP101.txt unknown Seq: 2 9-FEB-16 10:16
78 Harvard Law & Policy Review [Vol. 10
I. POLICE DISCRETION: AN OVERVIEW
The inevitability of police discretion was “discovered” by social scien-
tists in the 1960s. Prior to th ...
CJ 316 – Research Methods in Criminal Justice Component #3.docxmccormicknadine86
CJ 316 – Research Methods in Criminal Justice
Component #3 – Research Design/Conclusion
Due by midnight on Saturday, February 24, 2018
Here you will explain the design for your proposed research. There are 3 elements to this section.
1. Hypothesis- after your literature review and problem statement you should have a clear thesis question
that you are intending to answer. This should be your first sentence under this section backed up by a
few supporting details that illustrates this claim.
a. Example: Community orientated polices has been a major contributor for decreasing crime in
inner cities. This fact has been cited throughout the literature over the years and has been seen as
an effective strategy (Please add more details, this is just an example).
b. Side note: You should have around 5 sentences, one stating your hypothesis/ thesis question, and
the other sentences should involve supporting details about your hypothesis.
2. Operationalization- Please discuss the variables that you will be using in your study. Each study should
contain a dependent and independent variable. In addition if you chose to use a theory to explain your
thesis question then please explain why your chose that theory.
a. Example: crime rate depends on community policing practices. The crime rate is the dependent
variable and community policing is the independent variable.
b. In addition, please include any issues of Validity, Reliability, or Ethics that pertain to your
operationalizing. Each of these elements should be broken off into separate paragraphs.
3. Research design/ Data and Methods- please describe your proposed research design. This should
include:
• The units of analysis
• Sampling frame
• Sampling procedure
• Sample size
• Methods of collection
Example:
With the evolution of the criminal justice system and its continued reliance on technology, the electronic
monitoring system is a safer and more effective way to keep track of criminals and reduce the recidivism of
the probationers. With probation officers under increasing caseloads and having to keep track of more and
more probationers, the people on probation are followed less and have less supervision while on probation.
This gives the probationers the opportunity to break their rules with a less likely chance that the overworked
officer will catch them. The ankle electronic monitoring system helps the officer keep track of more cases
easier and track the probationers more closely.
There are a few variables that are part of the electronic monitoring research. The independent variable of
the research is the electronic monitoring devices and the dependent variable is the reduction of recidivism.
The reduction of recidivism directly relates to the use of the ankle monitoring device. With the ankle
monitor, it convinces the probationer to stick to his clean ways because the probation officer will be notified
of the user’s actio ...
City of Reno Police Chief Community SurveyThis Is Reno
Low staffing levels and political agendas are two problems within the Reno Police Department. That’s according to concerns identified by community members and RPD employees in two recent surveys conducted as part of a search for the department’s new chief.
The surveys were developed and analyzed by Ralph Andersen, an executive search firm tasked with helping to replace Chief Jason Soto, who is set to retire in January 2023.
The internal department survey included responses from 128 of RPD’s staff – officers, command staff and civilians. It revealed that employees have mixed feelings about the department, with some citing low morale, burnout and staffing shortages.
The document discusses six major causes of wrongful conviction:
1. Eyewitness misidentification is the leading cause, responsible for 72% of wrongful convictions overturned by DNA evidence. Eyewitness identification is unreliable due to the malleability of human memory.
2. Unreliable or improper forensic science techniques and forensic scientist misconduct have also led to wrongful convictions. Most forensic techniques have not been thoroughly scientifically evaluated.
3. False confessions, which are sometimes coerced, have also contributed to wrongful convictions.
Patrol is the central feature of police operations and the backbone of policing. The majority of police are patrol officers who deliver services to the public and are the visible symbols of law enforcement. Patrol officers are the most important decision makers and gatekeepers to the criminal justice system. Their assignments are usually based on seniority and patrol is often considered the least desirable assignment. Community policing aims to give patrol officers more authority as problem solvers. The organization and delivery of patrol depends on factors like the number of officers, their distribution by time and area, and the type of patrol used. Landmark experiments on patrol in Kansas City and Newark found that changes to patrol levels did not significantly impact crime rates or public attitudes.
female Police officers Do female officeRs PeRfoRm as Well as maleChereCheek752
female Police officers: Do female officeRs PeRfoRm as Well as male officeRs?
Bloch, P., and D. Anderson (1974). Policewomen on Patrol. Washington, DC: Police Foundation.
Background
As women began establishing themselves as police officers, some police administrators remained skeptical of their performance. Should women perform the same duties as men? Could women perform their duties as well as men? Would hiring a large number of female police officers change the nature of police work? These were all questions that had no answers. The first effort to address those questions came from a comprehensive study of women in police work conducted by the Police Foundation and the Urban Institute in the early 1970s. In collaboration with the Metropolitan Police of the District of Columbia, Peter Bloch and Deborah Anderson (1974) carried out an experiment to compare the job performance of male and female police officers. Results from the study were published in 1974 under the title “Policewomen on Patrol.”5 The Metropolitan Police Department in Washington, D.C., was well known for its progres-sive policies regarding female officers. Beginning in 1969, the department, under the direction of Chief Jerry Wilson, advocated expanding the role of women in policing. He allowed women to work as investigators and assigned them to the technical squad. In 1972, Wilson hired a large number of female police officers and assigned them to patrol. It was a significant move that went against national trends of allowing only a few women to work as patrol officers. It also presented a unique opportunity for researchers to assess female officers’ job performance.
The Experiment
The Washington, D.C. Metropolitan Police Department hired 86 women between 1971 and 1973 (referred to in the study as “new women”). No special recruitment strategies were used to attract the female applicants because the starting salary of $8,500 to $10,000 appeared to be motivation enough. Another 25 women hired between 1969 and 1971 (“reassigned women”) also participated in the study, and each had undergone a “retraining” period to prepare them for reassignment to patrol. Each of the new female officers was “matched” to a male officer with similar character-istics who had graduated from the same police academy training class. Matching is frequently used in quasi-experimental research when a researcher is unable to randomly assign study par-ticipants to comparison groups. Matching can help control for differences between groups that might influence the study outcome (such as differences based on the age and experience of an officer). The police department served a total of seven districts within Washington, D.C. Each district consisted of two platoons with three sections in each platoon. Each section was broken into five squads with 10 to 12 officers per squad. The “new women” officers were assigned to two districts: one and seven. These districts would be the “experimental districts” where the ...
This document discusses factors related to patrol allocation and deployment in police departments. It addresses how patrol time is spent, challenges in determining patrol effectiveness, and different approaches to patrol discussed by policing experts including August Vollmer and O.W. Wilson. Key considerations for patrol allocation include calls for service, response times, crime rates, and providing a visible presence to promote community safety. However, the best methods remain unclear due to limited rigorous research on different patrol strategies.
1) The document discusses a study that compares recidivism rates of prisoners released with and without parole supervision.
2) The study finds that prisoners released to mandatory and discretionary parole supervision generally do not have lower rearrest rates than those released unconditionally.
3) Certain groups, like females, lower-level offenders, and property offenders released through discretionary parole, appear to benefit most from supervision in terms of reduced recidivism. However, supervision seems to have little impact on higher-risk offenders.
This document discusses issues related to policing, including who makes up police forces, challenges they face, and ways to address issues. It finds that while more departments now require higher education, only 1% mandate a 4-year degree. Minority representation has increased to 25% of officers. About 15% of officers are female, though policing remains male-dominated. Police face stress from ambiguous roles and dangerous work, which can contribute to issues like brutality and corruption. Oversight, policies on use of force, and prioritizing officer safety aim to address these challenges.
Cover LetterOne aspect of strategic planning is to develop a str.docxmarilucorr
Cover Letter
One aspect of strategic planning is to develop a strong team of people. Discovering and retaining top talent may lead a company to success. Your goal for this journal assignment is to showcase why you would make a good candidate for an organization. To stand out from other candidates, you will want to write a cover letter for each position in which you apply. Cover letters allow you an opportunity to highlight your skills and competencies for potential employers.
For this assignment, you will develop a cover letter, reflect on your most relevant skills, and assess what action steps you can take to make your cover letter stronger.
To write an impactful cover letter, you should answer the following questions before you begin composing it. Starting with these questions will help provide a clear and concise message for the person reading your cover letter.
Why are you interested in the position? Consider what makes the position, organization, or company interesting to you.
What three skills or competencies do you possess that match the skills the employer is seeking in a candidate?
You can find these skills by viewing the job description. These specific skills are the reason every cover letter should be unique for each job you apply for.
Begin by reviewing the following Forbes’ articles:
Forget Cover Letters – Write A Pain Letter, Instead! (Links to an external site.)
Stop! Don’t Send That Cover Letter (Links to an external site.)
Tips For The Perfect Resume And Cover Letter (Links to an external site.)
Once you have reviewed the articles, identify a position of interest as a potential job opportunity. You may use any job search website. Two popular employment websites are
Indeed (Links to an external site.)
and CareerBuilder. After you identify a position of interest, use the job description to identify three skills or qualifications that match your background. Next, develop a cover letter by creating a three- to four-sentence paragraph highlighting your matching skills.
Carefully review the
Grading Rubric (Links to an external site.)
for the criteria that will be used to evaluate your assignment.
Required Resources
Text
Abraham, S. (2012).
S
trategic management for organizations
. Retrieved from https://content.ashford.edu/
Chapter 1: Strategic Management
Chapter 2: Leadership, Governance, Values, and Culture
Chapter 3: Strategic Thinking
Articles
Collamer, N. (2014, February 4).
The perfect elevator pitch to land a job (Links to an external site.)
.
Forbes
. Retrieved from http://www.forbes.com/sites/nextavenue/2013/02/04/the-perfect-elevator-pitch-to-land-a-job/
This article provides information about how a 30 second summary about being the perfect candidate can help during a job interview and will assist you in your Elevator Speech discussion forum this week.
Accessibility Statement does not exist.
Privacy Policy (Links to an external site.)
Ryan, L. (2014, October 12).
Forget cov.
Cover Letter, Resume, and Portfolio Toussaint Casimir.docxmarilucorr
Cover Letter, Resume, and Portfolio
Toussaint Casimir
Walden University
NURS 6660 PMH Nurse Practitioner Role I: Child and Adolescent
February 3, 2019
Personal Philosophy Statement
Patient care is complex system that is delivered by a multidisciplinary team. Its success requires perfect harmony between the all the involving members. It is vital that the care we deliver as healthcare professional is patient – centered. Therefore, it is important to know the population that we are serving, its needs and its cultural background. In the United States more than any other country, healthcare providers should develop their cultural awareness and competence.
The stigma around the mental illness and the quality of treatment that mentally ill individuals receive have inspired me to become a psychiatric mental health nurse practitioner (PMHNP). I have felt the necessity to stand up and do what is right as my contribution to fix this urgent issue. In our society, physical or medical diseases provoke empathy, but we demonstrate disdain for people impacted by mental conditions. Like we always say, “See it and fix it”. So, passivity is as wrong as the wrong doing.
As a psychiatric mental health nurse practitioner, I will have the opportunity to care for a multicultural population with different conceptions or point of view about mental health. It is my role and responsibility to understand the cultural differences and provide support to those in need. I have learned that in the healthcare system, we should not be judgmental. My personal philosophy is to treat each and every patient as I would like to be treated. It is a moral obligation to use my knowledge to serve and educate individuals in my community. As a healthcare professional, I believe that I have the capability to change to way mentally ill individuals are viewed and treated. Through my philosophy, I will be able to advocate for holistic and empathic care for individuals with mental health conditions.
Self – Assessment
I have decided to transition from registered nurse (RN) to psychiatric mental health nurse practitioner (PMHNP) to better serve my community. So, I have always said and believe that the more someone has the he/she can give. When I decided to go back to school to pursue my goal, I said to myself “I have to choose one of the best schools”. Finally, I have chosen Walden University that I believe meet my expectations. For my Practicum, I have chosen the Compass Health System which has been established in the South Florida since 1990, and it is well respected in the community. They offer their services through their offices and most of the hospital with mental health crisis. They are one the major teaching facilities in mental health in the South Florida.
I have selected preceptors who have been working with Compass Health System for several years. So, they acquired a very solid experience in the field. I have taken great advantage of their experience to strengthen my assessment s.
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Running Head REDUCING RECIDIVISM THROUGH SUPERVISIONS 1 .docxcharisellington63520
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 1
Success Rates of Traditional and Intensive Supervisors in Reducing Recidivism
John Doe
University Name
Sample Paper
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 2
Abstract
The purpose of this paper to suggest a research proposal describing the succes rates of
traditional and intensive supervison on reducing recidivism. A design plan was designed
suggesting the type of research method used, which is a mixed-method research, and the
strenghts and weaknesses it may bring; the variables, the independent(traditional and intensive)
and dependent(recidivism) variables included; the sample of what is being studied, how it is
being chosen and how many people are needed for the research to move forward; the statistical
analysis being used and a total of ten annotated references summarizing each work and
suggesting its importance to the research.
Running Head: REDUCING RECIDIVISM THROUGH SUPERVISIONS 3
Introduction
The topic of this research is recidivism and what approach has been the most successful
in reducing it, there are two types of supervisions, traditional and intensive, that are used in the
criminal justice system that need to be tested for success rate and researched for understanding in
order to determine not only their worth, but their success rates in the reduction of recidivism.
Recidivism is the tendency to relapse into a behavior or a condition, such as criminal behavior
and the reason why this matter is important is because the cold hard facts and numbers suggest
that “nearly 650,000 people are released from the nation’s prisons every year, and about nine
million more are released from jails. Two-thirds of those who come out of prison are rearrested
within three years of release” (Dory, 2009). More than half of the people being released are
committing the same crimes that got them convicted in the first place or are committing even
more dangerous crimes, like murder. The community can’t afford these type of careless releases
because they will be the ones being victimized, their families and friends will be the ones facing
the dangers of becoming another statistic in a murder crime. The people being released are just
being thrown out into the community where they will not be accepted and where they will not fit
in, unless they are helped and supervised accordingly.
There are two types of supervisions being used, traditional and intensive, traditional
supervision consists of offenders under correctional control in the community that are given
either the minimal or regular type of supervision, which means they are required to report as
little if any to their correctional officers and intensive supervision consists of offenders under
correctional control in the community to report constantly, the requirements are more strict and
there are conditions that .
1 Beyond Oversight A Problem-Oriented Approach To Police ReformApril Knyff
This document discusses how police oversight agencies can take a problem-oriented approach to police reform beyond just reactive oversight. It outlines the SARA problem-solving model and provides examples of how oversight agencies can contribute to each stage of the model (Scan, Analyze, Respond, Assess) to help identify problems within policing and work collaboratively with police to implement and evaluate solutions. The document argues that this approach can help oversight agencies promote more transformational and collaborative reform compared to just relying on deterrence and punishment.
Evidence based policing (EBP) aims to develop effective policing strategies through rigorous scientific research. EBP originated from Lawrence Sherman's view that policing programs should be tested using randomized controlled trials. Key elements of EBP include targeting specific crime problems, testing solutions using research, tracking results over time, making research usable for police, and incorporating police experience into the research process. Tools like the Matrix and Crime Reduction Toolkit help police identify strategies that research has shown to be effective based on an assessment of existing studies. EBP can be applied to research a wide range of policing topics.
CJ 301CHAPTER 1NOTESIt is important for everyone to become f.docxmonicafrancis71118
CJ 301
CHAPTER 1
NOTES
It is important for everyone to become familiar with the language of research as we begin this statistics course, so follow along and try to absorb the information below. This module is intended to accompany Chapter 1 of the Adventures in Criminal Justice Research text (4th edition):
This textbook introduces you to the logic of theory, research, and practice in criminal justice and gives you some practical experience through the use of the SPSS for Windows computer program.
WHAT DO WE MEAN WHEN WE SAY STATISTICS?
The word statistics can have a variety of meanings.
1. It can refer to fragments of data or information.
2. To some it may mean the theories and procedures that are used for understanding data.
3. Statistics may also be defined as collections of facts expressed as numbers.
-For example, in 1990, 341,387 full-time law enforcement officers were working in the U.S.; this is a statistic. So is the fact that 7,830 bank robberies occurred in the same year (Crime in the U.S. 1990) and that four million offenders were under some form of correctional supervision (Sourcebook of Criminal Justice Statistics 1992). The list of statistical facts about the criminal justice system may be regarded as statistics. Your age, your shoe size, your height, your sex, your ethnicity are all statistics. Indeed, any fact that can be expressed as a number, whether it is important or not, is a statistic.
4. For this class, we are going to use the following working definition of the term statistics. Statistics is a set of problem-solving procedures that are used to analyze and interpret aggregate data.
WHAT ARE SOME PRACTICAL APPLICATIONS OF STATISTICS?
Criminal justice practitioners deal with a wide variety of problems that statistics can help solve.
1. Statistics can be used to describe crime in a city, or the composition of a police department or the overcrowding problem in a county jail, or the case processing rate of a criminal court.
2. Other problems that arise in criminal justice go beyond simple description and into areas such as prediction and evaluation.
- For example, if a police department were to add 60 officers to its force, what would be the predicted impact on crime rates, staff morale, or gasoline consumption? How many new probation officer positions would be required in the next five years to keep up with the current growth in caseloads? If sentences to prison continue at their present rate, for how many new prison beds must the state plan? Is probation more effective than prison? Which community-based corrections programs work better than others? How successful is community-oriented policing or judicial training or the public defender’s office? Answering these types of question involves various statistical techniques that we will learn about during this semester.
WHAT ARE THE TYPES OF STATISTICS?
1. Descriptive Statistics – These are statistics whose function it is to describe what data looks l.
Exploring the relationshipbetween foot and car patrolin .docxlmelaine
Exploring the relationship
between foot and car patrol
in violent crime areas
Elizabeth R. Groff, Lallen Johnson,
Jerry H. Ratcliffe and Jennifer Wood
Department of Criminal Justice, Temple University,
Philadelphia, Pennsylvania, USA
Abstract
Purpose – The purpose of this paper is to describe how the Philadelphia Police Department instituted
a large-scale randomized controlled trial of foot patrol as a policing strategy and experienced 23
percent fewer violent crimes during the treatment period. The authors examine whether activities
patrol officers were conducting might have produced the crime reduction. The activities of foot and
car patrol officers research takes a closer look at what types are examined separately and differences
between car patrol activities pre-intervention and during the intervention are explored. Activities of
foot versus car patrol officers during the study period are compared across treatment and control areas.
Design/methodology/approach – Official data on police officer activity are used to compare
activities conducted by foot patrol officers with those by car patrol officers in 60 treatment (foot beat)
and 60 control areas consisting of violent crime hot spots. Activities of car patrol officers are described
pre-intervention and during the intervention. Foot patrol officers’ activities are described within
treatment and control areas during the treatment phase of the experiment. Car patrol officers’ activities
are reported separately. The statistical significance of changes in car patrol activity pre and during
intervention is evaluated using a series of mixed model ANOVAs.
Findings – There were noticeable differences in the activities conducted by foot and car patrol. Foot
patrol officers spent most of their time initiating pedestrian stops and addressing disorder incidents,
while car patrol officers handled the vast majority of reported crime incidents. Car patrol activity
declined in both treatment and control areas during the intervention but there was no statistically
significant difference between the treatment and the control areas.
Research limitations/implications – The major limitation of this study is the restricted set of data
describing officer activity that is captured by official records. Future studies should include a more robust
ethnographic component to better understand the broad spectrum of police activity in order to more
effectively gauge the ways in which foot patrol and car-based officers’ activities interact to address
community safety. This understanding can help extend the literature on “co-production” by highlighting
the safety partnerships that may develop organically across individual units within a police organization.
Practical implications – The study provides evidence that individual policing strategies
undertaken by agencies impact one another. When implementing and evaluating new programs, it
would be beneficial for police managers and researchers to consider the impact o ...
EVIDENCE-BASED POLICING 1Jervaughn F. ReidHelm School BetseyCalderon89
EVIDENCE-BASED POLICING 1
Jervaughn F. Reid
Helm School of Government, Liberty University
Evidence-Based Policing
Dr. Melvin Richards
May 19, 2021
Author Note
Jervaughn F. Reid
I do not have any conflict of interest to disclose.
Any communication about this article should be articulated to
Jervaughn F. Reid
Email: [email protected]
EVIDENCE-BASED POLICING 2
Abstract
There have been proposals to incorporate scientific evidence into police work. This paper will look
at evidence-based security, crime prevention, and problem-oriented policing in prosperous
countries. It is believed that some aspects have hindered the advancement of such a plan. Police
officers are not aware of evidence of crime-control techniques and tend not to use traditional or law
enforcement reactions. There is a limited knowledge base on which practitioners can develop
responses to crime problems, and researchers differ about what is helpful. While attempts to
incorporate research into the police system are welcome, caution will be taken against over-trust in
what can be achieved and provide advice to all who work to strengthen the evidence-based
process.
Keywords: Evidence-Based Policing, Criminal Justice and Problematic Police Forces.
EVIDENCE-BASED POLICING 3
Evidence-Based Policing
The use of data to support and guide policymaking has been among the recommended
approaches for the effective attainment of evidence-based policing (Greig-Midlane, 2019;
Farrington et al., 2019). Therefore, there should be a practical approach and techniques of
collecting and interpreting data/evidence at the disposal of the policymakers. Evidence is used to
decide if an offense has been perpetrated, suggest who may have committed it, and attempt to find
a point beyond reasonable suspicion in a court of law (Tewksbury, 2009). Mazzei & Roy (2017)
assert that policing will be more effective and provide long-lasting solutions with evidence.
Traditional practices that lack adequate systematic confirmation are subject to suspicion, according
to evidence-based policing. Evidence-based policing service starts with empirical assessments of
both proven and new methods and procedures. Several police innovations have emerged to include
evidence-based policy, such as the National Intelligence Model (NIM). This paper, however,
focuses on problematic police forces (POP). This is because POP has a more extended history than
NIM. Equally, more research has been carried out on problematic police forces than National
Intelligence Models partly because problematic police forces have a higher foreign profile than
National Intelligence Model in which the National Intelligence Model will eventually overlook.
Lastly, POPs are more committed to public treatment than National Intelligence Models. The
problem-oriented approach to policing and teamwork ostensibly includes identifying, executing,
and creating information to resolve real-world neighbor ...
Police have significant discretion in carrying out their duties. This discretion involves critical decisions such as making arrests, referring juveniles to court, and using deadly force. While discretion allows police to consider unique aspects of each situation, it can also lead to abuse and inconsistency if not properly controlled. Written policies and oversight seek to structure discretion to promote consistent and fair outcomes, improve public policy, and enhance professionalism in law enforcement. However, rules cannot cover all situations and may sometimes have unintended negative effects if not implemented carefully.
Research and explain the deviant actions of the Los Angeles Police D.pdffathimalinks
Research and explain the deviant actions of the Los Angeles Police Department’s Rampart
CRASH unit during the late 1990s. Did socialization and culture of the unit have a role within
the officer’s deviant behaviors? As a member of the CRASH team, what would have been your
course of action after observing the illegal conduct? submit your answer in 3-5 pages.
Solution
Traditional definitions of police misconduct, especially Apolice corruption,@ are imprecise. In
the past, police scholars have classified acts of police misconduct as Apolice corruption,@
Apolice brutality,@ and Adrug-related misconduct.@ We found, however, that these
classifications are not mutually exclusive, and that determining whether profit-motivated
criminality by police officers involved jobrelated police corruption frequently is impossible. -
Involuntary separations are rare. Separations for cause from the New York City Police
Department (through dismissals, terminations, and forced resignations and retirements) are
infrequent events. Only two percent of the officers employed by the NYPD during the 22 years
(1975-96) we studied were involuntarily separated from the department. - Pre-employment
history matters. Officers whose life histories include records of arrest, traffic violations, and
failure in other jobs are more likely than other officers to be involuntarily separated from the
NYPD. - Education and training matter. Officers who hold associate or higher degrees are less
likely than those who do not to be involuntarily separated. Those who do well in the Police
Academy=s recruit training program are less likely than marginal recruits to be separated as
unsatisfactory probationers. Subsequently, they also are less likely to be involuntarily separated
for cause after successful completion of their probationary periods. - Diversity matters. As the
NYPD has become more diverse, it has become better behaved. We found a very strong inverse
correlation (r=-.71; r2 .50) between the percentage of white male NYPD officers and the
department=s annual rate of involuntary separations. - Race still matters, but apparently only for
black officers: As the representation of Hispanic and Asian officers in the NYPD has increased,
their involuntary separation rates have decreased and become virtually indistinguishable from
those of white officers. Black officers= representation in the NYPD remained relatively flat
during the years studied. Black officers= involuntary separation rates have also decreased, but
remain higher than those for other racial groups. This document is a research report submitted to
the U.S. Department of Justice. This report has not been published by the Department. Opinions
or points of view expressed are those of the author(s) and do not necessarily reflect the official
position or policies of the U.S. Department of Justice. Fyfe and Kane -- xiii The study reaches
these conclusions after examining the life and career histories of all 1,543 officers who were
dis.
iv
chapter
9
the arreSt DecISIOn
Simulation Studies
Police Bias in the Arrest Decision
Racism
Early Studies
Later Studies
Sexism
Early Studies
Later Studies
Biased-Based Policing
A Critique
Controlling Police Officer Discretion
The Locus of Change
The Policy Formulation Process
Summary
Review Questions
Discussion Questions
Selected Internet Sites
References
275
chapter OutlIne
Key Terms
Learning Objectives
Introduction
Full versus Selective Enforcement
Reasons for Police Discretion
Unclear Laws
Nuisance Behavior
Broad Statutes
Moral Standards
Outdated Laws
Defining Discretion
Handling Calls for Service
Police Operators and Dispatchers
Handling Calls in the Field
Observational Studies
Controlling the Call
Putting It Together
The Arrest Decision
Field Encounter Studies
R
O
D
D
Y
,
A
N
T
H
O
N
Y
6
9
7
3
B
U
276 Part 3 On the Streets
pretextual stop
proactive policing
quota
racial profiling
reactive policing
selective enforcement
simulation
unarticulated improvisation
Key termS
chivalry hypothesis
coercive regulation
definitional regulation
discretion
field observation
full enforcement
imperative regulation
masculinity hypothesis
policy
• Comment on why some people call
police telephone operators and
dispatchers the “gatekeepers to the
police system;”
• Talk about how police officers use
definition, imperative, and coercive
regulation;
• Explain how legal and non-legal vari-
ables influence the decision to arrest
a person;
• Debate whether racism and sexism
bias the arrest decision
• Critique the arrest literature that
relies heavily on just social variables;
• Review the policy formulation pro-
cess; and,
• Discuss the importance of police for
police discretion.
learnIng ObjectIveS
The study of this chapter will enable
you to:
• Explain why arrest is such a monu-
mental power;
• Understand why full enforcement
is a myth;
• Outline what selective enforcement
means;
• Appreciate what unarticulated
improvisation is;
• List two objections to unarticulated
improvisation
• Define police discretion;
• Appreciate why the decision not to
arrest is important;
• Give five reasons why police
discretion exists
• Differentiate discretion from
discrimination;
• Contrast proactive with reactive
policing;
R
O
D
D
Y
,
A
N
T
H
O
N
Y
6
9
7
3
B
U
Chapter 9 the arrest Decision 277
Introduction
One of the more monumental powers a police officer can exercise is an arrest. Why
do we refer to arrest powers as being monumental? Very simply, being arrested car-
ries a negative image that taints the arrestee for years to come. One classic example of
this adverse impact comes from an ingenious field experiment. Schwartz and Skolnick
(1962) designed a resumé for four fictitious job seekers. While all the pertinent details
were the same for each candidate, the criminal records varied. The first application con-
tained no mention of an arrest history.
This document is a research proposal on police brutality and the dangers faced by police. It includes an introduction, literature review, methodology, and analysis sections. The introduction provides definitions of police brutality and discusses its forms and cases in Pakistan. The literature review examines previous research on the structure of policing in Pakistan and perspectives on police brutality. The methodology section describes the qualitative nature of the study and data collection using interviews. The analysis presents the results of a questionnaire given to university students on topics related to police brutality and safety.
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The Uses and Abuses of Police Discretion:
Toward Harm Reduction Policing
Katherine Beckett*
INTRODUCTION
Although discretion is an unavoidable and ubiquitous feature of police
work, it is also the subject of significant controversy and debate. In this
essay, I first provide a brief overview of the history and evolution of police
discretion from the 1960s to today and explain how its exercise has been
impacted in recent decades by the war on drugs and the adoption of “broken
windows policing.” These policy initiatives encouraged a more muscular po-
lice response to low-level offending and had important consequences, in-
cluding the flooding of U.S. prisons and jails and the disproportionate
incarceration of people of color. Although many of those targeted in the
campaigns against drugs and disorder do not pose a significant threat to pub-
lic safety, many do contend with multiple challenges such as homelessness,
addiction, and mental illness, and, as a result, cycle repeatedly into and out
of jail. Incarceration, including short-term jail spells, often has deleterious
and destabilizing effects, which increase the likelihood that arrest and incar-
ceration will continue to occur with some regularity.
In the second half of this essay, I argue that since police discretion
cannot be eradicated, and the destructive nature of mass incarceration is in-
creasingly well-understood, municipalities would be well-advised to imple-
ment alternatives to the war on drugs and broken windows policing. Ideally,
these alternative approaches would encourage the police to respond to “dis-
orderly” behaviors that do not pose a significant public safety problem in
ways that reduce the harm that results from low-level crimes and from crimi-
nal justice involvement itself. To illustrate what such a policy framework
might look like, I describe Seattle’s Law Enforcement Assisted Diversion
(LEAD) Program, which relies on police discretion to channel people sus-
pected of minor forms of criminal wrongdoing out of the criminal justice
system and toward services with the aim of reducing human suffering at
both the individual and community levels. I conclude that programs like
LEAD that use harm reduction principles to guide the exercise of police
discretion enable municipalities to respond to low-level crimes in a way that
alleviates rather than exacerbates individual and community suffering asso-
ciated with those behaviors.
* Katherine Beckett is a Professor in the Law, Societies and Justice Program and Professor
and Clarence and Elissa M. (“Lee”) Schrag Endowed Faculty Fellow in the Department of
Sociology at the University of Washington.
\\jciprod01\productn\H\HLP\10-1\HLP101.txt unknown Seq: 2 9-FEB-16 10:16
78 Harvard Law & Policy Review [Vol. 10
I. POLICE DISCRETION: AN OVERVIEW
The inevitability of police discretion was “discovered” by social scien-
tists in the 1960s. Prior to th ...
CJ 316 – Research Methods in Criminal Justice Component #3.docxmccormicknadine86
CJ 316 – Research Methods in Criminal Justice
Component #3 – Research Design/Conclusion
Due by midnight on Saturday, February 24, 2018
Here you will explain the design for your proposed research. There are 3 elements to this section.
1. Hypothesis- after your literature review and problem statement you should have a clear thesis question
that you are intending to answer. This should be your first sentence under this section backed up by a
few supporting details that illustrates this claim.
a. Example: Community orientated polices has been a major contributor for decreasing crime in
inner cities. This fact has been cited throughout the literature over the years and has been seen as
an effective strategy (Please add more details, this is just an example).
b. Side note: You should have around 5 sentences, one stating your hypothesis/ thesis question, and
the other sentences should involve supporting details about your hypothesis.
2. Operationalization- Please discuss the variables that you will be using in your study. Each study should
contain a dependent and independent variable. In addition if you chose to use a theory to explain your
thesis question then please explain why your chose that theory.
a. Example: crime rate depends on community policing practices. The crime rate is the dependent
variable and community policing is the independent variable.
b. In addition, please include any issues of Validity, Reliability, or Ethics that pertain to your
operationalizing. Each of these elements should be broken off into separate paragraphs.
3. Research design/ Data and Methods- please describe your proposed research design. This should
include:
• The units of analysis
• Sampling frame
• Sampling procedure
• Sample size
• Methods of collection
Example:
With the evolution of the criminal justice system and its continued reliance on technology, the electronic
monitoring system is a safer and more effective way to keep track of criminals and reduce the recidivism of
the probationers. With probation officers under increasing caseloads and having to keep track of more and
more probationers, the people on probation are followed less and have less supervision while on probation.
This gives the probationers the opportunity to break their rules with a less likely chance that the overworked
officer will catch them. The ankle electronic monitoring system helps the officer keep track of more cases
easier and track the probationers more closely.
There are a few variables that are part of the electronic monitoring research. The independent variable of
the research is the electronic monitoring devices and the dependent variable is the reduction of recidivism.
The reduction of recidivism directly relates to the use of the ankle monitoring device. With the ankle
monitor, it convinces the probationer to stick to his clean ways because the probation officer will be notified
of the user’s actio ...
City of Reno Police Chief Community SurveyThis Is Reno
Low staffing levels and political agendas are two problems within the Reno Police Department. That’s according to concerns identified by community members and RPD employees in two recent surveys conducted as part of a search for the department’s new chief.
The surveys were developed and analyzed by Ralph Andersen, an executive search firm tasked with helping to replace Chief Jason Soto, who is set to retire in January 2023.
The internal department survey included responses from 128 of RPD’s staff – officers, command staff and civilians. It revealed that employees have mixed feelings about the department, with some citing low morale, burnout and staffing shortages.
The document discusses six major causes of wrongful conviction:
1. Eyewitness misidentification is the leading cause, responsible for 72% of wrongful convictions overturned by DNA evidence. Eyewitness identification is unreliable due to the malleability of human memory.
2. Unreliable or improper forensic science techniques and forensic scientist misconduct have also led to wrongful convictions. Most forensic techniques have not been thoroughly scientifically evaluated.
3. False confessions, which are sometimes coerced, have also contributed to wrongful convictions.
Patrol is the central feature of police operations and the backbone of policing. The majority of police are patrol officers who deliver services to the public and are the visible symbols of law enforcement. Patrol officers are the most important decision makers and gatekeepers to the criminal justice system. Their assignments are usually based on seniority and patrol is often considered the least desirable assignment. Community policing aims to give patrol officers more authority as problem solvers. The organization and delivery of patrol depends on factors like the number of officers, their distribution by time and area, and the type of patrol used. Landmark experiments on patrol in Kansas City and Newark found that changes to patrol levels did not significantly impact crime rates or public attitudes.
female Police officers Do female officeRs PeRfoRm as Well as maleChereCheek752
female Police officers: Do female officeRs PeRfoRm as Well as male officeRs?
Bloch, P., and D. Anderson (1974). Policewomen on Patrol. Washington, DC: Police Foundation.
Background
As women began establishing themselves as police officers, some police administrators remained skeptical of their performance. Should women perform the same duties as men? Could women perform their duties as well as men? Would hiring a large number of female police officers change the nature of police work? These were all questions that had no answers. The first effort to address those questions came from a comprehensive study of women in police work conducted by the Police Foundation and the Urban Institute in the early 1970s. In collaboration with the Metropolitan Police of the District of Columbia, Peter Bloch and Deborah Anderson (1974) carried out an experiment to compare the job performance of male and female police officers. Results from the study were published in 1974 under the title “Policewomen on Patrol.”5 The Metropolitan Police Department in Washington, D.C., was well known for its progres-sive policies regarding female officers. Beginning in 1969, the department, under the direction of Chief Jerry Wilson, advocated expanding the role of women in policing. He allowed women to work as investigators and assigned them to the technical squad. In 1972, Wilson hired a large number of female police officers and assigned them to patrol. It was a significant move that went against national trends of allowing only a few women to work as patrol officers. It also presented a unique opportunity for researchers to assess female officers’ job performance.
The Experiment
The Washington, D.C. Metropolitan Police Department hired 86 women between 1971 and 1973 (referred to in the study as “new women”). No special recruitment strategies were used to attract the female applicants because the starting salary of $8,500 to $10,000 appeared to be motivation enough. Another 25 women hired between 1969 and 1971 (“reassigned women”) also participated in the study, and each had undergone a “retraining” period to prepare them for reassignment to patrol. Each of the new female officers was “matched” to a male officer with similar character-istics who had graduated from the same police academy training class. Matching is frequently used in quasi-experimental research when a researcher is unable to randomly assign study par-ticipants to comparison groups. Matching can help control for differences between groups that might influence the study outcome (such as differences based on the age and experience of an officer). The police department served a total of seven districts within Washington, D.C. Each district consisted of two platoons with three sections in each platoon. Each section was broken into five squads with 10 to 12 officers per squad. The “new women” officers were assigned to two districts: one and seven. These districts would be the “experimental districts” where the ...
This document discusses factors related to patrol allocation and deployment in police departments. It addresses how patrol time is spent, challenges in determining patrol effectiveness, and different approaches to patrol discussed by policing experts including August Vollmer and O.W. Wilson. Key considerations for patrol allocation include calls for service, response times, crime rates, and providing a visible presence to promote community safety. However, the best methods remain unclear due to limited rigorous research on different patrol strategies.
1) The document discusses a study that compares recidivism rates of prisoners released with and without parole supervision.
2) The study finds that prisoners released to mandatory and discretionary parole supervision generally do not have lower rearrest rates than those released unconditionally.
3) Certain groups, like females, lower-level offenders, and property offenders released through discretionary parole, appear to benefit most from supervision in terms of reduced recidivism. However, supervision seems to have little impact on higher-risk offenders.
This document discusses issues related to policing, including who makes up police forces, challenges they face, and ways to address issues. It finds that while more departments now require higher education, only 1% mandate a 4-year degree. Minority representation has increased to 25% of officers. About 15% of officers are female, though policing remains male-dominated. Police face stress from ambiguous roles and dangerous work, which can contribute to issues like brutality and corruption. Oversight, policies on use of force, and prioritizing officer safety aim to address these challenges.
Similar to U.S. Department of JusticeOffice of Justice ProgramsNation.docx (20)
Cover LetterOne aspect of strategic planning is to develop a str.docxmarilucorr
Cover Letter
One aspect of strategic planning is to develop a strong team of people. Discovering and retaining top talent may lead a company to success. Your goal for this journal assignment is to showcase why you would make a good candidate for an organization. To stand out from other candidates, you will want to write a cover letter for each position in which you apply. Cover letters allow you an opportunity to highlight your skills and competencies for potential employers.
For this assignment, you will develop a cover letter, reflect on your most relevant skills, and assess what action steps you can take to make your cover letter stronger.
To write an impactful cover letter, you should answer the following questions before you begin composing it. Starting with these questions will help provide a clear and concise message for the person reading your cover letter.
Why are you interested in the position? Consider what makes the position, organization, or company interesting to you.
What three skills or competencies do you possess that match the skills the employer is seeking in a candidate?
You can find these skills by viewing the job description. These specific skills are the reason every cover letter should be unique for each job you apply for.
Begin by reviewing the following Forbes’ articles:
Forget Cover Letters – Write A Pain Letter, Instead! (Links to an external site.)
Stop! Don’t Send That Cover Letter (Links to an external site.)
Tips For The Perfect Resume And Cover Letter (Links to an external site.)
Once you have reviewed the articles, identify a position of interest as a potential job opportunity. You may use any job search website. Two popular employment websites are
Indeed (Links to an external site.)
and CareerBuilder. After you identify a position of interest, use the job description to identify three skills or qualifications that match your background. Next, develop a cover letter by creating a three- to four-sentence paragraph highlighting your matching skills.
Carefully review the
Grading Rubric (Links to an external site.)
for the criteria that will be used to evaluate your assignment.
Required Resources
Text
Abraham, S. (2012).
S
trategic management for organizations
. Retrieved from https://content.ashford.edu/
Chapter 1: Strategic Management
Chapter 2: Leadership, Governance, Values, and Culture
Chapter 3: Strategic Thinking
Articles
Collamer, N. (2014, February 4).
The perfect elevator pitch to land a job (Links to an external site.)
.
Forbes
. Retrieved from http://www.forbes.com/sites/nextavenue/2013/02/04/the-perfect-elevator-pitch-to-land-a-job/
This article provides information about how a 30 second summary about being the perfect candidate can help during a job interview and will assist you in your Elevator Speech discussion forum this week.
Accessibility Statement does not exist.
Privacy Policy (Links to an external site.)
Ryan, L. (2014, October 12).
Forget cov.
Cover Letter, Resume, and Portfolio Toussaint Casimir.docxmarilucorr
Cover Letter, Resume, and Portfolio
Toussaint Casimir
Walden University
NURS 6660 PMH Nurse Practitioner Role I: Child and Adolescent
February 3, 2019
Personal Philosophy Statement
Patient care is complex system that is delivered by a multidisciplinary team. Its success requires perfect harmony between the all the involving members. It is vital that the care we deliver as healthcare professional is patient – centered. Therefore, it is important to know the population that we are serving, its needs and its cultural background. In the United States more than any other country, healthcare providers should develop their cultural awareness and competence.
The stigma around the mental illness and the quality of treatment that mentally ill individuals receive have inspired me to become a psychiatric mental health nurse practitioner (PMHNP). I have felt the necessity to stand up and do what is right as my contribution to fix this urgent issue. In our society, physical or medical diseases provoke empathy, but we demonstrate disdain for people impacted by mental conditions. Like we always say, “See it and fix it”. So, passivity is as wrong as the wrong doing.
As a psychiatric mental health nurse practitioner, I will have the opportunity to care for a multicultural population with different conceptions or point of view about mental health. It is my role and responsibility to understand the cultural differences and provide support to those in need. I have learned that in the healthcare system, we should not be judgmental. My personal philosophy is to treat each and every patient as I would like to be treated. It is a moral obligation to use my knowledge to serve and educate individuals in my community. As a healthcare professional, I believe that I have the capability to change to way mentally ill individuals are viewed and treated. Through my philosophy, I will be able to advocate for holistic and empathic care for individuals with mental health conditions.
Self – Assessment
I have decided to transition from registered nurse (RN) to psychiatric mental health nurse practitioner (PMHNP) to better serve my community. So, I have always said and believe that the more someone has the he/she can give. When I decided to go back to school to pursue my goal, I said to myself “I have to choose one of the best schools”. Finally, I have chosen Walden University that I believe meet my expectations. For my Practicum, I have chosen the Compass Health System which has been established in the South Florida since 1990, and it is well respected in the community. They offer their services through their offices and most of the hospital with mental health crisis. They are one the major teaching facilities in mental health in the South Florida.
I have selected preceptors who have been working with Compass Health System for several years. So, they acquired a very solid experience in the field. I have taken great advantage of their experience to strengthen my assessment s.
This document outlines the sections and methodology for a research proposal. It includes sections for an executive summary, introduction, research questions, data collection methods, sampling design, data analysis, and ethics. The proposal will explore a defined research problem, generate 2-4 research questions to address, collect both primary and secondary data using qualitative and quantitative methods, analyze the data using statistical techniques, and address any ethical considerations.
couse name Enterprise risk management From your research, dis.docxmarilucorr
couse name : Enterprise risk management
From your research, discuss whether or not your organization has ISO 27001 certification. Outside of overall protection from cyber-attacks, describe, in detail, some other benefits your organization will achieve in obtaining this certification. If your company does not have this certification, how can they go about obtaining it?
.
Courts have reasoned that hospitals have a duty to reserve their b.docxmarilucorr
Courts have reasoned that hospitals have a duty to reserve their beds and facilities for patients who genuinely need them.” (Showalter) Who do you feel this ‘duty’ is owed to? (Current patients? Future patients? Staff? Shareholders? Community? Others?)
Requirements: 250 words minimum APA Style
.
Court Operations and Sentencing GuidelinesPeriodically, se.docxmarilucorr
Court Operations and Sentencing Guidelines
Periodically, sentencing guidelines will be changed at both the federal and state court levels. When this occurs impacted courts must realign their operations to accommodate the changes that have occurred. Sentencing guidelines alterations can alter court operations along a wide range from simply updating sentencing documents all the way to complex changes in overall court operations (e.g., method for handling sentencing hearings).
In your initial response,
A) Evaluate how sentencing guideline changes can impact the administration of court operations.
B) As part of your response discuss steps that court personnel must take to realign court operations to accommodate new sentencing guidelines when the changes have a major impact on the way offenders are sentenced.
Assignment Instructions:
1) Based on research, and
2) Using professional, scholarly sources, and
3) Submitted in APA 6th ed style, and
4) A minimum of 450 words, excluding the references list.
.
Course Competencies/ Learning Objectives
Course Learning Objectives
Assessment Method
Recognize the activities involved in securing the operations of an enterprise and identify the technologies used to maintain network and resource availability.
Labs, case project, and exams
Identify the effects of various hardware and software violations on the system, and recognize how different types of operational and life-cycle assurance are used to secure operations.
Labs, case project, and exams
Determine the effects of different attacks on the network and identify the consequences of those effects.
Labs, case project, and exams
Recognize how different auditing and monitoring techniques are used to identify and protect against system and network attacks.
Labs, case project, and exams
Recognize the need for resource protection, distinguish between e- mail protocols, and identify different types of e-mail vulnerability.
Labs, case project, and exams
Identify basic mechanisms and security issues associated with the Web, and recognize different technologies for transferring and sharing files over the Internet.
Labs, case project, and exams
Recognize key reconnaissance attack methods and identify different types of administrative management and media storage control.
Labs, case project, and exams
Identify the appropriate security measures and controls for creating a more secure workspace.
Labs, case project, and exams
.
Coursework 2 – Presentation Report The aim of this 1000-word r.docxmarilucorr
Coursework 2 – Presentation Report:
The aim of this 1000-word report is to develop ideas discussed and questions asked during the delivery of the presentation. This will allow the development of analytical and critical investigative skills, along with skills of communication and presentation. This can be written in the style of a mini essay, in which you can further elaborate on concepts raised in the presentation, and also offer references to the relevant resources used.
they idea is not to repeat what I wrote but more on to think more about questions raised and explore them and other questions.
Harvard referencing and bibliography.
I have uploaded the presentation and the rubric below as well as the reading list for this topic from my course(more readings in the power point presentation reference list).
.
COURSE InfoTech in a Global Economy Do you feel that countri.docxmarilucorr
COURSE: InfoTech in a Global Economy
Do you feel that countries and companies need explicit strategies for technology development, given the tremendous amount of largely spontaneous creativity that occurs today, often in areas where new technologies are not expected to exert a great influence. Why or why not?
please cite properly in APA
At least one scholarly source should be used in the initial discussion thread.
.
Course Themes Guide The English 112 course will focus o.docxmarilucorr
Course Themes Guide
The English 112 course will focus on a central theme that runs throughout the course. Students
will choose a theme, and then use this theme when completing assignments under modules 2-4.
Course Themes:
o Addiction
o Aging, death, and dying
o Body image/eating disorders
o Coming of Age
o Heterosexual gender roles: equality and civil rights
o Lesbian, gay, bisexual, and transgender roles: equality and civil rights
o Mental illness: schizophrenia, OCD, bipolar disorder
o Physical disability, impairment, and disfigurement
o Psychosis and violence
o War and Post Traumatic Stress Disorder (PTSD)
Module Two: Course Theme Literary Analysis
In Module Two, students will work on a literary analysis. To complete the analysis, course theme
will have to be paired with a fictional work (such as a fictional short story, poem, play, or film).
Below are some suggested fictional works listed under their corresponding course themes.
Author names are provided parenthetically. Most of the suggested stories/poems/plays can be
found through a quick web search. If a story is unavailable, inform the instructor so he or she
may assist you.
Addiction:
“Babylon Revisited” (F. Scott Fitzgerald)
“Sonny’s Blues” (James Baldwin)
Aging, death, and dying
“Thanatopsis” (William Cullen Bryant)
“Midterm Break” (Seamus Heaney);
“Death Be Not Proud” (John Donne)
Time Flies (David Ives)
Body image/eating disorders
“Barbie Doll” (Marge Piercy)
Wasted (Marya Hornbacher)
Coming of Age
“A&P” (John Updike)
“How Far She Went” (Mary Hood)
“Where Are You Going, Where Have You Been?” (Joyce Carol Oates)
Heterosexual gender roles: equality and civil rights
“A Work of Artifice” (Marge Piercy)
“The Curse” (Andre Dubus)
“Yellow Wallpaper” (Charlotte Perkins Gilman)
Trifles (Susan Glaspell)
Lesbian, gay, bisexual, and transgender roles: equality and civil rights
“Life After High School” (Joyce Carol Oates)
“Paul’s Case” (Willa Cather)
A Streetcar Named Desire (Tennessee Williams)
Mental illness: schizophrenia, OCD, bipolar disorder
“A Rose for Emily” (William Faulkner)
“The Tale-Tell Heart” (Edgar Allan Poe)
“Bartleby” (Herman Melville)
Physical disability, impairment, and disfigurement
“Everyday Use” (Alice Walker)
“Good Country People” (Flannery O’Connor)
“The Birthmark” (Nathaniel Hawthorne)
Psychosis and violence
“A Good Man Is Hard to Find” (Flannery O’Connor)
“The Curse” (Andre Dubus)
“The Cask of Amontillado” (Edgar Allan Poe)
“Hunters in the Snow” (Tobias Wolff)
War and Post Traumatic Stress Disorder (PTSD)
The Red Badge of Courage (Stephen Crane)
“Soldiers Home” (Ernest Hemingway)
“The Things They Carried” (Tim O’Brien)
“The Thing in the Forest” (A.S. Byatt)
Modules Three and Four: Course Theme Research
In Modules Three and Four, you will research your course themes in the social and natural
sciences. Keywords will.
Course SyllabusPrerequisitesThere are no prerequisites for PHI20.docxmarilucorr
Course Syllabus
Prerequisites
There are no prerequisites for PHI208.
Course Description
This course explores key philosophical concepts from an ethical perspective. Students will analyze selected assertions of knowledge and the methods of reasoning humans use to justify these claims. Through research into theories of science and religion, as well as the theoretical and empirical challenges these institutions of thought face, students will also investigate how the mind constructs and understands reality. This will provide a foundation for an exploration into questions of morality, in which students will look at traditional and contemporary ethical theories, and apply these theories to contemporary moral issues.
Course Design
In this course, students will be introduced to various ethical theories and practical ethical issues. 1) Students will examine and engage dominant theories of ethics, as well as relativism, and how the relativist position argues against universal ethical principles. Students will utilize what they learn about those ethical theories to examine a contemporary ethical issue and reflect on their own ideas about relativism. 2) Students will examine consequentialist ethical theory and responses to the consequentialist position. 3) Students will examine deontological ethical theory. 4) Students will examine virtue ethics. 5) Students will examine feminist ethics and how feminist ethics relate and attempt to break free from the previous ethical positions. While students are learning about the various ethical theories they will also examine articles that utilize the theories to make arguments in relation to contemporary moral problems. Students will ultimately be asked to choose a contemporary moral problem and apply the ethical theories to the moral problem, while also explaining which theory they find to provide the strongest position.
Course Learning Outcomes
Upon successful completion of this course, students will be able to:
Define the nature and scope of morality and ethics.
Differentiate among traditional ethical theories.
Interpret philosophical thought through critical thinking.
Apply the concepts of ethical and moral reasoning to contemporary issues.
Determine one’s own ethical perspectives through personal reflection.
Course Map
The course map illustrates the careful design of the course through which each learning objective is supported by one or more specific learning activities in order to create integrity and pedagogical depth in the learning experience.
LEARNING OUTCOME
WEEK
ASSIGNMENT
Define the nature and scope of morality and ethics.
1
1
1
2
2
3
4
4
5
5
Week One Discussion
Week One Readings Quiz
Week One Media Quiz
Week Two Readings Quiz
Week Two Media Quiz
Week Three Readings Quiz
Week Four Readings Quiz
Week Four Media Quiz
Week Five Readings Quiz
Final Exam
Differentiate among traditional ethical theories.
1
2
2
3
3
4
4
5
5
5
5
Week One Readings Quiz
Week Two Readings Quiz
Week Two Media Quiz
Week Three .
COURSE SYLLABUSData Analysis and Reporting Spring 2019.docxmarilucorr
COURSE SYLLABUS
Data Analysis and Reporting
Spring 2019
I. Class
· Course Description: Students will gain practical experience in using advanceddatabase techniques and data visualization, data warehousing, reporting and other Business Intelligence (BI) tools. Contemporary BI tools and technologies will be used to create intelligent solutions to realistic problems.
· Course Objectives:
1. Effectively understand the evolution of business analytics needs and to develop an appreciation for issues in managing data/information/knowledge.
2. Apply in advanced database techniques in designing and executing complex queries in enterprise level database management information systems (Oracle,
SQL server, DB2 …).
3. Understand data warehousing administration and security issues.
4. Apply data extraction, transformation, and load (ETL) processes.
5. Administer and build reports
BI. Required Course Materials
· Free eBooks and other software resources will be posted on Blackboard.
· We use the Microsoft SQL Server 2017 in this class through a virtual machine that you can access from home or from campus.
· The on-campus computer lab in the business building located off the Atrium is available for student use and has the necessary computers and software. Computer lab hours can be found at: http://ualr.edu/cob/student-services/advising/advising-faq/
· Some of the assignments will require Microsoft Office software (e.g., MS Word, Excel, etc.). One way to get access to the MS Office software is get a free subscription to MS Office 365 ProPlus. Get the MS Office software here for free..
2
IV.
Course Grading
Course grading will be the combination of exams, term project, assignments, and quizzes. Grades are based on: A: 90~ 100%, B: 80~ 89%, C: 70~ 79%, D: 60~ 69%, F: 59 as described below. Graduate students will be evaluated using the same criteria as the undergraduate students. However, they will have to submit an additional assignments and/or extra project.
Grade Element
%
A.
Participation
10%
B.
Reading Quizzes
20%
C.
Assignments
30%
D.
Assignment Quizzes
10%
E.
Exams (three)
30%
Total
100%
A. Participation
You will be responsible for various in-class activities that will allow you to exercise your skills and knowledge, stimulate your critical thinking, and perform your assignments. You are expected to attend all the sessions, come to the class before it starts, stay in class for lectures and assignments, and participate with all class activities. Failure in any of these four areas will impact your participation grade.
Class attendance, measured as a percentage of classes attended where role is called, sets the baseline for the participation grade (e.g., 80% means you attended 8 out of 10 classes and did not leave those classes early). Additional points may be removed for non-participation in classroom activities or discussions.
· Class attendances will be verified at the beginning of each class. Students will be count.
COURSE SYLLABUS ADDENDUM INTEGRATED CASE ANALYSIS CRITERIA.docxmarilucorr
COURSE SYLLABUS ADDENDUM
INTEGRATED CASE ANALYSIS CRITERIA
Management 350: Administrative Communications
Instructor: Anna Phillips
An individual integrative case analysis, which applies pertinent course concepts and theories to illustrate actual organizational issues, will be due on date of presentation.
One (1) page, typed, double-spaced DRAFT of Integrative Case Analysis
Identify the organization (manufacturing, service, government, import/export, etc)
Identify human relations theory, communication issues, intercultural relationships, and ethics as they relate to your organization.
Explain your role in the organization, if any.
The research report will determine 40 points towards the final grade for the course.
The written integrative case analysis should be:
typed, double-spaced, a minimum of ten (10) pages and a maximum of fifteen (15) pages.
use MLA format.
Do Not use Wikipedia as a resource.
Presentation paper will be accompanied by a 10- minute oral presentation on a business topic to be agreed upon with instructor.
1 page, typed, double-spaced DRAFT of Integrative Case Analysis (see schedule)
Remember to use the RULE of 3. Three (3) theories or concepts and three (3) examples of each theory or concept in the analysis of the case. Clearly you cannot address all of the theories or concepts identified in the text – suggest selecting 3 theories or concepts which relate to your case and then provide 3 examples of how the theory or concept applies to the case
Individual 10 minute oral PowerPoint presentation.
Written and oral report will determine 40% of a student’s final grade for the course. (see individual presentation rating sheet)
Overview of paper
Cover Page
Table of Contents
EXECUTIVE SUMMARY
Introduction
Human Relations Theory
Communication issues
Intercultural
Ethics
Conclusion
Works Cited
Written Analysis will include all of the information on the Rating sheet. The structure of the written assignment is as follows:
Cover Page … with the name of your topic, a list of the students presenting the topic, the date and the course name
The Table of Contents which is a listing of the topics the written paper will cover
The Executive Summary outlines the observations of the organization. The Executive Summary is the first section of the paper however it is the last section to be written.
The reason for writing this section last is that you need to have written the entire document so that you are able to identify the key ideas the reader expects in the paper.
REMEMBER the Executive Summary is for the EXECUTIVE. This means it needs to attract the Executive to either read the rest of the document or, more likely, refer the document to the appropriate staff person to read e.g. marketing, production, legal, etc.
This section can be as long as 1 pages and is clearly longer than a paragraph.
The Body of the written analysis will feature those theories or concepts attached to the case (see the.
Course SuccessHabits Matter1. Professors are influenced by you.docxmarilucorr
Course Success
Habits Matter
1. Professors are influenced by your behaviors (texting, excessively late/absent, etc.) which could impact your grade.
2. Do your best with every assignment by asking questions and making corrections because details matter!
3. Do work early, procrastination will usually result in poor work quality or failure to submit assignments.
4. Participation helps collective classroom learning and increases the chance of receiving a favorable letter of recommendations.
Communicating Via Email
1. Start off by indicating your course name/section, day and time.
2. Subject: Intro. Criminal Justice 111-02 (Tues. 6pm.) Class Absence
3. Always type in your “main reason” for the email.
4. It should be an “attention getter” such as a newspaper heading.
5. Proof read your e-mail! Download and use Ginger application on phone
6. Always end email with your full name and student ID #
Writing Format
1. Use Times New Roman 12 point Font.
2. Keep margins at 1 inch
3. Click “No Spacing” at the top of your Microsoft Word document
4. “Single space” discussion boards and “double space” reports, midterm and final papers.
5. Subtitles should be bold and flush left/upper and lower case(center for research papers and don’t bold).
6. Indent (TAB .5) at the beginning of every paragraph.
7. Write short, clear and concise sentences (Do not type I think, I belive, I feel, etc. just state your point).
8. A paragraph is a minimum of 5 sentences. You must have additional paragraphs for sections having more than 12 sentences.
Subtitles
Use subtitles in every essay! This ensures that both you and the reader will remain focused on the topic in each section (see your college textbook). When a professor is reading an average of one hundred papers, one right after another, it can become confusing attempting to figure out what your specific paper is about.
Your subtitles should be like newspaper headings, short and grabs the readers attention. You should consider using subtitles for sections having more thanfour paragraphs. The ‘References’ subtitle (which is always last) should be centered. Look at the effectiveness of subtitles from Dr. King’s Autobiography.
Early Years
Born as Michael King Jr. on January 15, 1929, Martin Luther King Jr. was the middle child of Michael King Sr. and Alberta Williams King. The King and Williams families were rooted in rural Georgia. Martin Jr.'s grandfather, A.D. Williams, was a rural minister for years and then moved to Atlanta in 1893. He took over the small, struggling Ebenezer Baptist church with around 13 members and made it into a forceful congregation. He married Jennie Celeste Parks and they had one child that survived, Alberta. Michael King Sr. came from a sharecropper family in a poor farming community. He married Alberta in 1926 after an eight-year courtship. The newlyweds moved to A.D. Williams home in Atlanta.
Michael King Sr. stepped in as pastor of Ebenezer Baptist Church upon the death of h.
Course ScenarioYou have been hired as the Human Resources Di.docxmarilucorr
Course Scenario
You have been hired as the Human Resources Director for a global organization that is headquartered in the United States. Your job is to evaluate and make recommendations in the area of diversity for your company. Each section will contain specific areas within diversity for you to focus on. You will be tasked with choosing from one of the diversity areas that are provided to you. Be sure to conduct research using the university library and other relevant sources.
Diversity Areas
(Select one, and continue to use for all modules)
· Race
· Gender
· Sexual orientation
· Religion
· Ethnicity
Instructions
In your first days of your new role, you have noticed a lack of diversity initiatives. Your CEO has come to you and asked for a brief executive summary outlining the importance of your selected diversity group in the workplace.
For your report you have been asked to reflect and address the following sets of questions:
· Introduce the diversity area you have selected through an executive summary.
· What are two benefits of having your selected diversity group represented in the workplace?
· How does the diversity group contribute to a collaborative and innovative environment?
· Conclude your report; why it is important to address this diverse group in the workplace?
1-2 Pages
.
Course ScenarioPresently, your multinational organization us.docxmarilucorr
Course Scenario
Presently, your multinational organization uses steel at locations across the U.S. and globally with operations in Mexico, Russia, India, and China. Your boss is tasked with developing a global Request for Proposal (RFP) for gathering and comparing steel suppliers. In preparation for the RFP, he
has tasked you with building an internal data collection tool to identify key questions to include within the RFP
. The purpose of your survey is to identify all key information that is needed for the RFP, and the data collection tool will be sent to managers across the U.S. and globe. The data collection tool is a survey administered through email. Furthermore, the tool must contain a maximum of 10 questions and include the following:
Cost
Volume
Locations
Safety
You will also need to create templates supporting the project plan, including an action list, meeting minutes, and a risk management tool with strong supporting evidence. The time allotment from start to finish for this project by your boss is three months.
.
COURSE RTM 300 (Recreation and Community Development (V. Ward)).docxmarilucorr
COURSE: RTM 300 (Recreation and Community Development (V. Ward))
Paper Content Checklist
This is provided to assist you with your paper organization, thought process and making connections of material you find. For example, after collecting all of your social media entries into the chart provided below, you could also make your own summary chart sorted by the type of media and the key findings from each that could be incorporated into the paper itself.
Type of Evidence Informing and Supporting Your Paper
Key Concepts or Ideas from Evidence/ Source
Programs and
Solution
s for Tourism, Parks, Hospitality, Recreation and Entertainment Industry Professionals
Citation in APA Format
Peer-reviewed, Published Journal Articles
Proposal for building housing for homeless individuals in Chatsworth. The idea is to bring dozens of units of homeless housing to Chatsworth. The Homelessness and Poverty Committee passed its concept.
The programs proposed is building units of houses to reduce the homelessness. The building will create a new image in the region, thus attract development of recreational facilities such as swimming pool and slides for kids. Other facilities such as entertainment and hospitality will develop
Reyes, E. A. (2019). Hotly contested plan for homeless housing in Valley district moves forward. Los Angeles Times, Retrieved from https://www.latimes.com/california/story/2019-09-18/homeless-housing-vote-chatsworth
Community-focused publications by professional organizations or non-profits, NGOs
It ensures optimal services for children and families by providing the required tools and information to program evaluations and strategic planning.
The Research Department offers a professional community assessment for any project. It focuses on solutions to the wellbeing of child care to diminish homelessness. Improve the SMEs and hospitality industries.
Ccrclacl. (n.d.). Child Care Resource Center. Retrieved from https://www.ccrcca.org/resources/research-evaluation
Media: Television broadcasts, public television specials, radio, social media tracking of the topic (homelessness), e.g., KABC Facebook site on Homelessness and blog posts
Approval of HHH Funding to build houses in Chatsworth. It defines ideas that were met by the Homelessness Committee to approve the building of proposed Topanga Apartments development
The approval of the project will see Chatsworth develop into a business area. This new attraction will push solution for tourism Parks and hospitality industries. They will be prepared to meet the basic entertainments and recreations needs of the residents.
Linton, J., & Newton, D. (2019, September 19). Committee Narrowly Approves HHH Funding for Chatsworth Housing, Over Opposition From Councilmember Lee. Retrieved from https://la.streetsblog.org/2019/09/19/committee-narrowly-approves-hhh-funding-for-chatsworth-housing-over-opposition-from-councilmember-lee/
REMEMBER: Cite the source (including web addresses) of any tables or .
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A Survey of Techniques for Maximizing LLM Performance.pptx
U.S. Department of JusticeOffice of Justice ProgramsNation.docx
1. U.S. Department of Justice
Office of Justice Programs
National Institute of Justice
Research for P r a c t i c e
0
3
J
U
N
E
How Police Supervisory Styles Influence Patrol Officer
Behavior
0
3
J
U
N
E
This and other publications and products
of the U.S. Department of Justice, Office
2. of Justice Programs, National Institute
of Justice can be found on the World
Wide Web at the following site:
Office of Justice Programs
National Institute of Justice
http://www.ojp.usdoj.gov/nij
U.S. Department of Justice
Office of Justice Programs
810 Seventh Street N.W.
Washington, DC 20531
John Ashcroft
Attorney General
Deborah J. Daniels
Assistant Attorney General
Sarah V. Hart
Director, National Institute of Justice
Findings and conclusions of the research reported here are those
of
3. the author and do not reflect the official position or policies of
the
U.S. Department of Justice.
This study was conducted using information from the Project on
Policing
Neighborhoods, directed by Stephen D. Mastrofski, Roger B.
Parks, Albert
J. Reiss, Jr., and Robert E. Worden. The project was supported
by the
National Institute of Justice under grant number 95–IJ–CX–
0071.
Support for this research was provided through a transfer of
funds to NIJ
from the Office of Community Oriented Policing Services.
JUNE 03
How Police Supervisory Styles Influence
Patrol Officer Behavior
Acknowledgments
The author would like
to thank Stephen D.
Mastrofski, William
Falcon, and Karen
Sherman for their
valuable insights and
numerous contributions
to this document.
NCJ 194078
4. ii
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
ABOUT THIS REPORT
When police officers put their
cruisers in gear, how much
will their field supervisor’s
style of supervision influence
their performance when they
deal with a fight in progress
or an ongoing community
problem?
A recent study found that
a field supervisor’s style may
have a profound impact on
patrol officer behavior. That’s
particularly true of the “active”
style of supervision identified
by the research.
What did the
researchers find?
The study uncovered some
surprising patterns in supervi-
sory styles and patrol officer
behavior. Four supervisory
styles emerged from the
research. The style identified
as active was more likely
than the others to influence
5. officer behavior. This influ-
ence can be either positive
or negative; for example, it
can inspire subordinates to
engage in more problem-
solving activities, or it can
result in more frequent use
of force. An active super-
visory style was also the
most conducive to imple-
menting community policing
goals.
What were the study’s
limitations?
This research did not meas-
ure long-term patterns of
supervision or address how
supervisors communicate
their priorities. It did not
address mixed supervisory
styles or explore whether
supervisors adjust their
styles in reaction to the offi-
cers they are assigned to
supervise. For example, a
squad with younger officers
would most likely require a
different supervisory style
than one with more sea-
soned officers.
Study data came from urban
police departments that
were implementing problem-
solving/community policing
6. strategies. These findings
may not apply to smaller,
rural departments or those
that are not implementing
new strategies.
Who should read this
study?
Police administrators, mid-
level managers, field super-
visors, and researchers,
particularly those who focus
on police organizations and
management.
1
P O L I C E S U P E R V I S O R Y S T Y L E S
Robin Shepard Engel
About the Author
Robin Shepard Engel,
Ph.D., is associate
professor of criminal
justice at the University
of Cincinnati.
This report is based on
three journal articles by
the author. Readers may
7. refer to the articles for
details on research find-
ings and methodology
(see “Recommended
Reading”).
Does field supervision of
patrol officers matter?
Chances are that personal
experience, common sense,
and intuition would elicit a
quick “yes” from most police
administrators and managers.
But does street-level evi-
dence justify that viewpoint?
The answer is a qualified yes,
according to recent field
research. Research findings
not only confirm that view
but also shed light on how
frontline supervisory styles
can influence such patrol
officer behavior as making
arrests, issuing citations,
using force, and engaging
in community policing.
The study involved field
observations of and inter-
views with sergeants and
lieutenants who directly
supervised patrol officers
8. in the Indianapolis, Indiana,
Police Department and the
St. Petersburg, Florida, Police
Department. The research
is based on data from the
Project on Policing Neigh-
borhoods (POPN), a 2-year
research project sponsored
by the National Institute of
Justice that broadly examined
policing issues, especially the
effects of community policing
initiatives on police and the
public (see “The Project on
Policing Neighborhoods”).
The most important finding
was that style or quality of
field supervision can signifi-
cantly influence patrol officer
behavior, quite apart from
quantity of supervision.1
Frontline supervision by
sergeants and lieutenants
can influence some patrol
officer behavior, but the
study found that this influ-
ence varies according to
the style of supervision. An
“active” supervisory style—
involving leading by exam-
ple—seems to be most
influential despite potential
drawbacks. Indeed, active
9. supervisors appear to be cru-
cial to the implementation of
organizational goals.
This report in NIJ’s Research
for Practice series addresses
three principal questions:
■ What are the four supervi-
sory styles identified by the
research?
How Police Supervisory Styles
Influence Patrol Officer Behavior
2
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
■ How do those styles influ-
ence patrol officer behavior?
■ What are the implications
for departmental policy and
practice?
Frontline supervisory
styles
The study’s field observa-
tions and interviews identi-
fied four main supervisory
styles: traditional, innovative,
supportive, and active. Super-
visor characteristics include
10. personal features such as
age as well as level of train-
ing and experience (see
exhibit 1). Each of the four
styles encompasses about
25 percent of the 81 field
supervisors (see exhibit 2).
In general, none of the four
supervisory styles was found
to be ideal. Each style has
benefits and drawbacks. (See
“Study Methodology.”)
The active style of supervision
emerged as having the most
influence over patrol officers’
behaviors. Officers with active
supervisors were more likely
than those with other types
Exhibit 1. Characteristics of 81 supervisors
Characteristics Minimum Maximum Mean
Supervisor age (years) 31 70 44
Years of experience as a supervisor 1 33 10
Percentage of supervisors who were female 15
Percentage of supervisors who were nonwhite 15
Percentage of supervisors who held a
4-year college degree 51
11. Amount of training* in community policing 1 5 4
Amount of knowledge† about community policing 1 3 2
Amount of training in supervision, management,
leadership 1 5 4
Amount of knowledge about supervision,
management, leadership 1 3 1
Note: 17 lieutenants and 64 sergeants.
*Amount of training: 1 = none, 2 = less than 1 day, 3 = 1–2
days, 4 = 3–5 days,
5 = more than 5 days.
†Amount of knowledge: 1 = very knowledgeable, 2 = fairly
knowledgeable,
3 = not very knowledgeable.
3
P O L I C E S U P E R V I S O R Y S T Y L E S
Exhibit 2. Distribution of supervisory styles, in percent
Traditional Innovative Supportive Active
Gender
Male (n = 69) 22 30 25 23
Female (n = 12) 50 8 17 25
Race
White (n = 69) 26 26 25 23
Nonwhite (n = 12) 25 33 17 25
12. Location
Indianapolis lieutenants (n = 17) 12 35 24 29
Indianapolis sergeants (n = 39) 18 28 26 28
St. Petersburg sergeants (n = 25) 48 20 20 12
Total (N = 81) 26 27 23 23
Note: Each percentage is the proportion of field supervisors
associated with the style noted in
the far left column. Thus, traditional supervisors constituted 26
percent of all 81 supervisors,
22 percent of 69 male supervisors, etc.
of supervisors to use force
and spent more time on self-
initiated activities, community
policing activities, and prob-
lem solving.
Traditional supervisors.
Traditional supervisors expect
aggressive enforcement from
subordinates rather than
engagement in community-
oriented activities or policing
of minor disorders. They are
more likely than other types of
supervisors to make decisions
because they tend to take
over encounters with citizens
or tell officers how to handle
those incidents.
Traditional sergeants and lieu-
tenants are highly task oriented
13. and expect subordinates to
produce measurable out-
comes—particularly arrests
and citations—along with
paperwork and documentation.
Less inclined toward devel-
oping relationships, tradition-
al supervisors give more
instruction to subordinates
and are less likely to reward
and more likely to punish
patrol officers. The traditional
supervisor’s ultimate concern
is to control subordinate
behavior.
Traditional supervisors are
more likely to support new
policing initiatives if they are
consistent with aggressive
law enforcement. More than
60 percent of these supervi-
sors “agree strongly” that
4
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
THE PROJECT ON POLICING NEIGHBORHOODS
NIJ is committed to providing relevant research that
helps practitioners in the field. This Research for Practice
14. is one in a series of reports from the Project on Policing
Neighborhoods (POPN) conducted in 1996–1997. POPN
researchers examined police and citizen interaction, atti-
tudes, and behaviors in 12 neighborhoods in Indianapolis,
Indiana, and 12 similar neighborhoods in St. Petersburg,
Florida. They directly observed patrol officers on duty,
interviewed patrol officers and their supervisors, and
conducted telephone surveys of individuals randomly
selected in each neighborhood.
NIJ is publishing several reports that summarize scholarly
reports and articles written by POPN researchers. The
summaries present key information that police managers
need to know about problem solving and community polic-
ing. Additional topics will include encounters with juvenile
suspects, gender differences in officer attitudes and
behavior, police attitudes toward the public and the pub-
lic’s attitudes toward police, how officers spend their time
with the community, and race and everyday policing.
Knowledge about how officers interact with neighborhood
residents and other officers can help law enforcement
administrators improve policies and practices and lead
to better community relations. With this goal in mind,
NIJ invites comments and suggestions concerning this
research. To comment, write to Steve Edwards, National
Institute of Justice, 810 Seventh Street, N.W., Washington,
DC 20531; e-mail [email protected]; or call
202–307–0500.
policing, traditional supervi-
sors strictly enforce rules and
regulations and adhere to the
chain of command.
Innovative supervisors.
15. Innovative supervisors are
characterized by a tendency
to form relationships (i.e.,
they consider more officers
to be friends), a low level of
task orientation, and more
positive views of subordi-
nates. These supervisors
are considered innovative
because they generally
encourage their officers to
embrace new philosophies
and methods of policing.
Innovative supervisors are
defined by their expectations
for community policing and
problem-solving efforts by
subordinates. For example,
96 percent of these super-
visors reported that they
“agree strongly” that “a
good patrol officer will try to
find out what residents think
the neighborhood problems
are,” compared to 48 percent
of traditional supervisors, 68
percent of supportive super-
visors, and 68 percent of
active supervisors.
One goal of innovative super-
visors is to help subordinates
implement community polic-
ing and problem-solving
16. strategies by coaching, men-
toring, and facilitating. They
“enforcing the law is by far a
patrol officer’s most impor-
tant responsibility,” com-
pared with 14 percent of
innovative supervisors, 11
percent of supportive supervi-
sors, and 11 percent of active
supervisors. Along with their
no-nonsense approach to
5
P O L I C E S U P E R V I S O R Y S T Y L E S
are less concerned with
enforcing rules and regula-
tions, report writing, or other
task-oriented activities than
traditional supervisors.
Unlike traditional supervisors,
innovative supervisors gener-
ally do not tell subordinates
how to handle situations and
do not take over the situa-
tions themselves. They are
more likely to delegate deci-
sionmaking. They spend sig-
nificantly more time per shift
dealing with the public or
other officers than other
17. supervisors do (15 percent
compared with 9 percent).
Supportive supervisors.
These supervisors support
subordinates by protecting
them from discipline or
punishment perceived as
“unfair” and by providing
inspirational motivation. They
often serve as a buffer be-
tween officers and manage-
ment to protect officers from
criticism and discipline. They
believe this gives their offi-
cers space to perform duties
without constant worry of
disciplinary action for honest
mistakes.
In some cases, supportive
supervisors do not have
strong ties to or positive re-
lations with management.
They may attempt to shield
patrol officers from the police
administration. Thus, some
supervisors classified as
supportive may function
more as “protectors” than
“supporters.”
Of supportive supervisors,
68 percent reported that
18. “protecting their officers
from unfair criticism and
punishment” is one of their
most important functions,
compared with 10 percent
of traditional supervisors,
5 percent of innovative
supervisors, and no active
supervisors.
The protective role adopted
by some supportive super-
visors can be a problem,
however. Other research
has found that shielding offi-
cers from accountability
mechanisms within the de-
partment can lead to police
misconduct.2
Supportive supervisors are
less concerned with enforc-
ing rules and regulations,
dealing with paperwork, or
ensuring that officers do their
work. They may encourage
officers through praise and
recognition, act as coun-
selors, or display concern for
subordinates’ personal and
professional well-being. The
study found that supportive
supervisors praise or reward
subordinate officers signifi-
cantly more often during an
average shift (3 times per
19. 6
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
shift) than do other supervi-
sors (2 times per shift).
Active supervisors. Active
supervisors embrace a phi-
losophy of leading by exam-
ple. Their goal is to be heavily
involved in the field alongside
subordinates while control-
ling patrol officer behavior,
thus performing the dual
function of street officer and
supervisor.
Almost all active supervisors
(95 percent) report that they
often go on their own initia-
tive to incidents that their
officers are handling, com-
pared to 24 percent of tradi-
tional supervisors, 55 percent
of innovative supervisors,
and 68 percent of supportive
supervisors.
Active supervisors also give
importance to engaging in
patrol work themselves. They
spend significantly more time
20. per shift than other supervi-
sors on general motor patrol
(33 percent compared with
26 percent) and traffic en-
counters (4 percent com-
pared with 2 percent). These
supervisors attempt to strike
a balance between being
active in the field and control-
ling subordinate behavior
through constant, direct
supervision. Supervisors
with an active style are
characterized by directive
decisionmaking, a strong
sense of supervisory power,
and a relatively positive view
of subordinates.
Although active supervisors
believe they have consider-
able influence over subordi-
nates’ decisions, they are
less likely to encourage team
building, coaching, or mentor-
ing. One possible explanation
for this is that they are reluc-
tant to become so involved
that they alienate subordinate
officers. A fine line separates
an active supervisor from
being seen as overcontrolling
or micromanaging.
Impact of supervisory
21. style on patrol officers
What impact does superviso-
ry style have on patrol officer
activities? The study exam-
ined the influence of 64 ser-
geants’ supervisory styles on
the behavior of 239 patrol
officers, having identified the
sergeant-supervisor of each
officer. The study’s findings
focus on how likely officers
were to make arrests, issue
citations, and use force as
well as how much time per
shift they allocated to com-
munity policing activities,
administrative duties, and
personal business.
Officers with
active super-
visors spent
more time on
self-initiated
activities,
community-
policing
activities, and
problem solving.
22. 7
P O L I C E S U P E R V I S O R Y S T Y L E S
Arrests and citations.
Supervisory style did not
affect the likelihood that
patrol officers would make
arrests or issue citations in
either traffic or nontraffic
situations. In nontraffic
encounters, however, the
mere presence of a field
supervisor, regardless of
style, significantly influenced
officer behavior; the longer a
supervisor was present, the
more likely patrol officers
were to make an arrest.
Use of force. Patrol officers
with active supervisors were
twice as likely to use force3
against suspects as officers
whose supervisors employ
other styles. In addition,
active supervisors them-
selves used force against
suspects more often than
other types of supervisors.
The mere presence of a
supervisor at the scene,
however, did not have a sig-
nificant influence on police
23. use of force.
Self-initiated activities.
Patrol officers with active
supervisors spent more time
per shift engaging in proac-
tive (self-initiated) activities
than officers with other
supervisors. The former
spent 15 percent of their
time per shift being proac-
tive, in contrast to 14
COMMUNITY POLICING IN FIELD TRAINING AND
SUPERVISION
Although not part of POPN research, a study conducted by
Robin N. Haarr, Ph.D., under NIJ grant 96–IJ–CX– 0060, also
looked at influences on patrol officer behavior, particularly
new recruits. This research also found that field supervisors
have crucial influence, although in a different context .a
A separate study of how police recruits are taught com-
munity policing principles provides some guidance for
police managers on how field training and actual policing
experience may supersede academy training in influenc-
ing the attitudes and beliefs of new officers.
The 3-year study surveyed police recruits at four intervalsb
during their training and first year on the job. It focused on
academy “reform training”c designed to change recruits’
attitudes positively toward community-oriented policing
and problem-solving policing.
24. The research found that academy reform training often
proved ineffective because it was not followed up during
field training, and factors contradicting academy trainingd
dominated recruits’ actual policing experiences.
The study also found that recruits’ beliefs about the nature
of policing were firmly established before training even
begins:
The best predictors of attitude change were by far the
attitudes that recruits brought with them to the acade-
my. In other words, police recruits are not empty vessels
to be filled with new attitudes and values related to
policing.e
Nonetheless, academy reform training did influence
recruits’ beliefs about police work before field training. But
the study found “little evidence of a formal and/or system-
atic approach to incorporating community policing and/or
problem-solving training into the field training process.”f
Thus, community policing principles—already on shaky
continued on page 8
8
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
ground because of recruits’ previously held beliefs—often
appeared to be academic:
It seems unreasonable to expect police recruits to
25. continue their commitment to community policing and
problem-solving policing principles and practices if they
leave the training academy and return to a police
agency that does not require its officers to engage in
community policing or problem-solving activities.g
It falls to police leadership, the study concluded, to set the
tone for community policing. When supervisors and the
organization practice community-oriented and problem-
solving policing, recruits will too. The study recommends
that academy-taught principles be coupled more closely
with field training and actual police practices.
NOTES
a. Haarr, R.N., The Impact of Community Policing Training and
Program
Implementation on Police Personnel, final report for the
National Institute of
Justice, grant number 96–IJ–CX–0060, Washington, DC;
National Institute of
Justice, 2000, NCJ 190680.
b. Surveys were administered on the first day at the academy,
near the last
day at the academy, 12 weeks later (near the end of field
training), and at the
end of 1 year on the job.
c. “Reform training” is defined as “training designed to alter an
officer’s per-
ception of the world and/or police work. ... In the case of
community policing
training, the goal is to replace outdated attitudes and beliefs
about policing
with new attitudes and beliefs that are consistent with
26. community policing
and problem-solving policing philosophies and strategies.”
(Haarr, The
Impact of Community Policing Training and Program
Implementation on
Police Personnel, pp. 3–4.)
d. Such as shift, coworkers’ attitudes, and precinct location.
e. Haarr, p. v.
f. Ibid., p. 176.
g. Ibid., p. 175.
continued from page 7
percent, 13 percent, and 11
percent for officers under
supportive, traditional, and
innovative supervisors,
respectively. Proactivity
excludes time spent on
dispatched or supervisor-
directed activities, general
patrol, traveling to a location,
personal business, and
administrative activities.
Community policing and
problem solving. Officers
with active supervisors spent
more time per shift engaging
in problem solving and other
community-policing activities
than officers with other types
27. of supervisors. Officers under
active supervision spent
11.3 percent of their time
per shift on problem solving,
compared with 10.7 percent
for officers with supportive
supervisors, 9.4 percent for
those with traditional super-
visors, and 8.0 percent for
officers with innovative super-
visors. Although differences
between these percentages
seem small, they can produce
substantial differences in the
amount of time spent on
community policing by an
entire patrol force over the
course of a year.
At first glance it appears con-
tradictory that officers with
innovative supervisors spent
the least amount of time on
community policing and
9
P O L I C E S U P E R V I S O R Y S T Y L E S
problem solving. This finding
suggests that simply having
an innovative supervisory
style does not necessarily
translate into more innovative
28. activities from subordinates.
Possibly, innovative super-
visors may be more inclined
to encourage community-
building tactics, while active
supervisors may encourage
more aggressive enforce-
ment, which may lead active
supervisors and their subordi-
nates to be more engaged
with problem solving and
other citizen interactions.
Administrative activities.
Patrol officers with active su-
pervisors spend significantly
less time per shift on admin-
istrative tasks. Officers under
active supervision spent 13
percent of their time dealing
with administrative matters,
compared with 19 percent
for patrol officers with tradi-
tional supervisors and 17 per-
cent for those with innovative
or supportive supervisors.
Personal business. Supervi-
sory style has little effect on
the time patrol officers spend
conducting personal business
(nonwork-related encounters
and activities, including meal
and restroom breaks). Overall,
29. officers spent 16 percent
of their time on personal
business.
Implications for policy
and practice
Collectively, the research find-
ings indicate that supervisory
styles affect some types of
subordinate behavior. Police
administrators are encour-
aged to consider supervisory
style in setting department
goals and training.
Compared with other styles,
an active supervisory ap-
proach appears to wield the
most influence over patrol
officer actions. The findings
suggest that to best influ-
ence their patrol officers’
behavior, field supervisors
must lead by example—the
hallmark of an active style.
One clear implication of the
research is that police admin-
istrators and managers would
be well-advised to direct and
train field supervisors to
become more involved and
set an example of the behav-
ior they expect from subordi-
nates. (For discussion of a
different study that examined
30. supervisory practices and offi-
cer training, see “Community
Policing in Field Training and
Supervision.”)
An active supervisory style,
however, has potential prob-
lems. Leading by example
can be positive or negative,
depending on the example
10
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
set. As noted previously, for
instance, active supervisors
and their subordinates are
more likely to use force
against suspects.
One reason why active
supervisors might promote
greater use of force and
proactivity (which could
expose the officer to greater
risk if things go wrong) is that
by taking precisely the risks
that he/she wants the officer
to take, the active supervisor
demonstrates that “if it’s
safe for Sarge, then it’s safe
for me, too.”
31. Supervisory styles influenced
only those officer behaviors
that are hardest to monitor
and measure, such as use of
force, problem solving, and
proactivity. Conversely, super-
visory styles did not signifi-
cantly affect officer behaviors
that are relatively easy to
monitor and measure, such
as making arrests and issuing
citations. One reason may be
that supervisors have more
influence in situations where
patrol officers have the most
discretion. Perhaps the less
certain the task and the less
visible its performance, the
more opportunity a sergeant
may have to define the duties
of subordinates, who may
appreciate such clarification
of their roles.
Another possible explanation
is that such easily measured
officer activities as arrests
and citations may be most
influenced by policy guide-
lines from higher ranking offi-
cials. This effect is likely to
be relatively uniform regard-
less of field supervisors’
styles. Thus, the place to
look for supervisory influence
over these activities may be
32. at the district or departmental
level, not the field supervi-
sory level.
Leading by example is an
effective frontline supervi-
sory tool only if the example
supports departmental goals.
For instance, many officers
at both sites had received rel-
atively little training in com-
munity policing and were
skeptical about its worth.
Sergeants who practiced
an active supervisory style
supplemented training defi-
ciencies while building the
self-confidence of subordi-
nate officers.
These findings strongly sug-
gest that police administrators
are more likely to achieve
departmental goals if they
align them with supervisory
practice and encourage field
supervisors to “get in the
game.”
By taking
precisely the
risks that
he/she wants
the officer to
33. take, the active
supervisor
demonstrates
that “if it’s safe
for Sarge, then
it’s safe for
me, too.”
11
P O L I C E S U P E R V I S O R Y S T Y L E S
STUDY METHODOLOGY
This study used data collected for the POPN multimethod study
of police patrol in the Indianapolis,
Indiana, and St. Petersburg, Florida, police departments, which
were implementing community
policing at the time of the study.
The core methodology was systematic social observation of
patrol officers in the field. Trained
observers accompanied officers on their work shifts and took
field notes. Officers assigned to each
of the 24 study beats were observed for approximately 240
hours. Researchers observed more than
5,700 hours of patrol work during the summer of 1996 in
Indianapolis and the summer of 1997 in St.
Petersburg. From their field notes, observers prepared narratives
and coded data items about
officer activities.
34. Researchers also interviewed patrol officers and frontline
supervisors about their personal charac-
teristics, training and education, work experience, perceptions
of their beats, attitudes toward the
police role, and perceptions of their department’s
implementation of community policing and prob-
lem solving. Participation was voluntary and confidential. To
encourage candid responses to
potentially sensitive questions about the quality of supervision,
officers were not asked for their
supervisors’ names. Officers were matched with sergeants
through other information.
Review of prior research identified 10 attitudinal dimensions
that potentially shape supervisors’
styles:
■ How they make decisions.
■ How they distribute power.
■ The extent to which they attempt or avoid exerting leadership.
■ The priority they place on aggressive enforcement.
■ The priority they attach to community policing and problem
solving.
■ How they view subordinates.
■ Whether they engage in inspirational motivation.
■ How task oriented they are.
■ Whether they focus on building friendships and mutual trust
with subordinates.
35. ■ Whether they focus on protecting subordinates from unfair
criticism and punishment.
Factor analysis of these dimensions revealed the four individual
supervisory styles: traditional,
innovative, supportive, and active.
12
R E S E A R C H F O R P R A C T I C E / J U N E 0 3
Notes
1. “Quantity” is used here in the
sense of amount of supervision, i.e.,
the number of supervisors, the
amount of interaction between
supervisors and subordinates, and
time spent on supervised encoun-
ters between patrol officers and citi-
zens. This study is unique in its
focus on the quality and style—as
well as quantity—of patrol officer
supervision.
2. For example, see Christopher
Commission, Report of the Indepen-
dent Commission on the Los Ange-
les Police Department, Los Angeles
Independent Commission on the Los
Angeles Police Department, 1991;
Mollen Commission to Investigate
Allegations of Police Corruption,
Commission Report, New York: The
36. Mollen Commission, 1994; Skolnik,
J.H., and J.J. Fyfe, Above the Law:
Police and the Excessive Use of
Force, New York: Free Press, 1993;
and Kappeler, V.E., R.D. Sluder, and
G.P. Alpert, Forces of Deviance:
Understanding the Dark Side of
Policing, 2d edition, Prospective
Heights, IL: Waveland Press, 1998.
3. Use of force includes firm grip or
nonpain restraint, pain compliance
(hammerlock, wristlock, finger grip,
carotid control, bar arm lock), impact
or incapacitation (striking with body
or weapon, mace, taser), or drawing
or discharging a firearm.
Recommended reading
This report was based on the
following articles:
Engel, R., “Patrol Officer
Supervision in the Communi-
ty Policing Era,” Journal of
Criminal Justice 30(1) (Janu-
ary/February 2002): 51–64.
Engel, R., “Supervisory
Styles of Patrol Sergeants
and Lieutenants,” Journal
of Criminal Justice 29(4)
(July/August 2001): 341–355.
Engel, R., “The Effects of
37. Supervisory Styles on Patrol
Officer Behavior,” Police
Quarterly 3(3) (September
2000): 262–293.
Other related articles and
reports. Bergner, L., “Build-
ing Teamwork Among Offi-
cers,” Law Enforcement
Trainer 12(6) (November/
December 1997): 10–12.
Haarr, R., “Making of a Com-
munity Policing Officer: The
Impact of Basic Training and
Occupational Socialization on
Police Recruits,” Police Quar-
terly 4(4) (December 2001):
402–433.
Mastrofski, S., R. Parks, A.
Reiss, Jr., and R. Worden,
Policing Neighborhoods: A
Report from St. Petersburg,
Research Preview, Washing-
ton, DC: U.S. Department of
Justice, National Institute of
Justice, July 1999, NCJ
184370.
Mastrofski, S., R. Parks, A.
Reiss, Jr., and R. Worden,
Policing Neighborhoods: A
38. 13
P O L I C E S U P E R V I S O R Y S T Y L E S
Report from Indianapolis,
Research Preview, Washing-
ton, DC: U.S. Department of
Justice, National Institute of
Justice, July 1998, NCJ
184207.
Mastrofski, S., R. Parks, and
R. Worden, Community Polic-
ing in Action: Lessons from
an Observational Study, Final
Report to the National Insti-
tute of Justice, 1998.
Weisburd, D., and R.
Greenspan, et al., Police
Attitudes Toward Abuse of
Authority: Findings From a
National Study, Research in
Brief, Washington, DC: U.S.
Department of Justice,
National Institute of Justice,
May 2000, NCJ 181312.
Community policing. For
more information on commu-
nity policing, visit the Office
of Community Oriented Polic-
ing Services Web site at
www.usdoj.gov/cops/ or
39. write to U.S. Department of
Justice, Office of Community
Oriented Policing Services,
1100 Vermont Avenue, N.W.,
Washington, DC 20530.
The National Institute of Justice is the
research, development, and evaluation
agency of the U.S. Department of Justice.
NIJ provides objective, independent,
nonpartisan, evidence-based knowledge
and tools to enhance the administration
of justice and public safety.
NIJ is a component of the Office of Justice
Programs, which also includes the Bureau
of Justice Assistance, the Bureau of Justice
Statistics, the Office of Juvenile Justice
and Delinquency Prevention, and the
Office for Victims of Crime.