The move to community policing [[electronic resource] ] : making change happen / / editors, Merry Morash, J. Kevin Ford

• Record Nr.: UNINA9910779127603321
• Pubbl/distr/stampa: Thousand Oaks, Calif. ; ; London, : SAGE, c2002
• ISBN: 1-322-41713-X; 0-7619-2472-8; 1-4522-6279-9
• Descrizione fisica: 1 online resource (xvii, 299 p.)
• Altri autori (Persone): MorashMerry <1946->; FordJ. Kevin (John Kevin)
• Disciplina: 363.23
• Soggetti: Community policing; Organizational change; Police administration; Police training
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Note generali: Description based upon print version of record.
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Cover; Contents; Preface; Acknowledgments; Chapter 1. Transforming Police Organizations; Stage Model of Change; Organization of the Book; References; Part I - Developing Data-Dnven Systems; Chapter 2. Using Assessment Tools to Jump-Start the Move to Community Policing; Data Gathering as a Process; Facilitated Assessment; Community-Policing Organizational Survey; Implications for Planning and Implementing a Change Effort; References; Chapter 3. Citizen Input and Police Service: Moving Beyond the ""Feel Good"" Community Survey; Citizen Satisfaction as Feedback in the Police Context; An Integrative Strategy for Acquiring Citizen InputConclusion; References; Chapter 4. Using Multiple Methods in Community Crime Prevention and Community-Policing Research: The Case of Project ROAR; Project ROAR Overview; Discussion of Research Methods and Implementation; Conclusion; References; Part II - Changing the Police Culture; Chapter 5. Styles of Patrol in a Community Policing Context; Research on Patrol Styles; Styles of Policing; Styles of Policing in a Community-Policing Context; Conclusion; Notes; References; Chapter 6. Dual Responsibilities: A Model for Immersing Midlevel Managers in Community PolicingThe Role of Midlevel Managers; Engaging Midlevel Managers in Community Policing; The Challenges of Dual Responsibility; Conclusion; References; Chapter 7. Organizational Change and Development: Fundamental Principles, Core Dilemmas, and Leadership Challenges in the Move Toward a Community-Policing Strategy; Fundamental Principles of Organizational Change and Development; Implications for the Transformation to Community Policing; Leadership Challenges for Transforming Police Agencies; Conclusion; ReferencesPart III - Creating Partnerships; Chapter 8. Focus on Internal Partnerships: A Framework for Implementing Community Policing in a Unionized Department; Partnerships; Working With a Unionized Police Force; Chapter Focus; The Context for Partnership; A Framework for Building a Union-Management Partnership; Conclusion; References; Chapter 9. The Nexus of Community Policing and Domestic Violence; An Examination of the Nexus; Potential for Cooperation at the Nexus; Efforts to Create a Cooperative Nexus of Community Policing and Domestic Violence; Conclusions and Recommendations; Notes; ReferencesChapter 10. Action Research for Community-Oriented Policing and Comprehensive School Safety Planning; Research Methodology; Survey Results; Conclusion; Appendix: School Safety Summit Survey; References; Chapter 11. Social Capital, Collective Action, and Community Policing: A Case Study in Sioux City, Iowa; Overview of Recent Sioux City History; CAST Successes and Problems; Research Focus; Discussion; Notes; References; Part IV - Dealing With Ongoing Challenges; Chapter 12. The Challenge of Effective Organizational Change: Lessons Learned in Community-Policing Implementation; Impediments to Organizational Change
• Sommario/riassunto: This book examines the experiences of a wide variety of community policing initiatives in the United States.