04953nam 2200673 a 450 991077912760332120161219111621.01-322-41713-X0-7619-2472-81-4522-6279-9(CKB)2550000000105639(EBL)996636(OCoLC)809772279(SSID)ssj0000738460(PQKBManifestationID)12341450(PQKBTitleCode)TC0000738460(PQKBWorkID)10791724(PQKB)10419177(MiAaPQ)EBC996636(OCoLC)808343991(StDuBDS)EDZ0000085200(EXLCZ)99255000000010563920120521d2002 fy| 0engur|||||||||||txtccrThe move to community policing[electronic resource] making change happen /editors, Merry Morash, J. Kevin FordThousand Oaks, Calif. ;London SAGEc20021 online resource (xvii, 299 p.)Description based upon print version of record.1-4522-2947-3 0-7619-2473-6 Includes bibliographical references and index.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 ContextAn 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; ReferencesChapter 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; ConclusionReferencesPart 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; NotesReferencesChapter 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 ImplementationImpediments to Organizational ChangeThis book examines the experiences of a wide variety of community policing initiatives in the United States.Community policingOrganizational changePolice administrationPolice trainingCommunity policing.Organizational change.Police administration.Police training.363.23Morash Merry1946-556640Ford J. Kevin(John Kevin)556641StDuBDSStDuBDSBOOK9910779127603321The move to community policing3765149UNINA