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Titolo: |
The move to community policing [[electronic resource] ] : making change happen / / editors, Merry Morash, J. Kevin Ford
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Pubblicazione: | Thousand Oaks, Calif. ; ; London, : SAGE, c2002 |
Descrizione fisica: | 1 online resource (321 p.) |
Disciplina: | 363.2 |
Soggetto topico: | Community policing |
Organizational change | |
Police administration | |
Police training | |
Soggetto genere / forma: | Electronic books. |
Altri autori: |
MorashMerry <1946->
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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. |
Titolo autorizzato: | The move to community policing ![]() |
ISBN: | 1-322-41713-X |
0-7619-2472-8 | |
1-4522-6279-9 | |
Formato: | Materiale a stampa ![]() |
Livello bibliografico | Monografia |
Lingua di pubblicazione: | Inglese |
Record Nr.: | 9910480825203321 |
Lo trovi qui: | Univ. Federico II |
Opac: | Controlla la disponibilità qui |