The move to community policing [[electronic resource] ] : making change happen / / editors, Merry Morash, J. Kevin Ford |
Pubbl/distr/stampa | Thousand Oaks, Calif. ; ; London, : SAGE, c2002 |
Descrizione fisica | 1 online resource (321 p.) |
Disciplina | 363.2 |
Altri autori (Persone) |
MorashMerry <1946->
FordJ. Kevin (John Kevin) |
Soggetto topico |
Community policing
Organizational change Police administration Police training |
Soggetto genere / forma | Electronic books. |
ISBN |
1-322-41713-X
0-7619-2472-8 1-4522-6279-9 |
Formato | Materiale a stampa ![]() |
Livello bibliografico | Monografia |
Lingua di pubblicazione | eng |
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 |
Record Nr. | UNINA-9910480825203321 |
Thousand Oaks, Calif. ; ; London, : SAGE, c2002 | ||
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Lo trovi qui: Univ. Federico II | ||
|
The move to community policing [[electronic resource] ] : making change happen / / editors, Merry Morash, J. Kevin Ford |
Pubbl/distr/stampa | Thousand Oaks, Calif. ; ; London, : SAGE, c2002 |
Descrizione fisica | 1 online resource (xvii, 299 p.) |
Disciplina | 363.23 |
Altri autori (Persone) |
MorashMerry <1946->
FordJ. Kevin (John Kevin) |
Soggetto topico |
Community policing
Organizational change Police administration Police training |
ISBN |
1-322-41713-X
0-7619-2472-8 1-4522-6279-9 |
Formato | Materiale a stampa ![]() |
Livello bibliografico | Monografia |
Lingua di pubblicazione | eng |
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 |
Record Nr. | UNINA-9910779127603321 |
Thousand Oaks, Calif. ; ; London, : SAGE, c2002 | ||
![]() | ||
Lo trovi qui: Univ. Federico II | ||
|
The move to community policing : making change happen / / editors, Merry Morash, J. Kevin Ford |
Edizione | [1st ed.] |
Pubbl/distr/stampa | Thousand Oaks, CA, : Sage Publications, c2002 |
Descrizione fisica | 1 online resource (xvii, 299 p.) |
Disciplina | 363.23 |
Altri autori (Persone) |
MorashMerry <1946->
FordJ. Kevin (John Kevin) |
Soggetto topico |
Community policing
Organizational change Police administration Police training |
ISBN |
1-322-41713-X
0-7619-2472-8 1-4522-6279-9 |
Formato | Materiale a stampa ![]() |
Livello bibliografico | Monografia |
Lingua di pubblicazione | eng |
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 |
Record Nr. | UNINA-9910806935803321 |
Thousand Oaks, CA, : Sage Publications, c2002 | ||
![]() | ||
Lo trovi qui: Univ. Federico II | ||
|