• Crisis Intervention: The Challenge of Stress

      Angell, John E. (Justice Center, University of Alaska Anchorage, 1980-10)
      Most people agree that the stress connected with police work affects the way police officers relate to the people they contact and serve. While many assume the primary source of stress on police officers lies in factors related to police job activities, the author argues that the primary factors creating stress for police officers are related to traditional police organizational and management philosophy and related practices.
    • Directions for Change in Police Organizations

      Angell, John E. (Criminal Justice Center, University of Alaska Anchorage, 1976-04)
      Three situations serve to hamper police effectiveness under traditional police organizational arrangements First, police operations are based on an assumption that police are primarily in the "criminal apprehension" business. This concept of the police role serves to constrain many police activities that offer potential for satisfying client needs and contributing to crime prevention. Second, police managers rely almost exclusively on the tenets of Bureaucratic Theory, as promulgated by Max Weber (1947), for arranging and managing police organizations. This reliance contributes to problems in the police and community relationship, coordination and direction of police operations, and (3) motivation of police employees. Third, police agencies are basically organized as self-contained operations which are automous from other units of government. This independence reduces the potential for optimum utilization of police services. This paper elaborates on these three situations and their implications, and makes proposals about the directions that the author believes police organizational changes should take.
    • Increasing Police Utility through Organizational Design

      Angell, John E. (Criminal Justice Center, University of Alaska Anchorage, 1976-11)
      Research by social scientists over the past decade provides strong evidence that American policies concerning police organizational designs have served in many instances to restrict the social usefulness, or utility, of local police operations. Substantial changes in police organizational designs are unlikely to occur unless policymakers have relatively comprehensive and complete models. To satisfy policy officials, a model must be (1) easily understood by laypersons, (2) logically related to definitions of problems acceptable to policymakers, (3) sufficiently defined to provide guidelines for systemic, incremental changes, and (4) adequate to facilitate simple, but accurate, assessment of the impact of changes consistent with the model. This paper is in pursuit of such an alternative model for improving police utility.
    • Law Enforcement Selection Practices in the U.S.A. and Canada

      Johnson, Knowlton W. (Justice Center, University of Alaska Anchorage, 1983-04)
      Selection practices in law enforcement have been said to be one of the most complex facets of personnel management. In an effort to document the state of this complexity internationally, the study presented provides state of the art information about police personnel practices in the USA and Canada.
    • Police Organization and Community Relations

      Angell, John E. (Justice Center, University of Alaska Anchorage, 1980-10-22)
      Police scholars approached the decade of the 1970s with optimistic expectations that the use of alternative organizational designs could improve the responsiveness and effectiveness of American policing. These expectations were not fulfilled. The 1970s ended with the traditional bureaucratic philosophy more firmly entrenched in the police managerial psyche than it was in the 1960s. The author argues that this is not because the traditional bureaucratic arrangements are superior, and proposes specific changes to police organization to improve community relations and the effectiveness of the police function.