Application of Organizational Managerial Theories in Law Enforcement

Managerial strategy, the component that manages and guides the organization toward its missions and visions, has been and remains a crucial element to police administration. For decades, the police administrator has been held accountable for the weaknesses of law enforcement agencies. Nevertheless, recently, it is simply stated that police administrators have turned out to be and continue to be highly qualified in comparison to their forerunners (Dantzker, 1999). However, in spite of the idea that police administrators nowadays may be more trained, experienced, and knowledgeable than those of the earlier periods, subordinate police managers and police executive nowadays perhaps perform a much more challenging task than earlier administrators. Due to the greater issues and challenges that confront present-day law enforcement, like a constantly changing workforce, an overstrained criminal justice system, and an overwhelming set of tasks, the police administrator’s job keeps on demanding for more progress (Champion, 2002). This essay discusses how the three major organizational managerial theories, namely, classical or traditional, human relations, and systems have been applied in law enforcement managerial procedures and their impact on police administration.
Classical Management Theory
Classical theory, or also referred to as the ‘scientific management’ model, is the groundwork for American police administration, but this theory in law enforcement is quite difficult and unfavorable when it is rigidly applied. Above all, it tries to put into practice dominant, dictatorial standards to manage people who normally abide by egalitarian principles (Cordner &amp. Scarborough, 2010). According to Gaines and Worrall (2011), more difficulties are produced as agencies have implemented policing principles, which involve empowering subordinates for them to gain more control over policing issues, criminal activities, and their tasks. The progress toward such managerial technique tends to burden and pressure classically managed agencies. Primarily, the traditional police administration and the classical organizational theory have been applied to police administration successfully. Even though the classical organizational model was conceptualized a century ago, it is still the main organizational design for law enforcement agencies and other governmental departments. Police administrators have relied on this model to lead them in managing their divisions and completing the police task (Allen &amp. Sawhney, 1999). In spite of this, there has been considerable strain on law enforcement agencies to change the traditional police managerial framework. First, the general public has criticized police conduct and outcomes. Citizens trust law enforcers in terms of preventing criminal activities and resolving crime issues when they take place. At present, the public criticize police conducts like the maltreatment of civil rights and racial profiling (Allen &amp. Sawhney, 1999). This has encouraged law enforcement agencies to build stronger and better rapport with community organizations and the general public, mostly by adopting community policing. According