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Essay Subject: Examines how Total Quality Management might be implemented in community policing to solve crime problems in Brooklyn, NY, precinct.... More...

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Paper Abstract: Examines how Total Quality Management might be implemented in community policing to solve crime problems in Brooklyn, NY, precinct. Paper Introduction: Introduction Community policing has become a significant area of focus in police work in recent years as urban and suburban departments have fought increasing levels of crime. The effect of community policing has largely been positive, with crime rates reduced substantially in some areas (New York City, for example) and with positive reactions from both law enforcement agencies and the public at large. Despite the progress that has been made, critics charge that community policing is a vague concept that can encompass everything from merely hiring additional officers to having officers take a proactive role in preventing crime rather than simply reacting to it. Some have proposed that total quality management (TQM), a tool used in industry, can be applied to law enforcement in general, and to community policing in particular. This research Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Management Review, pp. Gianakis, G. A police officer who fills out a report promptly and accuratelyprovides a record of events which can be followed up by others or which canbe used in legal proceedings. Quist, J. A., & Davis, G. Instead, TQM should be madean agency-wide operation. (1997, April 21). Some cities, such as Seattle, have combined community policing effortswith public matching funds to bring together members of the community withpolice officers. American City & County, p. (1997, October 6). Total Quality Management TQM has gained much attention in recent years as Americanmanufacturers seek to improve their productivity and their profitability.At the heart of successful TQM programs is the requirement that allemployees at all levels of the organization be committed to the TQMprocess. 64). By positioningcommunity policing as a way to rebuild communities and improve the qualityof life within communities, agencies are able to overcome some of thenatural distrust that can occur between police and those they serve. Some have proposed that total quality management(TQM), a tool used in industry, can be applied to law enforcement ingeneral, and to community policing in particular. (1997, April). The "customer" can also includeothers in the judicial process, including other officers, dispatchers andsupport personnel, district attorneys, and even those arrested. 36-38. A day in the life: New Orleans'top cop. Instead of imposing their will and ideas on employees,managers need to listen to the suggestions of their employees on how andwhere improvements can be made. 45). In addition, having adifferent culture for community policing as opposed to the rest of theagency is likely to confuse citizens and officers alike, and may result ina failed program rather than a successful one. 36). Community Policing Community policing is a general term used to describe a variety ofactivities and strategies that vary from community to community. These communities are seeking to remake the waythat the police department functions, changing it from a reactiveorganization to a proactive organization that enjoys a close relationshipwith communities that is not necessarily adversarial. This is particularly important, and difficult, in a law enforcementenvironment, which operates on a para-military style culture. If the reports are not filled out clearly,there can be discrepancies and perhaps miscarriages of justice as a result. New York: The Free Press. 4-5. Each individual should receive training in TQM,and learn how to apply its principles to accomplishing the tasks at hand.Officers and support personnel as well as volunteers would be encouraged tobecome more active in their job design so that they are able to makerecommendations on how to improve the ways in which they perform theirjobs. This involvement requires that managers receive training in TQM, aswell (Snyder, 1994, p. Manymanagers in law enforcement are not used to soliciting suggestions fromtheir officers, but this is one of the cornerstones of community policing.Since officers are encouraged to interact more with the community, they arein a unique position to bring back ideas to their managers about how toperform their jobs, and the police function more effectively andefficiently ("COPS," 1996, p. H. Despite the progress thathas been made, critics charge that community policing is a vague conceptthat can encompass everything from merely hiring additional officers tohaving officers take a proactive role in preventing crime rather thansimply reacting to it. The effect of community policing has largelybeen positive, with crime rates reduced substantially in some areas (NewYork City, for example) and with positive reactions from both lawenforcement agencies and the public at large. Not only do managers need to understand theprinciples behind TQM, but they also need to rethink their relationshipwith employees. Ingeneral, community policing refers to law enforcement agencies taking aproactive role in preventing crime rather than their traditional reactiverole of responding to crime. Training Once the mission statement has been developed, the precinct will needto implement an organization-wide training program which would include allemployees, regardless of their rank or job function and regardless ofwhether they are sworn personnel, non-sworn personnel or volunteers(Lamparter, 1997, p. Nation's Cities Weekly, p. Morrow, T., & Cheek, D. Since community policing emphasizes prevention rather than reaction, anofficer who responds to a domestic dispute may forward a copy of his reportto a social service agency for possible intervention, or at least toprovide additional resources to the family before more significant problemsoccur (McCune, 1995, p. Employees needto be instructed in the complex planning that accompanies a strongcommitment to quality, and in ways to monitor the effectiveness of thatplan and how to take action to correct it. 44-49. Theprecinct also has implemented a community policing program designed toincrease visibility and prevent incidents from either occurring, or fromescalating into more serious problems. If employee involvement groups (sometimescalled quality circles) are established but not responded to, theorganization will not only not accomplish its quality goals, but it will dodamage to the morale of the organization as a whole. Nation's Cities Weekly, pp. It is this aspect of TQM that is criticalto the success of the program. These range from drunk in public to drunk driving, with somefamily disputes also stemming from (or exacerbated by) alcohol. Public Administration Review, p. 64. References COPS fight crime with badge, bike and cellular phone. McCune, J. Vision, Values and Courage: Leadership forQuality Management. The process has been adapted to companies that provideservices rather than products, and the principles of TQM should be able tobe applied to community policing, as well (Gianakis, & Davis, 1998, p.485). 4). House okays $4.8 billion bump for locallaw enforcement help. (1996, August). In addition to hiring more sworn personnel, funds fromthis program can also be used to purchase additional equipment, to hire andtrain civilian personnel, or to pay overtime to existing personnel in orderto enable departments to have a higher profile on the streets (Quist, 1997,p. Lamparter, W. The Mission Statement In any community policing situation, the implementation of TQM wouldbegin with a new mission statement from the highest levels of theorganization; in this case that mission statement would be formulated withcommunity representatives and publicized throughout the community as wellas within the precinct. This research examineshow TQM might be implemented in a community policing situation to solvesome of the issues confronting a Brooklyn precinct. Introduction Community policing has become a significant area of focus in policework in recent years as urban and suburban departments have foughtincreasing levels of crime. 5. Reinventing orrepackaging public services? Instead, implementing aquality program within an organization can result in changes throughout theorganization with regard to how business is conducted. In Seattle, matching funds were used to open aneighborhood police station after the residents collected funds to beginthe project. (1994). Conclusion Quality programs require that employees at all levels receive trainingin how to effectively implement a quality philosophy, and learn how to workproductively in groups and in solving their own problems. In the case of communitypolicing, the "customer" is the public at large, including those who seekpolice services for a variety of reasons. In small organizations, getting all employees to be involved inthe process can be accomplished through internal communications andtraining programs. Understanding "Customer" Needs One of the key aspects of TQM suggests that each employee learn toconsider the needs of the customer, anticipate those needs, and providesolutions to those needs every time and on time. AmericanPrinter, pp. 41). (1998, November). Since most community policing efforts are newprograms rather than existing programs, TQM can be built into the programfrom the beginning. The move to community policing itself is one way that cities andcounties are seeking to improve the level of policing that is providedwithin their environs. J. Precinct 94 has combined these two situations: when community policingwas implemented in the precinct, it was done so with both additionalofficers and community involvement. Whatever happened to TQM? (1995, September). 5). C. The Problem Precinct 94 in Brooklyn has a high incidence of incidents involvingalcohol. Quality is an ongoing processthat does not disappear after a few iterations. Staffed and funded by city monies in conjunction with thematching funds, the police station provides local residents with policeofficers who build relationships with the community; analysts acknowledgethat these relationships are at the heart of community policing's successor failure (Morrow & Cheek, 1997, p. While community policing in thisprecinct has met with limited success according to informal surveysconducted among the community and the officers, all parties have indicatedthat additional benefit (as measured as a reduction in alcohol-relatedincidents) can be realized. Seattle matches citizeneffort with city dollars. 485. For some agencies, this has meant addingadditional police officers to the payroll using funds available fromfederal community policing program, such as the Community Oriented PolicingService program. C. This is because personnel get transferred fromone area of responsibility to another, and there may be changes in thepersonnel within the community policing effort. In the case of Precinct 94, a TQM program should not be initiated onlyin one segment of the precinct's operations. A citizens committee was formed tointeract with precinct personnel to identify how community policing wouldbe implemented, but the communication between the committee and the policehas been largely informal. Snyder, N. If this paper is not what you are looking for, you can search again: Search for: or Click here to request an essay written just for you.

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