Conflict of interests is bound to arise every time the needs of a healthy worker collide with the properties of a formal organization. Naturally, the interests of an organization will prevail over those of the workers who will eventually end up being frustrated and demoralized. The frustrated workers are likely to react by seeking beneficial employment elsewhere, produce less, and feel completely sick of working. An organization that is often regarded as a living entity can avoid such a debacle by doing away with employment practices that only end up sucking off the very much-needed energy from workers. Instead, employees can be given less challenging work so as to give them enough time to recover from burnouts. To achieve this end, a proper and clear understanding of how workers behave is necessary. To gain such understanding, a manager must be thoroughly acquainted with Douglas McGregor’s theory X and theory Y styles of management. In particular, those running a police department should try and understand the full implications of theory X.
Theory X tends to be more domineering as opposed to theory Y. On the other hand, theory Y which is based on Argyris’s model assumes that the interests of an organization can be harmonized with those of an individual to avoid conflicts of interests. The foregoing can be understood by considering some of the assumptions made under both theories. Theory X assumes that an average human is not fond of working and would choose not to work if possible. Also, it assumes that without coercion, threats, and direct control, people would probably undermine the achievement of an organization’s goal. Lastly, it assumes that people like to be directed so as to avoid responsibility. Theory Y on the other hand recognizes that people get tired whether they are working or playing (Charles etal, 2012). It also assumes that people can bring about the achievement of organizations objectives through commitment and not necessarily through punishment. Such a commitment can be as a result of guaranteed rewards. Moreover, workers are presumed to learn under normal circumstances how to seek and accept responsibility to enhance performance. Humans are presumed to possess a high degree of imagination that is helpful in solving organizational problems. Finally, theory Y presumes that an organization only partially utilizes the abilities of their employees and that unleashing that energy may lead to greater organizational achievements and more fulfilled workers. Apparently, theory X is more Draconian and theory Y is more humane.
In police agencies, there are four basic structural types of design namely, line, line and staff, functional, and matrix (Charles etal, 2012). The simplest, clearest, and oldest form of organizational structure is known as a line structure. It is based on the premise that authority flows from the top to the bottom of an organization. The line structure which has its origin in the military follows a clear and unbroken line. The superior-subordinate relationship presumes that the subordinates will adhere to the chain of command to ensure accountability. In the police force, line functions are also referred to as operations including traffic, criminal investigation, and uniformed patrol. The chain of command includes the chief of police, captain, lieutenant, sergeant, corporal, and police officer. The functional structure ensures efficiency by making it possible to modify line structure. The matrix structure ensures that there is interdepartmental networking through which the exchange of information and human resource can take place (Stojkovic etal, 2007).
Line and staff structure provides internal support for police departments. The functions of the staff are further subdivided into administrative and auxiliary staff services. Support or auxiliary units include things such as crime laboratory services, communications, etc which give immediate assistance to the operations of line elements. On the other hand, administrative staff units such as training and personnel provide services that are of less immediate assistance and are supportive of the entire police department. This structure has the advantage of reducing and eliminating special problems, such as nepotism, corruption, etc. This is possible because experts are hired to deal with the problems. The experts also tend to spend a great deal of time analyzing the problem.
While the line structure utilizes all its resources to serve the public directly, the line and staff structure offer internal support for the line structure such as expert advice, hiring experts to analyze physical evidence, departmental conformity, and eliminating vices within the police force such as corruption and so on. Line assignments may include traffic control, uniformed patrol, etc. Staff assignments such as fiscal management, media relations, training, personnel, forensics, etc are carried out by specialized professionals (Ortmeier & Meese, 2009). Things such as the Bureau of filed services which are composed of the patrol districts are the primary line function of the police department. Another example of a line function is the investigative services bureau. Staff functions are also represented by upper echelon offices and the bureau administrative services. The chief of police oversees the functions of these two.
References
Charles, R. S., Territo, L. & Taylor, W. R. (2012). Police Administration: Structures, Processes and Behavior, 8th Ed. Upper Saddle River, NJ: Prentice Hall Publishing Co. Pearson.
Ortmeier, P.J. & Meese, E. (2009). Leadership, Ethics and Policing: Challenges for the 21st Century, 2nd Ed. Upper Saddle River, NY: Prentice Hall.
Stojkovic, S., Kalinich, D., & Klofas, J.(2007). Criminal Justice Organizations: Administration and Management. La Grange, KY: Wordsworth Publishing.