After the rise of terrorism, the management of the Police agency or organization has evolved in several ways. Numerous new responsibilities the police agency must fill call for a unique style of administration. The following are a few of the ways that this transformation has occurred. There has been improved coordination with intelligence agencies (2002). The nation’s first line of defense is the police force. As a result, they are required to gather, process, and exchange intelligence with other agencies at the state and federal levels. There has also been a rise in vigilance (2002). In addition to dealing with everyday crime, police agencies now have to keep an eye out for terrorist attacks and safeguard the country’s most critical infrastructure and assets. Specialized instruction and strategies were used (2002).
The department now needs to train its staff on handling terrorism, which differs significantly from other types of crime. The team must be prepared to use the newest weapons and counterterrorism strategies. Fresh responses were written (2002). The police’s normal reactions may not be effective in a terror attack. Thus, the department needs to devise new strategies. Overall, as a result, the department’s management has grown to be intricate, costly, and multifaceted.
The abbreviation for a chief executive officer’s functional responsibilities is POSDCORB. Lyndall Urwick and Luther Gulick developed this notion (Chalekian, 2016). The acronym stands for Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting (Chalekian, 2016). A police division should plan the exercises it would cover or distributed by the state, as planning is the fundamental task of any administration or organization. Thirdly, staffing refers to using enough workers for various tasks, including administrative center and field operations. Its responsibility is coordinating its representatives under diverse conditions by creating programs, on-field preparation, and adhering to established rules books.
The executive responsibilities of a police officer under the POSDCORB concept are as follows. Range of control comes first, which refers to how many representatives a supervisor has influence over. The supervisor must oversee the work of their representatives more when the degree of control becomes more pronounced. The “solidarity of order” was additionally discussed by only Fayol, Gulick, and Urwick (Chalekian, 2016). The concept is simple: each representative has a single administrator who assigns work to and manages him or her. The POSDCORB concept proposes a division between the capacities of “staff” and “line” (Chalekian, 2016). This suggests that a line supervisor makes explicit requests to their representatives and prioritizes maintaining the “solidity of order.”
References
Chalekian, P. M. (2016). Instantiations of POSDCORB: A Framework-Theory-Model Approach. Administration & Society, 48(3), 316–343. Web.
United States. Department of Justice. Office of Community Oriented Policing Services. (2002). Local law enforcement responds to terrorism: Lessons in prevention and preparedness. US Department of Justice, Office of Community Oriented Policing Services.