You are the new chief of the Greenfield Police Department. After 30 years of iron-fisted control, Chief Slaughter
has retired. Slaughter believed in the military model of police management and a traditional crime-fighting
policing strategy. He was fully entrenched in the war on crime and ran his department like an army unit. His
book of rules and regulations was a foot thick, and he demanded absolute compliance. Decisions were made
in the chief’s office and passed down to the
officers through layers of captains, lieutenants and sergeants. At Chief Slaughter’s retirement ceremony, the
mayor slaps you on the back and says, “You’ve got some big shoes to fill, son. That guy knew how to fight
crime, and his officers never stepped out of line. Our crime rate was below the national average every year he
was here.” The City Council presents Slaughter the Meritorious Service Award for 30 years of crime fighting.As
a student of police history you realize that most police departments battle complex social problems and seldom
march off to war. You know that crime rates are minimally influenced by crime fighting and are a poor indication
of policing success. You also know that traditional organizational structures and policing strategies are slow to
change and often are out of sync with one another. Most of your questions to the captains about department
operations have generated the same response: “Because that’s the way we’ve always done it. If it ain’t broke,
why fix it?”You decide to visit with members of the community. A homeowner tells you that Chief Slaughter’s
officers do a great job of patrolling her neighborhood, but she’s worried about the future impact of the
deteriorating apartment complex across the street. She realizes it’s not a police problem. The manager of a
senior citizens’ residence tells you that there hasn’t been a crime reported in their neighborhood in over a year,
but the residents are afraid to go out at night. He thinks it’s the rumors that spread from crime reports on the
television news. The business owners in the shopping center complain that customers are being driven away
by kids skateboarding in the parking lot. They understand that the police have more urgent crime problems to
fight. The high school principal praises the police department’s stringent traffic enforcement before and after
school. He wishes he could resolve the growing truancy problem as efficiently as the police handle traffic. None
of the people you talk to is personally acquainted with a Greenfield police officer.It appears the Greenfield
Police Department is trapped in the traditional mode of policing. They rely on preventive patrolling and rapid
response as their primary policing strategies and seldom interact with the community. You review their mission
statement and find it emphasizes the professional model of crime fighting.Questions (Each question is worth 8-
points)1. What challenges are facing you as the new chief?2. What type of data might be collected to address
the identified problems? 3. What changes would you introduce in policing strategies?
- What changes would you make in the organizational structure to enable the newStrategy? 5. Identify some
quality-of-life issues that are not being addressed by the crime-fighting strategy of Chief Slaughter. Scenario
2Chief Slaughter loses his temper at a contentious labor meeting with the patrol officers’ union. As Slaughter
cools off in his office, he realizes some of his comments were out of line. He’s actually a good-hearted guy who
backs his cops. Chief Slaughter recently attended a conference where a vender was selling hats with special
reflective pink brims. The vender quoted impressive statistics concerning the added safety the hats provide to
officers. Chief Slaughter knows he’s going to have to squeeze his tight budget to buy the hats, but it’s his way
of demonstrating his concern for his officers and their safety. After his outburst at the labor meeting, he thinks
this will be a good time to show them he cares.Chief Slaughter dictates a memo and has his secretary post it in
the glass case outside the roll call room. He leaves for the weekend.“New hats with reflective pink safety brims
will be distributed to the entire department next week. The hats will be worn by all officers. By order of Chief
Slaughter.” On Monday morning Chief Slaughter was greeted by disgruntled cops and a grievance.Questions
(Each question is worth 8-points)1. Is there a problem in the communication process between Chief Slaughter
and his Officers? 2. Do you think Chief Slaughter used the most effective channel of communications for his
message?Scenario 3After several months on the job as the Greenfield police chief, you observe a lack of
motivation and low morale among a core group of officers. They are resistant to the concept of community
policing and just want to be left alone to do “real” police work— arresting crooks. During the previous
administration, officers received monthly awards for making the most arrests and writing the most traffic
citations.
One of your captains tells you the disgruntled officers are influential in the department’s informal hierarchy.
Some are veterans who have taken promotional exams but were never selected. Others never even took the
exams. The captain says they are skilled officers who could have been promoted if they had worked harder
and better prepared themselves. He thinks their lack of success has left them bitter.The captain suggests you
issue a directive ordering the entire department to implement one community policing project each month.
Those who do not comply will be progressively disciplined. He thinks the threat of discipline will motivate the
disgruntled officers to accept community policing.Questions1. As the Greenfield Police Department chief, what
changes would you implement to improve morale and increase motivation among officers not pursuing
supervisory positions? 2. Is resistance to change a sign of low morale and lack of motivation? Explain. 3. What
effect will your captain’s suggested directive have on the department?Scenario 4Lieutenant Smith is meeting
with Detective Smug to discuss several complaintsconcerning Smug’s rude behavior toward citizens and other
detectives. Smug has been with the department for 15 years and a detective for 10 years. He has a good
service During the past several months, he has offended citizens with his obstinate attitude and curt remarks. A
fellow detective has privately told Lieutenant Smith that Smug is quick to anger and often condescending.
Smug’s behavior seems out of character for him. Before the meeting, Lieutenant Smith learned that Detective
Smug’s wife left him six months ago for an officer in a neighboring department. Smug has not shared this with
other officers, but the rumors spread quickly. Smug was also recently passed over for detective sergeant. A
younger female detective with less experience was promoted.Lieutenant Smith begins the meeting by telling
Detective Smug about the series of complaints. He asks Smug if he is aware of the behavior and what may be
causing it. Detective Smug is defensive and denies being rude to anyone. He says if there is a problem, it’s the
new chief and all the changes he’s throwing at people. Smug says he’s heard rumors that the detectives are
going to rotate shifts every month.
Lieutenant Smith observes that Detective Smug seems withdrawn and tired. He’s usually a snappy dresser, but
now he’s a bit disheveled. His attendance record shows an increased use of sick time.Questions (Each
question is worth 8-points)1.As a skilled manager, Lieutenant Smith should be cognizant of potential signs of
stress. What indicators are apparent in Detective Smug? 2. Identify three obvious sources of stress in
Detective Smug’s life. 3. If Lieutenant Smith suspects that stress is the root cause of Detective Smug’s problem
behavior, should he excuse it? 4. How can Lieutenant Smith and the department help Detective Smug deal
with his stress? 5. Police officers face a variety of job-related stressors. Discuss one that is unique to Detective
Smug’s job.
Sample Solution