The issue of organizational management within criminal justice organizations is a historical one, dating all the way back to the inception of America's first organized, professional, and paid police officers. "Coppers (unknown author, 2001)," named after the copper stars they wore for badges, even had organizational management issues back in 1845 when they tried to manage officers that did not know how to be a professional police officer. Similarly, today's police agencies have some of the same issues but they are just more professionally developed and conceived. In the following pages is a review of the article, "Broken Windows, Damaged Gutters, and Police Supervision (Stojkovic, Kalinich, Klofas, 2003), and provides details of how today's police supervisors deal with their organizations' management obstacles parallel to the article.
Primary Obstacles Police Reformers face when implementing a Community Policing Philosophy, and Versus Traditional PolicingThere are numerous obstacles police reformers face when attempting to implement a community policing philosophy within a police department.
One of the most dominant obstacles, and most difficult to overcome, is the "old school" or traditional model of policing attitude(s). The traditional model of supervision stresses centralized authority, clear-cut rules and regulations, well-developed policies and procedures, and discernable lines of authority operationalized through a chain of command (Stojkovic, Kalinich, Klofas, 2003). It is called the traditional model because it is the model that has been followed by most police agencies since their inception, and is the most prevalent in today's world. However, this model is beginning to lose its shine due to the new approaches that researchers and scientists have come up with that are more effective and employee-friendly. The traditional model is not as effective when it comes to some of the newly implemented programs, such as Community Oriented Policing (COP). As a matter of fact,