Police and Human Relations in Management

Though a great deal of study has aimed at improved public relations and personnel selection in police administration, less concern has been paid to bettering the management practices within police departments. The study of HR in supervisory situations indicates that other methods may be more effective than the traditional military pattern. Some ideas from HR research that would improve internal police organization are: (1) participation of workers at all levels in policy and decision making will increase effectiveness; (2) the police- sergeant, as 'the man in middle,' is a key figure in improved relations; (3) supervisors who know the significance of individual differences are more effective; (4) departments develop antagonisms toward each other; communication networks can act to reduce these; (5) change in any form must be handled so as to reduce personnel resistance. Two specific aspects of social organization require special attention: informal organization and communications. Within every formal police organization there develops an informal structure. This latter develops cliques, status assignments, and norms of efficiency that may be at odds with similar aspects of the formal structure. A supervisor may, by being aware of the informal, bring about harmony with the formal. Communications involves the need for accurate knowledge by the personnel. A well designed manual is valuable to orient the employee as to what is expected of him. A direct line to the top is important so that middle levels will not block information from below. Avoidance of an 'open door policy' on the part of upper levels will help since a natural apprehension of authority renders it meaningless. H. M. Trice.