Chapter 6: Captain Hayley is responsible for the annual training plan for the Gr

Chapter 6:
Captain Hayley is responsible for the annual training plan for the Greenfield Police Department. During Chief Slaughter’s crime-fighting tenure, Captain Hayley scheduled frequent training for all officers in the use of firearms, defensive tactics, and enforcing criminal statutes. He scheduled training in pursuit driving and emergency medical response on a two-year rotation. Specialized training was provided to individual officers on an “as needed” basis. The training was usually conducted in an academy setting.
Chief Slaughter required his officers to train and qualify with their firearms every month—three times more often than required by POST. As a result, the department won the state shooting competition 10 years in a row. During those 10 years, Greenfield officers have fired their weapons on duty only to dispatch injured animals. Ammunition and officer overtime for training at the firearms range was the largest expenditures in the department’s training budget.
The new chief has asked Captain Hayley to develop a training program with more emphasis on developing human resources and community policing. He suggested that some of the funds devoted to firearms training be used for other training.
Answer the following questions:
1. Was the training provided by Chief Slaughter job related and appropriate for the tasks performed by his officers?
2. Captain Hayley should consider some fundamental changes in the training program if he wants to emphasize a community-policing strategy rather than a crime-fighting strategy. How might the blend of training versus educating change?
3. If Captain Hayley reduces firearms training and adds communications training, he is likely to face resistance from the officers. Why? How can he circumvent a dispute over this change in the training curriculum?
Chapter 7:
As the new police chief of the Greenfield Police Department, you expected some resistance from officers during the transition from a crime-fighting philosophy to a community policing philosophy. Several veteran officers oppose the change. Most younger officers are willing to try community policing and enjoy interacting with the community. Unfortunately, they worry about being rejected by the veteran officers. Most younger officers do not want to buck the prevailing police culture and informal hierarchy.
Officer Blake, a senior officer and vocal opponent of community policing, is an informal department leader. You decide to ride along with him on a patrol shift. He’s an honest guy who tells you exactly what is on his mind. Officer Blake was the department shooting champion and is unhappy with the cutbacks in firearms training. He thinks the old way of doing things was working just fine. They kept people in line, and the crime rates reflected it. He tells you that community policing is social work, not police work, and that his job is making arrests and keeping the streets safe.
As you listen to Officer Blake, he patrols a park where a group of young Asian men are gathered. He drives by slowly and stares at them. They look down, not making eye contact. Officer Blake looks at you and says, “I don’t trust those guys. They’re up to something.” Officer Blake drives through the parking lot and back past the young men. “I always make sure they know I’m watching them.” The young men begin playing soccer.
Officer Blake’s next stop is Ruby’s Bar and Grill. Several other squads are parked in front of the building. You learn this is their regular break location and that coffee is free, food is half price and a booth is reserved for cops.
Answer the following questions:
1. How would you encourage the new officers’ enthusiasm for community policing and help them buck the prevailing culture?
2. Is Officer Blake a good candidate to be a mentor for a new officer?
3. Officer Blake is clearly entrenched in the crime-fighting model of law enforcement. How would his encounter with the young men in the park affect your department’s public image?
Chapter 8:
After 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.
Answer the following questions:
1. 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?
3. What effect will your captain’s suggested directive have on the department?
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Select the course Organizational Development, then select modules, scroll down to session two and review chapters 6-8. Please separate the different chapters and answers