Malfunction: Police and Traditional Thinking

The purpose of this paper is to help reorganize the Junction City Police Department from the current traditional organization. Information used to do this paper is a case study titled Malfunction Junction in chapter 3 of Justice Administration. The department is in Junction City, a growing community of 150,000 residents. The city is an agriculturally based area in the center of the state. With a population of 10,000 to 20,000, visitors a day during the summer months come to Junction City. The downtown area is deteriorating over the past several years from this deterioration is increased crime and disorder. As a new police, chief the city manager and Council are seeking views on the strategy of implementation and operation of community policing and problem solving. In addition, how as the new police chief this may be approached and implemented. Case Study Malfunction Junction
Several problems envisioned from traditional thinking officers and supervisors can occur. Some of these problems may occur because these officers and supervisors do not accept change. They also may not like the new technology of today. These officers and supervisors are used to the old way and do not want to accept new policies and requirements for the policies. With this, they may be concerned with losing jobs or pay occurring from this change. These traditional thinking officers and supervisors will have to become accustomed to the new ways of the organization. Although there is a growing number of desk bound administrative personnel the department needs to change. Adapting new programs for community policing and problem solving. Adopting these new programs will provide these officers and supervisors with help. This will or may reduce the workload of these officers and supervisors. By reducing, the workload can change the morale of the department will let traditional thinking personnel see the importance of change. As a new police chief to handle the concerns of the officers and