Advanced Law Enforcement

Question 1. Continued Training for Police Officers

Law enforcement administrators recognize that providing training for personnel is an important yet at times difficult task. As Kiley (1998) has pointed out, offering advanced training to experienced personnel such as detectives or administrators is difficult because these individuals often have extensive responsibilities and tight schedules. Traditional classroom-based training that requires officers to attend programs for several consecutive weeks often creates significant staff shortages that adversely impact upon a department's capacity to sustain an appropriate level of staffing on the streets and in station houses. However, Kiley (1998) asserts that while scheduling conflicts, time constraints, and operational concerns impact on even the most critical advanced training needs, administrators can develop alternative training methods that work within these conflicts.

In-service education for officers is often structured around emerging issues or even problems that are identified in police work. For example, some departments have offered courses in multiculturalism or sensitivity training when confronted with charges of racial or ethnic bias. Others have offered anger management programming, courses on supervision and psychology, and courses on law enforcement techniques and procedures. However, many departments lack the resources needed for developing and implementing an

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engineering of service delivery (Berman, 1998). The overarching theory shaping management and administration in public agencies such as police departments is, said Berman (1998), the quality paradigm. Total quality management or TQM is regarded as more of a management philosophy than an all-encompassing single strategy. Continuous quality improvement, the empowerment of all stakeholders, a customer orientation, reengineering, and benchmarking are the strategies found within this paradigm. The core of values in the quality paradigm influencing these and other nonprofits, said Berman (1998), is to identify, meet, and exceed the needs of stakeholders, strive to produce services right the first time, use systematic analysis to evaluate and improve service delivery, and consistently support workers in their efforts to improve quality and to meet customer needs. Berman (1998) identified a number of strategies that non-profits can use to motivate and reward employees who meet and exceed performance standards. Key among these sources of motivation are opportunities for training and career development or education, flexible work schedules, greater participation in shared decision-making, and more competitive wage and benefit compen
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Approximate Word count = 3325
Approximate Pages = 13 (250 words per page)

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