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The Management Principles ot the Los Angeles Police Department
This task necessarily require; the willing cooperation of both
the police and the public, working together toward a com
moil goal.
Principle XII: People Working with People: Since the
police cannot be expected to be on every residential or business block every hour of the day, a process must be developed
whereby each person becomes concerned with the welfare
and safety of his neighborhood. When people are working
with other people in their neighborhood, they can effectively
reduce crime.
Principle XIII: Managers Working with Police: Only
line police officers perform the tasks for which police were
created. They are the operating professionals. Supervisors
and managers exist to define problems, to establish objectives, and to assist line police officers in the accomplishment
of the police mission.
The evaluation of a manager should be based on the
improvement and excellence of his subordinates in the achievement of organizational goals. The life blood of good management is thoroughly systematic, two-way circulation of
information, feelings, and perceptions throughout the
organization.
Principle XIV: Police Working with Police: For many
reasons, some specialization of work is necessary. Specialization should be created only when vitally necessary. When
specialization is created, organization should be adjusted to
ensure that the specialists and generalists who serve the same
citizens work closely together on the common problems in
as informal an organizational structure as possible. This will
tend to ensure a unity of effort, resources, and the effective
service to a common goal.
Principle XV: Police Working with Criminal Justice
System: It must be recognized that the police and the people
alone cannot successfully resolve the problems of crime. The
220
I he Management Principles ol the Los Angeles Police Department
criminal justice system as a whole, in order lo properly serve
the public, must operate as a total system with all of its various
elements working together. The close cooperation of the
police with prosecutors, courts, and correctional officers is
necessary in order lo ensure the development of a safer
community.
Principle XVI: Police/Press Relationships: One of the
first and most fundamental considerations of this nation's
founders in drafting the Bill of Rights was to provide for a
free press as an essential element of the First Amendment to
the Constitution. They recognized that a well-informed
citizenry is vital to the effective functioning of a democracy.
Police operations profoundly affect the public and therefore
arouse substantial public interest. Likewise, public interest
and public cooperation bear significantly on the successful
accomplishment of any police mission. The police should
make every reasonable effort to serve the needs of the media
in informing the public about crime and other police problems.
This should be done with an attitude of openness and
frankness whenever possible. The media should have access
at the lowest level in a department, to personnel who are
fully informed about the subject of a press inquiry. The
media should be told all that can be told that will not impinge
on a person's right to a fair trial, seriously impede a criminal
investigation, imperil a human life, or seriously endanger the
security of the people. In such cases, the minimum information should be given which will not impinge on the four areas
and we should merely state that nothing more can be said.
In all other matters in our relationship with the media
dealing with current news, every member of the department should make every reasonable effort consistent with
accomplishing the police task in providing the media representatives with full and accurate material.
Principle XVII: Management by Objectives: In order
to effectively deal with the most important problems, objec-
221
Object Description
| Title | Staff one, 1978 |
| Description | Edward M. Davis. Staff one: a perspective on effective police management. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1978. Accompanied by memo indicating the photocopy of the book was provided by the author. PART OF: Commission meetings (6 of 6). PART OF A SERIES: Materials in the series fall into one of several categories related to the Independent Commission's work product: (1) Commission meeting materials, which include meeting agendas, work plans, memoranda, and articles about police misconduct that were circulated and reviewed during the Commission's internal meetings; (2) public correspondence, which includes citizen complaints against the LAPD in the form of written testimony, articles, and an audio cassette tape, as well as letters drafted by citizens in support of the LAPD; (3) summaries of interviews held with LAPD officers regarding Departmental procedures and relations; (4) public meeting materials, which include transcripts, supplementary documents, and witness statements that were reviewed at the Commission's public meetings; (5) press releases related to the formation and work product of the Commission; and (6) miscellaneous materials reviewed by the Commission during its study, including LAPD personnel and training manuals, a memorandum of understanding, and messages from the LAPD's Mobile Digital Terminal (MDT) system. |
| Creator | Davis, Edward M. |
| Publisher (of the original version) | Prentice-Hall, Inc. |
| Place of publication (of the original version) | Englewood Cliffs, New Jersey, USA |
| Publisher (of the digital version) | University of Southern California |
| Date issued | 1978 |
| Type |
texts images |
| Format | 130 p. |
| Format (aat) | books |
| Format (imt) | application/pdf |
| Language | English |
| Contributing entity | University of Southern California |
| Part of collection | Independent Commission on the Los Angeles Police Department, 1991 |
| Series | Independent Commission file list |
| File | Commission meetings |
| Box and folder | box 22, folder 9, item 2 |
| Provenance | The collection was given to the University of Southern California on July 31, 1991. |
| Rights | This work is licensed under a Creative Commons Attribution 4.0 International License. https://creativecommons.org/licenses/by/4.0/ All requests for permission to publish or quote from manuscripts must be submitted in writing to the Manuscripts Librarian. Permission for publication is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission of the copyright holder, which must also be obtained. |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Repository name | USC Libraries Special Collections |
| Repository address | Doheny Memorial Library, Los Angeles, CA 90089-0189 |
| Repository email | specol@dots.usc.edu |
| Filename | indep-box22-09-02 |
Description
| Title | Staff one, 1978, p. 118 |
| Format (imt) | image/tiff |
| Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
| Full text | The Management Principles ot the Los Angeles Police Department This task necessarily require; the willing cooperation of both the police and the public, working together toward a com moil goal. Principle XII: People Working with People: Since the police cannot be expected to be on every residential or business block every hour of the day, a process must be developed whereby each person becomes concerned with the welfare and safety of his neighborhood. When people are working with other people in their neighborhood, they can effectively reduce crime. Principle XIII: Managers Working with Police: Only line police officers perform the tasks for which police were created. They are the operating professionals. Supervisors and managers exist to define problems, to establish objectives, and to assist line police officers in the accomplishment of the police mission. The evaluation of a manager should be based on the improvement and excellence of his subordinates in the achievement of organizational goals. The life blood of good management is thoroughly systematic, two-way circulation of information, feelings, and perceptions throughout the organization. Principle XIV: Police Working with Police: For many reasons, some specialization of work is necessary. Specialization should be created only when vitally necessary. When specialization is created, organization should be adjusted to ensure that the specialists and generalists who serve the same citizens work closely together on the common problems in as informal an organizational structure as possible. This will tend to ensure a unity of effort, resources, and the effective service to a common goal. Principle XV: Police Working with Criminal Justice System: It must be recognized that the police and the people alone cannot successfully resolve the problems of crime. The 220 I he Management Principles ol the Los Angeles Police Department criminal justice system as a whole, in order lo properly serve the public, must operate as a total system with all of its various elements working together. The close cooperation of the police with prosecutors, courts, and correctional officers is necessary in order lo ensure the development of a safer community. Principle XVI: Police/Press Relationships: One of the first and most fundamental considerations of this nation's founders in drafting the Bill of Rights was to provide for a free press as an essential element of the First Amendment to the Constitution. They recognized that a well-informed citizenry is vital to the effective functioning of a democracy. Police operations profoundly affect the public and therefore arouse substantial public interest. Likewise, public interest and public cooperation bear significantly on the successful accomplishment of any police mission. The police should make every reasonable effort to serve the needs of the media in informing the public about crime and other police problems. This should be done with an attitude of openness and frankness whenever possible. The media should have access at the lowest level in a department, to personnel who are fully informed about the subject of a press inquiry. The media should be told all that can be told that will not impinge on a person's right to a fair trial, seriously impede a criminal investigation, imperil a human life, or seriously endanger the security of the people. In such cases, the minimum information should be given which will not impinge on the four areas and we should merely state that nothing more can be said. In all other matters in our relationship with the media dealing with current news, every member of the department should make every reasonable effort consistent with accomplishing the police task in providing the media representatives with full and accurate material. Principle XVII: Management by Objectives: In order to effectively deal with the most important problems, objec- 221 |
| Filename | indep-box22-09-02~118.tif |
| Archival file | Volume72/indep-box22-09-02~118.tif |
