Reference no: EM131852017
Choose three case studies from the following chapters; Chapter Seven (pp. 190-191), Chapter Eight (pp. 210-211), Chapter Nine (pp. 238-240), and Chapter Ten (pp. 266-267).
No two case studies can come from the same chapter. Answer the "Questions for Discussion" of the case studies you have chosen. The answers to your discussion questions will help you write your Case Study Analysis. Other case Studies from the given chapter attached below.
Case Studies
Chapter 7
Case Study : Knowing Your People, or Searching for Hidden Meanings
You are a supervisor in Bay City, recently transferred from the robbery/homicide section of detectives to day shift patrol. You begin your new assignment by reviewing crime reports and calls for service data for the area and meeting with each of your officers to discuss their view of the area's problems and their work productivity. The south area of the district is divided geographically into five beats, consisting of single-family homes, small commercial businesses, and several large apartment complexes.
Approximately 50,000 citizens live in the area; most are middle-class white and Hispanic people who reside and work in the area. Crime analysis data reveals that the most prevalent crime problems are daytime burglaries and thefts of property from the apartment complexes, juvenile drinking, and vandalism. The vandalism is not gang related and is mostly spray paint tagging of schools and businesses. There are three main thoroughfares through the area, but traffic accidents are low in comparison with the rest of the city.
After reviewing three of your officers' past performance evaluations, you determine that Officer Stengel leads the patrol division in felony arrests. Her follow-up investigations have led to the identification of two groups of daytime burglars who were truants from the local school. A review of other performance areas shows similar good effort. Officer Robbins has just completed his probationary period. Troubled by the vandalism, he began working with the city attorney and local business owners on an ordinance that would ban the sale of spray paint to juveniles.
Robbins makes every effort to work on this project between calls for service, but some of his fellow officers have complained about having to handle some of his calls. Officer Franklin has 10 years' experience and would like to work a motorcycle traffic assignment. Selections will be made in six months. In an effort to demonstrate his interest in that assignment, Franklin currently leads the department in the number of citations written. He also leads the department in citizen complaints of rude behavior, but only 2 of 10 complaints in the past three months were sustained. Assume that you are about to engage in an annual performance appraisal for each officer.
Questions for Discussion
1. What are your observations of each officer's performance?
2. Do you have any concerns about any of the behaviors demonstrated by any of the officers?
3. Do the officers satisfactorily address the district's problems?
4. Are there any other issues that may require your attention? If so, how would you handle those issues?
5. Which performance appraisal system (among those described in this chapter) would you opt to use?
Case Study : Knowing Your People, or Searching for Hidden Meanings
You are a supervisor in Bay City, recently transferred from the robbery/homicide section of detectives to day shift patrol. You begin your new assignment by reviewing crime reports and calls for service data for the area and meeting with each of your officers to discuss their view of the area's problems and their work productivity. The south area of the district is divided geographically into five beats, consisting of single-family homes, small commercial businesses, and several large apartment complexes. Approximately 50,000 citizens live in the area; most are middle-class white and Hispanic people who reside and work in the area.
Crime analysis data reveals that the most prevalent crime problems are daytime burglaries and thefts of property from the apartment complexes, juvenile drinking, and vandalism. The vandalism is not gang related and is mostly spray paint tagging of schools and businesses. There are three main thoroughfares through the area, but traffic accidents are low in comparison with the rest of the city. After reviewing three of your officers' past performance evaluations, you determine that Officer Stengel leads the patrol division in felony arrests. Her follow-up investigations have led to the identification of two groups of daytime burglars who were truants from the local school.
A review of other performance areas shows similar good effort. Officer Robbins has just completed his probationary period. Troubled by the vandalism, he began working with the city attorney and local business owners on an ordinance that would ban the sale of spray paint to juveniles. Robbins makes every effort to work on this project between calls for service, but some of his fellow officers have complained about having to handle some of his calls. Officer Franklin has 10 years' experience and would like to work a motorcycle traffic assignment.
Selections will be made in six months. In an effort to demonstrate his interest in that assignment, Franklin currently leads the department in the number of citations written. He also leads the department in citizen complaints of rude behavior, but only 2 of 10 complaints in the past three months were sustained. Assume that you are about to engage in an annual performance appraisal for each officer.
Questions for Discussion
1. What are your observations of each officer's performance?
2. Do you have any concerns about any of the behaviors demonstrated by any of the officers?
3. Do the officers satisfactorily address the district's problems?
4. Are there any other issues that may require your attention? If so, how would you handle those issues?
5. Which performance appraisal system (among those described in this chapter) would you opt to use?
Chapter 8
Case Study : Near Shootout at K-9 Corral
The headlines read "Near Shootout at K-9 Corral." The department is stunned by the events of Sunday evening. During a weekly training session, K-9 Officer Tom Watson pointed his duty weapon at Officer Jack Connolly and threatened to shoot him during an argument.
Fortunately, no one was injured, but Watson is under investigation for assault. Officer Watson's friends are not surprised. Since joining the K-9 Unit three months ago, he has been the subject of intense teasing, especially by Connolly, who liked to imitate Watson's stuttered speech. Watson is very sensitive about his speech and attended three years of therapy at the local university before gaining enough confidence to take the police officer test.
Lately, Connolly's teasing has become more personal-he has imitated Watson's stutter over the police radio. When other officers and dispatchers began to join in, Watson asked Sgt. Aldous to speak with Connolly. Aldous explained that all new guys got teased and warned him not to make the situation worse by complaining. For the next two weeks, Watson called in sick on the six days that he and Connolly would have worked together.
Just prior to the incident, Watson's fiancé had broken up with him (telling Watson she had a new love interest), he had learned that he owed a significant amount of money in back taxes to the government, and he was bitten on the hand by another K-9 handler's dog during practice exercises. When Connolly initiated his teasing on the day in question, Watson burst into a rage of vulgarities and threats, drew his service revolver, and pointed it at Connolly; other officers tackled and disarmed Watson.
Questions for Discussion
1. What were some of the issues and precipitating factors leading to this incident?
2. Were there any warning signs? If so, what were they?
3. Could this incident have been avoided? If so, how?
4. What were Sgt. Aldous's responsibilities in this matter? Did he meet those responsibilities?
Chapter 9
Case Study : Company's Comin'
You and your partner, a senior deputy, are dispatched on a "found property" call. When you contact the reporting persons, they tell you they have found what appears to be stolen property in the field behind their fence.
You find the following: a high-powered microscope, an HD television set, and a DVD player; obviously the burglar got scared away and left the items in the field. You inventory the property and give a receipt to the reporting party, who states they wish to claim the property if, after 30 days, the rightful owner is not found.
When you return to the patrol car, your partner tells you he is expecting a "hoard" of people at his home this weekend for the Super Bowl, and that he could really use the television set to "take the load off" their living room. He adds that he is going to "borrow" it for a few days, take it home for the Super Bowl, and then return it on Monday to the property room.
Questions for Discussion
1. How would you handle this situation? Would you discuss this matter with anyone? If so, with whom?
2. Is there any way(s) in which this situation can be made worse? How?
Chapter 10
Case Study : Making Enemies Fast: The "Misunderstood" Disciplinarian
Sgt. Jerold Jones does not understand why his officers appeal all of his disciplinary recommendations. He takes matters of discipline seriously; it commonly takes him three to four weeks to investigate minor matters-three to four times longer than other supervisors.
Jones believes that by doing so, he shows great concern for his officers and, in fact, does not even question the officers about their behavior until the investigation is nearly complete and he has interviewed everyone involved in the matter. Jones decides to speak to his officers about the matter. He is surprised when they tell him that they do not trust him. Indeed, they fail to understand why so much time is needed for him to investigate the minor incidents.
They believe that he is being secretive and is always looking for ways to find fault with their performance. Jones argues that his recommendations are consistent with those of other sergeants and provides some examples of similar cases that were handled by various supervisors. Apparently unconvinced by Jones's argument, the next day an officer appeals one of Jones's disciplinary recommendations concerning a minor traffic accident.
Questions for Discussion
1. Are the officers' allegations of Sgt. Jones's unfairness valid?
2. What requisites of sound disciplinary policy may Jones not understand that may be leading to the officers' appeals?
3. Under the circumstances, should Jones simply ignore the officers' complaints? Are their perceptions that important?
Writing the Case Study Analysis:
Must be at least four double-spaced pages in length (exclusive of title and reference pages), and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title page with the following:
Title of paper
Student's name
Course name and number
Instructor's name
Date submitted
Must begin with an introductory paragraph that has a succinct thesis statement.
Must address the case study question with critical thought.
Individual Case Study Review: Analyze each individual case study separately and use headings for each of the articles
Analysis Paragraph: Provide an analysis paragraph following the individual review of each of the case studies that addresses the concepts highlighted in your chosen case studies. (Be sure to relate your analysis to the case study discussion question.)
Must end with a conclusion that reaffirms your thesis.
Must use at least two scholarly resources (at least one of which can be found in the Ashford Online Library).
Must document all sources in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center.
Attachment:- Chapters Case Studies.rar