The study considers how the uniformed officer in eight communities deals with such common offenses as assault, theft, drunkenness, vice, traffic, and disorderly conduct. Six of the communities are in New York State: Albany, Amsterdam, Brighton, Nassau County, Newburgh, and Syracuse. The others are Highland Park, Illinois, and Oakland, California.
Enforcing laws dealing with common offenses is especially difficult because it raises the question of administrative discretion. Murder, in the eyes of the police, is unambiguously wrong, and murderers are accordingly arrested; but in cases such as street-corner scuffles or speeding motorists, the patrolman must decide whether to intervene (should the scuffle be stopped? should the motorist be pulled over?) and, if he does, just how to intervene (by arrest? a warning? an interrogation?). In most large organizations, the lowest-ranking members perform the more routinized tasks and the means of accomplishing these tasks are decided by superiors, but in a police department the lowest-ranking officer--the patrolman--is almost solely responsible for enforcing those laws which are the least precise, the most ambiguous. Three ways or "styles" of policing--the watchman, the legalistic, and the service styles--are analyzed and their relation to local politics is explored.
In the final chapter, Mr. Wilson discusses if and how the patrolman's behavior can be changed and examines some current proposals for reorganizing police departments. He observes that the ability of the patrolman to do his job well may determine our success in managing social conflict and our prospects for maintaining a proper balance between liberty and order.
Table of Contents:
1. Introduction
2. THE PATROLMAN
The Maintenance of Order
Justice as a Constraint
Some Organizational Consequences
3. THE POLICE ADMINISTRATOR
Managing Discretion
Critical Events
4. POLICE DISCRETION
The Determinants of Discretion
The Eight Communities
The Uses of Discretion
5. THE WATCHMAN STYLE
The Organizational Context
Some Consequences
6. THE LEGALISTIC STYLE
The Organizational Context
Some Consequences
7. THE SERVICE STYLE
The Organizational Context
Some Consequences
8. POLITICS AND THE POLICE
Politics and the Watchman Style
Politics and the Service Style
Politics and the Legalistic Style
Some Findings from National Data
9. CONCLUSIONS AND POLICY IMPLICATIONS