POWERPOINT case study - 78094

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  • From: Law, Criminal Justice
  • Due on: Mon 23 Nov, 2015 (05:00pm)
  • Asked on: Sun 22 Nov, 2015
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Description

POWERPOINT, 2 SLIDES EACH QUESTION, 100 SPEAKER NOTES EACH SLIDE

  1. Identify the problem situations that are occurring
  2. Identify the behaviors that Ima is demonstrating that may make her a problem employee

 

CASE STUDY-

Review the Intruding Ima and the Falsified Report case study in the Appendix of Justice Administration. Assume the role of the police chief or sheriff.

Intruding Ima and the Falsified Report

An 8-year employee of your police agency, Officer Ima Goodenough, is a patrol officer who often serves as a field training officer. Goodenough is generally capable and experienced in both the patrol and detective divisions. She takes pride in being of the “old school” and has developed a clique of approximately 10 people with whom she gets along while mostly shunning other officers. As an officer of the old school, she typically handles calls for service without requesting cover units or backup. She has had six complaints of brutality lodged against her during the last 3 years. For Ima and her peers, officers who call for backup are “wimps.” She has recently been involved in two high-speed pursuits during which her vehicle was damaged when she attempted to run the offender off the road. Ima will notify a supervisor only when dealing with a major situation. She is borderline insubordinate when dealing with new supervisors. She believes that, generally speaking, the administration exists only to “screw around with us.” You, her shift commander, have been angry about her deteriorating attitude and reckless performance for some time and have been wondering whether you will soon have occasion to take some form of disciplinary action against her. You have also learned that Ima has a reputation among her supervisors as being a “hot dog.” Some of her past and present supervisors have even commented that she is a “walking time bomb” who is unpredictable and could “blow” at any time.

One day, while bored on patrol, Ima decides to go outside her jurisdiction, responding to a shooting call that is just across the city limit and in the county. She radios the dispatcher that she is out “assisting,” then walks into the home where paramedics are frantically working on a man with a head wound lying on the floor. Nearby on the floor is a large foreign-made revolver; Ima holds and waves the revolver in the air, examining it. A paramedic yells at her, “Hey! Put that down, this may be an attempted homicide case!” Ima puts the revolver back on the floor. Meanwhile, you have been attempting to contact Ima via radio to get her back into her jurisdiction. Later, when the sheriff’s office complains to you about her actions at their crime scene, you require her to write a report of her actions. She completes a report describing her observations at the scene but denies touching or picking up anything. Looking at Ima’s personnel file, you determine that her performance evaluations for the past 8 years are “standard”—average to above average. She has never received a suspension from duty for her actions. Although verbally expressing their unhappiness with her for many years, Ima’s supervisors have not expressed that attitude in writing.

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