Frontline command : reflections on practice and research /

Some frontline organizations presume that frontline command (defined as the direct supervision of frontline workers by frontline commanders) is required for frontline work to be effective. However, little scholarly effort has been devoted to investigate frontline command. This thesis therefore inves...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Groenendaal, Jelle
Formato: Electrónico eBook
Idioma:Inglés
Publicado: The Hague : Eleven International Pub., ©2015.
Temas:
Public administration > Management.
Public administration > Research.
Administration publique (Science) > Gestion.
Administration publique (Science) > Recherche.
SOCIAL SCIENCE > Criminology.
POLITICAL SCIENCE > Government > Executive Branch.
POLITICAL SCIENCE > Public Affairs & Administration.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover
  • Title page
  • CONTENTS
  • Summary
  • Chapter 1. Introduction
  • 1.1. FRONTLINE COMMAND
  • 1.2. THE TWO FRONTLINE ORGANIZATIONS IN THIS THESIS
  • 1.3. PROBLEM DEFINITION
  • 1.4. LITERATURE ON FRONTLINE WORK AND MANAGEMENT
  • 1.5. THE CONTENT AND STRUCTURE OF THIS THESIS
  • Chapter 2. Analytical framework
  • 2.1. INTRODUCTION
  • 2.2. APPLYING NATURALISTIC DECISION MAKING THEORIES TO FRONTLINE COMMAND
  • 2.3. FADCM: TOWARD A MODEL OF FRONTLINE COMMAND
  • 2.4. ON RESEARCHING FRONTLINE COMMAND
  • Chapter 3. Forensic decision making by coordinators
  • 3.1. INTRODUCTION TO THE STUDY3.2. METHODOLOGY OF THE FOCUS GROUP INTERVIEW
  • 3.3. RESULTS OF THE FOCUS GROUP INTERVIEW
  • 3.4. METHODOLOGY OF THE SERIOUS GAME
  • 3.5. RESULTS OF THE SERIOUS GAME
  • 3.6. REFLECTION ON FADCM ASPECTS
  • 3.7. METHODOLOGICAL REFLECTION
  • Chapter 4. Decision making by Command Core Teams (CCTs)
  • 4.1. INTRODUCTION TO THE STUDY
  • 4.2. METHODOLOGY
  • 4.3. RESULTS
  • 4.4. REFLECTION ON FADCM ASPECTS
  • 4.5. METHODOLOGICAL REFLECTION
  • Chapter 5. Ethical leadership of battalion chiefs
  • 5.1. INTRODUCTION TO THE STUDY
  • 5.2. MOTIVATION FOR STUDYING ETHICAL LEADERSHIP5.3. THEORY
  • 5.4. METHODOLOGY
  • 5.5. RESULTS
  • 5.6. REFLECTION ON FADCM ASPECTS
  • 5.7. METHODOLOGICAL REFLECTION
  • Chapter 6. Incident command and control in exercises
  • 6.1. INTRODUCTION TO THE STUDY
  • 6.2. METHODOLOGY
  • 6.3. RESULTS
  • 6.4. REFLECTION ON FADCM ASPECTS
  • 6.5. METHODOLOGICAL REFLECTION
  • Chapter 7. Incident command and control in real practice
  • 7.1. INTRODUCTION TO THE STUDY
  • 7.2. ANALYTICAL FRAMEWORK
  • 7.3. METHODOLOGY
  • 7.4. RESULTS
  • 7.5. REFLECTIONS ON FADCM ASPECTS
  • 7.6. METHODOLOGICAL REFLECTIONChapter 8. Conclusions
  • 8.1. INTRODUCTION
  • 8.2. ON FRONTLINE COMMAND
  • 8.3. PERFORMANCE, EXPLANATIONS AND POSSIBLE CONSEQUENCES
  • 8.4. ON RESEARCHING FRONTLINE COMMAND
  • 8.5. THE EFFECTIVENESS OF FRONTLINE COMMAND
  • Chapter 9. Implications
  • 9.1. INTRODUCTION
  • 9.2. IMPLICATIONS FOR FRONTLINE ORGANIZATIONS
  • 9.3. IMPLICATIONS FOR INCIDENT COMMAND SYSTEMS (ICS)
  • 9.4. IMPLICATIONS FOR FURTHER RESEARCH
  • References
  • Nederlandse samenvatting (summary in Dutch)
  • Appendix: case descriptions serious game forensic decision makingAcknowledgements
  • About the author

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