| Description |
1 online resource (293 pages) |
| Contents |
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 |
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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 |
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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 |
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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) |
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Appendix: case descriptions serious game forensic decision makingAcknowledgements -- About the author |
| Summary |
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 investigates the effectiveness of frontline command in the police organization responsible for major criminal investigation and the response organization of the fire service. Different research methods are used to get a better understanding of the degree to which frontline command can be studied. Contrary to the expectations of frontline organizations and many frontline commanders, the findings suggest that in current practice frontline commanders contribute to the effectiveness of frontline work only to a limited extent. However, in theory there is still a need for frontline command. This thesis suggests that frontline command can be appropriately studied and therefore calls for more empirical research to uncover the effects of frontline command and the degree to which it can be improved in practice |
| Bibliography |
Includes bibliographical references |
| Notes |
Print version record |
| Subject |
Public administration -- Management
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Public administration -- Research
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SOCIAL SCIENCE -- Criminology.
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POLITICAL SCIENCE -- Government -- Executive Branch.
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POLITICAL SCIENCE -- Public Affairs & Administration.
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Public administration -- Management
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Public administration -- Research
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| Form |
Electronic book
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| ISBN |
9462743452 |
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9789462743458 |
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