INTRODUCTION-TO-BUSINESS-MANAGEMENT.pdf
―Business Administration is the umbrella to which management is only an element. In practice some categories of staff are referred to as managers
Introduction to Business and Management
It comprises classical management theo- ries and modern approaches to organisation and business. Main blocks of the course are functions of management
bus205 course title: introduction to business
Before graduation you are likely to specialize on areas like Marketing Business Administration
Business Management & Administration Career Cluster Introduction
Jan 25 2013 Introduction to Business & Technology is a course that is appropriate for all high school students. After mastery of the standards in this ...
INTRODUCTION TO BUSINESS
○ Recall business-related ethical behavior and social responsibility. ○ Cite the functions of business management. ○ Identify cultural influences and
Introduction to Business Administration Lesson 1 1. Administration
Provides the foundation for management in many different industries. A business manager may have a wide variety of responsibilities depending on the.
BM-101 Business Management.pdf
to the top management. This system enables the introduction of management by exception. 5. Economy: The planning of expenditure will be systematic and there
Unit 1 Introduction to business management
To have a vote and therefore influence of the direction of the company. Page 6. Business Management for IB Diploma. 6. © Malcolm Surridge and Andrew Gillespie
BUSINESS MANAGEMENT AND ORGANIZATION
- Monthly online project and management meetings. - Intellectual outputs that will be produced under 6 titles (pdf manualler training programs
BUS 100 Introduction to Business Administration (3) Fall 2005
The course provides an introduction to business. It gives an overview of all business management and administration. Topics covered include: accounting.
An Introduction to Business (v. 1.0)
The activities needed to operate a business can be divided into a number of functional areas: management operations
Introduction to business and management - J. Timms
Introduction to business and management. J. Timms. MN1107 996D107
THE BASICS OF BUSINESS MANAGEMENT – VOL I: Leadership
The Basics of Business Management – Vol. I: Leadership Financial. Management and Economics. Part I: Leaders And Managers. 7. 1. Introduction to management
Business Management and Entrepreneurship.pdf
Through our range of Business Management and Entrepreneurship innovation and opportunity recognition as well as an introduction to basic business ...
BUSINESS MANAGEMENT AND ORGANIZATION
ERASMUS+ STRATEGIC PARTNERSHIP FOR YOUTH. 2015-2-TR01-KA205-022935
Introduction to Business Management
The purpose of the Introduction to Business Management course is to provide students with an overview of the management of business organisations in South
Introduction to Business Management
Welcome to Introduction to Business Management. The main sources of www.ibm.com/ibm/history/documents/pdf/management.pdf.
BUSINESS MANAGEMENT 1A MODULE GUIDE 2014 (First Edition
To view print and annotate these related PDF documents
INTRODUCTION TO BUSINESS
Recall business-related ethical behavior and social responsibility. ? Cite the functions of business management. ? Identify cultural influences and
Diploma in Management Sciences: Business Administration
01 Jan 2009 The Diploma in Management Sciences specialising in Business Administration
Introduction to Business and Management - MIM
Introduction to business and management J Timms MN1107 996D107 2790107 2011 Undergraduate study in Economics Management Finance and the Social Sciences This is an extract from a subject guide for an undergraduate course offered as part of the University of London International Programmes in Economics Management Finance and the Social
Introduction to Management
Good management is basic to starting a business growing a business and maintaining a business once it has achieved some measure of success This chapter begins by defining management and discussing the functions of man- agement
Introduction to Business Management - WordPresscom
of management—planning organizing commanding coordinating and providing feedback—and bureaucratic management where there is a clear division of labor rulesandprocedures(Weber1947) Therearealsothosethatseemanagementasa “process”to be studiedandanalyzedthroughcasessothatcorrecttechniquescanbe
Principles of Business Management - GBV
PRINCIPLES OF BUSINESS MANAGEMENT 2 The business environment 29 Jerome Kiley Purpose of this chapter 29 Learning outcomes 29 2 1 Introduction 29 2 2 The systems approach 30 2 3 The organisational environment 31 2 3 1 The micro-environment 33 2 3 2 The market environment 34 2 3 3 The macro-environment 36 2 3 3 1 The natural environment 37
INTRODUCING MANAGEMENT AND BUSINESS RESEARCH
INTRODUCTION This book provides comprehensive coverage of research methods in management and business research It is written for people who have to conduct projects and research studies as part of educational qualifications which can range from undergraduate to doctoral levels
Searches related to introduction to business management pdf filetype:pdf
Introduction to Business Administration Lesson 1 1 Administration Administration can be defined as the process of organizing resources efficiently to accomplish a goal 1 1 Concept of Administration Provides the foundation for management in many different industries
What is the introduction to business management?
- Introduction to Business Management: fresh perspectives Chapter 2. 2.1 Introduction In this unit, we will discuss entrepreneurship and small businesses. Entrepreneurs, i.e. the people practicing entrepreneurship are typically people with good ideas and a business mindset with the drive to start a new business.
What is Section 1 of the development of business and management?
- Section 1: The development of business and management Chapter 1 focuses on the concepts, definitions and origins of the subject you are studying. The chapter aims to act as an introduction to the content that you will be studying and so is a distinct part of the course.
What is 107 introduction to business and management?
- Introduction 1 Introduction Welcome to 107 Introduction to business and management. You have chosen to study a dynamic subject that will stretch your knowledge and challenge your ideas. This is an introductory course, which is designed to engage you with the key concepts, models, debates and problems in the study of business and management.
What is the primary aim of Business Management?
- Module aim The primary aim of Business Management is to introduce students to the fundamentals of business and key management practices in organisations and business enterprises. The concept of business management refers to the activities that a manager needs to undertake to operate a business enterprise successfully.
AGHJMJMI
CEMEIGLGMP"EMF
DOIEMJREPJNM
B ? E9:D 6C2 @7 8=@32=:K2E:@? 244@>A2?:65 3J 4@>A=6I:EJ3 2>3:8F:EJ3 C2A:5 492?863 2?55:G6CD:EJ3 >2?28:?8 2? @C82?:K2E:@? :D 2 5:77:4F=E E2D<5 .6E3 8@@5 >2?286>6?E :D 4C:E:4
42= 7@C E96 DFCG:G2= @7 2? @C82?:K2E:@?5 ? 724E3 8@@5 >2?286>6?E :D D@ :>A@CE2?E E92E
2?D@? 18edO2 7@F?5 E92E 2 >2?286C0D 23:=:EJ E@ >2?286 :D D E:>6D DEC@?86C :? 6IA=2:?4
:?8 7:C> AC@7:E23:=:EJ E92? 2== @E96C 724E@CD 4@>3:?655 #2?286CD 2C6 492==6?865 H:E9 >2<:?8 564:D:@?D3 7@C>F=2E:?8 8@2=D3 4C62E:?8 2 >:DD:@?3 6?24E:?8 A@=:4:6D 2?5 AC@4645FC6D3 2?5 F?:E:?8 :?5:G:5F2=D :? E96 @C82?:K2E:@? D@ E92E 4@>A=6E:@? @7 2== @7 E96D6 2?5
@E96C C6=2E65 E2D6G6CJE9:?8 E92E 2? @C82?:K2E:@? 5@6D3 H9@ LE96 >2?286>6?EN 24EF2==J :D3 :D ?@E 2=H2JD
4=62C=J 567:?655 #2?286>6?E 4@?D:DED @7 >2?J :?5:G:5F2=D :? 2? @C82?:K2E:@? 2E G2CJ:?8
=6G6=D 2?5 C2?C62==J 2 >2?286CN 18ed73 A5 825 &6@A=6 @? E96 7C@?E=:?6 >2J >2<6 564:D:@?D3 7@C>F=2E6);:9.:8;70?4:9:1?34>.3,;?0=>?@/09?>>3:@7/-0,-70?:/:?301:77:B492
-0>.=4-09:9;=:14?,9/1:=;=:14?,209.40> r'$$- )+(A [_YLNMc_Na) JWM QJdN RW[cb RWbY bQN VRaaRYW JWM UYWP,bN_V PYJUa YO bQN Y_PJWRhJbRYW- ;YNa bQRa VJTN bQNV VJWJPNVNWb8 CWMRdRMcJUa NV[UYgNM RW [YaRbRYWa LYWaRMN_NM bY KN Jb bQN aNLYWM Y_ bQR_M UNdNU VJg JUaY QJdN RW[cb Y_ bRbUNa bQJb RWMRLJbN bQNg J_N VJWJPN_a eRbQRWbQNY_PJWRhJbRYW-FO LYc_aN)[NY[UNJ_NOJVRURJ_eRbQbQNbN_Va,45.1 .H.,FE5G.A115( ,.C" -5C.,EAC" BC.D5-.:E" ,45.1 AB.C)E5:3 A115,.C"JWM aY YW-HQNaN J_N JcbYVJbRLJUUg JaacVNM bY KN bRbUNa bQJb RWMRLJbN bQN _JWTa YO VJWJPNVNWb- :cb Ra bQRa JW YKdRYca JaacV[bRYW8 J WcVKN_ YO [NY[UN eY_TRWP Jb bQN bJaT YO PNbbRWP aYVN JLbRdRbg JLLYV[URaQNM eRbQRW J aNb [N_RYM YO bRVNj"[-/(-GNaNJ_LQ MNORWRWP VJWJPNVNWb QJa KNNW YWPYRWP JWM)bY MJbN) bQN_N Ra abRUU WYb J LUNJ_ MNORWRbRYW YO VJWJPNVNWb OY_ JUU Y_PJWRhJbRYWa- HQRa LQJ[bN_ eRUU RWdNabRPJbN bQN MNORWRbRYW YO VJWJPNVNWb Ja eNUU Ja bJaTa LYV, VYWUg JaaYLRJbNM eRbQ VJWJPRWP JW Y_PJWRhJbRYW- HQN bN_VAC3):5I)E5A:eRUU KN MNORWNM JWM TNg Ja[NLba YO Y_PJWRhJbRYWJU ab_cLbc_Na RW WYW[_YORb JWM OY_,[_YORb JPNW, LRNa eRUU KN MRaLcaaNM- DNJMN_aQR[ JWM QYe UNJMN_a eY_T eRbQRW Y_PJWRhJbRYWa J_N MRa, LcaaNM Ja eNUU- 9a bQRa KYYT [N_bJRWa bY VJWJPNVNWb RW L_RVRWJU ScabRLN) J K_RNO acVVJ_g YO L_RVRWJU ScabRLN JPNWLRNa JWM bQNR_ VJWJPNVNWb ab_cLbc_Na Ra JUaY [_Y, dRMNM bY bQN _NJMN_-?JLQ LQJ[bN_ RW bQN bNfbkbQRa YWN RWLUcMNMkNWMa eRbQ J ORLbRYWJU LJaN abcMg JWM acVVJ_g MRaLcaaRYW- HQN LJaN abcMRNa [_YdRMN aLNWJ_RYa URTNUg NWLYcW, bN_NM RW _NJU URON-9UbQYcPQ bQN LJaN abcMRNa VJg _NaNVKUN _NJURbg) bQNg J_N KJaNM YW ORL, bRbRYca WJVNa) [UJLNa) JWM YLLc__NWLNa- HQN_N J_N ]cNabRYWa Jb bQN NWM YO NJLQ LJaN- HQN_N J_N WY _RPQb Y_ e_YWP JWaeN_a bY bQNaN ]cNabRYWa- CWabNJM) bQN RWbNWb Ra bY JUUYe OY_ J[[URLJbRYW JWM [_YLNaaRWP YO bQN RWOY_VJbRYW UNJ_WNM RW bQN LQJ[bN_-03468685 1282537389
9a MRaLcaaNM NJ_URN_)7):)3.7.:ERa J MROORLcUb bN_V bY MNORWN-Cb Ra NJaRN_ bY RMNWbROg eQJb
JVJWJPN_MYNaY_Raac[[YaNMbYMYbQJWbYMNORWNbQNJLbcJUbN_V-CO YWNeN_NbYaNJ_LQ OY_ bQN bN_ViVJWJPNVNWbjYW bQN CWbN_WNb)eY_Ma acLQ Ja ac[N_dRaRWP)MR_NLbRWP)VJW, JPRWP) VNJac_RWP _NacUba) JWM aY YW eYcUM MRa[UJg) eQRLQ J_N JUU JLbRYW,Y_RNWbNM bN_Va- ;eJW "0..1( RMNWbRORNa VJWJPNVNWb Ja [UJWWRWP PYJUa JWM a[NLROgRWP bQN [c_[YaN YO bQN JPNWLg7 Y_PJWRhRWP [NY[UN) ORWJWLNa) _NaYc_LNa JWM JLbRdRbRNa7 abJOORWP) b_JRWRWP) JWM aYLRJURhRWP NV[UYgNNa7 UNJMRWP bQN Y_PJWRhJbRYW JWM bQN abJOO7 JWM LYWb_YUURWP)VYWRbY_, Nf[UJWJbRYW [_Y[YaNM Kg ;eJW JWM bQN eY_Ma MRa[UJgNM YW bQN CWbN_WNb RMNWbROg VJW, JPNVNWb eRbQ bJaTa Y_ _Na[YWaRKRURbRNa) eQRUN WNRbQN_ [_YdRMNa JW NfJLb MNORWRbRYW- DYYTRWP RW JWYbQN_ MR_NLbRYW) YWN VJg ORWM bQJb VJWJPNVNWb QJa KNNW MNORWNM bQ_YcPQ bQNY_g acLQ JaD,5.:E515, 7):)3.7.:E"eQN_N bQYaN RW LQJ_PN YO JW Y_PJWRhJ, bRYW J_N bY VJfRVRhN [_YMcLbRdRbg bQ_YcPQ aNUNLbRYW) b_JRWRWP) JWM [UJWWRWP YO bJaTa JWM NV[UYgNNa- EJWJPNVNWb bQNY_g QJa JUaY OYLcaNM YW AJgYU&a "/626( ORdN OcWLbRYWa YO VJWJPNVNWbk[UJWWRWP) Y_PJWRhRWP) LYVVJWMRWP) LYY_MRWJbRWP) JWM [_YdRMRWP ONNMKJLTkJWM Kc_NJcL_JbRL VJWJPNVNWb) eQN_N bQN_N Ra J LUNJ_ MRdRaRYW YO UJKY_) _cUNa) JWM [_YLNMc_Na "INKN_) /624(- HQN_N J_N JUaY bQYaN bQJb aNN VJWJPNVNWb Ja J i[_YLNaaj bY KN abcMRNM JWM JWJUghNM bQ_YcPQ LJaNa aY bQJb LY__NLb bNLQWR]cNa LJW KN JPNVNWb Ja LUYaNUg bRNM bY aYLRYUYPg JWM bQN dJ_RYca aYLRJU agabNVa RW aYLRNbg ":J_WJ_M) DOiemertoDtenm DmO iDmDdaiamt em MoeiemDg fzrteMa1938; March & Simon, 1958), emphasizing a manager"s understanding of workers as
socio-psychological beings who need to be motivated (Tannenbaum, Weschler, & Massarik, 1961). Management has also been discussed from both decision-making and mathematical perspectives (Koontz, 1961). Although most of these will be addressed in detail in future chapters, it is important to note that they appear to be the rolesof management and not true definitions of what it is to manage. Koontz (1961) stated that "most people would agree that [management] means getting things done through and with people" (p. 17). Management,as viewed in this book, is best defined within groups. It is an ongoing process that works toward achiev- ing organizational goals. It may consist of multiple organizational layers, offices, people, positions, and so on. In other words, management is an ongoing process of getting things done through a variety of people with the least amount of effort, expense, and waste, ultimately resulting in the achievement of organizational goals (Moore, 1964). -4579796029264849M2931I6297O2M7D9?E fdiinomnromne49,75@>?4.0>D>?08 00;49849/?3,?/4110=09?5@=4>/4.?4:9>3,A0/4110=09?=0<@4=0809?>>:?34>4>:97D,
5fgz!oi#ozm dz Dmdzo$d!oz
Blau and Scott (1962) defined an organization by using categories. The first category con- sists of the owners or managers of the organization, and the second are the members of the rank and file. Third are the clients, or what Blau and Scott referred to as the people who are outside of the organization but have regular contact with it. Fourth is the public at large, or the members of society in which the organization operates. They suggest that organizations benefit someone-either the management, the membership, the client, or the commonwealth. This definition fits well with private enterprise in that the managers or shareholders may benefit greatly from the organization"s business and sales. Hecht (1980) suggested that "any organization is a complicated system of interactions between people working at various levels in that organization and reacting with the social, eco- nomic, cultural, political, and competitive systems which surround it" (p. 86). A more contemporary definition of an organization(and perhaps one more fitting to criminal justice) suggests that it is "an organized or cohesive group of people working together to achieve commonly agreed goals and objectives....The basic objectives of most commer- cial organizations are to create a product or service that customers will buy, thus creating profit" (McGovern, 1999, n.p.).In criminal justice, the typical organization is not attempt- ing to generate a profit, but rather to deter, prevent, identify, and process crime and crim- inal acts. It is service based. The hope of achieving goals and objectives is the same, but the functions and activities are in contrast to commercial or for-profit organizations. Members of an organization usually share a common vision, mission, values, and strategic goals. The visionis how the individuals imagine the goals of the organization being accomplished. Each person will have a particular way he or she sees the organiza- tion functioning. As long as the organization is working according to their vision, people perceive the organization as going well. The missionis the overall purpose of the organi- zation and is used to help describe organizations to those outside of them, such as com- munity members. The mission may be a statement or a list of goals to be accomplished (Ivancevich, Donnelly, & Gibson, 1989). A correctional institution"s mission may include statements regarding protecting the public, staff members, and inmates; providing oppor- tunities for rehabilitation; and assisting in reintegrating offenders into society once released. A common mission statement in police departments may include phrases that support public safety, working with citizens and the community, and reducing crime. The Fairfax, County Police Department in Virginia, for example, states, "The Fairfax County Police Department protects persons and property by providing essential law enforcement and public safety services, while promoting community involvement, stability, and order through service, assistance and visibility" (Fairfax County Police Department, 2002, n.p.). The valuesheld in an organization are considered priorities. They incorporate aspects of the vision and the mission in order to focus the activities of an organization. The values are determined by the culture of the organization. In policing, the culture tends to revolve around providing services, controlling crime, and increasing public safety. There are strict policies and procedures to be followed in carrying out the activ- ities of the policing agency. Officers" positions are well defined, and there is a clearly identified hierarchy in the organization. Employees are expected to promote honesty and integrity while completing their tasks. Again, looking at the Fairfax County Police Department (2002), their values have been identified as the following:We believe...
The highest moral and ethical standards are the cornerstone of the agency, and all members are expected to adhere to these standards. The agency, through all of our employees and volunteers, strives to uphold the public trust and maintain accountability to the public. The employees are the most important asset of the Department, and only through teamwork, mutual respect, and cooperation can the community be best served.The role of the police is determined by the community it serves; through a partner-ship with the citizens, the Department improves the quality of life through controland reduction of crime.
AFt=-u"DsxwEJ3
-?v-G-vFs=D"Hz@"A@DDwDD"Ez@Dw"BFs=-E-wD3D@=Gw"EzwDw"AC@t=w>D3
iEsEw1@x1Ezw1sCE" Ewuz?@=@y-wD" s?v" FA1E@1vsEw" ECs-?-?y" sCw" wDDw?E-s=" x@C" Ezw>s-?Ew?s?uw"s?v"w?zs?uw>w?E"@x"A@=-uw"DwCG-uw"vw=-GwCJ"E@"Ezw"u-E-Kw?D"@x"Ezw
u@>>F?-EJ3A@=-u-?y"-?"Rs-CxsI"N@F?EJ3",?3A3-
sCw"A=-Dzwv"tJ"Ez-D"@Cys?-KsE-@?3
E-GwD." sCw" Ezw" >s-?" u@?uwC?D" @x" Ezw" @Cys?-KsE-@?3" jzwJ" sCw" yw?wCs==J" DwE" tJ" Ezw tFE." sD" Ezw" sCE-u=w" A@-?ED" @FE." Ezw" u@>>F?-EJ" -D" BFwDE-@?-?y" Ezw" FDw1@x1x@CuwEzw"syw?uJ3
Af /)028595MOI0O5D9 092 809043839O 59 1I585907 6aMO513 (3,?/:0>9L?49.7@/0/B49I'64;J 07?90=B3:B,>>3:?-D;:74.049 -@?74A0/$=@2090 :@9?D,47B4?349?307,>?D0,= ?L><@4?0,74>?4921:=?
,1?0=,I7:B>;00/.3,>0J ?30809?,77D/4>,-70/8,9B,>>3:?49?30-,.614A0?480>:9@7D B309 -@770?3:70>493480/4/9L?14=0,>3:? ?30 >?,9/:11;:74.0>3:?348?:/0,?34934>64?.309 B3:.,770/;:74.0?:?304=3:80,?+ =,@>0'@;;:>0/7D,=80/B4?3,3,9/2@930B,>>3:? ?30?3=:,?,9/.30>?7,>?":9/,D ;=:.0/@=03,> B:=60/ ,> , .:; (D00 348>071 3,/ A:7@9?00=0/ ,> ;,=? :1 ?30 %0:=4, :@9?D '30=411L>
(34>B006L>>3::?492> 5@>?-=492>?308@;,2,493,9/70>4?@,?4:9>B4?3,9D?3492:?30=?3,9K:,>>,D:=L776477D:@L ,9/?309?301,77:@?4>K0
/4/9L?/:,>B0>,4/>:B0,=05@>?4140/496477492348J "4770=>,4/I8,E492+3D4>7,B091:=.0809? :@??30=049>@.3,3@203@==D?:K20?K0=/:90LJ (3,?8,D-0?30-0>?<@0>?4:9:1,77 o$-)-z,(-OMO %%)$(.-(%$(-)""-t*'!- The strategic goals will state what the agency plans to accomplish and the particular activities its employees are likely to use to achievethe goals. As was mentioned previously, the structure and culture of the organization are reiterated in the strategic goals. Likewise, the strategic goals of an agency provide employees the opportunity to align themselves and their personal goals with the agency"s stated goals. In addition, citizens in the com- munity can determine whether an agency is accomplishing the mission by assessing the statements made in the strategic goals and the outputs delivered by the department. The better organized an organization is, the better it will be able to accomplish its goals. The term organizedcan relate to structure. Organizations are structured verti- cally and horizontally. They contain departments, units, specializations, work groups, jobs, and so on. The structure is typically determined by how formal the organization is. If there is a rigid hierarchy, or what some refer to as bureaucracy, the organization is seen as cen- tralized. Centralized organizationshouse authority positions at the top of the hierarchy, in the upper levels of the administration. Managers are responsible for most decisions in centralized organizations, and communication is sent from management to lower- level staff on how to perform tasks and on changes in policy or procedure. However, if there are few levels of authority between the top managers and the line staff (those per- forming the everyday tasks or jobs), the organization is seen as decentralized. Decentralized organizationsallow for lower-level staff to make decisions on policies or procedures that directly affect the accomplishment of tasks and goals (Ivancevich, Donnelly, & Gibson, 1989). Delegation of authority is foremost in decentralized orga- nizations. The structure of organizations and the impact centralization or decentral- ization has on how organizations function and accomplish goals will be discussed in greater detail in Chapter 2. For now, it"s important to realize that the structure of an organization determines how much autonomy,or the power to self-govern, workers have within that organization. The chain of command within an organization can also determine structure. A chain of commandis the vertical line of authority that defines who supervises whom in an organization. If an organization has a well-defined, unyielding chain of command, the organization is formalized. Formal organizationsare bureaucratic and have clearly defined rules, procedures, and policies. Those at the higher levels of the chain have the authority and power to issue commands to those at the lower level. Police departments tend to utilize formal chains of command with street officers reporting to sergeants, who report to lieutenants, who report to assistant chiefs, who report to the chief of police, and there may even be levels in between these. Skipping a level in the chain of command may result in formal reprimands and is highly frowned upon by coworkers and supervisors. In a formal chain of command, information will travel from the chief of police, to the assistant chiefs, to the commanders and sergeants, and finally to the street-level officers. Questions or comments regarding the information will travel back up the chain of command in a similar fashion. By looking at Figure 1.1, one can see a sample of the formal structure typical of a police department. Under the Assistant Chief of Operations, for example, the patrol officers report to the shift sergeants who report to the shift lieutenants in each squad. Each area of specialty has a defined chain of command within the overall chain of command or structure of the organization. -4579796029264849M2931I6297O2M7D9?L 1NORMALZPOLICEZDEPARTMENT
OrganizationalZChart
August 1, 2008
ChiefZofZPolice
Assistant Chief
OperationsAssistant Chief
Support Services
Office Associates
Record Supervisor
Office AssociatesVice Detectives
CID Detectives
Evidence/Prop.
Technician
Office AssociateShift Sergeants
Patrol Officers
Patrol Officers
Patrol OfficersPatrol Officers
Traffic Officers
Traffic Officers
Proactive Sergeant
Proactive OfficersPolice Service
RepresentativePolice Service
Representative
Police Service
RepresentativesParking
EnforcementShift Sergeants
K-9 Officer
K±9 OfficerShift Sergeants
Vice Unit
SergeantInvestigations
Unit Sergeant7±3 Shift
Lieutenant
6±4 Shift
Sergeant3±11 Shift
Lieutenant11±7 Shift
Lieutenant
School Resource
Officers
Crossing Guards
Communications
Manager
quotesdbs_dbs14.pdfusesText_20[PDF] introduire le théorème de pythagore en 4ème
[PDF] introduire les vecteurs en seconde
[PDF] introduire soutenance
[PDF] introduire un débat
[PDF] introduire une conférence
[PDF] introduzione tesi marketing territoriale
[PDF] inttra
[PDF] invb casio
[PDF] invendus alimentaires loi
[PDF] inventaire actuariat définition
[PDF] inventaire cuisine excel
[PDF] inventaire cuisine professionnelle
[PDF] inventaire des charges bail commercial modèle
[PDF] inventaire floristique transect