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Recognizing the 9/11 attacks as a turning point in the history of American emergency management and response philosophies, this chapter examines the evolution to a standardized National Incident Management System (NIMS). This involved the movement from individual jurisdictional and agency autonomy to adoption of a multilayered system where all efforts are intended to support a response beginning and ending at the local level. This chapter discusses the overarching NIMS doctrine and its incumbent on-scene Incident Command System (ICS) for coordinating on-scene operations. The specific focus is the application to the NIMS and the ICS to law enforcement.

The events of September 11, 2001 forever changed policing with state and local law enforcement now playing a central role. In this new role many agencies have begun to re‐assess how they best fulfil the demands of homeland security and provide traditional law enforcement. Intelligence‐led policing (ILP) has been advocated as one approach with the potential to confront both terrorism and traditional crime problems; however, the degree to which ILP has been widely embraced remains relatively unexamined. The purpose of this paper is to evaluate whether level of involvement with homeland security related intelligence subsequent to 9/11 has had a significant impact on interactions between state and federal agencies, and facilitated organizational change in state law enforcement agencies.

Using data collected from a survey of state law enforcement agencies, the paper examines whether involvement in homeland security and the allocation of resources toward intelligence have had an impact on organizational change consistent with ILP.

Findings suggest increased involvement in homeland security significantly increased interaction between some state and federal agencies and significantly impacted organizational functions of intelligence, grants, and planning. However, contrary to expectations, allocation of resources had little impact on levels of interaction between agencies or broader organizational functions.

Findings suggest that while advances are being made which are consistent with ILP, improvements could be made in the role of theory and evidence‐based practice in driving reforms. More thoughtful distribution of homeland security grants targeting organizational change may be useful in stimulating such efforts. The findings are instructional in how the contemporary context and emerging trends such as ILP are likely to affect organizational change. Specifically, they suggest that if ILP is a desired model for reform in policing, further incentives to pursue its objectives may be necessary.

Most studies of ILP focus on case studies of single agencies. There are no studies which explicitly examine the degree to which principles of ILP have been reflected in organizational change within a broad sample of agencies. The present paper assesses such changes within a national (US) sample of law enforcement agencies.

This chapter examines the principles behind law enforcement intelligence and identifies best practices established by other local and state law enforcement organizations. Then, it conducts a close analysis of the law enforcement intelligence process to determine, in light of best practices, how policies and procedures might be changed to better address law enforcement operations. A redefined intelligence process, as described in this chapter, will provide all participating agencies with a universal definition of law enforcement intelligence, will maintain and enhance community-policing efforts, and will establish a platform for contribution to the domestic intelligence cycle – which is essential for leveraging resources to detect and disrupt organized criminal organizations and terrorism.

This study aims to examine the effects of emotional intelligence and organizational justice on job satisfaction and caring climate and its impacts on Criminal Investigation officers’ performance.

The population in this research was all criminal investigation officers, with people (2016 data) in all Polres and the Criminal Investigation Directorate of Polda Metro Jaya. The method used is path analysis. The path modeling was solved by using the partial least squares method. This research found that there is a positive relationship between job satisfaction and officers’ performance.

This research found that there is a positive relationship between emotional intelligence and job satisfaction; organizational justice and job satisfaction; emotional intelligence and officers’ performance; organizational justice and officers’ performance job satisfaction and officers’ performance; caring climate and officers’ performance; organizational justice and caring climate; emotional intelligence and caring climate. In general, it has shown that emotional intelligence has a significant direct effect on performance, job satisfaction and caring climate. In addition, emotional intelligence has an indirect effect on performance through job satisfaction and caring climate.

There are some differences in the previous research results or methodological weaknesses. This research will develop the relationship between the emotional intelligence variable and the caring climate variable and the relationship between the organizational justice variable and the caring climate variable.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

Purpose – This paper aims to provide an overview of organizational changes in the New Jersey State Police (NJSP) Investigations Branch and how the Branch has adapted to the paradigm of intelligence‐led policing. The paper also reports on interviews conducted to assess the impact on key staff affected by the change, through the medium of a drug‐gang investigation, Operation Nine Connect. Design/methodology/approach – Both semi‐structured and less formal interviews were conducted with 20 detectives, intelligence analysts and managers. Extensive quotes are employed to demonstrate key points. Furthermore, content analysis of documents related to organizational change in the NJSP and to a large drug‐gang intelligence operation was conducted. Findings – The paper identifies the key tenets of intelligence‐led policing, and describes progress made both organizationally and culturally to move the Investigations Branch to an intelligence‐led policing mindset. Organizational successes were reported, but more limited success was achieved in relation to changing police culture. Practical implications – The paper clarifies the meaning of intelligence‐led policing, and identifies potential road‐blocks to implementation for police departments wishing to move to intelligence‐led policing. Originality/value – The paper identifies the key tenets of intelligence‐led policing, outlines how these were used to determine greater geographic focus in the organizational structure of the New Jersey State Police Investigations Branch, and is a rare examination of the internal workings of a state police investigations branch in relation to a drug‐gang investigation. The paper will be of interest to police executives and managers, and intelligence professionals.

The purpose of this paper is to analyze the functions of financial intelligent investigations by the Indonesian financial intelligent unit in conjunction with the participating reporting parties, to consider the obstacles and challenges to reduce money laundering cases in Indonesia, realizing that the role of the financial intelligent investigations not only conducted by Indonesian Financial Intelligent Unit itself but the active participation from reporting parties such as banking institution. The function of financial intelligent unit in supervising and monitoring cash financial transactions is importance in fight against economic crimes, particularly in the anti-money laundering regime.

This paper explores the Indonesian laws on prevention and eradication on money laundering crime and analyzing the importance role of financial intelligent investigations and disruption of money laundering crime.

The financial intelligent investigations will become an important strategy to combating the economic crime such as money laundering and corruption. The new perspective is needed to developing the good synergy in the financial intelligent unit and reporting parties to maximizing the eradication of money laundering cases.

The paper can be a source to explore about the money laundering eradication based on Indonesia legal perspective.

This paper gives contributions by encouraging the financial intelligent unit in conjunction with all the financial institutions to disrupt any money laundering activities, which is associated to other predicate crimes and attempting to conceal the illegal funds derived from illegal activities that commonly happened in Indonesia.