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Management refers to the processes that occur within the structure. Police administrators, managers, and supervisors must constantly make decisions, develop plans for activities, motivate subordinates, communicate information to various units and personnel within the department, and provide the department with leadership. Organization and management are constant, interdependent considerations for the police administrator that have a direct effect on the accomplishment of the mission of the department and meeting the needs of the community. Organizational Structure The chief of police reports directly to the city manager. The organizational structure of the department (as depicted in the diagram below) is rather typical of forward thinking police departments of a similar size to Eugene. The department is sub- divided into four divisions, each headed by a captain. The more traditional design of two major organizational components under deputy chiefs would make the department unnecessarily top-heavy. One aim of any organizational design is to group logical functions together in work groups or divisions. The other is to design work groups that distribute comparable responsibility to top managers. That is, ideally divisions should be of relatively comparable size and responsibility. Often times, the latter is not possible. Patrol divisions are always home to half or more of a department's strength. In Eugene, the grouping of work functions and units is appropriate. Too often, police departments tend to group the units that provide support to the patrol division (e.g., K-9, SWAT, crisis negotiation team, and crowd control team) in centralized operations support divisions. Though there is some logic to such a grouping, Eugene's decentralization of these functions to patrol is far more effective. 56