9780131123168

Proven programs and practices for supervising and leading police employees. This, the fifth edition, is... bull; bull;Specifically designed for the existing or prospective supervisor in a police agency. bull;Ideally suited far college and academy courses devoted to police supervision and human relations. Emphasizing team fundamentals such as values, ethics and vision. Taking a fresh look at the interplay of human communications, trust, empowerment and team leadership. bull;Providing an important emphasis on teamwork and team development intending to motivate and empower one's staff. bull;Continuing its commonsense approach to handling problem police employees. Being a police supervisor is much more than having mare pay, more authority, more influence, and more status. All of the above and much more are compacted into a highly readable and definitely useful set of 15 supervisory responsibilities. Combined, they offer keys for you to become both police supervisor and police leaders.

Dedication

ix

Preface

xi

An Overview

xiii

Part One---Team Fundamentals

1

(110)

Values

3

(19)

An Overview of What Follows

4

(1)

Why Values?

4

(2)

Values: What Are They?

6

(1)

Values-Led Police Supervision

7

(1)

Sources of Our Values

8

(1)

Changing Our Values

9

(1)

Values: What Do They Do for Us?

10

(4)

Value Clarification

14

(5)

Basically . . .

19

(1)

From Values to Ethics

20

(1)

Key Points

20

(1)

Discussion

21

(1)

Ethics

22

(24)

Ethics and Ethos

23

(1)

There Is No Such Thing as Police Ethics

24

(1)

Risky Behavior

25

(1)

Courageous Choices

26

(8)

What Kind of a Person Do You Want to Be?

34

(2)

Ethical Decision-Making

36

(2)

Ethics Training

38

(5)

The Paradigm of Integrity

43

(1)

Key Points

44

(1)

Discussion

45

(1)

Vision

46

(23)

Paradigms

47

(6)

Two Approaches for Building a Vision Statement

53

(2)

Building a Shared Vision

55

(2)

Goal-Setting: The Constancy of Progress

57

(6)

Strategy: The Constancy of Change

63

(4)

Think Slowly, Act Quickly!

67

(1)

Key Points

67

(1)

Discussion

68

(1)

Communications

69

(23)

Why Do We Communicate?

70

(1)

What Is It?

71

(1)

What We Know about Communications

72

(2)

Where We Communicate

74

(6)

How We Communicate

80

(1)

Volume of Words

80

(6)

Infotech

86

(2)

Why Don't We Communicate Better?

88

(3)

Key Points

91

(1)

Discussion

91

(1)

Time Management

92

(19)

A Couple of Questions for You

93

(1)

Our Mission

93

(1)

People, People, People

94

(1)

Time Dimension

94

(1)

Self-Mastery of Time

95

(1)

Time and Productivity

96

(1)

Overloads

97

(3)

If It's Worth Doing, It's Worth Doing Poorly

100

(1)

Four Generations of Time Management

100

(3)

On Becoming a Category II Police Supervisor

103

(6)

Key Points

109

(1)

Discussion

109

(2)

Part Two---Team Building

111

(110)

Team Leadership

113

(21)

Team Leadership at the Top

114

(1)

The Police Supervisor as a Leader

115

(1)

The Police Supervisor as ``Team Leader''

115

(1)

Team Leadership and Empowerment

116

(1)

Authority and Power

116

(2)

Police Department: Voluntary Organization

118

(1)

Formal and Informal Team Leaders

118

(1)

Courageous Followership

119

(1)

Managing Your Boss

120

(1)

Loyalty of a Team Follower

121

(8)

Two Big Mistakes a Team Leader Can Make

129

(1)

A Third Big Mistake: GroupThink

130

(2)

Key Points

132

(1)

Discussion

133

(1)

Motivation

134

(21)

Why Have Motivated Workers?

135

(1)

How Does Motivation Start?

135

(1)

What Is Worker Motivation?

136

(1)

The Distinction between Motivation and Performance

136

(2)

Intrinsic and Extrinsic Motivation

138

(2)

Theories of Worker Motivation: Why Employees Do What They Do

140

(6)

Questions and Answers

146

(1)

Job Satisfaction

147

(2)

The Increasing Importance of Recognition and Rewards

149

(3)

Retention

152

(1)

Don't Be a Damn Fool

153

(1)

Key Points

153

(1)

Discussion

154

(1)

Empowerment

155

(17)

We Don't Act on What We Know

156

(2)

Em-power-ment

158

(2)

Delegation

160

(6)

Participation

166

(3)

Entitlement Is Empowerment in Excess

169

(1)

Key Points

170

(1)

Discussion

171

(1)

Team Training

172

(21)

Why Teams?

173

(1)

Team-Training

174

(3)

Advantages

177

(2)

Trust

179

(2)

Training

181

(4)

Team-Based Decision-Making

185

(1)

Training a Diverse Workforce

185

(3)

Emotional Intelligence

188

(3)

Key Points

191

(1)

Discussion

191

(2)

Vitality

193

(28)

Stress and Vitality

194

(1)

Fight or Flight Response

194

(2)

Stress and Integrity

196

(1)

Responsibility of the Police Supervisor-As-Leader

197

(3)

Sources and Forms of Stress: The Stressors

200

(2)

Detecting One's Stress Level

202

(10)

Converting Stress into Vitality

212

(1)

Vitality Management

212

(1)

Taking Four Steps

212

(2)

Strategy A---Supportive Relationships

214

(1)

Strategy B---Mental Discipline

215

(1)

Strategy C---Helping Others

216

(1)

Strategy D---The Three Rs

217

(1)

Strategy E---Altruistic Egoism

217

(1)

Key Points

218

(1)

Discussion

219

(2)

Part Three---Teamwork

221

(114)

Organizing

223

(20)

Governance

224

(4)

Organizations

228

(12)

A Case for Agile Organizations

240

(1)

Key Points

241

(1)

Discussion

242

(1)

Performance

243

(31)

A Spirit of Performance

244

(1)

Planning for Performance

245

(2)

Supervising by Objectives

247

(1)

Setting Objectives

248

(3)

Performance Evaluation

251

(3)

The Performance Domain Rating Scale

254

(18)

Key Points

272

(1)

Discussion

273

(1)

Conflict

274

(30)

Conflict

275

(4)

Conflict Management

279

(1)

Six Steps You Can Take for Getting to Yes

279

(4)

Problem Employees

283

(8)

Citizen Complaints

291

(7)

Media Relations

298

(3)

Key Points

301

(2)

Discussion

303

(1)

Community-Oriented and Problem-Oriented Policing

304

(26)

Community-Oriented Policing

305

(2)

Crime Control

307

(1)

A Decision for Quality

308

(1)

Who's Really Responsible?

309

(3)

Implementation

312

(1)

Who Benefits?

312

(1)

Problem-Oriented Policing

313

(1)

Incident- or Problem-Driven

314

(2)

POP: Reasons, Methods, Principles, and SARA

316

(7)

Implementation

323

(5)

Key Points

328

(1)

Discussion

329

(1)

Anticipation

330

(5)

Why Anticipation?

330

(1)

Ways to Anticipate

331

(1)

Trend One---Career Path Civilians

331

(1)

Trend Two---Technology and Touch

332

(1)

Trend Three---Work-Force Diversity

332

(1)

Trend Four---Ethical Dilemmas

332

(1)

Trend Five---Fewer Qualified Job-Seekers Means More Old Geezers

333

(1)

Trend Six---Terrorism

333

(1)

Trend Seven---Community-Oriented Policing: Generation Two

334

(1)

Trend Eight---Service Evaluation

334

(1)

Trend Nine---Early Retirement, Shorter Careers

335

(1)

Trend 10---Your Turn

335

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A couple of years ago, the acclaimed secular ethicist Michael Josephson wrote: "I just attended a moving graduation ceremony marking the transition of 40 men and women from police academy cadets to sworn officers in the Long Beach Police Department (California). "At the beginning, the officers were fully uniformed, but they had no badges, and without the badges their uniforms were undistinguished. Yet once their shields were affixed, the uniforms and the people in them were transformed. "So I began to think about the badge not only as an official symbol of authority and responsibility, but also as a symbol of honor-a symbol we should look up to and they must live up to. Although the badges were highly polished, experience teaches us that it will take vigilance and integrity to keep them untarnished. "Looking at the very serious faces of Class #77, one could see both determination and pride as they officially accepted the huge responsibilities of a hugely important job captured in the Code of Ethics printed on their program. " 'My fundamental duty', the Code begins, 'is to serve mankind, to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation, and the peaceful against violence and disorder; and to respect the Constitutional Rights of all men to liberty, equality and justice.' It concludes, 'I recognize the badge of my office is a symbol of public faith, and I accept it as a public trust.' "Sure, most officers spend most of their time involved in important but unheroic activities like investigations, traffic regulation and crowd control, but they stand at the ready to put themselves in danger at a moment's notice and after the experience of September 11, I fear we don't appreciate them enough." This book is committed to helping those individuals who are responsible for making this "code" a reality, as opposed to lofty, politically correct but shallow verbiage. The responsible person I'm referring to is thepolice supervisor.You will find that to fulfill this vital role, one'scharacternot merely counts, butcounts big-time.You'll be asking yourself, "What do I, or should I, stand for as a supervisor-as a leader?" You'll also find that you are responsible for assuring that15 RESPONSIBILIITESare being pursued by you and those who work for you. X1Being responsible (the "R" word) means exercising self-discipline and self-restraint. It means doing your very best and being self-reliant andaccountable for the consequences of your decisions. Team Fundamentalsprovides the infrastructure for contemporary police work-community--oriented policing. These chapters deal with character and integrity of purpose--values, ethics,andvision--and with the allocation of the requisitetimetocommunicateall three. (The chapters on ethics and vision contain a lot of new material.) Team Developmentstarts with a supervisor's responsibility for serving as ateam leader.This naturally encompassesmotivating, empowering,andtrainingone's staff, while ensuring that everyone is mentally and physicallywell. Teamworkincludesorganizing for action, measuring performance of that action, resolving conflicts,and making certain thatcommunity-oriented policingworks. I am convinced that it takes teamwork to make it work. Finally, the supervisor-as-leader is challenged toanticipateincoming demands or needs for change. Being a police supervisor is much more than having more pay, more authority, more influence, more status, and the like. It is much more. It is a set of core responsibilities that you will soon encounter and consider in the chapters that follow. My warmest thanks to Kim Davies, Senior Editor, Prentice Hall, who coached and inspir

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Supervising Police Personnel: The Fifteen Responsibilities

Supervising Police Personnel: The Fifteen Responsibilities

0131123165

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