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Management And Supervision in Law Enforcement

ISBN: 9780495093411 | 0495093416
Edition: 5th
Format: Hardcover
Publisher: Wadsworth Publishing
Pub. Date: 9/19/2006

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SummaryTable of Contents
Eminently practical, straightforward, and applied, this text focuses on law enforcement managers and supervisors, their jobs, and the complicated interrelationships between members of the law enforcement team and the communities they share. It illustrates the best-known methods and practices of police leadership and management while also turning an eye to the future. It presents a comprehensive overview of the responsibilities of law enforcement leaders and covers everything from the newest principles of participative leadership and community p... MORE
Prefacexix
SECTION I MANAGEMENT AND SUPERVISION: AN OVERVIEW
The Law Enforcement Organization
1(26)
... MORE
Introduction
2(1)
The Evolution of Law Enforcement Organizations
2(2)
The Traditional Law Enforcement Organization
4(1)
The Three Eras of Policing
5(4)
The Political Era (1840--1930)
5(1)
The Reform Era (1930--1980)
6(3)
The Community Era (1980--Present)
9(1)
Current Models of Policing
9(1)
Individual Influences on the Evolution of Police Management
10(1)
Max Weber
10(1)
Frederick W. Taylor
10(1)
Peter Drucker
10(1)
The Influence of Technology on Management
11(1)
The Law Enforcement Mission
11(1)
An Organization's Guiding Philosophy and Values
12(1)
Goals, Objectives, Work Plans and Policies and Procedures
13(1)
Goals
13(1)
Objectives
13(1)
Work Plans
13(1)
Policies and Procedures
14(1)
The Formal Organization
14(5)
Typical Divisions in Law Enforcement Agencies
14(2)
Rational Organization and Hierarchy of Authority
16(3)
Authority, Responsibility and Delegation
19(1)
The Informal Organization
19(1)
Coordination
20(1)
The Emerging Law Enforcement Organization
20(3)
A Flattened Organization
21(1)
A Decentralized Organization
21(1)
Empowered Officers
22(1)
Why the Need to Change?
22(1)
Incident and Unified Command
23(1)
Summary
24(1)
Challenge One
24(1)
Discussion Questions
25(1)
References
25(2)
The Role of Management and Leadership in Law Enforcement
27(37)
Introduction
28(1)
Managers and Management
28(1)
Authority and Power
29(1)
Delegation
29(1)
Basic Management Skills and Tools
30(2)
Basic Tools
31(1)
The Role of Self-Confidence
31(1)
Lessons Learned from Business
32(1)
Management by Objectives
32(1)
Total Quality Management
32(1)
Management Styles
33(1)
Which Management Style to Select?
33(1)
Levels of Managers
33(10)
First-Line Supervisors
33(3)
Middle Management
36(1)
The Top Level---The Executive Manager
37(6)
Law Enforcement Management as a Career
43(1)
Leadership
43(1)
Characteristics of Leaders
44(3)
Leading versus Managing
46(1)
Research on and Theories Related to Leadership
47(3)
Trait Theorists
47(1)
The Michigan State and Ohio State Universities Studies
48(1)
The Managerial Grid from a Leadership Perspective
48(1)
Situational Leadership
48(2)
Transformational Leadership
50(1)
Leadership Styles
50(2)
Consultative, Democratic or Participative Leadership
51(1)
Laissez-Faire Leadership
51(1)
Common Sense Leadership
51(1)
Implications
51(1)
Leadership---A Call for Change
52(2)
Leadership Training and Development
54(2)
Guidelines for Effective Management/Leadership
56(2)
Holistic Management/Leadership
58(1)
The Team Approach
58(2)
Multiagency Teams and Task Forces
59(1)
Summary
60(1)
Challenge Two
61(1)
Discussion Questions
62(1)
References
62(2)
Community Policing
64(36)
Introduction
65(1)
Community Policing---An Overview
65(3)
Community Policing Defined
65(1)
Common Elements of Community Policing
66(1)
The Goals of Community Policing
66(1)
The Dimensions of Community Policing
66(1)
The Three Generations of Community Policing
67(1)
Traditional and Community Policing Compared
68(3)
Reactive versus Proactive
68(1)
Crime Fighting versus Service and Problem Solving
69(2)
Responsibility for Crime
71(1)
The Importance of Community
71(4)
Community Demograhics
71(2)
Organizations and Institutions
73(1)
Social Capital
73(1)
Lack of Community
74(1)
Involving and Educating Citizens
75(2)
Civilian Review Boards
75(1)
Citizen Patrols
76(1)
Citizen Police Academies
76(1)
Ride-Along Programs
76(1)
Partnerships
77(6)
Partnerships with Local Businesses
78(1)
School/Law Enforcement/Community Partnerships
79(1)
Other Key Partnerships/Collaborators
80(2)
Partnerships with the Media
82(1)
Community Policing and Problem Solving
83(1)
Implementing Community Policing
84(5)
Factors Supporting Implementing Community Policing
84(1)
Required Changes
84(1)
Analyzing the Community
85(2)
Strategic Planning
87(2)
Making Time for Partnering and Problem Solving: Call Management
89(2)
Challenges to Community Policing
91(1)
A Change in Core Functions?
92(1)
The Benefits of Implementing Community Policing
93(1)
Benefits of Community Policing to Officers
93(1)
Beyond Community
93(2)
Summary
95(1)
Challenge Three
96(1)
Discussion Questions
97(1)
References
97(3)
SECTION II BASIC MANAGEMENT/PERSONAL SKILLS
Communication: A Critical Management Skill
100(32)
Introduction
101(1)
Communication: An Overview
101(1)
The Communication Process
102(7)
The Sender of the Message
103(1)
The Message
103(2)
Channels of Communication
105(1)
The Receiver of the Message
106(1)
Listening
106(2)
Feedback
108(1)
Barriers to Communication
109(3)
The Gender Barrier
110(1)
The Cultural Barrier
110(2)
Obstacles within the Process
112(1)
Communication Enhancers
113(1)
Internal Communication
113(4)
Subordinate Communication
114(1)
The Grapevine
114(1)
Newsletters
115(1)
Communication at Meetings
115(2)
External Communication
117(7)
Communicating with Other Agencies
117(1)
Communicating with the Media
118(6)
Communication and Community Policing
124(2)
Annual Reports
125(1)
The Internet
125(1)
Communication and Homeland Security
126(3)
Obstacles to Information Sharing
127(1)
The National Criminal Intelligence Sharing Plan (NCISP)
128(1)
Summary
129(1)
Challenge Four
129(1)
Discussion Questions
130(1)
References
130(2)
Decision Making and Problem Solving
132(32)
Introduction
133(1)
A Decision-Making, Problem-Solving Environment
133(1)
Kinds of Decisions
134(1)
Whole-Brain Research
135(1)
Basic Methods for Making Decisions or Problem Solving
136(6)
Intuition
136(1)
Snap Decisions
136(1)
Delegating
137(1)
Not Deciding
137(1)
Using Computers for Decision Making
137(1)
Participatory Decision Making (PDM)
138(1)
Brainstorming
139(2)
Focus Groups
141(1)
Groupthink
141(1)
More Complex Decision-Making/Problem-Solving Processes
142(7)
The Seven-Step Decision-Making/Problem-Solving Process
142(3)
Force-Field Analysis (FFA)
145(1)
The Nominal Group Technique (NGT)
146(1)
The Delphi Technique
147(1)
A Modified Delphi Technique
148(1)
Problem-Oriented Policing
149(8)
Scanning
150(1)
Analysis
151(2)
Response
153(1)
Assessment
154(1)
The SARA Model in Action
155(2)
Creativity and Innovation
157(3)
A Creative Approach to Problem Solving
157(1)
Thinking Traps and Mental Locks
158(2)
Killer Phrases
160(1)
Common Mistakes
160(1)
Ethical Decisions
160(1)
Evaluating Decisions
161(1)
Summary
161(1)
Challenge Five
162(1)
Discussion Questions
163(1)
References
163(1)
Time Management: Minute by Minute
164(24)
Introduction
165(1)
Time Defined
165(1)
Time Management: Planning and Organizing Time
166(1)
Time Management in a Service Organization
167(1)
Value of Time
167(1)
Goals and Time Management
167(3)
Segmenting Tasks
168(1)
Goals, Objectives and the Pareto Principle
168(1)
Setting Priorities
169(1)
Urgent versus Important
169(1)
Organizing Time
170(4)
Time Logs and Lists
170(4)
Controlling Time
174(1)
The Daily To-Do List
174(1)
Scheduling
175(1)
The Time Map
176(1)
Other Methods of Organizing Time
176(1)
Time Abusers: Combating Unproductive Time
176(5)
External Time Wasters
176(3)
Internal Time Wasters
179(2)
A Caution
181(1)
Controlling the Paper Flood and Information Load
181(3)
Retaining What You Need to Remember
184(1)
Productivity---The Bottom Line
184(1)
The Physiology of Productivity
185(1)
Summary
185(1)
Challenge Six
186(1)
Discussion Questions
187(1)
References
187(1)
SECTION III MANAGERS AND THE SKILLS OF OTHERS
Training and Beyond
188(34)
Introduction
189(1)
Training versus Educating
189(1)
Training as a Management Function
190(2)
Training Philosophy
190(1)
Training and Civil Liability
191(1)
Variables Affecting Learning
192(4)
Individual Variables
192(2)
Task or Information Variables
194(1)
Environmental/Instructional Variables
195(1)
Implications
196(1)
Principles of Learning
196(3)
Effective Trainers
196(1)
Training Pitfalls
197(1)
Unsafe Teaching Styles and Practices
197(1)
The Learning Curve
197(1)
Retention
198(1)
Instructional Methods
199(5)
Lecture
199(1)
Question/Answer Sessions
200(1)
Discussion
200(1)
Videoconferencing
201(1)
Demonstration
201(1)
Hands-On Learning
201(1)
Role Playing
201(1)
Case Studies and Scenario-Based Training
202(1)
Simulations
202(1)
Digital Game-Based Learning
202(1)
Combination
203(1)
Individual, Group or Entire Agency
203(1)
Instructional Materials
204(2)
Printed Information
204(1)
Visuals
204(1)
Bulletin Boards
204(1)
Audiocassettes, Videocassettes and DVDs
205(1)
Television Programs
205(1)
Computer Programs
206(1)
Other Training Options
206(1)
Training Standards
206(2)
Four Modes of Policing and Core Competencies
207(1)
Basic Certification Instruction
208(1)
Academy Training for New Recruits
208(1)
On-the-Job Training
209(1)
Field Training
209(1)
In-House Training Sessions
209(1)
Roll Call
210(1)
Training at the Management Level
210(1)
External Training
211(2)
College Classes
211(1)
Distance or E-Learning
212(1)
Seminars, Conferences and Workshops
212(1)
Ongoing Training---Lifelong Learning
213(1)
The Training Cycle
213(2)
Need Identification
213(1)
Goal Setting
214(1)
Program Development
214(1)
Program Evaluation
215(1)
Benefits of Effective Training Programs
215(2)
The Violent Crime Control and Law Enforcement Act of 1994
217(1)
Training, Community Policing and Terrorism
217(1)
Summary
217(2)
Challenge Seven
219(1)
Discussion Questions
219(1)
References
220(1)
Cited Cases
221(1)
Promoting Growth and Development
222(32)
Introduction
223(1)
Job Descriptions
223(1)
The Workplace Culture
223(4)
The Socialization Process
224(1)
The Police Culture
224(2)
Changing the Workplace Culture
226(1)
Developing Positive Interpersonal Relationships
227(4)
Self-Disclosure and Feedback
227(1)
Goal Setting
227(2)
Goals and Values
229(2)
Balanced Performer Managers and Empowerment
231(1)
Stages of Growth
231(2)
Managers as Mentors
233(1)
Developing Career Currency
233(1)
Developing Positive Attitudes
234(1)
Developing a Positive Image
235(1)
Developing Cultural Awareness and Sensitivity
236(6)
Racial Profiling
239(3)
Developing a Sense of Ethics and Integrity
242(7)
Accepting Gratuities
244(3)
Misconduct
247(1)
Unethical Behavior and Corruption
247(2)
Promoting Ethical Behavior and Integrity
249(1)
The Long-Range Importance of Developing Personnel
249(1)
Managers as Motivators for Change
249(1)
Evaluating the Climate for Growth, Development and Change
249(1)
Summary
250(1)
Challenge Eight
251(1)
Discussion Questions
252(1)
References
252(1)
Cited Cases
253(1)
Motivation and Morale
254(33)
Introduction
255(1)
Officer Retention, Motivation and Morale
255(1)
Motivation Defined
256(1)
Self-Motivation
257(1)
Motivational Theories
257(9)
The Hierarchy of Needs---Abraham Maslow
257(4)
Two-Factor or Hygiene/Motivator Theory---Herzberg
261(1)
Reinforcement Theory---Skinner
262(1)
The Expectancy Theory---Vroom
263(1)
Contingency Theory---Morse and Lorsch
264(1)
The Rule of Four---McDonald
265(1)
Causes and Symptoms of an Unmotivated Work Force
266(1)
External, Tangible Motivators
266(2)
The Compensation Package
266(1)
Perks
266(1)
Incentive Programs
267(1)
Working Conditions and Schedules
267(1)
Security
267(1)
Social
267(1)
Status
267(1)
Internal, Intangible Motivators
268(3)
Goals and Expectations
268(1)
Encouragement
268(1)
Achievement, Recognition, Growth and Advancement
269(1)
Self-Esteem
269(1)
A Feeling of Importance
270(1)
Being Involved, Included and ``In'' on Things
271(1)
The Law Enforcement Career as a Motivator
271(2)
Job Rotation
272(1)
Job Enlargement
272(1)
Job Enrichment
273(1)
Job Satisfaction and Community Policing and Problem Solving
273(1)
Benefits of Motivated Personnel
273(1)
Morale: An Overview
273(2)
Indicators of Morale Problems
275(1)
Reasons for Morale Problems
275(2)
Building Morale
277(3)
Promotions and Morale
280(4)
Assessment Centers
281(1)
Police/Family Programs
282(1)
An Innovative Program for Maintaining Veteran Officers' Morale
283(1)
Summary
284(1)
Challenge Nine
285(1)
Discussion Questions
286(1)
References
286(1)
SECTION IV MANAGING PROBLEMS
Discipline and Problem Behaviors
287(32)
Introduction
288(1)
Discipline Defined
288(1)
Positive, Constructive Self-Discipline
289(1)
Maintaining Positive Discipline
289(1)
Knowledge of Rules, Regulations and Expected Behaviors
289(1)
Typical Rules and Regulations for Law Enforcement Departments
289(1)
Policy versus Discretion
290(1)
Policies and Procedures Revisited
290(1)
General Orders
291(1)
Clarity of Role versus Creativity
291(1)
Dealing with Problem Employees
291(1)
Dealing with Difficult People
292(2)
Serious Problem Behaviors
294(8)
Abuse of Sick Leave
295(1)
Substance Abuse
295(1)
Corruption
296(1)
Insubordination
296(1)
Sexual Harassment
296(2)
Use of Excessive Force
298(2)
Use-of-Force Continuums
300(1)
Passive Resistance
301(1)
Negative Discipline/Punishment
302(7)
Identifying the Problem Performer---Early Intervention Systems
302(2)
Determining Penalties
304(2)
Summary Punishment
306(1)
Guidelines for Administering Negative Discipline
306(1)
Steps in Administering Negative Discipline
307(1)
Appeal
308(1)
Legal Considerations
308(1)
Comprehensive Discipline
309(7)
The Balance of Consequences Analysis---Wilson Learning Corporation
309(3)
The Price Method
312(1)
One-Minute Managing
313(2)
The Stroke Approach
315(1)
A Fair Disciplinary System
316(1)
Summary
316(1)
Challenge Ten
317(1)
Discussion Questions
317(1)
References
317(1)
Cited Cases
318(1)
Complaints, Grievances and Conflict
319(31)
Introduction
320(1)
Complaints and Grievances Defined
320(1)
Complaints
321(7)
External Complaints
321(3)
Internal Complaints
324(4)
Complaint Policies
328(1)
Handling and Investigating Complaints
328(1)
Internal Affairs Investigations
329(1)
Officers' Rights and Legal Procedures
330(1)
Civilian Review Boards
331(1)
Grievances
332(2)
Causes
333(1)
Resolving Grievances
334(1)
Mediation and Arbitration
335(1)
Disposition of Complaints and Grievances
335(1)
Conflict
336(1)
Contrasting Views of Conflict
336(1)
Sources of Conflict
337(2)
Individual Sources
337(1)
Interpersonal Sources
337(1)
Job-Related Sources
338(1)
Sources of Conflict External to the Law Enforcement Organization
339(1)
Responsibility for Conflict Management
339(1)
Recognizing and Acknowledging Conflict
339(1)
Managing Crisis Conflict
340(1)
Handling Personal Attacks
340(1)
Handling Disagreements between Others in the Department
341(1)
Dealing with External Conflicts
342(1)
Conflicts with Other Agencies
342(1)
Conflicts with the Public
343(1)
Dealing with Internal and External Politics
343(1)
Maintaining Healthy Conflict
343(2)
Avoiding the Suppression of Conflict
344(1)
Understanding
344(1)
Conflict Resolution Skills
345(1)
Summary
346(2)
Challenge Eleven
348(1)
Discussion Questions
348(1)
References
348(1)
Cited Case
349(1)
Stress and Related Hazards of the Job
350(32)
Introduction
351(1)
Stress Defined
351(2)
Sources of Stress
353(9)
Internal, Individual Stressors
354(1)
Stress Related to Police Work
354(5)
Administrative and Organizational Stressors
359(1)
External Stressors
360(1)
The Interplay of Stressors
361(1)
Law Enforcement Personnel with Additional Stressors
362(3)
Women Officers
363(1)
Minority Officers
363(1)
Rural and Small-Town Patrol Officers
363(1)
Investigators
364(1)
Managers/Supervisors
364(1)
Effects of Stress---An Overview
365(3)
Physical
365(1)
Psychological
365(2)
Behavioral
367(1)
On the Job
367(1)
Other Possible Major Effects of Stress
368(3)
Alcoholism and Substance Abuse
368(1)
Domestic Violence and Divorce
369(1)
Depression
369(1)
Suicide
370(1)
Coping with Stress
371(2)
Reducing Stress Levels
371(2)
How the Organization Can Reduce Stress
373(2)
Testing and Selection
373(1)
Training
373(2)
Ongoing Psychological Support
375(1)
Programs to Prevent/Reduce Stress
375(3)
Peer Support Groups
375(2)
Critical Incident Stress Debriefing
377(1)
Chaplain Corps
377(1)
Other Stress Management Programs
377(1)
Programs for the Family
378(1)
The Role of the Manager/Supervisor
378(1)
Summary
378(1)
Challenge Twelve
379(1)
Discussion Questions
380(1)
References
380(2)
SECTION V GETTING THE JOB DONE . . . THROUGH OTHERS
Deploying Law Enforcement Resources and Improving Productivity
382(35)
Introduction
383(1)
Deploying Personnel
384(3)
Police Logs
385(1)
Shifts
385(1)
Proportionate Assignment
386(1)
The Response
387(1)
Response Time
387(1)
Differentiated Response
387(1)
Kinds of Patrol
388(2)
Random Preventive Patrol
388(1)
Directed Aggressive Patrol
389(1)
Methods of Patrol
390(2)
One-Officer versus Two-Officer Patrol Units
390(1)
Take-Home Patrol Cars
391(1)
Expanding the Law Enforcement Personnel Pool
392(2)
Citizen Police Academies
392(1)
Citizens on Patrol
392(1)
Reserves
392(1)
Volunteers
393(1)
Explorers
394(1)
Civilianization
394(1)
Deploying Resources to Fight Crime
394(4)
Mapping Crime
395(1)
The Crime Triangle
396(2)
Deploying Resources in Emergencies
398(5)
Predisaster Plans
398(1)
Available Assistance
399(2)
Responding to an Emergency
401(1)
After the Emergency
402(1)
Deploying Resources for Homeland Security
403(5)
The Department of Homeland Security
403(2)
The USA Patriot Act
405(1)
The Critical Role of Local Law Enforcement in Homeland Security
405(2)
Best Practices in Homeland Security: An Overview
407(1)
Law Enforcement Productivity
408(1)
Measuring Law Enforcement Productivity
409(1)
Productivity Problems
409(1)
Improving Productivity
409(3)
Technology
410(1)
Intelligence-Led Policing
411(1)
Leadership, Discipline, Motivation and Morale Revisited
412(1)
Summary
413(1)
Challenge Thirteen
414(1)
Discussion Questions
415(1)
References
415(2)
Budgeting and Managing Costs Creatively
417(29)
Introduction
418(1)
Budget Defined
418(1)
Types of Budgets
419(1)
Purposes of Budgets
419(1)
Budgeting and Accounting Terminology
420(1)
Responsibility for Preparing the Budget
421(1)
Typical Levels in Developing a Budget
422(1)
The Budgeting Process
422(3)
Determining Personnel Costs
423(1)
Review of Last Year's Budget
423(2)
Budgeting Systems
425(1)
Budget Categories
426(1)
Typical Allocations to Various Categories
426(1)
Communication and Budget Support
427(1)
Presenting the Budget for Approval
428(1)
Monitoring
429(1)
Cutback Budgeting
429(3)
Causes of Cutback Budgeting
429(1)
Doing More with Less
430(2)
Managing Costs Creatively
432(1)
Identifying Common Cost Problems
432(1)
Employee Cost Improvement Suggestion Programs
433(1)
Creative Ways to Reduce Costs
433(3)
Sharing Resources
434(1)
The Regional Approach or Consolidating Services
434(1)
Community Resource Centers
435(1)
Contracting
435(1)
The Quartermaster System
435(1)
Volunteers
435(1)
Privatization
435(1)
Increasing Revenue
436(6)
Fundraising
436(1)
Donations
436(1)
Charging for Services
437(1)
Asset Forfeiture
437(1)
Grants
438(4)
Other Sources of Funding
442(1)
Summary
442(1)
Challenge Fourteen
443(1)
Discussion Questions
444(1)
References
444(2)
Hiring Personnel and Dealing with Unions
446(30)
Introduction
447(1)
The Importance of Hiring Well
447(1)
Recruiting
448(3)
The Shrinking Applicant Pool
448(1)
Self-Appraisal
449(1)
Recruiting Strategies
449(1)
Recruiting for Diversity
450(1)
The Selection Process
451(7)
The Application
451(1)
Testing/Screening
451(5)
The Interview
456(2)
Assessment Centers
458(1)
Employment Criteria
458(2)
Educational Requirements
458(2)
Laws Affecting Employment
460(3)
The Family and Medical Leave Act of 1993
461(1)
The Uniformed Services Employment and Reemployment Rights Act of 1994
461(1)
The Americans with Disabilities Act of 1990
461(2)
Affirmative Action
463(2)
Labor Laws and Unions
465(7)
Collective Bargaining
467(1)
Types of Law Enforcement Unions
468(1)
Reasons for Joining Law Enforcement Unions
469(1)
Management versus Employee Rights
470(1)
Management, Unions and Politics
470(1)
Levels of Bargaining
471(1)
Management and Unions Working Together
471(1)
Collective Bargaining, Arbitration and the CEO
472(1)
Summary
472(1)
Challenge Fifteen
473(1)
Discussion Questions
474(1)
References
474(1)
Cited Cases
475(1)
Measuring Performance: Assessment and Evaluation
476(28)
Introduction
477(1)
Evaluation: An Overview
477(1)
The Evaluation Cycle
477(1)
Purposes of Evaluation
478(1)
Inspections
478(2)
Line Inspections
479(1)
Spot Inspections
479(1)
Staff Inspections
479(1)
Performance Appraisals
480(4)
Performance Criteria/Standards
481(3)
Instruments for Performance Appraisals
484(2)
Information for Performance Appraisals
484(1)
Common Types of Performance Evaluations
485(1)
Evaluation of Managers and Supervisors by Subordinates
486(1)
Performance Interviews
486(2)
Guidelines for Conducting Performance Appraisals
488(1)
Problems of Performance Appraisals
489(1)
Benefits of Performance Evaluation
490(1)
Evaluating the Team
490(1)
Evaluating the Entire Department
490(2)
Recognizing Value in Policing
492(4)
Using Internal Surveys to Evaluate an Agency
493(1)
Evaluating Training
494(1)
Accreditation
495(1)
Accreditation and Community Policing
495(1)
Evaluating Citizen Satisfaction with Services
496(3)
Citizen Surveys
497(2)
Other Ways to Assess Community Perceptions
499(1)
Evaluation and Research
499(1)
Challenging the Status Quo
500(1)
Summary
500(1)
Challenge Sixteen
501(1)
Discussion Questions
502(1)
References
502(2)
Challenges in Managing for the Future
504(27)
Introduction
504(1)
Megatrends---Looking to the Future
505(1)
Workplace Trends Affecting Law Enforcement
506(2)
Drastic Times, Drastic Measures
507(1)
Blurred Lines---Life or Work
507(1)
Small World and Shrinking
507(1)
New Faces, New Expectations
507(1)
Work Be Nimble, Work Be Quick
507(1)
Security Alert!
507(1)
Life and Work in the E-Lane
507(1)
A Higher Ethical Bar
508(1)
Law Enforcement for the Future
508(2)
A Basic Change in Needed Management Skills
508(1)
A Changing Law Enforcement Officer
508(1)
A Changing Public to Be Served
509(1)
Major Challenges and Issues Facing Twenty-First Century Law Enforcement
510(6)
The Drug Problem
511(2)
Violence
513(1)
Terrorism and Homeland Security
514(2)
Advances in Technology
516(3)
Futuristics
519(2)
Basic Principles of Futuristics
519(1)
Fundamental Premises and Goals
520(1)
The Futures Working Group
521(1)
The Need for Creativity and Innovation
521(2)
Change Revisited
523(4)
The Boiled Frog Phenomenon
523(1)
Resistance to Change
523(2)
The Change-Capable Organization
525(1)
Acceptance of Change
526(1)
Long-Term Change
526(1)
Summary
527(1)
Challenge Seventeen
527(1)
Discussion Questions
528(1)
References
528(3)
Appendix A: Offenses and Their Penalties---Progressive Discipline531(2)
Appendix B: Sample Application Form533(4)
Appendix C: Sample Interview Rating Sheet537(2)
Appendix D: Accessibility Checklist for Complying with the ADA Regulations539(2)
Appendix E: Sample Affirmative Action Questionnaire541(1)
Appendix F: Redondo Beach Sworn Personnel Evaluation Form542(2)
Appendix G: Redondo Beach Pre-Evaluation Form544(1)
Glossary545(12)
Photo Credits557(2)
Author Index559(6)
Subject Index565

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