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Supervising Police Personnel : The Fifteen Responsibilities

ISBN: 9780136166733 | 0136166733
Edition: 3rd
Format: Hardcover
Publisher: Prentice-Hall, Inc.
Pub. Date: 8/1/1997

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SummaryTable of Contents
Exceptionally practical in focus, this introduction to police supervision covers all the latest supervisory concepts and practices.The book stresses the importance of values and ethics in police leadership and community-oriented policing. Using a 15-responsibility framework and a variety of interactive and imaginative exercises, it encourages readers to think and behave as supervisors and helps them develop a compelling sense of mission and commitment.
Prefacexiii
The Fifteen Responsibilities
1(14)
The "R" Word
1(2)
... MOREOptimism
3(1)
A Partnership
3(4)
Change
7(2)
Quality
9(1)
What Follows
10(5)
PART ONE--KNOW YOUR JOB15(112)
RESPONSIBILITY ONE -- Values
17(20)
Values: An Overview
18(1)
Values: Understanding and Respect
18(1)
Definition, Sources, and Changing of Human Values
19(4)
Values: What Do They Do for Us?
23(3)
Value Clarification
26(4)
Police Supervisor as Value Driven
30(3)
A Values Statement
33(1)
From Values to Ethics
34(1)
Key Points
34(2)
Discussion
36(1)
RESPONSIBILITY TWO -- Ethics
37(19)
Courageous Choices
38(3)
Ethical Decision Making
41(2)
Strategy for Fostering Integrity
43(1)
Ethics Training
43(7)
Paradigms
50(4)
Key Points
54(1)
Discussion
54(2)
RESPONSIBILITY THREE -- Leadership
56(23)
Authority and Power
57(1)
Formal and Informal Leaders
58(1)
Leadership and Supervision
59(1)
Three Theories of Leadership
60(6)
Police Department: Voluntary Organization
66(1)
Mission: Departmental and Personal
66(1)
Mission Statements
67(1)
Leadership Paradigm
68(8)
The Two Biggest Mistakes a Leader Can Make
76(1)
Beyond Leadership
76(1)
Key Points
77(1)
Discussion
78(1)
RESPONSIBILITY FOUR -- COMMUNICATIONS
79(28)
Communications: Leadership, Decision Making, and Trust
80(1)
What Is Communication?
81(1)
What We Know about Communications
82(1)
Types of Communication Channels
83(3)
Methods of Communicating
86(4)
Communications: Down, Up, and Lateral
90(5)
Communication Networks
95(2)
Messages: Volume and Types
97(5)
Barriers to Effective Communication
102(1)
Removing the Barriers
102(3)
Conclusion: A Challenge
105(1)
Key Points
105(1)
Discussion
106(1)
RESPONSIBILITY FIVE -- Time Management
107(20)
A Couple of Questions for You
108(1)
Our Mission
108(1)
People, People, People
108(1)
Time Dimension
109(1)
Self-Mastery of Time
109(2)
Time and Productivity
111(1)
Overloads
112(3)
If It's Worth Doing, It's Worth Doing Poorly
115(1)
Four Generations of Time Management
115(3)
On Becoming a Category II Police Supervisor
118(5)
Key Points
123(2)
Discussion
125(2)
PART TWO INTERNAL PARTNERSHIPS127(152)
RESPONSIBILITY SIX -- Motivation
129(21)
Why Worker Motivation?
130(1)
What Is Worker Motivation?
130(1)
The Distinction between Motivation and Performance
131(1)
Intrinsic and Extrinsic Motivation
132(3)
Theories of Worker Motivation: Why Employees Do What They Do
135(6)
Questions and Answers
141(2)
Job Satisfaction
143(5)
Key Points
148(1)
Discussion
148(2)
RESPONSIBILITY SEVEN -- Goals
150(18)
Goal Setting
151(3)
From Goal Setting to Planning
154(2)
From Planning to MBO
156(6)
Supervising by Objectives
162(4)
Obstacles to MBO
166(1)
Key Points
167(1)
Discussion
167(1)
RESPONSIBILITY EIGHT -- Empowerment
168(16)
We Don't Act On What We Know
169(2)
Em-power-ment
171(2)
Delegation
173(7)
Participation
180(3)
Key Points
183(1)
Discussion
183(1)
RESPONSIBILITY NINE -- Performance
184(36)
Responsibility of the Police Supervisor
185(1)
Performance Evaluation Defined
186(1)
Complex Process
186(1)
Variety of Purposes
187(5)
Three Methods of Performance Evaluation
192(26)
Key Points
218(1)
Discussion
219(1)
RESPONSIBILITY TEN -- Conflict
220(33)
Responsibility of the Police Supervisor
221(1)
Conflict: The Internal Consequences
222(3)
Problem Employees: Worker Relations
225(3)
Problem Employees: Citizen Relations
228(5)
Citizen Complaints
233(7)
Preventing the Problem Employee
240(1)
Most Often...
241(1)
Sexual Harassment
241(2)
Negotiations: Getting to Yes
243(1)
General Approach for Negotiating Differences
243(4)
Seven Steps You Can Take for Getting to Yes
247(4)
Summary
251(1)
Key Points
252(1)
Discussion
252(1)
RESPONSIBILITY ELEVEN -- Stress
253(26)
Stress: The Demand for Change
254(1)
Responsibility of the Police Supervisor
254(2)
Stress as a Demand for Change
256(3)
Sources and Forms of Stress: The Stressors
259(4)
Detecting One's Stress Level
263(8)
Converting Stress into Wellness
271(5)
The Good News
276(1)
Key Points
277(1)
Discussion
277(2)
PART THREE EXTERNAL PARTNERSHIPS279
RESPONSIBILITY TWELVE -- Organizing
281(20)
Governance
282(6)
Organizations
288(11)
A Case for Agile Organizations
299(1)
Key Points
300(1)
Discussion
300(1)
RESPONSIBILITY THIRTEEN -- Teamwork
301(22)
Why Teams?
302(1)
Team Building
303(2)
Advantages
305(4)
Trust
309(2)
Training
311(7)
Diversity in the Workplace
318(3)
Key Points
321(1)
Discussion
321(2)
RESPONSIBILITY FOURTEEN -- Community-oriented and Problem-oriented Policing
323(30)
Community-oriented Policing
324(7)
Implementation
331(4)
Problem-oriented Policing
335(11)
Implementation
346(5)
Concluding Thought
351(1)
Key Points
351(1)
Discussion
352(1)
RESPONSIBILITY FIFTEEN -- Anticipation
353
Why Anticipation?
354(1)
Ways to Anticipate
354(1)
Trend One Career Path Civilians
354(1)
Trend Two Technology and Touch
355(1)
Trend Three Work-force Diversity
355(1)
Trend Four Ethical Dilemmas
356(1)
Trend Five Fewer Qualified Job Seekers
356(1)
Trend Six Modified Workweek
356(1)
Trend Seven Community-oriented Policing
357(1)
Trend Eight Service Evaluation
357(1)
Trend Nine Businesslike
358(1)
Trend Ten Your Turn
358

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