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The Managing of Police Organizations,9780130619143
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The Managing of Police Organizations

by ;
Edition:
5th
ISBN13:

9780130619143

ISBN10:
0130619140
Format:
Hardcover
Pub. Date:
1/1/2002
Publisher(s):
Prentice Hall
List Price: $80.00
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Summary

The Managing of Police Organizations, now in its fifth edition, is still THE essential text for any course in police organization and management, as well as for officers studying for promotional exams. While most texts in this area focus only on the basics on how to pass a promotional exam, this text takes a stronger and more prescriptive approach that teaches the reader exactly what he or she can do to create a stronger and more effective agency.

With a complete look at how to manage a police organization, including leadership strategies, stress management, and police community relations, The Managing of Police Organizations is the only choice for a complete understanding of police management.

Table of Contents

Preface vii
PART 1 LEADERSHIP 1(174)
Values
3(20)
Maps and Compasses
5(1)
Values-Led Police Work
6(1)
Core Values
7(1)
Understanding and Respect via Values
7(3)
Values: What They Are, Where They Come From, and How We Can Change Them
10(2)
Values: What They Provide for Us
12(3)
Identifying Our Values
15(3)
Making a Commitment
18(3)
Key Points
21(1)
Review
21(1)
Notes
22(1)
Ethics
23(23)
Setting the Standard
24(1)
Why Ethics?
25(1)
Ethics = Moral Duties
25(1)
Ethical Dilemmas
26(1)
Three Approaches
26(2)
Courageous Choices
28(2)
Ethical Thinking
30(2)
Ethical Decision Making
32(1)
Ethics Training
33(6)
Values + Ethics = Vision
39(5)
Key Points
44(1)
Review
45(1)
Notes
45(1)
Vision
46(21)
Three Reasons That Police Agencies Get Into Trouble
47(1)
Constancy of Vision and the Frequency of Change
47(1)
Vision: The Constancy of Mission and Values
48(2)
Two Approaches for Building a Vision Statement
50(6)
Strategy: The Constancy of Changing Goals
56(6)
Goal Setting
62(3)
Act Quickly; Think Slowly (A Greek Proverb)
65(1)
Key Points
65(1)
Review
66(1)
Communications
67(22)
The Four Main Reasons for Communications: Meaning, Trust, Decisions, and Feedback
68(3)
Formal Communications Channels
71(2)
Informal Communication Channels
73(2)
Communications: Four Directions
75(2)
Number of Messages
77(1)
Kinds of Messages
78(4)
Listening
82(3)
Communication Problems in the Information Age
85(2)
Key Points
87(1)
Review
87(2)
Team Leadership
89(19)
Teamwork = Tough Leadership
90(3)
Assumptions
93(1)
Pluses and Minuses
94(1)
Team Leadership at the Top
95(1)
The Police Leader as a Team Leader
95(1)
Team Leadership and Empowerment
96(1)
Authority and Power
97(1)
Police Department: A Voluntary Organization
98(1)
Formal and Informal Leaders
98(1)
Followers
99(2)
On Becoming a Team Leader
101(4)
Trust-Busting Attitudes
105(1)
The Road to Team Leadership
106(1)
Key Points
106(1)
Review
107(1)
Empowerment
108(22)
It Works
109(2)
We Don't Act on What We Know
111(2)
The Elasticity of Empowerment
113(1)
Empowerment = (Delegation + Participation) ÷ Trust
114(1)
Trust
114(3)
How Do I Know?
117(2)
Delegation
119(7)
Participation
126(2)
Key Points
128(1)
Review
129(1)
Notes
129(1)
Time Management
130(20)
The Total You
132(1)
Time-Bound Versus Timeless
132(2)
Time and Stress
134(1)
If It's Worth Doing, It's Worth Doing Poorly
134(1)
Four Generations of Time Management
135(6)
On Becoming a Category B Police Leader
141(7)
Key Points
148(1)
Review
149(1)
Notes
149(1)
Vitality
150(25)
Vitality, Wellness and Stress
150(2)
The Importance of Stress for Police Managers
152(1)
Stress: What Is It?
153(1)
Stressors: Sources and Types
154(9)
Stress Management for Vitality
163(9)
Key Points
172(1)
Review
172(1)
Notes
173(2)
PART 2 MANAGEMENT 175(144)
Organizing
177(24)
Control
178(4)
Organizations Defined
182(1)
The Bureaucratic Organization
182(6)
The Agile Organization---Management by Objectives
188(1)
The Seven Key Characteristics of an Agile Organization
189(3)
The Nine Basic Steps of Managing by Objectives
192(6)
Concluding Points: Agility and MBO
198(1)
Key Points
199(1)
Review
199(1)
Notes
200(1)
Community - And Problem-Oriented Policing
201(18)
Early Formal Models
202(1)
The Central Mission
203(1)
Core Component 1: Community Partnership
204(1)
Core Component 2: Organizational Transformation
205(3)
Core Component 3: Problem Solving
208(3)
Problem-Oriented Policing
211(6)
Concluding Thoughts
217(1)
Key Points
217(1)
Review
218(1)
Budget
219(24)
Limited Participation, Limitless Application
220(1)
Service Fees
221(1)
Needs Assessment
222(1)
Budget Principles
222(7)
The Budget as Law
229(1)
Fund Accounting
230(1)
Budget Designs
231(5)
Observations and Recommendations
236(5)
Key Points
241(1)
Review
242(1)
Notes
242(1)
Politics
243(25)
Governance
244(3)
The News Media
247(7)
The Dark Side of Political Relations
254(2)
The Bright Side of Politics
256(1)
Police Associations and Unions
256(1)
The Justice System
257(1)
Special Interest Groups
258(2)
Internal Politics
260(3)
Survival: ``Footsteps''
263(3)
Key Points
266(1)
Review
267(1)
Unions
268(19)
The Right to Strike
269(1)
Binding Arbitration
270(1)
The Police Employee Bill of Rights
270(2)
Employee Organizations
272(1)
The Impact of Unions on Police Professionalization
273(1)
Collective Bargaining
274(3)
Involved But Not at the Table
277(1)
Work Stoppage and Job Actions
278(2)
No Confidence Vote
280(1)
Negotiations
281(1)
Quality of Working Life
282(1)
Eliminating Surprises and Reducing Conflict
283(1)
The Model
283(2)
Key Points
285(1)
Review
285(1)
Notes
286(1)
Problem Employees
287(23)
How Many?
288(1)
Job-Related Behavior
288(1)
How Do They Get Hired?
289(4)
How Do They Get Promoted?
293(1)
Types of Problems
294(3)
Drawing the Lines
297(1)
Problem Bosses
298(4)
Helping the Problem Employee
302(2)
Discipline
304(4)
Key Points
308(1)
Review
308(1)
Notes
309(1)
Intuition
310(9)
Anticipation: Analytical or Intuitive?
311(1)
Leveraging the Future
311(1)
From Higher Tech to Lower Touch
312(1)
From Bureaucracy to Agility
313(1)
From Expressed Ethics to Applied Ethics
313(1)
From ``I'' to ``We''
314(1)
From Pay to Free
314(1)
From Retired to Retired-Rehired
315(1)
From A Few Civilians to a Lot of Civilians
315(1)
From Some Participation to Full Empowerment
316(1)
From ``Think Small, Act Big'' to ``Think Big, Act Small''
316(1)
From Service to Service Experience
317(1)
A Starting Place
318(1)
Notes
318(1)
Index 319


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