The Managing of Police Organizations

by Whisenand, Paul M.; Ferguson, Fred

• ISBN13: 9780130619143
• ISBN10: 0130619140
• Edition: 5th
• Format: Hardcover
• Copyright: 2002-01-01
• Publisher: Prentice Hall

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