Managing of Police Organizations

by Whisenand, Paul M.

• ISBN13: 9780131133082
• ISBN10: 013113308X
• Edition: 6th
• Format: Hardcover
• Copyright: 2005-01-01
• Publisher: Prentice Hall

Summary

For courses in Police Management, Administration or Supervision. This innovative text explores ideas and methods police managers can use to instill a winning attitude in their employees and successfully lead their agencies toward quality and excellence of service. Using a highly interactive approach, it seeks to chip away at constricting operational levels and barriers within the organization itself, and between the organization and the community it serves. Paul Whisenand has been a management trainer and consultant for over 30 years.

Table of Contents

(Note: Each chapter concludes with Competency Checkpoints and Flexing the Message.)

Introduction

The Value of Managing and Leading

Character and Competency

Authority and Power

Emotional Intelligence = Two Domains + Four Capabilities

Emotionally Mature Leaders Are Those Who Live a Purpose Driven Life

Six Leadership Styles

Which is the Best Leadership Style? Formal and Informal Leaders

Followers

Our Approach

Leadership

Values

Maps and Compasses

Values-Led Police Work

Core Values

Understanding and Respect Through Values

Values: What They Are, Where They Come From, and How We Can Change Them

Values: What They Provide for Us

Identifying Our Values

We Are What We Value and...

Ethics

Ethical Challenges

There Is No Such Thing as Police Ethics

Setting the Standard

Why Ethics? Ethics = Moral Duties

Courageous Choices

Three Approaches

Doing Ethics

Ethical Dilemmas

Ethics Training

Values + Ethics = Vision

Don't Pee in the Pool

Vision

Three Reasons that Police Agencies Get into Trouble

Constancy of Vision and the Frequency of Change

Vision: The Constancy of Mission and Values

Two Approaches for Building a Vision Statement

Strategy: The Constancy of Changing Goals

Goal Setting

Act Quickly; Think Slowly (A Greek Proverb)

Communications

The Four Main Reasons for Communications

Formal Channels

Informal Channels

Four Directions

Number of Messages

Kinds of Messages

Really Listening

Communication Problems in the Information Age

Team Empowerment

Teamwork = Tough Leadership

Pluses and Minuses

The Police Leader as a Team Leader

Empowerment: It Really Works

We Don't Act on What We Know

The Elasticity of Empowerment

Empowerment = Delegation + Participation = Trust

How Do I Know? Delegation

Participation

The Last Thing

Vitality

Vitality, Wellness, and Stress

Stress and Police Leaders

Stress: What Is It? Stressors: Sources and Types

Stress Management for Vitality

Intuition

Anticipation: Analytical or Intuitive? Leveraging the Future

From Even Higher Tech to Lower Touch

From Bureaucracy to Agility

From Expressed Ethics to Applied Ethics

From ldquo;Irdquo; to ldquo;Werdquo;

From Pay to Free

From Retired to Rehired Temp

From a Few Civilians to a Lot of Civilians

From Some Participation to Full Empowerment

From ldquo;Think Small, Act Bigrdquo; to ldquo;Think Big, Act Smallrdquo;

From Service to Service Experience

A Starting Place

Management Principles

Time Management

The Total You

Time-Bound Versus Timeless

Time and Stress

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

Four Generations of Time Management

On Becoming a Category B Police Leader

Organizing

Control

Organizations Defined

The Bureaucratic Organization

The Agile Organization and Management by Objectives

The Ten Key Characteristics of an Agile Organization

The Nine Basic Steps of Managment by Objectives

Concluding Points: Agility and MBO

Problem Employees

How Many? We Choose Our Behavior

Self-Deception

How Do They Get Hired? How Do They Get Promoted? Types of Problems

Drawing the Lines

Problem Bosses

Helping the Problem Employee

Discipline

Politics

Govern

Table of Contents provided by Publisher. All Rights Reserved.

Excerpts

With this edition, this book has existed for nearly three decades. It means that thousands of aspiring or current police managers have read it. If they had not, Prentice-Hall would have never spent time and money publishing it. I am deeply grateful to be one of its authors. Nevertheless, it's not about me, it's about you. It is my hope that if you are now a police manager/leader, this book will help you become a better one. Or, I hope that if you are seeking to become a manager/leader, it will help you get promoted. Or, I hope that if you are a university student, it will inform you about effectively managing and leading a police agency. I believe you'll find this book is in fact all about you. I have endeavored to avoid preaching and professing. No one appreciates being "should upon." When examining such subjects as values, ethics, and vision, it was tough to maintain rigid objectivity and perfect impartiality. In some cases, I probably failed to do so. I must say; however, that in terms of your values, ethics, and vision, you should choose the right ones, the good ones--your character and thus your ability to lead depend on your choices. The same is valid for the subject of communications--if you are open and tell the truth, you'll be trusted. If not, then you'll be suspect. All of the subjects thereafter inhere the same consequences. I have separated the topics into chapters that deal with police leadership and police management. I equate leadership with one's character. The first seven chapters focus on it. I equate management with one's competency. The second seven chapters are devoted to it. Possessing a marvelous character but inept competency won't cut it. Having superb competency but weak character is similarly a disaster. You need both to run a police organization. Fortunately, right now you have both. I want this book to help you in making both better. If it doesn't, I hope it inspires you to find another one, find someone, or find something to help you. Police organizations, as never before in their history, need men and women of solid character and proven competency. In the above writing, did you note the use of "I" and not "we"? Fred is now happily retired and playing in Hawaii and at home. Nonetheless, much of what follows uses "we." Since this edition occurred on "my watch," I'm assuming responsibility for its contents. If you like and agree with what you read, then it's likely Fred's stuff. If you take exception with some ideas and suggestions, it's probably me. This is not the product of one author. It was a team effort. Key members of the team are Pat David, my buddy and computer genius; Korrine Dorsey, the Prentice-Hall coach and motivator; the outside insightful and helpful manuscript critics; Alex Del Carmen, University of Texas-Arlington, Arlington, TX; Steve Egger, University of Houston-Clearlake, Houston, TX; William Fraher, John Jay College of Criminal Justice, New York, NY; David Kotajarvi, Lakeshore Technical College, Cleveland, WI; Mark Marsouais, Northern Kentucky University, Highland Heights, KY; Rosie O'shea, my pal who stood by me faithfully; and several police leaders/managers who I admire and who hammered on my work very hard. Simply and sincerely--thank you. Paul M. Whisenand, Ph.D. San Clemente, California