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Supervising Police Personnel The Fifteen Responsibilities,9780132457583
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Supervising Police Personnel The Fifteen Responsibilities



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Prentice Hall
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  • Supervising Police Personnel Strengths-Based Leadership
    Supervising Police Personnel Strengths-Based Leadership
  • Supervising Police Personnel : The Fifteen Responsibilities
    Supervising Police Personnel : The Fifteen Responsibilities
  • Supervising Police Personnel: The Fifteen Responsibilities
    Supervising Police Personnel: The Fifteen Responsibilities
  • Supervising Police Personnel: The Fifteen Responsibilities
    Supervising Police Personnel: The Fifteen Responsibilities

Customer Reviews

Very Good  August 2, 2011

Excellent customer service! The book arrived in just 2 days. I could not be more pleased with the "like new" condition. Also, this purchase saved me lots of money since I did not have to buy it from the bookstore.

Supervising Police Personnel The Fifteen Responsibilities: 4 out of 5 stars based on 1 user reviews.


Using an interactive, three-part structure, this book covers all the latest supervisory concepts and practices and emphasizes character, values and strengths-based leadership throughout. Organized around 15 core responsibilities, it tackles issues such as ethics, communications, training, evaluations, empowerment and problem-oriented policing uniquely combining the human factor with the performance edge. New chapters on strengths-based leadership, emotions, and performance appear in this edition and exercises reinforce what’s required to lead and supervise today’s police force.

Broken up into three parts, the updated content includes:

Part I–On Becoming a Leader focuses on core character traits and values such as ethics, strength-based leadership, vision, communications, emotions and team leadership.

Part II–On Becoming a Supervisor discusses police supervisory competencies such as time, vitality, issues, training and evaluation.

Part III–Getting Results includes discussion of empowerment, community and problem-oriented policing and performance.

For professionals with a career in police supervision, human or organizational behavior, criminal justice, community relations, mediation, and/or ethics.

Table of Contents

Decisionsp. 1
Freedom of choicep. 3
Four Intelligencesp. 5
Character and Competencep. 6
Purpose-Driven Decisionsp. 7
Nine Rules When Approaching a Decisionp. 9
The Seven Steps in Decision Makingp. 12
Deciding on Your Five Signature Strengthsp. 16
Centerpiecep. 17
On becoming a leaderp. 19
Strength-based leadershipp. 21
Leadership and Supervisionp. 22
Valuesp. 24
Character and Competencyp. 33
Signature Strengthsp. 36
Ethicsp. 41
Ethics and Moral Dutiesp. 42
There Is No Such Thing as Police Ethicsp. 43
Ethical Dilemmas: Three Approachesp. 45
An Ethical Work Culturep. 47
What Kind of a Person Do You Want to Be?p. 53
Courageous Choicesp. 55
Ethical Decision Making: 11 Benchmark Questionsp. 57
It's Not Easyp. 58
Visionp. 61
Two Approachesp. 62
The Constancy of Changep. 64
The Four Points of Clarityp. 65
Vision: The Constancy of Purpose and Valuesp. 66
Mission Statementsp. 67
Strategic Planning: The Constancy of Progressp. 70
Goal Setting: The Measurable Milestonep. 73
Trendsp. 75
Communicationsp. 81
Why Do We Communicate?p. 82
What Is Communication?p. 83
What We Know About Communicationsp. 84
Communication Channels and Directionsp. 86
How We Communicatep. 92
Why Don't We Understand Better?p. 96
Emotional intelligencep. 103
The Potency of Emotionsp. 105
The Four Domains of Emotional Intelligencep. 106
Positive Psychologyp. 110
Mean-Spiritedness: A Mega Negative Emotionp. 113
Happiness: A Mega Positive Emotionp. 117
Conclusionp. 126
Team leadershipp. 129
Teamwork at the Topp. 130
Authority and Powerp. 133
Formal and Informal Team Leadersp. 135
Managing Your Bossp. 136
Team Membersp. 137
Becoming a Team Leaderp. 139
Three Big Mistakes a Team Leader Can Makep. 145
On becoming a supervisorp. 149
Timep. 151
A Purpose-Driven Lifep. 153
The Time Dimensionp. 153
Self-Mastery of Timep. 153
Boundaryless Timep. 154
Time and Productivityp. 155
Overloadsp. 155
Time-Out!p. 156
If It's Worth Doing, It's Worth Doing Poorlyp. 159
Four Generations of Time Managementp. 159
Becoming a Category II Police Supervisorp. 162
One More Promisep. 166
Vitalityp. 168
Stress and Vitalityp. 169
The Fight-or-Flight Responsep. 170
A Healthy Workforcep. 171
Change Agentsp. 174
Measuring Your Stress Levelp. 177
Optimism versus Pessimism: Two Ways of Looking at Lifep. 183
Angerp. 185
Six Strategies for Maintaining Your Vitalityp. 186
Issuesp. 192
Conflictp. 194
Issues Managementp. 197
Six Steps You Can Take to Get to Yesp. 197
Problem Employeesp. 201
Citizen Complaintsp. 207
Media Relationsp. 211
Generationsp. 216
Trainingp. 221
Why Establish Teams?p. 223
Trainingp. 223
Team Trainingp. 228
Advantages of Teamsp. 230
Trustp. 232
Team-Based Decision Makingp. 234
Training a Diverse Workforcep. 234
Evaluationp. 239
A Spirit of Performancep. 240
Supervising by Objectivesp. 242
Setting Objectivesp. 243
Evaluating Performancep. 246
The Performance Domain Rating Scalep. 249
Designing and Implementing a Personnel Evaluation Systemp. 256
Getting Resultsp. 263
Empowermentp. 265
Motivationp. 267
Job Satisfactionp. 270
Happinessp. 272
Positive Reinforcement: Recognition, Rewards, and Retentionp. 273
Don't Be a Damn Foolp. 276
Delegationp. 280
Participationp. 285
Entitlement is Empowerment in Excessp. 287
Trustp. 288
Community-oriented and problem-oriented policingp. 291
Community-Oriented Policingp. 292
Crime Controlp. 294
Who Benefits From Community-Oriented Policing?p. 298
Problem-Oriented Policingp. 302
Incident-and Problem-Driven Agenciesp. 303
Pop: Reasons, Methods, Principles, and Sarap. 305
Implementationp. 310
Performance measurementp. 318
The Pros and Cons of Measurementp. 319
Essentials of Performance Measurementp. 321
The Measurablesp. 323
Measuringp. 325
What Really Counts?p. 331
What's Acceptable?p. 334
Strengths-Based Success=Outstanding Performancep. 334
Indexp. 337
Table of Contents provided by Ingram. All Rights Reserved.

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