Supervising Police Personnel: The Fifteen Responsibilities

by Whisenand, Paul M.

• ISBN13: 9780131123168
• ISBN10: 0131123165
• Edition: 5th
• Format: Hardcover
• Copyright: 2007-01-01
• Publisher: PRENTICE-HALL

Summary

Proven programs and practices for supervising and leading police employees. This, the fifth edition, is... bull; bull;Specifically designed for the existing or prospective supervisor in a police agency. bull;Ideally suited far college and academy courses devoted to police supervision and human relations. Emphasizing team fundamentals such as values, ethics and vision. Taking a fresh look at the interplay of human communications, trust, empowerment and team leadership. bull;Providing an important emphasis on teamwork and team development intending to motivate and empower one's staff. bull;Continuing its commonsense approach to handling problem police employees. Being a police supervisor is much more than having mare pay, more authority, more influence, and more status. All of the above and much more are compacted into a highly readable and definitely useful set of 15 supervisory responsibilities. Combined, they offer keys for you to become both police supervisor and police leaders.

Table of Contents

Dedication	ix
Preface	xi
An Overview	xiii
Part One---Team Fundamentals	1	(110)
Values	3	(19)
An Overview of What Follows	4	(1)
Why Values?	4	(2)
Values: What Are They?	6	(1)
Values-Led Police Supervision	7	(1)
Sources of Our Values	8	(1)
Changing Our Values	9	(1)
Values: What Do They Do for Us?	10	(4)
Value Clarification	14	(5)
Basically . . .	19	(1)
From Values to Ethics	20	(1)
Key Points	20	(1)
Discussion	21	(1)
Ethics	22	(24)
Ethics and Ethos	23	(1)
There Is No Such Thing as Police Ethics	24	(1)
Risky Behavior	25	(1)
Courageous Choices	26	(8)
What Kind of a Person Do You Want to Be?	34	(2)
Ethical Decision-Making	36	(2)
Ethics Training	38	(5)
The Paradigm of Integrity	43	(1)
Key Points	44	(1)
Discussion	45	(1)
Vision	46	(23)
Paradigms	47	(6)
Two Approaches for Building a Vision Statement	53	(2)
Building a Shared Vision	55	(2)
Goal-Setting: The Constancy of Progress	57	(6)
Strategy: The Constancy of Change	63	(4)
Think Slowly, Act Quickly!	67	(1)
Key Points	67	(1)
Discussion	68	(1)
Communications	69	(23)
Why Do We Communicate?	70	(1)
What Is It?	71	(1)
What We Know about Communications	72	(2)
Where We Communicate	74	(6)
How We Communicate	80	(1)
Volume of Words	80	(6)
Infotech	86	(2)
Why Don't We Communicate Better?	88	(3)
Key Points	91	(1)
Discussion	91	(1)
Time Management	92	(19)
A Couple of Questions for You	93	(1)
Our Mission	93	(1)
People, People, People	94	(1)
Time Dimension	94	(1)
Self-Mastery of Time	95	(1)
Time and Productivity	96	(1)
Overloads	97	(3)
If It's Worth Doing, It's Worth Doing Poorly	100	(1)
Four Generations of Time Management	100	(3)
On Becoming a Category II Police Supervisor	103	(6)
Key Points	109	(1)
Discussion	109	(2)
Part Two---Team Building	111	(110)
Team Leadership	113	(21)
Team Leadership at the Top	114	(1)
The Police Supervisor as a Leader	115	(1)
The Police Supervisor as ``Team Leader''	115	(1)
Team Leadership and Empowerment	116	(1)
Authority and Power	116	(2)
Police Department: Voluntary Organization	118	(1)
Formal and Informal Team Leaders	118	(1)
Courageous Followership	119	(1)
Managing Your Boss	120	(1)
Loyalty of a Team Follower	121	(8)
Two Big Mistakes a Team Leader Can Make	129	(1)
A Third Big Mistake: GroupThink	130	(2)
Key Points	132	(1)
Discussion	133	(1)
Motivation	134	(21)
Why Have Motivated Workers?	135	(1)
How Does Motivation Start?	135	(1)
What Is Worker Motivation?	136	(1)
The Distinction between Motivation and Performance	136	(2)
Intrinsic and Extrinsic Motivation	138	(2)
Theories of Worker Motivation: Why Employees Do What They Do	140	(6)
Questions and Answers	146	(1)
Job Satisfaction	147	(2)
The Increasing Importance of Recognition and Rewards	149	(3)
Retention	152	(1)
Don't Be a Damn Fool	153	(1)
Key Points	153	(1)
Discussion	154	(1)
Empowerment	155	(17)
We Don't Act on What We Know	156	(2)
Em-power-ment	158	(2)
Delegation	160	(6)
Participation	166	(3)
Entitlement Is Empowerment in Excess	169	(1)
Key Points	170	(1)
Discussion	171	(1)
Team Training	172	(21)
Why Teams?	173	(1)
Team-Training	174	(3)
Advantages	177	(2)
Trust	179	(2)
Training	181	(4)
Team-Based Decision-Making	185	(1)
Training a Diverse Workforce	185	(3)
Emotional Intelligence	188	(3)
Key Points	191	(1)
Discussion	191	(2)
Vitality	193	(28)
Stress and Vitality	194	(1)
Fight or Flight Response	194	(2)
Stress and Integrity	196	(1)
Responsibility of the Police Supervisor-As-Leader	197	(3)
Sources and Forms of Stress: The Stressors	200	(2)
Detecting One's Stress Level	202	(10)
Converting Stress into Vitality	212	(1)
Vitality Management	212	(1)
Taking Four Steps	212	(2)
Strategy A---Supportive Relationships	214	(1)
Strategy B---Mental Discipline	215	(1)
Strategy C---Helping Others	216	(1)
Strategy D---The Three Rs	217	(1)
Strategy E---Altruistic Egoism	217	(1)
Key Points	218	(1)
Discussion	219	(2)
Part Three---Teamwork	221	(114)
Organizing	223	(20)
Governance	224	(4)
Organizations	228	(12)
A Case for Agile Organizations	240	(1)
Key Points	241	(1)
Discussion	242	(1)
Performance	243	(31)
A Spirit of Performance	244	(1)
Planning for Performance	245	(2)
Supervising by Objectives	247	(1)
Setting Objectives	248	(3)
Performance Evaluation	251	(3)
The Performance Domain Rating Scale	254	(18)
Key Points	272	(1)
Discussion	273	(1)
Conflict	274	(30)
Conflict	275	(4)
Conflict Management	279	(1)
Six Steps You Can Take for Getting to Yes	279	(4)
Problem Employees	283	(8)
Citizen Complaints	291	(7)
Media Relations	298	(3)
Key Points	301	(2)
Discussion	303	(1)
Community-Oriented and Problem-Oriented Policing	304	(26)
Community-Oriented Policing	305	(2)
Crime Control	307	(1)
A Decision for Quality	308	(1)
Who's Really Responsible?	309	(3)
Implementation	312	(1)
Who Benefits?	312	(1)
Problem-Oriented Policing	313	(1)
Incident- or Problem-Driven	314	(2)
POP: Reasons, Methods, Principles, and SARA	316	(7)
Implementation	323	(5)
Key Points	328	(1)
Discussion	329	(1)
Anticipation	330	(5)
Why Anticipation?	330	(1)
Ways to Anticipate	331	(1)
Trend One---Career Path Civilians	331	(1)
Trend Two---Technology and Touch	332	(1)
Trend Three---Work-Force Diversity	332	(1)
Trend Four---Ethical Dilemmas	332	(1)
Trend Five---Fewer Qualified Job-Seekers Means More Old Geezers	333	(1)
Trend Six---Terrorism	333	(1)
Trend Seven---Community-Oriented Policing: Generation Two	334	(1)
Trend Eight---Service Evaluation	334	(1)
Trend Nine---Early Retirement, Shorter Careers	335	(1)
Trend 10---Your Turn	335

Excerpts

A couple of years ago, the acclaimed secular ethicist Michael Josephson wrote: "I just attended a moving graduation ceremony marking the transition of 40 men and women from police academy cadets to sworn officers in the Long Beach Police Department (California). "At the beginning, the officers were fully uniformed, but they had no badges, and without the badges their uniforms were undistinguished. Yet once their shields were affixed, the uniforms and the people in them were transformed. "So I began to think about the badge not only as an official symbol of authority and responsibility, but also as a symbol of honor-a symbol we should look up to and they must live up to. Although the badges were highly polished, experience teaches us that it will take vigilance and integrity to keep them untarnished. "Looking at the very serious faces of Class #77, one could see both determination and pride as they officially accepted the huge responsibilities of a hugely important job captured in the Code of Ethics printed on their program. " 'My fundamental duty', the Code begins, 'is to serve mankind, to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation, and the peaceful against violence and disorder; and to respect the Constitutional Rights of all men to liberty, equality and justice.' It concludes, 'I recognize the badge of my office is a symbol of public faith, and I accept it as a public trust.' "Sure, most officers spend most of their time involved in important but unheroic activities like investigations, traffic regulation and crowd control, but they stand at the ready to put themselves in danger at a moment's notice and after the experience of September 11, I fear we don't appreciate them enough." This book is committed to helping those individuals who are responsible for making this "code" a reality, as opposed to lofty, politically correct but shallow verbiage. The responsible person I'm referring to is thepolice supervisor.You will find that to fulfill this vital role, one'scharacternot merely counts, butcounts big-time.You'll be asking yourself, "What do I, or should I, stand for as a supervisor-as a leader?" You'll also find that you are responsible for assuring that15 RESPONSIBILIITESare being pursued by you and those who work for you. X1Being responsible (the "R" word) means exercising self-discipline and self-restraint. It means doing your very best and being self-reliant andaccountable for the consequences of your decisions. Team Fundamentalsprovides the infrastructure for contemporary police work-community--oriented policing. These chapters deal with character and integrity of purpose--values, ethics,andvision--and with the allocation of the requisitetimetocommunicateall three. (The chapters on ethics and vision contain a lot of new material.) Team Developmentstarts with a supervisor's responsibility for serving as ateam leader.This naturally encompassesmotivating, empowering,andtrainingone's staff, while ensuring that everyone is mentally and physicallywell. Teamworkincludesorganizing for action, measuring performance of that action, resolving conflicts,and making certain thatcommunity-oriented policingworks. I am convinced that it takes teamwork to make it work. Finally, the supervisor-as-leader is challenged toanticipateincoming demands or needs for change. Being a police supervisor is much more than having more pay, more authority, more influence, more status, and the like. It is much more. It is a set of core responsibilities that you will soon encounter and consider in the chapters that follow. My warmest thanks to Kim Davies, Senior Editor, Prentice Hall, who coached and inspir