Preface -- Management And Supervision: An Overview: -- Law Enforcement Organization: -- Introduction -- Evolution of law enforcement organizations -- Traditional law enforcement organization -- Three eras of policing: -- Political Era (1840-1930) -- Reform Era (1930-1980) -- Community era (1980-Present) -- Current models of policing -- Individual influences on the evolution of police management: -- Max Weber -- Frederick W Taylor -- Peter Drucker -- Influence of technology on management -- Law enforcement mission -- Organization's guiding philosophy and values -- Goals, objectives, work plans and policies and procedures: -- Goals -- Objectives -- Work plans -- Policies and procedures -- Formal organization: -- Typical divisions in law enforcement agencies -- Rational organization and hierarchy of authority -- Authority, responsibility and delegation -- Informal organization -- Coordination -- Emerging law enforcement organization: -- Flattened organization -- Decentralized organization -- Empowered officers -- Why the need to change? -- Incident and unified command -- Summary -- Challenge one -- Discussion questions -- References -- Role Of Management And Leadership In Law Enforcement: -- Introduction -- Mangers and management -- Authority and power: -- Delegation -- Basic management skills and tools: -- Basic tools -- Role of self-confidence -- Lessons learned from business: -- Management by objectives -- Total quality management -- Management styles: -- Which management style to select? -- Levels of managers: -- First-line supervisors -- Middle management -- Top-level-the executive manager -- Law enforcement management as a career -- Leadership -- Characteristics of leaders: -- Leading versus managing -- Research on and theories related to leadership: -- Trait theorists -- Michigan State and Ohio State Universities studies -- Managerial grid from a leadership perspective -- Situational leadership -- Transformational leadership -- Leadership styles: -- Consultative, democratic or participative leadership -- Laissez-Faire leadership -- Common sense leadership -- Implications -- Leadership-a call for change -- Leadership training and development -- Guidelines for effective management/leadership -- Holistic management/leadership -- Team approach: -- Multiagency teams and task forces -- Summary -- Challenge two -- Discussion questions -- References -- Community Policing: -- Introduction -- Community policing-an overview: -- Community policing defined -- Common elements of community policing -- Goals of community policing -- Dimensions of community policing -- Three generations of community policing -- Traditional and community policing compared: -- Reactive versus proactive -- Crime fighting versus service and problem solving -- Responsibility for crime -- Importance of community: -- Community demographics -- Organizations and institutions -- Social capital -- Lack of community -- Involving and educating citizens: -- Civilian review boards -- Citizen patrols -- Citizen police academies -- Ride-along programs -- Partnerships: -- Partnerships with local businesses -- School/law enforcement/community partnerships -- Other key partnerships/collaborators -- Partnerships with the media -- Community policing and problem solving -- Implementing community policing: -- Factors supporting implementing community policing -- Required changes -- Analyzing the community -- Strategic planning -- Making time for partnering and problem solving: call management -- Challenges to community policing -- Change in core functions? -- Benefits of implementing community policing: -- Benefits of community policing to officers -- Beyond community -- Summary -- Challenge three -- Discussion questions -- References -- Basic Management/Personal Skills: -- Communication: A Critical Management Skill: -- Introduction -- Communication: an overview -- Communication process -- Sender of the message -- Message -- Channels of communication -- Receiver of the message -- Listening -- Feedback -- Barriers to communication: -- Gender barrier -- Cultural barrier -- Obstacles within the process -- Communication enhancers -- Internal communication: -- Subordinate communication -- Grapevine -- Newsletters -- Communication at meetings -- External communication: -- Communicating with other agencies -- Communicating with the media -- Communication and community policing: -- Annual reports -- Internet -- Communication and Homeland Security: -- Obstacles to information sharing -- National Criminal Intelligence Sharing Plan (NCISP) -- Summary -- Challenge four -- Discussion questions -- References -- Decision Making And Problem Solving: -- Introduction -- Decision-making, problem-solving environment -- Kinds of decisions -- Whole-brain research -- Basic methods for making decisions or problem solving: -- Intuition -- Snap decisions -- Delegating -- Not deciding -- Using computers for decision making -- Participatory Decision Making (PDM) -- Brainstorming -- Focus groups -- Groupthink -- More complex decision-making/problem-solving processes: -- Seven-step decision-making/problem-solving process -- Force-Field Analysis (FFA) -- Nominal Group Technique (NGT) -- Delphi technique -- Modified Delphi technique -- Problem-oriented policing: -- Scanning -- Analysis -- Response -- Assessment -- SARA model in action -- Creativity and innovation: -- Creative approach to problem solving -- Thinking traps and mental locks -- Killer phrases -- Common mistakes -- Ethical decisions -- Evaluating decisions -- Summary -- Challenge five -- Discussion questions -- References.

Time Management: Minute By Minute: -- Introduction -- Time defined -- Time management: planning and organizing time: -- Time management in a service organization -- Value of time -- Goals and time management: -- Segmenting tasks -- Goals, objectives and the pareto principle -- Setting priorities -- Urgent versus important -- Organizing time: -- Time logs and lists -- Controlling time: -- Daily to-do list -- Scheduling: -- Time map -- Other methods of organizing time -- Time abusers: combating unproductive time: -- External time wasters -- Internal time wasters -- Caution -- Controlling the paper flood and information load -- Retaining what you need to remember -- Productivity-the bottom line -- Physiology of productivity -- Summary -- Challenge six -- Discussion questions -- References -- Managers And The Skills Of Others: -- Training And Beyond: -- Introduction -- Training versus educating -- Training as a management function: -- Training philosophy -- Training and civil liability -- Variables affecting learning: -- Individual variables -- Tasks or information variables -- Environmental/instructional variables -- Implications -- Principles of leaning: -- Effective trainers -- Training pitfalls -- Unsafe teaching styles and practices -- Learning curve -- Retention -- Instructional methods -- Lecture -- Question/answer sessions -- Discussion -- Videoconferencing -- Demonstration -- Hands-on learning -- Role playing -- Case studies and scenario-based training -- Simulations -- Digital game-based learning -- Combination -- Individual, group or entire agency -- Instructional materials:-- Printed information -- Visuals -- Bulletin boards -- Audiocassettes, videocassettes and DVDs -- Television programs -- Computer programs -- Other training options -- Training standards: -- Four modes of policing and core competencies -- Basic certification instruction -- Academy training for new recruits -- On-the-job training: -- Field training -- In-house training sessions -- Roll call -- Training at the management level -- External training: -- College classes -- Distance or e-learning -- Seminars, conferences and workshops -- Ongoing training-lifelong learning -- Training cycle: -- Need identification -- Goal setting -- Program development -- Program evaluation -- Benefits of effective training programs: -- Violent Crime Control And Law Enforcement Act Of 1994 -- Training, community policing and terrorism -- Summary -- Challenge seven -- Discussion questions -- References -- Cited cases -- Promoting Growth And Development: -- Introduction -- Job descriptions -- Workplace culture: --Socialization process -- Police culture -- Changing the workplace culture -- Developing positive interpersonal relationships: -- Self-disclosure and feedback -- Goal setting -- Goals and values -- Balanced performer managers and empowerment -- Stages of growth -- Managers as mentors -- Developing career currency -- Developing positive attitudes -- Developing a positive image -- Developing cultural awareness and sensitivity: -- Racial profiling -- Developing a sense of ethics and integrity: -- Accepting gratuities -- Misconduct -- Unethical behavior and corruption -- Promoting ethical behavior and integrity -- Long-range importance of developing personnel: -- Managers as motivators for change -- Evaluating the climate for growth, development and change -- Summary -- Challenge eight -- Discussion questions -- References -- Cited cases -- Motivation And Morale: -- Introduction -- Officer retention, motivation and morale -- Motivation defined -- Self-motivation -- Motivational theories: -- Hierarchy of needs-Abraham Maslow -- Two-factor or hygiene/motivator theory-Herzberg -- Reinforcement Theory: Skinner -- Expectancy Theory: Vroom -- Contingency Theory: Morse and Lorsch -- Rule of four: McDonald -- Cause and symptoms of an unmotivated work force -- External, tangible motivators: -- Compensation package -- Perks -- Incentive programs -- Working conditions and schedules -- Security -- Social -- Status -- Internal, intangible motivators: -- Goals and expectations -- Encouragement -- Achievement, recognition, growth and advancement -- Self-esteem -- Feeling of importance -- Being involved, included in "in" on things -- Law enforcement career as a motivator: -- Job rotation -- Job enlargement -- Job enrichment -- Job satisfaction and community policing and problem solving -- Benefits of motivated personnel -- Morale: an overview -- Indicators of morale problems -- Reasons for morale problems -- Building morale -- Promotions and morale: -- Assessment centers -- Police/family programs -- Innovative program for maintaining veteran officers' morale -- Summary -- Challenge nine -- Discussion questions -- References -- Managing Problems: -- Discipline And Problem Behaviors: -- Introduction -- Discipline defined -- Positive, constructive self-discipline: -- Maintaining positive discipline -- Knowledge of rules, regulations and expected behaviors: -- Typical rules and regulations for law enforcement departments -- Policy versus discretion -- Policies and procedures revisited: -- General orders -- Clarity of role versus creativity -- Dealing with problem employees -- Dealing with difficult people -- Serious problem behaviors: -- Abuse of sick leave -- Substance abuse -- Corruption -- Insubordination -- Sexual harassment -- Use of excessive force -- Use-of-force continuums -- Passive resistance -- Negative discipline/punishment: -- Identifying the problem performer-early intervention systems -- Determining penalties -- Summary punishment -- Guidelines for administering negative discipline -- Steps in administering negative discipline -- Appeal -- Legal considerations -- Comprehensive discipline: -- Balance of consequences analysis-Wilson learning corporation -- PRICE method -- One-minute managing -- Stroke approach -- Fair disciplinary system -- Summary -- Challenge ten -- Discussion questions -- References -- Cited cases.

Complaints, Grievances And Conflict: -- Introduction -- Complaints and grievances defined -- Complaints: -- External complaints -- Internal complaints -- Complaint policies -- Handling and investigating complaints -- Internal affairs investigations -- Officers' rights and legal procedures -- Civilian review boards -- Grievances: -- Causes -- Resolving grievances -- Mediation and arbitration -- Disposition of complaints and grievances -- Conflict -- Contrasting views of conflict -- Sources of conflict: -- Individual sources -- Interpersonal sources -- Job-related sources -- Sources of conflict external to the law enforcement organization -- Responsibility for conflict management -- Recognizing and acknowledging conflict -- Managing crisis conflict -- Handling personal attacks -- Handling disagreements between others in the department -- Dealing with external conflicts: -- Conflicts with other agencies -- Conflicts with the public -- Dealing with internal and external politics -- Maintaining healthy conflict: -- Avoiding the suppression of conflict -- Understanding -- Conflict resolution skills -- Summary -- Challenge eleven -- Discussion questions -- References -- Cited cases -- Stress And Related Hazards Of The Job: -- Introduction -- Stress defined -- Sources of stress: -- Internal, individual stressors -- Stress related to police work -- Administrative and organizational stressors -- External stressors -- Interplay of stressors -- Law enforcement personnel with additional stressors -- Women officers -- Minority officers -- Rural and small-town patrol officers -- Investigators -- Managers/supervisors -- Effects of stress-an overview: -- Physical -- Psychological -- Behavioral -- On the job -- Other possible major effects of stress: -- Alcoholism and substance abuse -- Domestic violence and divorce -- Depression -- Suicide -- Coping with stress: -- Reducing stress levels -- How the organization can reduce stress: -- Testing and selection -- Training -- Ongoing psychological support -- Programs to prevent/reduce stress: -- Peer support groups -- Critical incident stress debriefing -- Chaplain corps -- Other stress management programs -- Programs for the family -- Role of the manager/supervisor -- Summary -- Challenge twelve -- Discussion questions -- References -- Getting The Job Done-Through Others: -- Deploying Law Enforcement Resources And Improving Productivity: -- Introduction -- Deploying personnel: -- Police logs -- Shifts -- Proportionate assignment -- Response: -- Response time -- Differentiated response -- Kinds of Patrol: -- Random preventive patrol -- Directed aggressive patrol -- Methods of patrol: -- One-officer versus two-officer patrol units -- Take-hone patrol cars -- Expanding the law enforcement personnel pool: -- Citizen police academies -- Citizens on patrol -- Reserves -- Volunteers -- Explorers -- Civilianization -- Deploying resources to fight crime: -- Mapping crime -- Crime triangle -- Deploying resources in emergencies: -- Predisaster plans -- Available assistance -- Responding to an emergency -- After the emergency -- Deploying resources for Homeland Security: -- Department of Homeland Security -- USA PATROIT Act -- Critical role of local law enforcement in Homeland Security -- Best practices in Homeland Security: an overview -- Law enforcement productivity: -- Measuring law enforcement productivity -- Productivity problems -- Improving productivity: -- Technology -- Intelligence-led policing -- Leadership, discipline, motivation and morale revisited -- Summary -- Challenge thirteen -- Discussion questions -- References -- Budgeting And Managing Costs Creatively: -- Introduction -- Budget defined: -- Types of budgets -- Purposes of budgets -- Budgeting and accounting terminology -- Responsibility for preparing the budget: -- Typical levels in developing a budget -- Budgeting process: -- Determining personnel costs -- Review of last year's budget -- Budgeting systems -- Budget categories: -- Typical allocations to various categories -- Communication and budget support -- Presenting the budget for approval -- Monitoring -- Cutback budgeting: -- Causes of cutback budgeting -- Doing more with less -- Managing cost creatively: -- Identifying common cost problems -- Employee cost improvement suggestion programs -- Creative ways to reduce costs: -- Sharing resources -- Regional approach or consolidating services: -- Community resource centers -- Contracting -- Quartermaster system -- Volunteers -- Privatization -- Increasing revenue: -- Fundraising -- Donations -- Charging for services -- Asset forfeiture -- Grants -- Other sources of funding -- Summary -- Challenge fourteen -- Discussion questions -- References.

Hiring Personnel And Dealing With Unions: -- Introduction -- Importance of hiring well -- Recruiting: -- Shrinking applicant pool -- Self-appraisal -- Recruiting strategies -- Recruiting for diversity -- Selection process: -- Application -- Testing/screening -- Interview -- Assessment centers -- Employment criteria: -- Educational requirements -- Laws affecting employment: -- Family and medical leave act of 1993 -- Uniformed services employment and reemployment Rights Act of 1994 -- Americans with Disabilities Act of 1990 -- Affirmative action -- Labor laws and unions: -- Collective bargaining -- Types of law enforcement unions -- Reasons for joining law enforcement unions -- Management versus employee rights -- Management, unions and politics -- Levels of bargaining -- Management and unions working together -- Collective bargaining, arbitration and the CEO -- Summary -- Challenge fifteen -- Discussion questions -- References -- Cited cases -- Measuring Performance: Assessment And Evaluation: -- Introduction -- Evaluation: and overview: -- Evaluation cycle -- Purposes of evaluation -- Inspections: -- Line inspections -- Spot inspections -- Staff inspections -- Performance appraisals: -- Performance criteria/standards -- Instruments for performance appraisals: -- Information for performance appraisals -- Common types of performance evaluations -- Evaluation of managers and supervisors by subordinates -- Performance interviews -- Guidelines for conducting performance appraisals -- Problems of performance appraisals -- Benefits of performance evaluation -- Evaluating the team -- Evaluating the entire department -- Recognizing value in policing: -- Using internal surveys to evaluate an agency -- Evaluating training -- Accreditation -- Accreditation and community policing -- Evaluating citizen satisfaction with services: -- Citizen surveys -- Other ways to assess community perceptions -- Evaluation and research -- Challenging the status quo -- Summary -- Challenge sixteen -- Discussion questions -- References -- Challenges In Managing For The Future: -- Introduction -- Megatrends affecting law enforcement -- Workplace trends affecting law enforcement: -- #1: Drastic times, drastic measures -- #2: Blurred lines-life or work -- #3: Small world and shrinking -- #4: New faces, new expectations -- #5: Work be nimble, work be quick -- #6: Security alert! -- #7: Life and work in the e-lane -- #8: Higher ethical bar -- Law enforcement for the future: -- Basic change in needed management skills -- Changing law enforcement officer -- Changing public to be served -- Major challenges and issues facing twenty-first century law enforcement: -- Drug problem -- Violence -- Terrorism and Homeland Security -- Advances in technology -- Futuristics: -- Basic principles of futuristics -- Fundamental premises and goals -- Futures working group -- Need for creativity and innovation -- Change revisited: -- Boiled frog phenomenon -- Resistance to change -- Change-capable organization -- Acceptance of change -- Long-term change -- Summary -- Challenge seventeen -- Discussion questions -- References -- Appendix A: Offenses and their penalties-progressive discipline -- Appendix B: Sample application form -- Appendix C: Sample interview rating sheet -- Appendix D: Accessibility checklist for complying with the ADA regulations -- Appendix E: Sample affirmative action questionnaire -- Appendix F: Redondo beach sworn personnel evaluation form -- Appendix G: Redondo beach pre-evaluation form -- Glossary -- Photo credits -- Author index -- Subject index.