The Police Manager,9780870847103

The Police Manager

by
Edition: 5th
ISBN13: 9780870847103
ISBN10: 0870847104
Format: Paperback
Pub. Date: 1998-07-01
Publisher(s): Anderson Pub Co
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Table of Contents

Preface iii
A History and Philosophy of Police Management
1(8)
The Police Manager's Role
2(1)
The Management Process
3(1)
History of Management
4(5)
Philosophy to Outcomes
9(10)
Introduction
9(1)
Philosophy
9(3)
Values
9(2)
Beliefs
11(1)
Principles
12(1)
Behavior
13(2)
Daily Decisions
13(2)
Routine Activities
15(1)
Standards
15(1)
Policies and Procedures
16(1)
Outcomes
16(2)
Conclusion
18(1)
Organizational Culture
19(6)
Introduction
19(1)
Why Culture is Important
19(1)
How Culture is Developed
20(1)
Identifying Your Police Department's Culture
21(2)
Changing the Culture
23(1)
Conclusion
24(1)
Part One Behavioral Aspects of Police Management 25(90)
Leadership Behavior Styles
27(20)
Qualities of a Successful Police Manager
28(1)
Styles of Leadership
29(4)
The Learning Police Agency
33(2)
Systems Thinking
34(1)
Personal Mastery
34(1)
Mental Models
34(1)
Building a Shared Vision
34(1)
Team Learning
35(1)
Is There a Best Style?
35(2)
Adaptive Leadership
36(1)
Reality Leadership
36(1)
Deciding How to Lead
37(1)
Effective Leadership Practices
37(2)
Challenging the Process
38(1)
Inspiring a Shared Vision
38(1)
Enabling Others to Act
38(1)
Modeling the Way
39(1)
Encouraging the Heart
39(1)
Total Quality Management
39(3)
History
39(2)
Uses for Law Enforcement
41(1)
Orange County, Florida, Sheriff's Office
41(1)
Summary of TQM
42(1)
Developing Organizational Teamwork
42(1)
Approaches to the Organizational Development Process
43(4)
The Top of the Hill
47(4)
Motivators
47(3)
Personal
48(1)
Professional
49(1)
Conclusion
50(1)
Creating a Breed of Super Sergeants
51(12)
The Status Quo
52(1)
The Burden of Supervisory Liability
53(9)
A Statement of the Problem
54(1)
The Birth of a Process
55(1)
A Misbalanced Emphasis
56(1)
Performance Management
56(1)
The Correct Focus: Liability or Performance?
57(2)
Credible, Relevant, Contextual Supervisory Training
59(1)
Field Training Supervisor (FTS) Program
59(1)
Successful Performance
60(1)
The Raison d'Etra for Supervisors
61(1)
Values-Oriented Supervision
61(1)
Conclusion
62(1)
Organizational Environment
63(20)
Introduction
63(2)
Principles of Motivation
65(1)
Hierarchy of Effective Communication
65(3)
Basic Needs
66(1)
Safety Needs
66(1)
Belongingness Needs
67(1)
Ego Status Needs
67(1)
Self-Actualization Needs
67(1)
Motivation-Hygiene Theory
68(5)
Theory X and Theory Y
73(2)
Immaturity-Maturity Theory
75(1)
Management Systems
76(2)
System 1
76(1)
System 2
77(1)
System 3
77(1)
System 4
78(1)
Expectancy Theory
78(2)
Conclusion
80(3)
Transactional Analysis
83(20)
Behavioral Models and the Change Process
83(1)
Ego States
84(6)
Parent Ego State
86(1)
Adult Ego State
86(1)
Child Ego State
87(3)
Transactions and Communication
90(4)
Complementary Transactions
90(1)
Crossed Transactions
91(2)
Ulterior Transactions
93(1)
Basic Life Positions and Organizational Sanctions
94(2)
Time Structuring
96(2)
Organizational Games
98(2)
Conclusion
100(3)
Understanding Personnel Through MBTI®
103(12)
Overview
103(1)
Functional Behavior
104(2)
Data Experience
106(2)
Temperament
108(2)
Uses for the MBTI®
110(5)
Part Two Functional Aspects of Police Management 115(64)
Management Planning
117(10)
Effective Planning and Use of Data
118(2)
Concern for System
118(1)
Concern for Risk
119(1)
Management Planning Model
120(5)
Explanation
120(2)
Responses Within Each Management Approach
122(1)
Purposeful Approach
122(1)
Traditional Approach
123(1)
Crisis Approach
123(1)
Entrepreneurial Approach
123(1)
Selecting a Management Planning Approach
124(1)
Conclusion
125(2)
Problem Identification and Decisionmaking
127(14)
Problem Analysis
128(3)
Recognizing Problems
128(1)
Separating and Setting Priorities
128(1)
Specifying the Priority Problem to be Analyzed
129(1)
Testing for Cause
129(2)
Decisionmaking
131(10)
General Principles
131(1)
Types of Decisions
131(1)
Means-Ends Analysis
132(2)
The Decision-Making Process
134(1)
Setting the Objective
134(1)
Identifying Obstacles
134(1)
Collecting and Analyzing Data
135(1)
Developing Alternatives
135(1)
Selecting Alternatives
136(1)
Developing and Implementing a Plan
136(1)
Evaluating the Results
136(2)
Pitfalls of the Decision-Making Process
138(3)
Management by Objectives
141(22)
Introduction
141(2)
The MBO System
143(1)
Values and Beliefs
144(1)
Mission
145(1)
Goals
145(1)
Objectives
146(1)
Projects
147(1)
Action Plans
147(1)
Evaluation
147(8)
Specify Measurable Objectives
149(1)
Formulate a Practical Evaluation Design
150(2)
Specify Data Collection Procedures
152(2)
Specify Data Reduction and Analysis Methods
154(1)
Implementation
155(3)
Establishment of Goals by Top Managers
155(1)
Establishment of Objectives for Each Goal by Middle Managers
155(2)
Selection of Objectives by Top Managers
157(1)
Objective Finalization by Middle Managers
157(1)
Overview of Projects for Each Objective Submitted by Middle Managers
157(1)
Development of Detailed Projects by Middle Managers
157(1)
Evaluation
158(1)
Additional Use of the MBO System
158(1)
Drawbacks of Management by Objectives
159(4)
Productivity
163(8)
Productivity Revisited
163(1)
Post-Report Reflections
164(1)
Productivity and News Media
165(1)
Productivity and Elected Officials
166(1)
Productivity and Social Concerns
166(1)
Productivity and the Future
167(4)
Fiscal Management
171(8)
Budgeting
171(1)
Purposes of Budgeting
172(1)
Stages in the Budgeting Process
172(1)
Types of Budgets
173(4)
The Budgeting Process
177(1)
Conclusion
178(1)
Part Three Modern Police Management: Major Issues 179(64)
Use of Power
181(8)
Types of Power
181(2)
Formal Power
181(1)
Informal Power
182(1)
Approaches to the Use of Power
183(3)
Control
183(1)
Manipulation
184(1)
Threat
185(1)
Referent
185(1)
Needling
185(1)
Coordination
186(1)
Reasons for the Use of Power
186(1)
Personal
186(1)
Social
186(1)
Survival
187(1)
Conclusion
187(2)
Civil Liability
189(10)
Introduction
189(2)
Civil Rights Violations
191(1)
Negligence
192(1)
Avoiding Liability Through Selection and Training
193(1)
The Protection Circle
194(2)
Training in the Future
196(1)
Accreditation
197(1)
Conclusion
198(1)
Accreditation
199(8)
What is Accreditation?
199(1)
Origins of the National Accreditation Process
199(1)
Benefits of Accreditation
200(2)
Relationship to Liability
202(1)
Agency Participation
202(1)
The Accreditation Process
203(4)
Ethics for the 21st Century
207(10)
Introduction
207(1)
Ethical Systems
208(4)
Utilitarian Ethics
208(2)
Rule Ethics
210(1)
Social Contract Ethics
210(1)
Justice Ethics
211(1)
Personalistic Ethics
211(1)
Leadership and Ethics
212(2)
Utilitarian Ethics
212(1)
Rule Ethics
212(1)
Social Contract Ethics
213(1)
Justice Ethics
214(1)
Personalistic Ethics
214(1)
Conclusion
214(3)
Assessment Center Process
217(16)
Overview
217(2)
Advantages of the Assessment Center
219(1)
Disadvantages of the Assessment Center
220(1)
Developing the Assessment Center
221(4)
Performing a Job Analysis
221(1)
Developing Dimensions
221(1)
Developing a Matrix and Exercises
222(1)
Developing Guidelines
222(1)
Developing Exercises
223(1)
Training
224(1)
Conducting the Center
224(1)
Ensuring Feedback
225(1)
Components of the Assessment Center
225(4)
Oral Interviews
225(1)
Leaderless Group
226(1)
In-Basket Problems
227(1)
Role-Play Situations
227(1)
Oral Presentations
228(1)
Written Plan
229(1)
Scheduling
229(1)
Rating Scales
229(2)
Numerical Scales
229(1)
Strengths and Weaknesses
230(1)
Composite Graphs
230(1)
Forced Choice
230(1)
Consensus
231(1)
Conclusion
231(2)
Leading Small and Medium Size Law Enforcement Agencies
233(10)
Introduction
233(1)
The Need for Change
234(1)
Interpersonal Communication
234(1)
The Leader
235(1)
Tasks of Leading
236(7)
Afterword 243(10)
The Future
243(1)
Successful Police Agencies
244(1)
Typical Factors
244(1)
Effective Factors
244(1)
Personal Characteristics
245(3)
Attitude
246(1)
Courage
246(1)
Enthusiasm
247(1)
Police Chief, City Manager, and Council
248(2)
Police Chief to City Manager
248(1)
City Manager to City Council
249(1)
City Council to City Manager
249(1)
Final Thought
250(3)
Appendix A 253(6)
Appendix B 259(2)
Appendix C 261(8)
Index 269

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