The Police Manager
by Lynch, Ronald G.Edition: 6th
Format: Nonspecific Binding
Pub. Date: 2005-01-01
Publisher(s): Elsevier
Other versions by this Author
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Summary
This book provides step-by-step procedures to help police administrators execute their duties and fulfill their responsibilities more effectively, efficiently and productively. Divided into sections-behavioral aspects of police management, functional aspects of police management, and modern police management: major issues-it introduces the reader to a broad range of topics with which all police managers should be familiar. Chapters include objectives, figures, charts and discussion questions. Six appendices contain sample police department forms and documents.
Table of Contents
| Preface | p. vii |
| The Nature of Organizations | p. 1 |
| Types of Organizations | p. 2 |
| Common Characteristics of All Organizations | p. 3 |
| Organizational Environments | p. 9 |
| Preliminary Principles for Peons | p. 9 |
| Viewing Organizations | p. 13 |
| The Nature of Communication in Organizations | p. 15 |
| Myths and Misconceptions about Communication in Organizations | p. 15 |
| Organizational Communication Defined | p. 18 |
| Components of Communication | p. 19 |
| Functions of Communication in Organizations | p. 24 |
| Organizational Communication Networks | p. 25 |
| Formal Communication Flow and Impact | p. 26 |
| Nonverbal Behavior and Communication | p. 30 |
| Significance of Nonverbal Communication in Organizations | p. 31 |
| Functions of Nonverbal Messages | p. 32 |
| Categories of Nonverbal Messages | p. 34 |
| Immediacy and Organizational Communication | p. 39 |
| Administration, Supervision, and Communication | p. 45 |
| Supervisors' Duties: SubordinatesÆ Views | p. 45 |
| Why Aren't Managers Doing Their Jobs? | p. 48 |
| To Supervise or to Administer? That Is the Question | p. 52 |
| What Kind of Manager Do You Have? | p. 54 |
| Barriers to Effective Communication | p. 56 |
| Climate Control | p. 56 |
| Status | p. 58 |
| Communication Overload | p. 59 |
| Defensiveness | p. 63 |
| Personality, Temperament, and Communication Traits | p. 66 |
| Personality and Temperament | p. 66 |
| Temperament/Personality and Communication | p. 67 |
| Communication Traits | p. 68 |
| Sociocommunicative Orientations and Styles | p. 73 |
| Organizational Orientations and Communication Traits | p. 82 |
| Organizational Orientations | p. 82 |
| Personality Types | p. 85 |
| Organizational Orientations and Temperament | p. 90 |
| Organizational Orientations, Temperament, and Communication Traits | p. 90 |
| Organizational Orientations, Temperament, and Organizational Outcomes | p. 90 |
| Perceptions of People in Organizations | p. 94 |
| Source Credibility | p. 96 |
| Interpersonal Attractiveness | p. 97 |
| Homophily | p. 100 |
| Approaches to Management | p. 104 |
| Early Orientations | p. 105 |
| Leadership Approaches | p. 108 |
| The Ideal Leader? | p. 112 |
| Management Communication Styles and Decision Making | p. 113 |
| Decision Making and Communication | p. 115 |
| Why Managers Select One MCS over Another | p. 117 |
| Identifying the MCS | p. 120 |
| Power and Status | p. 123 |
| Nature of Status | p. 123 |
| Status Symbols | p. 124 |
| Communication and Status | p. 125 |
| Power | p. 127 |
| From the Peon's Perspective | p. 132 |
| Organizational Culture | p. 135 |
| Defining Culture | p. 135 |
| Culture and Communication | p. 136 |
| Cultural Terminology | p. 136 |
| Organizations and Cultures | p. 138 |
| Ethnocentrism | p. 141 |
| Communication and Change | p. 149 |
| Why People Resist Change in Organizations | p. 149 |
| Informal Communication Network Roles | p. 151 |
| Innovativeness: The Willingness to Adopt | p. 157 |
| Introducing Change | p. 159 |
| Six Conditions Necessary for Successful Change | p. 165 |
| Disagreement, Conflict, and Groupthink | p. 168 |
| Disagreement and Conflict | p. 169 |
| Tolerance for Disagreement | p. 171 |
| Conflict Prevention | p. 175 |
| Conflict Management | p. 176 |
| Groupthink: Too Much Agreement for the Good of the Organization | p. 178 |
| Effective Supervisory and Subordinate Relationships | p. 185 |
| Why Some Do Not Survive: 10 Common Communication Mistakes | p. 188 |
| How to Survive: Common Communication Strategies for Survival | p. 191 |
| Discrimination and Pseudodiscrimination | p. 198 |
| The Need for Discrimination | p. 198 |
| The Evils of Discrimination | p. 199 |
| Making Evaluations Work (For You) | p. 200 |
| Staying Out of Trouble: The Peon Perspective | p. 202 |
| Dealing with Pseudodiscrimination and Diversity | p. 203 |
| When All Else Fails … Get Out | p. 205 |
| Reasons for Leaving | p. 205 |
| On-the-job Legal Issues | p. 207 |
| Filing a Complaint | p. 208 |
| Job Hunting | p. 209 |
| The Process of Separation | p. 211 |
| The Exit Interview | p. 211 |
| The Transition to a New Job | p. 212 |
| Index | p. 215 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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