Management and Supervision of Law Enforcement Personnel, Fourth Edition

Foreword

1. The Special Role of the Supervisor in Law Enforcement
1.1. Responsibilities of Top Level Administrators
1.2. Importance of the First Level Supervisor
1.3. Transition from Worker to Supervisor
1.4. Skills Needed by a Supervisor
1.5. Skills Needed by a Female Supervisor
1.6. Basic Supervisory Responsibilities
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2. The Managerial Functions of the Law Enforcement Supervisor
2.1. Management Defined
2.2. Formal Managerial Authority
2.3. The Delegation Process
2.4. Span of Control
2.5. Chain of Command
2.6. Unity of Command
2.7. Management by Objectives
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3. The Managerial Function of Planning
3.1. Background
3.2. Planning Defined
3.3. Researching the Need
3.4. Setting the Goal
3.5. Formulating the Plan
3.6. Initiating the Action
3.7. Monitoring the Results
3.8. Types of Plans
3.9. Self-Planning
3.10. Updating Plans
3.11. Centralized Planning Units
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4. The Supervisor as a Leader
4.1. Leadership Defined
4.2. Leadership: Nature or Nurture?
4.3. Leadership by Word or Example
4.4. Principles of Leadership
4.5. Leadership Traits
4.6. Leadership Styles
4.7. Measuring Leadership Ability
4.8. The Leader as a Morale Builder
4.9. The Leader as a Motivator
4.10. The Leader as a Decision Maker
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5. The Supervisor as a Communicator
5.1. Communication Defined
5.2. Communication: A Two-Way Street
5.3. The Links of the Communication Process
5.4. Obstructions to Effective Communication
5.5. Principles of Effective Communication
5.6. Effective Formal Oral Communication
5.7. The Importance of Listening
5.8. Barriers to Effective Listening
5.9. Issuing Orders
5.10. The Grapevine
5.11. Telephone Communication
5.12. Effective Written Communications
5.13. Barriers to Effective Writing
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6. The Supervisor as an Interviewer
6.1. Interviewing Defined
6.2. Goals of Interviewing
6.3. Categories of Interviews
6.4. Most Common Types of Interviews
6.5. Preparation for an Interview
6.6. Conducting the Interview
6.7. Interview Listening
6.8. Interview Follow-Up
6.9. Barriers to Effective Interviewing
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7. The Supervisor as an Evaluator of Performance
7.1. Goals of Performance Evaluations
7.2. Prerequisites for an Evaluator
7.3. Legal Aspects of Performance Evaluations
7.4. Performance Standards
7.5. Formal Evaluation Systems
7.6. Documentation
7.7. The Marginal Employee
7.8. Written Notifications of Performance Evaluations
7.9. The Evaluation Interview
7.10. Following-up on the Evaluation Interview
7.11. Barriers to Effective Evaluations Created by Raters
7.12. Barriers to Effective Evaluations Created by the Agency
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8. The Supervisor as a Human Relations Specialist
8.1. The Human Relations Responsibility of Supervisors
8.2. Guidelines for Building Sound Human Relations
8.3. Supervisor as Counselor
8.4. Counseling Subordinates Who Are Experiencing Problems
8.5. Extent and Form of Supervisory Involvement
8.6. Early Warning Indicators
8.7. Depression
8.8. Suicide
8.9. Drug and Alcohol Abuse
8.10. Formal Counseling Sessions
8.11. Counseling Session Guidelines
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9. The Supervisor as a Trainer
9.1. Training Defined
9.2. Why Is Training Needed?
9.3. Subordinate Benefits from Receiving Training
9.4. Supervisor Benefits from Conducting Training
9.5. Types of Training
9.6. Qualifications of a Trainer
9.7. Basic Tenets of Learning
9.8. The Learning Process
9.9. Devising and Conducting a Training Program
9.10. Common Training Problems
9.11. Common Training Methods
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10. The Supervisor as a Disciplinarian
10.1. Categories of Discipline
10.2. Punishment
10.3. Role of Immediate Line Supervisors in Maintaining Discipline
10.4. Elements of a Fair and Equitable Disciplinary System
10.5. The Disciplinary Process
10.6. Obstacles to the Effective Administration of Discipline
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11. The Supervisor and Complaints from Subordinates
11.1. Defining Complaints from Subordinates
11.2. Preventing Complaints
11.3. Receiving Complaints
11.4. Handling Complaints
11.5. Complaints Involving a Collective Bargaining Agreement
11.6. Documenting Complaints
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12. The Supervisor and Complaints Against Employees
12.1. Defining Complaints Against Employees
12.2. Determining the Merits of All Complaints
12.3. Two Categories of Personnel Complaints
12.4. Regulation of Non-Job-Related Conduct
12.5. Recording Personnel Complaints
12.6. Minor Infractions
12.7. Serious Complaints
12.8. Interviewing Victims and Witnesses
12.9. Interviewing the Accused Employee
12.10. Removal of Firearms From Intoxicated Officers
12.11. Protecting the Rights of Accused Employees
12.12. Handling Complaints of Sexual Harassment in the Workplace
12.13. Notification of the Principals
12.14. Miscellaneous Guidelines
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13. Problem Solving
13.1. Community and Problem-Oriented Policing
13.2. Problem Defined
13.3. A Recommended Approach to Problem Solving
13.4. Problem Solving: Proactive or Reactive?
13.5. The Problem-Solving Meeting
13.6. In Conclusion
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14. Supervising Field Operations
14.1. Importance of Written Local Guidelines
14.2. Crimes in Progress
14.3. Car Stops
14.4. Generic Rules for Supervisor: Unusual Occurrences
14.5. Field Command Post
14.6. Labor Disputes
14.7. Missing Persons
14.8. High-Speed Pursuits
14.9. Hostage/Barricaded Persons
14.10. Emotionally Disturbed Persons
14.11. Domestic Disputes
14.12. Bomb Threats
14.13. Area and Building Searches
14.14. Dealing with the Public
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15. The Supervisor and Multiculturalism
Supervising a Diverse Workforce
15.1. Recruitment and Selection
15.2. Strategy for Supervising a Diverse Workforce
15.3. General Considerations
15.4. Specific Considerations
Policing a Diverse Community
15.5. General Considerations
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16. The Use of Physical Force
16.1. Written Policy Governing the Use of Force
16.2. The Cardinal Use of Force Rule
16.3. Accountability
16.4. Required Procedures
16.5. Deadly Physical Force
16.6. The Self-Defense Rule
16.7. The Fleeing Felon Rule
16.8. Miscellaneous Considerations
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17. Understanding The Promotion Process
17.1. A Dual Interest
17.2. Two Basic Types of Promotion Systems
17.3. Generic Skills and Technical Skills
15.4. Testing in the Promotion Process
17.5. A Recommended Promotion Process
17.6. Frequency of Promotion Tests
17.7. A Recommended Strategy for Candidates
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Index

Frank Lombardo

Frank Lombardo is a retired Deputy Inspector of the New York City Police Department who has also worked with the San Francisco Police Department with assignments that included patrol, vice/narcotics criminal investigations, and staff assignments such as personnel. His classroom experience consists of teaching at John Jay College of Criminal Justice and St. John¿s University. The coauthor of several texts on police entry and promotional exams, he has been a consultant to civil service agencies in the writing, administration, and scoring of exams. Currently engaged in the tutoring of candidates for police promotion, he holds a Masters in Urban Affairs.

Dr. Donald Schroeder

Dr. Donald Schroeder holds a Ph.D. in Criminal Justice. He is also a retired Police Captain, having held both field and staff assignments in the N.Y.C. Police Department. One such staff assignment involved his acting as police liaison from the N.Y.C. Police Department to the Educational Testing Service of Princeton, New Jersey. He has taught criminal justice subjects at John Jay College and has co-authored several texts on police promotion. Dr. Schroeder has acted as a consultant to governmental personnel agencies throughout the country, assisting them in the preparation, administration, and evaluation of criminal justice promotional examinations. At the present, Dr. Schroeder provides assistance to individuals and study groups competing in management assessment exercises.