Effective Police Supervision

Larry S. Miller is a Professor in the Department of Criminal Justice and Criminology at East Tennessee State University. A former law enforcement officer and crime laboratory director, Miller has authored or co-authored seven textbooks, including Police Photography, Crime Scene Investigation, Report Writing for Criminal Justice Professionals, and Effective Police Supervision. His research interests and journal publications are in the areas of policing and forensic science. Harry W. More was a Professor Emeritus at San Jose State University, and a past president of the Academy of Criminal Justice Sciences and the Western Society of Criminology. He taught at Washington State University; Indiana University of Pennsylvania, where he founded and chaired the Criminology program; and San Jose State University, where he chaired the Department of Administration of Justice. Outside of the university setting, he was employed by the U.S. Secret Service, worked in juvenile probation, and taught in-service management personnel in California, Ohio, and Oregon. At the time of his death, he was the President of the Law Enforcement Consulting Group, and had written numerous articles and authored or edited more than 40 texts. Michael Braswell is Professor Emeritus at East Tennessee State University. He began his career as a prison psychologist and earned his Doctorate in Counseling Psychology from the University of Southern Mississippi in 1975. He joined the Department of Criminal Justice and Criminology at ETSU in 1977, where he taught classes on Ethics and Justice, Human Relations and Criminal Justice, and Film Studies in Crime and Justice. He is widely published, and his textbook Justice, Crime, and Ethics is particularly influential in the field of criminal justice.

List of Figures


List of Case Studies


Preface


1 Supervision—The Management Task


Transformation


The Need for Accountability Management


Definition of Accountability


Vital Characteristics of Accountability


Five Levels of Accountability


Supervisory Skills Areas (Hu-TACK)


Self-Appraisal


Management Expectations of the Supervisor


Subordinates’ Expectations of the Supervisor


Peer Expectations of the Supervisor


References


2 Community-Oriented Policing and Problem Solving—Improving Neighborhood Quality of Life


Definition


Empowerment


Quality Supervision


Process Facilitation


Building Partnerships Within the Police Department


Identifying Stakeholders


Supervising Community Police Officers


References


3 Interpersonal Communications—Striving for Effectiveness


The Importance of Communication Skills


The Communication Process


Communication Patterns


Barriers to Communication


Overcoming Communication Barriers


Feedback


The Art of Listening


Nonverbal Communications


Communicating with Limited English Proficiency Individuals


Intercultural Communications


Communicating with Hearing-Impaired Individuals


References


4 Motivation—A Prerequisite for Success


Why Officers Work


Motivation


Needs-Based Motivation


Motivation–Hygiene Theory


Expectancy Theory


Equity Theory


Sensitivity Theory


How to Motivate


References


5 Leadership—The Integrative Variable


Power


Theories of Leadership


Leadership Continuum


Supervisory Styles


Leadership Mistakes


References


6 Team Building—Maximizing the Group Process


The Individual


The Individual and the Group


Role and Function of the Group


Group Development Process


Group Norms


The Group Process


Group Problem Solving


Conducting Meetings


Groupthink


References


7 Change—Coping with Organizational Life


Factors that Foster Change


Positive Aspects of Change


Accepting Change


Resistance to Change


The Nature of Resistance


Working for Change


References


8 Performance Appraisal—The Key to Police Personnel Development


People Power


Performance Appraisal


The Human Factor


The Validity and Reliability of Performance Appraisal


The Evaluation Interview


Trends in Performance Appraisals


References


9 Training, Coaching, Counseling, and Mentoring—Helping Officers Grow and Develop


Teaching Officers


Formal Training


Civil Liability for Failure to Train Police Personnel


The Police Sergeant’s Role as a Trainer


Coaching, Counseling, and Mentoring


Characteristics of an Effective Coach


Principles of Coaching/Counseling/Mentoring


The Supervisor as a Developmental Coach, Counselor, Mentor


Developmental Counseling


The Counseling Process


Mentoring


References


10 Discipline—An Essential Element of Police Supervision


The Nature of Discipline


Discipline in the Ranks


Positive Discipline


Negative Discipline


Sergeants as Disciplinarians


Fair and Equitable Discipline


The Use and Abuse of Discipline


Keys to Effective Discipline


The Hot Stove Revisited


Firm but Fair Disciplinary Action


Types of Disciplinary Actions


Making the Disciplinary Action Stick


Constructive Discharge


Results of Absent Discipline


Personal and Vicarious Liability


References


11 Internal Discipline—A System of Accountability


Police Work


Controlling the Police


Personnel Complaint Investigation Policy


Dealing with Police Occupational Deviance


Social Media Concerns


Personnel Complaints


The Civilian Review Movement


Forecasting and Dealing with Potential Disciplinary Problems


Discipline and the Employee Assistance Movement


References


12 Supervising the Difficult Employee—Special Considerations


Value Statements


Employees as Individuals


Types of Employees


Problem Employees


Millennial Generation


Work Stressors


Personal Problems


Early Warning Systems


Employee Assistance Programs


Critical-Incident Stress Management


Peer Counseling


Fitness-for-Duty Evaluations


References


13 Supervising Minorities—Respecting Individual and Cultural Differences


Coming to Grips with the Past


The Changing Face of America


Supervising Minorities


Dealing with Employees in a Protected Class


Handling Sexual Harassment in the Workplace


Supervising Sexual-Minority Police Officers


Managing a More Educated Workforce


Training for the New Supervisor


References


14 Tactical Operations—Critical Incident Deployment


Critical Incidents


Incident Command System


Role of the First-Line Supervisor in Critical Incidents


Critical Incident Management


Supervisory Span of Control


Tactical Teams


Critical Incident Debriefing


SWAT—Special Weapons and Tactics


Militarization of the Police


References


15 Labor Relations—Problem Solving through Constructive Conflict


Sowing the Seeds of Unionism


Management Rights


Understanding Labor Relations


Selecting a Bargaining Agent


Collective Bargaining


Union Goals


Dealing with Grievances


Impasse Resolution Through Job Actions


Union–Management Relations


Contract Administration


Role of the Sergeant in Collective Bargaining


Interest-Based Bargaining Process


References


16 Homeland Security and Terrorism—A Changing Role


The Nature of Terrorism


Domestic Terrorism


Foreign Terrorism


American Response to Terrorism


Local Response to Terrorism


Information Versus Intelligence


Identifying Potential Terrorist Targets


Police Supervisor’s Role


References





Name Index


Subject Index