© 2012 Delmar, Cengage Learning Section I Management, Supervision and Leadership: An Overview Chapter 3 The Police Mission: Getting the Job Done

© 2012 Delmar, Cengage Learning The Law Enforcement Mission The driving force of an organization Provides a focus for its energy and resources Mission statement articulates the rationale for an organization’s existence Best developed by an appointed committee, representative of the larger organizational whole Must be practiced in everyday actions and decision making

© 2012 Delmar, Cengage Learning An Organization’s Guiding Philosophy and Values Consists of an organization’s –Mission statement –Basic values, principles and standards

© 2012 Delmar, Cengage Learning Goals, Objectives, Work Plans, and Policies and Procedures Goals –Broad, general, desired outcomes Objectives –Specific measurable ways to accomplish goals Work Plans –Activities that contribute to accomplishing objectives Policies and Procedures –How activities are carried out

© 2012 Delmar, Cengage Learning Goals of Law Enforcement Agencies Enforce laws Prevent crime Preserve the peace Protect civil rights and civil liberties Provide services Solve problems

© 2012 Delmar, Cengage Learning The Flywheel Challenge and the Doom Loop The Flywheel Challenge –Efforts of many people making decisions and doing many things to get something going –Encourages everyone to focus on priority goals The Doom Loop –Characterized by incessant restructuring, following fads, management without careful thought and inconsistency –Caused by shifts in priorities, never-ending barrage of new technology and changes in leadership

© 2012 Delmar, Cengage Learning Objectives More specific than goals; usually have a timeline Critical to planning, assigning tasks and evaluating performance Clear and understandable Practical, realistic and achievable

© 2012 Delmar, Cengage Learning Work Plans Detailed steps needed to accomplish objectives Tied to a timeline An effective way to evaluate an organization’s performance

© 2012 Delmar, Cengage Learning Policies and Procedures Policy = a course of action, a guiding principle Practice = the protocol by which officers are expected to conduct their duties Usually contained in a manual distributed to all personnel

© 2012 Delmar, Cengage Learning Levels of Management First-line level: sergeants, first-line supervisors Middle level: captains, lieutenants Top level: chief, sheriff

© 2012 Delmar, Cengage Learning First-Line Supervisors Responsible for translating the organizational values, philosophies and strategies into officer performance and compliance Make decisions that separate them from their fellow officers

© 2012 Delmar, Cengage Learning Functions of the First-Line Supervisor Planning activities –Analyzing data and information, forecasting Organizing activities –Balancing resources, delegating responsibility Controlling activities –Measuring performance, evaluating results Leading activities –Influencing others, making decisions

© 2012 Delmar, Cengage Learning Four Supervisory Styles Traditional –Expect aggressive enforcement Innovative –Form relationships with their officers Supportive –Protect subordinates from punishment Active –Lead by example

© 2012 Delmar, Cengage Learning Middle Management Captains have authority over all officers. Lieutenants are second in rank to captains. They turn values, philosophies and strategies into actions and results. They assign personnel: –Promoting –Demoting –Terminating

© 2012 Delmar, Cengage Learning Functions of Middle Management Planning activities –Establishing objectives, scheduling and budget Organizing activities –Balancing resources, delegating responsibilities Controlling activities –Measuring performance, evaluating results Leading activities –Communicating effectively, initiating projects

© 2012 Delmar, Cengage Learning The Top Level: The Executive Manager Have full authority and responsibility Responsible for planning, organizing and managing the agency’s resources, including employees Responsible for preserving the peace and enforcing laws and ordinances

© 2012 Delmar, Cengage Learning Functions of Executive Managers Planning activities –Analyzing external climate, establishing goals Organizing activities –Developing department structure Controlling activities –Establishing and measuring performance standards Leading activities –Selecting people and developing personnel

© 2012 Delmar, Cengage Learning Essential Functions of Law Enforcement Executives Planners Facilitators Interfacers Interactors

© 2012 Delmar, Cengage Learning Holistic Management/Leadership Both management and leadership skills are required for an agency to accomplish its mission. Teamwork and the individuals are important. Law enforcement officers and support personnel viewed as total individuals who make up a team.

© 2012 Delmar, Cengage Learning The Team Approach Participative leadership Shared responsibility Aligned on purpose High communication Future focused Focused on task Creative talents Rapid response

© 2012 Delmar, Cengage Learning The National Incident Management System (NIMS) Incident command –Aids in managing resources during incidents Unified concept –Allows different agencies to work together effectively without affecting individual authority or accountability

© 2012 Delmar, Cengage Learning Being New to a Management Position Lead with questions, not answers. Engage in dialogue and debate, not coercion. Conduct “autopsies” of mistakes without blame. Build “red flag” mechanisms that prevent you from ignoring the data.

© 2012 Delmar, Cengage Learning Law Enforcement Management as a Career Prepare and develop yourself for promotion. Be available. Support your manager. Select an advisor or mentor. Network. Be positive at and toward work. Nurture interpersonal relationships.