1. Section I Management, Supervision and Leadership: An Overview
Chapter 3
The Police Mission: Getting the Job Done

2. The Law Enforcement Mission Statement
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

3. An Organization’s Guiding Philosophy and Values
Consists of an organization’s
Mission statement
Basic values, principles and standards
Examples

4. Goals, Objectives, Work Plans, and Policies and Procedures
Broad, general, desired outcomes; visionary, projected achievements
Objectives
Specific measurable ways to accomplish goals; more specific than goals with a timeline
Work Plans
Activities that contribute to accomplishing objectives; detailed steps or tasks to be accomplished
Policies and Procedures
How activities are carried out

5. Football Analogy What would an objective be? What is the ultimate goal?10 20 30 40 50
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6. Goals of Law Enforcement Agencies
Enforce laws
Prevent crime
Preserve the peace
Protect civil rights and civil liberties
Provide services
Solve problems

7. Objectives More specific than goals; usually have a timeline
Critical to planning, assigning tasks and evaluating performance
Clear and understandable
Practical, realistic and achievable

8. Work Plans Detailed steps needed to accomplish objectives
Tied to a timeline
An effective way to evaluate an organization’s performance

9. 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

10. The Flywheel Challenge and the Doom Loop
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

11. Levels of Management Top level: chief, sheriff
Middle level: captains, lieutenants
First-line level: sergeants, first-line supervisors

12. First-Line Supervisors
“Supervisors are, so to speak, the ligaments, the tendons and sinews of an organization. They provide the articulation. Without them, no joint can move.” Peter Drucker
One of the two most influential positions (Chief)
Responsible for translating the organizational values, philosophies and strategies into officer performance and compliance
Make decisions that separate them from their fellow officers

13. Functions of the First-Line Supervisor
Overall job description requires supervisors to manage line personnel in the field, more specific functions include:
Enforcing rules and regulations
Maintaining discipline
Training, guiding and mentoring others
Conducting performance reviews – evaluating work of others
Coordinating work schedules
Managing citizen complaints
Performing tactical/critical incident decision making
Conducting inspections
Conducting roll call

14. 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

15. Key area’s sergeants need to be aware of…
Officers that become “destructively obsessive” about their careers at the expense of family
Brining officers home alive at the end of the shift.
Wait for back up
TTPE – Training, Tactics, procedures and equipment
Know when to take command and when to step back
Motivational skills - “A great street cop will not be a good supervisor unless he or she has good people skills.”
Stay current with technical skills and updates to the law

16. National Institute of Justice study
Four Supervisory Styles
Traditional
Expect aggressive enforcement, highly task oriented
Innovative
Form relationships with their officers, low task orientation
Supportive
Protect subordinates from punishment, less concerned with rules
Active
Lead by example, will perform same tasks as patrol officers

17. 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

18. 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

19. The Top Level: The Executive Manager
Has 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

20. 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

21. Essential Functions of Law Enforcement Executives
Planners – ability to set goals and objectives and develop action plans to achieve them
Tactical planning = short term planning
Strategic planning = long term planning
Facilitators – assist others in performing their duties to meet G & O
Inter-facers – coordinate LE agencies goals with those of other agencies within the jurisdiction
Inter-actors – communicate with other groups, i.e.: the press, other local govt., business community, schools, etc.

23. 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.

24. Attributes of high performing teams
Participative leadership – creating interdependency by empowering / freeing up and serving others
Shared responsibility – all team members feel responsible for the teams performance
Aligned on purpose – having a sense of common purpose on why the team exists and the functions it performs
High communication – creating a climate of trust
Future focused – seeing change as opportunity for growth
Focused on task – keeping meetings focused on results
Creative talents – applying individual talents and creativity
Rapid response – identifying and acting on opportunities

25. The National Incident Management System (NIMS)
Two key components…
Incident command
Aids in managing resources during incidents
Unified command
Allows different agencies to work together effectively without affecting individual authority or accountability

26. 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.

27. 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.

28. Classroom Discussion Questions
1. Are mission statements really vital or are they “window dressing?”
2. Is it possible for all members of a police department to hold and support the same values?
3. How many goals are realistic for a department to have?
4. How many objectives do you believe are usually necessary to accomplish a goal?