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EFFECTIVE POLICE SUPERVISION - 9TH EDITION
Chapter 1 - Supervision - The Management task Key Terms - affective skills conceptual skills dynamic organization Hu-TACK. human skills integrity knowledge-based skills loyalty management expectations of the supervisor officer behavior participation performance. positive attitude responding to management self-appraisal. subordinate. expectations supervisory skill areas tactical skills. transition Policy is transmitted into action - In a law enforcement organization, the first-line supervisor is the crucial managerial point where policy is transmitted into action. Must evolve - The position of first-line supervisor must evolve into a position where decisions are made in the best interests of the organization and community members through the attainment of goals and objectives. Key managerial part - All levels of police administration from the top-down must acknowledge the challenge of making the first-line supervisory position a key managerial part of the agency. Development of good supervisors - A common denominator present in police departments that do extremely well, throughout the United States, is the creation of a work environment that fosters the development of good supervisors. Directly responsible - In exemplary agencies, the first-line supervisor is not apart from, but is a viable component of, management, and is directly responsible for augmenting the positive attributes of working life. Assist employees to become - Human resources are at a premium in every part of a police organization, and the task of a supervisor is to assist employees to become productive members of the organization.
Between Emphatic supervisor and subordinates - It is a truism that an effectively performing supervisor makes things happen through the efforts of those supervised. Moreover, departmental and personal goals become achievable through the interaction between an emphatic supervisor and subordinates. Complexity of enforcement, intelligence led and predictive policing - Today's police supervisor deals with problems and challenges totally unheard of several years ago, and it is anticipated that the complexity of enforcement will occur at a rapid pace. This is evident in the fact that law enforcement in recent years has used the concepts and processes of intelligence-led policing and predictive policing in its efforts to improve the quality of life in communities and facilitate crime reduction, disruption, and prevention Diverse issues - Line officers and first-line supervisors of the future must be primed to confront and deal with a variety of diverse issues. Diversity - Demography has become increasingly significant as new minorities alter almost every aspect of our life, ranging from geographical regions to exurbs (Frey, 2008). This diversity plays an increasingly important part, not only in enforcement activities but in the internal aspects of a department in terms of recruitment, selection, and operational implementation. Another culture - It also involves the need for supervisors to respond to officers who retain vestiges of another culture with differing values and norms as they become members of the department. racial profiling (biased policing) - There are also intensifying demands for police services, along with the public's dissatisfaction with them, especially with regard to the use of deadly force, and, more recently, the racial profiling. Written use of force policy - In the past, large numbers of local law enforcement agencies did not have a written policy regarding the progressive use of force, but this has changed dramatically, as the police have responded to public and political pressure. Today, nearly all larger law enforcement agencies have a written policy pertaining to the use of deadly force Drug use - Assuming a candidate has been hired, a police supervisor must respond to the use of drugs by officers after they are on the job. In one department, approximately one-quarter of all suspensions and dismissals of police officers were for drug use. Consequently, a supervisor must be alert to signs of drug use on the part of police personnel and it should not be tolerated under any circumstances.
instances, the first-line supervisors are the first ones to observe training inadequacies; hence, top management should recognize them as a vital resource. Anticipating problems - This means, then, that the supervisor must respond to these critical issues as they arise and must address them with a great deal of imagination and innovation, as well as anticipating problems. Organizational focal point - The supervisor is at the organizational focal point between officers and other managerial levels, and supervisorial duties must be performed with absolute confidence and situational adaptation. Major role in responding to the change, isolation, organization rigidity, most transparent - If the police organization is to become more effective, the first-line supervisor must play a major role in responding to the change that affects the organization. Isolation must be rejected, and organizational rigidity must be refuted. Supervisors are the most transparent in the organization and have greater contact with the public than any other police managerial position. Good supervision has to be cultivated. - If supervisors are successful in the performance of their duties, it follows that the organization will become more effective, and the potentiality of attaining goals will be enhanced. Good supervision does not just happen: it has to be cultivated. Mentoring relationship supervisors, old way was fend for yourself and sink or swim - Supervisory performance can be improved by establishing a mentoring relationship with others in the organization, conducting online research on leadership skills and other related topics, reading supervisory periodicals, taking courses at local colleges, and consulting with other supervisors. This is a long way from the time when newly promoted individuals had to fend for themselves. "Sink or swim" used to be the cliché of the day. Ever-changing, open to change - the future, the new supervisor will have to work in a viable and dynamic police organization that is ever-changing and is constantly creating new demands on everyone in the organization. The new supervisor will have to be more accommodating and open to change. New supervisor issue disciplinarian - If there is any issue that causes a new supervisor a great deal of difficulty, it usually is learning how to be an effective disciplinarian, especially when having to discipline a former fellow line officer.
Further Adaptation - Further adaptation may be required as the new supervisor finds it necessary to attain objectives through the efforts of subordinates, while being held responsible for their success or failure. Accountability, greater degree of commitment - Accountability is fast becoming the byword of the day. The transition from being responsible primarily for oneself to slowly becoming a more integral part of the administration requires a greater degree of commitment to the managerial process and to furthering the success of the organization. Balancing - This is an especially difficult transformation requiring the balancing of goal attainment and the development of personnel. It is normally not acceptable to take the time-honored position that "I would rather do it myself." Learn to cope with New challenges - Above all, a new supervisor should realize that it takes time to learn how to cope with new challenges. A new supervisor should realize the significance of immediately acknowledging the importance of the ecology of the organization and the fact that the department is a dynamic social system. Personal needs vs organizational objectives balance - Officers have personal needs and objectives that the supervisor should help to fulfill while simultaneously ensuring they do not conflict with the attainment of organizational objectives. Interaction with employees is what most first-line supervisors deal with in the workplace. Conflict between officers, intervene sooner and notice faster - Based on their experience of conflict between officers, the supervisors will be able to notice such situations faster and intervene sooner. Officers need for recognition - Having themselves experienced the feeling of not receiving the rewards that their former supervisor could have given them will make them more sensitive to officers' needs for recognition. Correct and discipline officers - On the other hand, the transition will prove to be difficult if they do not accept the responsibility of correcting and/or disciplining officers when warranted. Human behavior, learn to value people - Good supervision is the result of the serious application of one's knowledge about human behavior to the work situation. In fact, a good supervisor develops the
coupled with criteria for improvement. Therefore, accountability is meaningless unless coupled with consequences that mean there is liability as well as obligation. Goal of accountability, - In sum, when taken altogether, the real goal of the accountability process is maximizing achievement through goal attainment. Five levels of accountability - The complexity of accountability is such that there are five levels: personal, individual, team, organizational, and stakeholders, Internal vs external organizational accountability - Organizational accountability is both an internal and external relationship. Internal refers to the upward, downward, and lateral flow of information between management and officers and/or teams, groups, or task forces. External accountability answers to or reports to its stakeholders with regard to the performance of the organization as well as the organizational conduct. Equity is the cornerstone. Fairness, trust, transparency - If there is a cornerstone to this process, it is equity. The organizational leadership that includes the first-line supervisor must totally support fairness. Inequity can create organizational imbalance, splinter the organization, and inhibit the institution of a positive accountability environment. Trust is the bonding agent of the accountability process. With trust, transparency is apparent to all of those involved. To sum up, trust is mandatory if there is to be an accountability environment. Ownership, accountability process - When individuals and groups feel a sense of ownership, they can relate to "outcomes" and fulfill their responsibilities, thus becoming positive performers. As pointed out by one researcher, ownership increases responsible behavior and a concerned attitude. Ownership can become a reality with support from the first-line supervisor in the implementation of the accountability process. Supervisor - A supervisor cannot forget that they are part of the management and no longer a line officer.
Develop skills of subordinates - Supervisors should emphasize on the development of the skills of their subordinates, rather than try to do everything themselves. hu-tack - The acronym for human skills, tactical skills, affective skills, conceptual skills, and knowledge- based skills is "Hu-TACK." Core of supervision is Human Skills. hu-tack - At the core of successful police supervision is a consideration of human skills. Employees have to be motivated, appraised, and counseled. Standards must be established, tasks analyzed, and expectations communicated. Officers must be trained, developed, and (even though distasteful) occasionally disciplined. Personally acquainted with limitations and capabilities of each employee - A first-line supervisor must become personally acquainted with each employee and treat each one as an individual. Every member of a team should be expected to perform the kind of work that is vital to the success of the organization. It is imperative for work to be accomplished through people; this can only be done when the supervisor is thoroughly acquainted with the capabilities and limitations of each employee. The supervisor should set high standards for those supervised, and the standards should be applied to each and every employee. Disparity between supervisor clearly understands vs employee feels opposite, disparity between both - Supervisors feel that they clearly understand the problems that subordinates face, but, on the other hand, subordinates feel exactly the opposite. This is a gap that has to be addressed: it cannot be ignored. Such a disparity clearly reflects the importance of human skills and the need to understand the dynamics of human relationships if employees are to be successfully integrated into the organization. Tactical skills, Hu-tack, one of the few times overrides other factors. Test test test - Field supervisors need to combine knowledge, human, conceptual, and affective skills when the time comes to apply tactical skills in an operational situation. It is one of the few times that mission accomplishment overrides other factors and becomes an inviolable imperative. Affective skills. hu-tack, emotion based - Affective Skills (A) One other set of managerial characteristics is emotion-based. These characteristics interact with and modify all the other characteristics (see Figure 1.8). The supervisor (by actions) modifies the attitudes, emotions, and values of employees.
Task accomplishment, problem solving - At times, task accomplishment is seen as paramount, and informality is encouraged as emphasis is placed on problem solving. Knowledge vs human skills together - Sometimes knowledge skills dominate the working environment, while in other instances it will be human skills. A healthy relationship between the two is needed, and it demands a supervisory response that acknowledges the need for the application of both types of skills. participative leadership - At times, it can foster a supervisory approach that is truly participative and the essence of sharing responsibilities. It is the opposite of the "we/they" style of supervision that utilizes "top-down" management. Two approaches, tell officers how and what to do vs personal needs of officers - The key for this approach is to tell officers not only what to do but how to do it. The other side of the coin gives serious consideration to the personal needs of officers. Interrelationship of technical and human aspects - Supervisors should determine the interrelationship of the technical and human aspects of the work environment and utilize this information to improve their supervisory style. Conceptually - Conceptually, the supervisor can demonstrate the ability to analyze data and share information in order to attain organizational objectives. Knowledge based skills K. Hu-tack - The skills are different and the situation can become somewhat tenuous if, during the transition period to this newly acquired position, the new sergeant fails to adopt a managerial perspective. Necessity of training - manager can only succeed if results are obtained through the efforts of others. The supervisor must realize the necessity of training employees because they are an organization's most valued assets. Self appraisal - Self-Appraisal The initial and highly significant dilemma in becoming a truly competent supervisor is sorting through all the different supervisory techniques to select the approaches compatible with one's own temperament and personality.
Each officer distinct human, treated as an individual - Each officer is a distinct human being with varying skills, abilities, and personality, and is entitled to be treated as an individual. By accepting everyone as an individual and dealing with them on that basis, supervisors can reduce the potential for making errors and can arrive at decisions suitable for both the individual and the organization. Flexible approach, network Management - No supervisory philosophy works all the time. It is important to use a flexible approach. Accomplished supervisors combine different approaches. This is what has become known as "network management." Managerial networking - Managerial networking at the supervisory level is concerned with the integration of each officer into the organization. Link, nuts and bolts - Supervisors serve as a communication link between line officers and higher management. They are responsible for turning the concepts and visions of those in higher positions into the "nuts-and-bolts" reality of police work. Translate intentions of mtg, effective task completion - Sergeants must translate the intentions of management into actuality. Management expects results (not excuses), so it is the responsibility of the first-line supervisor to respond to this challenge. The key is for the supervisor to work diligently at developing the skills that help employees become energized and emphasize effective task completion. Positive attitude - Positive Attitude Everyone likes to be around people who are positive. This can be contagious and have a strong influence on working relationships. Think of how much better it is to be involved with people who obviously enjoy work and the challenges it presents. Positive side - Supervisors should train themselves to think about the positive side of an idea or a suggestion rather than the bad aspects. Positive frame of reference - Amazingly, this works. Viewing things in a positive frame of reference focuses energies where they are needed to enhance policy implementation successfully. Results oriented - Individuals who think positively are "results oriented"—a characteristic that management is actively seeking.
Early warning system - They are privy to the interaction between officers, they know what is being said on the radio and in emails, they read messages on mobile terminals, they review reports, and they observe officers on a continuing basis. They know when things are going wrong and can act accordingly What managers want from supervisors, - certain way, compliance with the requirement is essential. In order to work well with a next-level manager, an effort should be made to determine what is expected. This requires a great deal of judgment on the part of the supervisor. From within and outside the dept - Supervisors have to deal with numerous demands from varying sources from both within and outside the department. Primary reason - The primary reason for the existence of the supervisory position is the need for work to be effectively accomplished. If goals are not achieved, then there seems to be little reason for the continued existence of the organization. Maximize talents of subordinates - The important consideration then is to maximize the talents of each subordinate. "What could be worse than a supervisor ignoring the skills possessed by subordinates?" A supervisor certainly must utilize every skill and every bit of knowledge a subordinate possesses. This is not a simple task. It is one demanding a continual appraisal and reappraisal of each employee's capabilities. Those abilities must then be directed toward the accomplishment of tasks essential to the attainment of organizational goals. Poor performance - Under no circumstance does this mean the supervisor has to accept a person's actions or inactions as an excuse for poor performance. A failure to perform at acceptable levels must always be addressed and resolved in favor of the organization. 85 % vs 15 %, 15 % consume most of supervisors time - Generally speaking, it can be assumed that 85 percent of employees will respond to positive efforts by the supervisor. This is the group with which the supervisor should expend extra time and energy. Unfortunately, the remaining 15 percent of the subordinates (who, for whatever reason, are poor employees) will generally consume most of the supervisor's time. Eventually, that time will be nonproductive (except that employees who should never have been employed will be eliminated, or employees will receive aid to such an extent they will become productive employees).
Fair appraiser, accessibility and approachability, calmness, trust, positive role model - Officers expect the supervisor to be a fair appraiser and to share with them in terms of skills and expertise. Accessibility and approachability are also something that subordinates feel are important when relating to a first-line supervisor. Other qualities that are looked for are calmness, trust, and a positive role model (see Chapter 9 for a discussion of role model). Additionally, there is an expectation that a "good" supervisor will create a working environment that will allow for job and individual satisfaction. Job satisfaction - A large problem facing police organizations today is that many officers do not feel they are a part of the organization. Officers want job satisfaction, and this can only be provided by allowing them to achieve individual needs while organizational needs are satisfied. Today, young officers : - Today, however, officers express a need for: Acquisition of new skills Attainment of individual goals Fulfilling and consequential work Involvement in decision-making Opportunity to excel Opportunity to use their skills and expertise Recognition Responsibility Self- management Vision Individual and organization goals attained - They will work and give their best efforts for a certain number of hours if they have a positive working environment. A successful police organization of the future will integrate the individual into the organization, and individual as well as organizational goals will be attained. Affirmative action - Additionally, continuing affirmative action programs serve to correct any imbalance between the proportion of ethnic minorities, those of unique sexual orientations, different religious affiliations, and women in a community as compared to the proportion of sworn officers. In sum, the goal is to create police departments that are more representative of the community at large Progressive, part of the decision making process - Many police officers want a part of the action. Progressive police organizations open the decision-making process to employees, and supervisors should train and critique officers in the process of decision-making (Oldham, It demands that the supervisor work toward the creation of a working environment that gives officers an opportunity for involvement and growth. Partnership, shared power - Supervisors must learn that creating a real partnership means power must be shared, not hoarded. Participative supervision, - The real by-product of participative supervision is the creation of a working environment in which the officers want to work. It is absolutely necessary for the supervisor to create a
Community policing - As community policing has evolved, it has become an integral component of many police departments, and reference to it can be found in mission statements, departmental websites, and annual reports The solution - Community policing has been celebrated as the solution for the vast majority of problems faced by law enforcement in the United States. True partnership - It is a challenging process in which the public plays a new role. Citizen involvement is essential and requires creation of new avenues where a true partnership is created between the residents and the police. Working together - Working together, it provides for identifying and prioritizing contemporary problems with the goal of resolving issues that are of concern. It includes the reduction or elimination of crime and the fear of crime. Improve Quality of life - It also can address overall neighborhood decay and social problems. In addition, it is a process wherein consideration is given to addressing civil disobedience, and it strives to improve the quality of life in neighborhoods. Quality of life - Hence, a strong movement has evolved to include others in crime-fighting efforts and confronting issues raised by quality-of-life matters. Involvement of community - Accomplishment of this task calls for identifying community attitudes and values, dealing with the personalities of participants and key decision-makers, addressing problems with an open mind, and dealing with varying preferences of all of those who are involved—from mayors and city managers down to the individual resident Local organizations - Evidence shows that local organizations have proven to be effective in developing a viable and continuing partnership. Time is especially important, and there is a genuine need to have a continuing and constant face-to-face relationship among officers, merchants, representatives of other municipal or county agencies, and residents.
Not quick fix, long term commitment, panacea - Community policing is not a quick fix. If it is to be successful, it demands a long-term commitment. It should not be sold as a panacea, and there must be realistic expectations regarding its potential to improve the quality of life in neighborhoods. community policing - Key elements of this generic definition include (1) development of a dynamic relationship with community partnerships (individuals and organizations), (2) consideration of the most urgent needs of the community, ranging from criminal acts to the fear of crime, (3) utilization of community resources, and (4) application of the problem-solving process. Mindset, - Community policing is a mindset wherein the department believes that the public is a vital component of the operation and that the public supports and understands the mission values and the role of the police department. Community policing provides officers with an opportunity to come closer to the community. It is a procedure wherein the police organize members of the community, coordinate activities, and communicate with every concerned individual and organization. Top down removes barriers that impede change - The historical nature of police work, with its quasi- military orientation, mandates the need for change to emanate from the top-down. It is a transitional process wherein the chief executive officer removes barriers that impede change, fostering the development of a culture in which actions contrary to traditional working methods are stimulated Top management must articulate - In community policing, the top management must articulate the values of community policing and communicate them to every level and everyone in the organization. Active participation - Active participation is required of everyone who has an interest in the welfare of the community. Three Core Components of community policing - Community policing initially consisted of three complementary core components: "community partnerships, organizational transformation, and problem solving" One way to two way communication, collaborative partnership - Over time, this process has moved from one-way communication to a significant two-way communication process. Involvement with the total
community policing even though it might involve some degree of citizen participation. Empowerment allows personnel to arrive at decisions based on delegated power and authority. Enpowerment, org change, self direction by officers - Empowerment is a deliberate decision taken by police executives to create an organizational change that will allow officers to operate within a frame of reference that enables self-direction. It is the placing of authority and responsibility at the lowest levels of the organization. With supervisory support and the backing of top management, it is necessary to empower line officers so that initiatives can be exercised when deciding to operate within the philosophy of community policing Relinquished power and authority of supervisor to officer to create responses to community problems. - It is giving community-policing officers the operational freedom needed to accomplish their assigned tasks. However, achieving this is not for the faint of heart—authority and power, normally the prerogative of the supervisor, must be relinquished, and line officers must be trained and assisted in the acquisition and application of new powers (see Figure 2.3). It presents a challenge to the officers to be able to immediately and effectively respond to calls for service work and develop innovative and proactive responses to community problems. The supervisor : - Instead of making decisions, the supervisor coaches, supports, mediates, and helps officers in identifying, planning, analyzing, and solving community problems. Independently goal, - The goal is to get line personnel to function independently. As officers gain experience, they can become responsible decision-makers, and supervisors should support this evolutionary process that fosters the acquisition of abilities and skills that officers need to work effectively. Community policing envisions the empowerment of officers Rather than - officers can be empowered by sergeants to search for creative solutions to problems rather than a traditional response. To achieve - Officers operating under the concept of community policing have their discretionary power increased as they strive to achieve long-term problem reduction. Regulations - Unduly burdensome regulations, the hallmark of many police agencies, must be rejected if community policing is to have an even chance of succeeding.
Evaluation process - In another instance, the importance of the first-line supervisor can be limited if the organization does not provide for an evaluation process that concerns itself with areas that are used to evaluate officer performance that relates specifically to community policing. Training, - Training has to be consistent with what the department asks them to do. The goal is to create a working environment wherein what is taught in training permeates every aspect of day-to-day operations and the process becomes a win-win-win proposition Supervision - Quality supervision envisions shared decision-making, teamwork, creativity, and innovation. It involves absolute commitment to the philosophy of community policing. The supervisor must personify the attributes of a facilitator, coach, counselor, mentor, role model, communicator, and coordinator if community policing is to succeed. Beyond this, every action that a supervisor performs must be taken within the context of complete honesty and integrity Quality supervision - Quality supervision occurs when first-line supervisors decipher management's intentions and translate them into reality. Process facilitation - Process Facilitation The supervisor must convey the importance of community policing, especially in convincing police officers that community engagement and problem-solving are real police work. facilitate facilitate - In this respect, the goal is for the supervisor to become comfortable in the new role. As the supervisor loses power to subordinates, an effort must be made to assume more managerial responsibility. A first-line supervisor is a manager, and operationally it is essential that the focus be shifted from the traditional role of being in charge to the role of facilitator. The operational motto is facilitate-facilitate-facilitate. Process facilitator - Finally, as a process facilitator, a supervisor must communicate openly. Additionally, he or she must become a team member and encourage officers to participate actively in problem- solving. Building Partnerships within police dept, conduit , - Building Partnerships within the Police Department
