Effective Police Supervision Study Guide

Chris Rush Burkey, Larry S. Miller, Michael C. Braswell

• Publisher: Routledge
• Year: 2017
• ISBN:
  9781351973731
• Edition: 8
• Topic: Social Sciences
• Subtopic: Criminology
• Index: Social Sciences

Good police officers are often promoted to supervisory positions with little or none of the training it takes to be a good manager. An understanding of group behaviors and organizational dynamics is necessary to grasp the fundamentals of managing police officers. The Effective Police Supervision Study Guide coordinates with the core text used in many college-level classes and police departments to teach supervisory practices in criminal justice. This study guide prepares both students and professionals for academic or promotional exams, offering them an opportunity to fully review the material so that they are well-prepared for testing.

This new edition, like the new edition of the textbook it accompanies, includes information on the following topics: police accountability, police involvement with news media, the challenges of dealing with social media, updates on legal considerations, and ways to avoid another controversy like Ferguson, Dallas, or Baltimore.

CHAPTER 1 Supervision—The Management Task

LEARNING OBJECTIVES

1. Identify skills needed by a first-line supervisor.

2. Define knowledge-based skills.

3. Identify human skills.

4. Compare conceptual and affective skills.

5. Describe a positive attitude toward management’s expectations of the supervisor.

6. Define loyalty.

7. Characterize the subordinate’s expectations of the supervisor.

8. Identify key elements of participation.

9. Describe the process of conflict resolution.

10. List the functions performed by supervisors when relating to subordinates.

KEY TERMS

affective skills

conceptual skills

dynamic organization

human skills

Hu-TACK

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

Chapter Summary

I. Transition to First-Line Supervisor

The first-line supervisor is at the organizational focal point between line officers and other police managers. It is important to learn the positive aspects of reaching the position of first-line supervisor and also be able to understand why the first-line supervisor’s position is not for everyone, by examining the negative aspects of the position. Good supervisors do not just happen; they must be cultivated. The firstline supervisor has become an important part of management, who is responsible for improving the quality of work life.

Police work has become more and more complex, and it seems reasonable that problems facing today’s officers will only increase the complexity of the job. The supervisor must respond with imagination and innovation. One of the most difficult new duties facing the supervisor is being an effective disciplinarian. The supervisor must learn to meet the needs of both officers and the organization, developing a wide range of skills.

II. Supervisory Skills

Once an officer assumes the position of a first-line supervisor, his or her role changes drastically and tasks become managerial. It is a supervisor’s responsibility to emphasize the development of subordinates’ skills, rather than doing everything himself or herself. In order to maximize effectiveness, a supervisor must attain objectives through the efforts of others by becoming operationally effective in one or more of the following skill areas, known by the acronym Hu-TACK.

Human skills (Hu). An effective supervisor has the ability to be able to effectively listen and discuss problems with subordinates and deal with each officer as an individual. The effective supervisor also sets the standard of professionalism by example and encourages positive attitudes through individual encouragement and motivates the employees. This supervisor has the ability to resolve conflicts effectively.

Tactical skills (T). Tactics, used by supervisors, comes into play when it is necessary to apply leadership that enables one to control a situation and accomplish a mission in a field situation. It is a time when everything is brought into focus by providing purpose, direction and motivation to an unusual occurrence. It is one of the few times that mission accomplishment overrides other factors and becomes an inviolable imperative.

Affective skills (A). The supervisor acts as a role model by demonstrating both integrity and loyalty. Moreover, the supervisor demonstrates the ability to integrate the organizational values and community values. An environment based on equality and fairness is set and demonstrates that this supervisor values the employees and their contribution to the organization.

Conceptual skills (C). The supervisor has the ability to analyze situations and make good decisions. Also, the supervisor is capable of integrating personal activities into the total organizational plan, so that agency goals are attained.

Knowledge-based skills (K). The supervisor has the ability to handle the administrative responsibilities and provides the technical support that each officer needs. The supervisor has knowledge of the policies and procedures and implements them effectively. The supervisor is responsible for the training and development of the officers.

The supervisor should do a self-appraisal to select managerial techniques that fit his or her style. It is also important to understand line officers and their potential, acknowledging individual differences and cultivating the talents of officers. This style of supervision allows the supervisor to arrive at decisions suitable for the employee and the organization. However, supervisors must be flexible in their approaches and recognize that a particular approach does not work every time.

Managerial networking involves flexibility in combining different supervisory approaches. Each officer should be integrated into the organization, and the focus on decision-making improves work life and productivity. The purpose of this networking is to foster self-help, exchange information and share resources.

III. Management Expectations of the Supervisor

To meet managerial expectations, the supervisor must develop the ability to identify the duties that relate to the management of people and emphasize them. The importance of a supervisor maintaining a positive attitude as a means of dealing with obst...

Table of contents

• Cover
• Half Title
• Title Page
• Copyright Page
• Table of Contents
• A Note to the Student
• Chapter 1—Supervision—The Management Task
• Chapter 2—Community-Oriented Policing and Problem Solving—Improving Neighborhood Quality of Life
• Chapter 3—Interpersonal Communications—Striving for Effectiveness
• Chapter 4—Motivation—A Prerequisite for Success
• Chapter 5—Leadership—The Integrative Variable
• Chapter 6—Team Building—Maximizing The Group Process
• Chapter 7—Change—Coping with Organizational Life
• Chapter 8—Performance Appraisal—The Key to Police Personnel Development
• Chapter 9—Coaching, Counseling, and Mentoring—Helping Officers Grow and Develop
• Chapter 10—Discipline—An Essential Element of Police Supervision
• Chapter 11—Internal Discipline—A System of Accountability
• Chapter 12—Supervising The Difficult Employee—Special Considerations
• Chapter 13—Supervising Minorities—Respecting Individual and Cultural Differences
• Chapter 14—Tactical Operations—Critical Incident Deployment
• Chapter 15—Labor Relations—Problem Solving Through Constructive Conflict
• Chapter 16—Homeland Security and Terrorism—A Changing Role
• Answer Key to Objective Questions