Section I Management, Supervision and Leadership: An Overview

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

2. 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

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

4. 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

5. Goals of Law Enforcement Agencies • Enforce laws • Prevent crime • Preserve the peace • Protect civil rights and civil liberties • Provide services • Solve problems

6. 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

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

11. 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

12. 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

13. Four Supervisory Styles • Traditional • Expect aggressive enforcement • Innovative • Form relationships with their officers • Supportive • Protect subordinates from punishment • Active • Lead by example

14. 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

15. 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

16. 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

17. 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

18. Essential Functions of Law Enforcement Executives • Planners • Facilitators • Interfacers • Interactors

19. 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.

20. The Team Approach • Participative leadership • Shared responsibility • Aligned on purpose • High communication • Future focused • Focused on task • Creative talents • Rapid response

21. 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

22. 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.

23. 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.