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Management and Supervision of Law Enforcement Personnel, 5th Edition

Management and Supervision of Law Enforcement Personnel, 5th Edition Comprehensive and expert management guidebook for law enforcement supervisors

  • Author:
  • Publisher: LexisNexis Matthew Bender
  • ISBN: 9781422491515
  • Published In: July 2013
  • Format: Paperback
  • Jurisdiction: U.S. ? Disclaimer:
    Countri(es) stated herein are used as reference only
HKD 550.00
Not Available
  • Description 
  • Contents 
  • Author 
  • Details

    In this latest edition of Management and Supervision of Law Enforcement Personnel, authors Schroeder and Lombardo have aptly applied their knowledge and expertise stemming from years of service on the force combined with years of teaching and consulting experience to create a timely and useful manual for law enforcement management and supervision. The many roles of the manager and supervisor are clearly defined and discussed at length, providing the reader with an understanding about the satisfaction as well as the difficulty connected with successful leadership. Each chapter focuses on a specific function of the manager-supervisor; it is then broken down into the basic elements to which a successful law enforcement manager and supervisor must respond on a daily basis.

    Management and Supervision of Law Enforcement Personnel is a must not only for anyone studying for promotion in law enforcement, but also for current managers/supervisors who would like to improve their on-the-job performance. Topics include principles associated with a police supervisor's or manager's role as a leader, planner, communicator, performance evaluator, trainer, disciplinarian, and human relations specialist. Chapter 3 on “The Managerial Function of Planning” has been fully updated for the 4th edition. Additionally, the manager/supervisor will learn techniques pertaining to problem solving, field operations, and multicultural issues. Following each chapter is a short section to “Test Your Understanding.”

  • Foreword

    1. The Special Role of the Supervisor in Law Enforcement
    1.1. Responsibilities of Top Level Administrators
    1.2. Importance of the First Level Supervisor
    1.3. Transition from Worker to Supervisor
    1.4. Skills Needed by a Supervisor
    1.5. Skills Needed by a Female Supervisor
    1.6. Basic Supervisory Responsibilities
    Test Your Understanding

    2. The Managerial Functions of the Law Enforcement Supervisor
    2.1. Management Defined
    2.2. Formal Managerial Authority
    2.3. The Delegation Process
    2.4. Span of Control
    2.5. Chain of Command
    2.6. Unity of Command
    2.7. Management by Objectives
    Test Your Understanding

    3. The Managerial Function of Planning
    3.1. Background
    3.2. Planning Defined
    3.3. Researching the Need
    3.4. Setting the Goal
    3.5. Formulating the Plan
    3.6. Initiating the Action
    3.7. Monitoring the Results
    3.8. Types of Plans
    3.9. Self-Planning
    3.10. Updating Plans
    3.11. Centralized Planning Units
    Test Your Understanding

    4. The Supervisor as a Leader
    4.1. Leadership Defined
    4.2. Leadership: Nature or Nurture?
    4.3. Leadership by Word or Example
    4.4. Principles of Leadership
    4.5. Leadership Traits
    4.6. Leadership Styles
    4.7. Measuring Leadership Ability
    4.8. The Leader as a Morale Builder
    4.9. The Leader as a Motivator
    4.10. The Leader as a Decision Maker
    Test Your Understanding

    5. The Supervisor as a Communicator
    5.1. Communication Defined
    5.2. Communication: A Two-Way Street
    5.3. The Links of the Communication Process
    5.4. Obstructions to Effective Communication
    5.5. Principles of Effective Communication
    5.6. Effective Formal Oral Communication
    5.7. The Importance of Listening
    5.8. Barriers to Effective Listening
    5.9. Issuing Orders
    5.10. The Grapevine
    5.11. Telephone Communication
    5.12. Effective Written Communications
    5.13. Barriers to Effective Writing
    Test Your Understanding

    6. The Supervisor as an Interviewer
    6.1. Interviewing Defined
    6.2. Goals of Interviewing
    6.3. Categories of Interviews
    6.4. Most Common Types of Interviews
    6.5. Preparation for an Interview
    6.6. Conducting the Interview
    6.7. Interview Listening
    6.8. Interview Follow-Up
    6.9. Barriers to Effective Interviewing
    Test Your Understanding

    7. The Supervisor as an Evaluator of Performance
    7.1. Goals of Performance Evaluations
    7.2. Prerequisites for an Evaluator
    7.3. Legal Aspects of Performance Evaluations
    7.4. Performance Standards
    7.5. Formal Evaluation Systems
    7.6. Documentation
    7.7. The Marginal Employee
    7.8. Written Notifications of Performance Evaluations
    7.9. The Evaluation Interview
    7.10. Following-up on the Evaluation Interview
    7.11. Barriers to Effective Evaluations Created by Raters
    7.12. Barriers to Effective Evaluations Created by the Agency
    Test Your Understanding

    8. The Supervisor as a Human Relations Specialist
    8.1. The Human Relations Responsibility of Supervisors
    8.2. Guidelines for Building Sound Human Relations
    8.3. Supervisor as Counselor
    8.4. Counseling Subordinates Who Are Experiencing Problems
    8.5. Extent and Form of Supervisory Involvement
    8.6. Early Warning Indicators
    8.7. Depression
    8.8. Suicide
    8.9. Drug and Alcohol Abuse
    8.10. Formal Counseling Sessions
    8.11. Counseling Session Guidelines
    Test Your Understanding

    9. The Supervisor as a Trainer
    9.1. Training Defined
    9.2. Why Is Training Needed? 
    9.3. Subordinate Benefits from Receiving Training
    9.4. Supervisor Benefits from Conducting Training
    9.5. Types of Training
    9.6. Qualifications of a Trainer
    9.7. Basic Tenets of Learning
    9.8. The Learning Process
    9.9. Devising and Conducting a Training Program
    9.10. Common Training Problems
    9.11. Common Training Methods
    Test Your Understanding

    10. The Supervisor as a Disciplinarian
    10.1. Categories of Discipline
    10.2. Punishment
    10.3. Role of Immediate Line Supervisors in Maintaining Discipline
    10.4. Elements of a Fair and Equitable Disciplinary System
    10.5. The Disciplinary Process
    10.6. Obstacles to the Effective Administration of Discipline
    Test Your Understanding

    11. The Supervisor and Complaints from Subordinates
    11.1. Defining Complaints from Subordinates
    11.2. Preventing Complaints
    11.3. Receiving Complaints
    11.4. Handling Complaints
    11.5. Complaints Involving a Collective Bargaining Agreement
    11.6. Documenting Complaints
    Test Your Understanding

    12. The Supervisor and Complaints Against Employees
    12.1. Defining Complaints Against Employees
    12.2. Determining the Merits of All Complaints
    12.3. Two Categories of Personnel Complaints
    12.4. Regulation of Non-Job-Related Conduct
    12.5. Recording Personnel Complaints
    12.6. Minor Infractions
    12.7. Serious Complaints
    12.8. Interviewing Victims and Witnesses
    12.9. Interviewing the Accused Employee
    12.10. Removal of Firearms From Intoxicated Officers
    12.11. Protecting the Rights of Accused Employees
    12.12. Handling Complaints of Sexual Harassment in the Workplace
    12.13. Notification of the Principals
    12.14. Miscellaneous Guidelines
    Test Your Understanding

    13. Problem Solving
    13.1. Community and Problem-Oriented Policing
    13.2. Problem Defined
    13.3. A Recommended Approach to Problem Solving
    13.4. Problem Solving: Proactive or Reactive? 
    13.5. The Problem-Solving Meeting
    13.6. In Conclusion
    Test Your Understanding

    14. Supervising Field Operations
    14.1. Importance of Written Local Guidelines
    14.2. Crimes in Progress
    14.3. Car Stops
    14.4. Generic Rules for Supervisor: Unusual Occurrences
    14.5. Field Command Post
    14.6. Labor Disputes
    14.7. Missing Persons
    14.8. High-Speed Pursuits
    14.9. Hostage/Barricaded Persons
    14.10. Emotionally Disturbed Persons
    14.11. Domestic Disputes
    14.12. Bomb Threats
    14.13. Area and Building Searches
    14.14. Dealing with the Public
    Test Your Understanding

    15. The Supervisor and Multiculturalism
    Supervising a Diverse Workforce
    15.1. Recruitment and Selection
    15.2. Strategy for Supervising a Diverse Workforce
    15.3. General Considerations
    15.4. Specific Considerations
    Policing a Diverse Community
    15.5. General Considerations
    Test Your Understanding

    16. The Use of Physical Force
    16.1. Written Policy Governing the Use of Force
    16.2. The Cardinal Use of Force Rule
    16.3. Accountability
    16.4. Required Procedures
    16.5. Deadly Physical Force
    16.6. The Self-Defense Rule
    16.7. The Fleeing Felon Rule
    16.8. Miscellaneous Considerations
    Test Your Understanding

    17. Understanding The Promotion Process
    17.1. A Dual Interest
    17.2. Two Basic Types of Promotion Systems
    17.3. Generic Skills and Technical Skills
    15.4. Testing in the Promotion Process
    17.5. A Recommended Promotion Process
    17.6. Frequency of Promotion Tests
    17.7. A Recommended Strategy for Candidates
    Test Your Understanding


  • Frank Lombardo


    Frank Lombardo is a retired Deputy Inspector of the New York City Police Department who has also worked with the San Francisco Police Department with assignments that included patrol, vice/narcotics criminal investigations, and staff assignments such as personnel. His classroom experience consists of teaching at John Jay College of Criminal Justice and St. John¿s University. The coauthor of several texts on police entry and promotional exams, he has been a consultant to civil service agencies in the writing, administration, and scoring of exams. Currently engaged in the tutoring of candidates for police promotion, he holds a Masters in Urban Affairs.

    Dr. Donald Schroeder


    Dr. Donald Schroeder holds a Ph.D. in Criminal Justice. He is also a retired Police Captain, having held both field and staff assignments in the N.Y.C. Police Department. One such staff assignment involved his acting as police liaison from the N.Y.C. Police Department to the Educational Testing Service of Princeton, New Jersey. He has taught criminal justice subjects at John Jay College and has co-authored several texts on police promotion. Dr. Schroeder has acted as a consultant to governmental personnel agencies throughout the country, assisting them in the preparation, administration, and evaluation of criminal justice promotional examinations. At the present, Dr. Schroeder provides assistance to individuals and study groups competing in management assessment exercises.

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