The police manager

395 Pages·2005·2.166 MB·English

by  Ronald G Lynch, Scott R Lynch

Sixth Edition
THE
POL ICE
MANAGER
Ronald G. Lynch Scott R. Lynch
The Police Manager, Sixth Edition
Copyright © 1995, 1998, 2005
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Library of Congress Cataloging-in-Publication Data
Lynch, Ronald G.
The police manager / Ronald G. Lynch, Scott R. Lynch--6th ed.
p. cm.
Includes bibliographical references and index.
ISBN 1-59345-266-7 (softbound)
1. Police administration. 2. Organizational behavior. 3. Leadership. I. Lynch, Scott R. II. Title.
HV7935.L9 2005
363.2'068--dc22 2005015074
Cover design by Tin Box Studio, Inc. EDITOR Elisabeth Roszmann Ebben
ACQUISITIONS EDITOR Michael C. Braswell
Preface
The goal of the sixth edition of The Police Manager: Professional Lead-
ership Skills is to provide selected step-by-step procedures to help police
administrators execute their duties and fulfill responsibilities more efficiently,
effectively, and productively.
This book does not pretend to be a complete source for all the man-
agement information necessary to operate a modern police department. It
should be read along with a number of other excellent books in the fast-grow-
ing field of criminal justice management.
This revision includes three new chapters: Succession Planning (Chap-
ter 7); Use of Force (Chapter 17); and The School Resource Officer Program
(Chapter 21). Objectives are included at the beginning of each chapter and
each chapter concludes with discussion questions.
Programmed instruments that are mentioned in the instructor’s manual
may be used to supplement this text. Sufficient flexibility is left to the
individual instructor, who may wish to round out instruction with personal
experiences.
I hope that readers will use the techniques and theories discussed in this
book to assist them on an individual basis. By joining theoretical under-
standing with practical application of the techniques, the reader should be
better prepared to serve his or her community and upgrade law enforcement
as a profession.
I am in great debt to a number of experts in the law enforcement field
for their kind assistance, dedication, and patience in helping to develop the
techniques presented in this text. Every effort has been made to acknowledge
the sources and to give credit when due.
I want to specifically thank the following individuals, not just for their
contribution to the subject matter, but also for the influence they have had
in helping me mature and develop during my law enforcement career:
S.B. Billbrough, Regional Director, DEA—Retired (deceased)
George Murphy, Mobil Corp.—Retired, New York
iii
iv THEPOLICEMANAGER
John Vermilye, Former Director, Department of Public Safety, Lake-
wood, Colorado (deceased)
Mike Swanson, Institute of Government, University of Georgia
Special thanks go to my friend and colleague Dick McMahon of the Insti-
tute of Government, University of North Carolina. The chapter on transac-
tional analysis is the product of his thought and hard work.
Further special thanks go to G. Patrick Gallagher, Director of the Insti-
tute for Liability Management, Vienna, Virginia, for developing and writ-
ing the chapters on civil liability and creating a breed of super sergeants.
Also, special recognition to Dr. James P. Morgan for his chapters on pro-
ductivity and top of the hill.
Further thanks must go to the two top law enforcement executives who
are considered the best in our profession. They each have achieved special
recognition wherever they have worked or taught. Chief Jay Leffert was
responsible for spearheading, coordinating, and directing the implementa-
tion process for the Orange County Sheriff’s Office, Orlando, Florida, and
presently is Chief of Police of Port St. Joe, Florida. He is the author of the
chapter on the accreditation process.
Edward Werder, Chief of Police of Cooper City, Florida, was the Under-
sheriff of Broward County, Florida, when that agency was accredited and has
now completed accreditation for Cooper City. His special friendship and guid-
ance has been called upon for many years by this author. He wrote the chap-
ters on how to lead small and medium size agencies and succession planning.
Theories are only worthwhile when they are put into practice. The lead-
ership practices of a special few police executives are also included in
these pages. Thanks for their help, support, and friendship.
Chief Larry Hesser, Chief of Police, Georgetown, Texas
Colonel Ed Werder, Chief of Police, Cooper City, Florida
Dr. Robert Lacey, Director, Criminal Justice Institute, Broward
County, Florida—Retired
Special thanks go to the men and women of the Orange County Sheriff’s
Office, Orlando, Florida, for the professional manner in which the theories
and practices were put into effect.
Sheriff Kevin Beary of Orange County is to be thanked for his leader-
ship and support in the implementation of these principles and for devel-
opment of the model law enforcement agency.
PREFACE v
One person in particular—my wife, Anne—has helped me to adopt the
life goal of understanding and helping people. Others have helped me grow
and mature as a person and find ways of making my life worthwhile, but none
were more demanding and supportive than my three children, Scott, Chris,
and Stacy. The many “warm fuzzies” my family gave me during the time it
took to carry the idea for this book to the point of publication have sustained
me and helped me to overcome any doubts that I may have had.
Finally, a grateful thanks to God; without His blessings, none of this could
have been achieved.
Ronald Lynch
April 2005
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Contents
Preface iii
1 A History and Philosophy of Police Management 1
The Police Manager’s Role 2
The Management Process 3
History of Management 4
2 Philosophy to Outcomes 11
Introduction 11
Philosophy 11
Values 12
Beliefs 14
Principles 15
Behavior 17
Daily Decisions 17
Routine Activities 18
Standards 18
Policies and Procedures 19
Outcomes 20
Conclusion 21
3 Organizational Culture 23
Introduction 23
Why Culture Is Important 23
How Culture Is Developed 24
Identifying Your Police Department’s Culture 25
Changing the Culture 27
Conclusion 29
vii
viii THEPOLICEMANAGER
Part One
Behavioral Aspects of Police Management 31
4 Leadership Behavior Styles 33
Qualities of a Successful Police Manager 34
Styles of Leadership 35
The Learning Police Agency 40
Systems Thinking 41
Personal Mastery 41
Mental Models 41
Building a Shared Vision 42
Team Learning 42
Is There a Best Style? 42
Adaptive Leadership 43
Reality Leadership 44
Deciding How to Lead 44
Effective Leadership Practices 45
Challenging the Process 46
Inspiring a Shared Vision 46
Enabling Others to Act 46
Modeling the Way 47
Encouraging the Heart 47
Total Quality Management 48
History 48
Uses for Law Enforcement 49
Orange County, Florida, Sheriff’s Office 50
Summary of TQM 50
Developing Organizational Teamwork 51
Approaches to the Organizational Development Process 52
5 The Top of the Hill 57
Motivators 57
Personal 58
Professional 59
Conclusion 60
6 Creating a Breed of Super Sergeants 63
The Status Quo 64
The Burden of Supervisory Liability 65
A Statement of the Problem 67
The Birth of a Process 67
A Misbalanced Emphasis 69
Performance Management 69
The Correct Focus: Liability or Performance? 71
Credible, Relevant, Contextual Supervisory Training 72
Field Training Supervisor (FTS) Program 73
Successful Performance 73
The Raison d’Etre for Supervisors 74
Values-Oriented Supervision 75
Conclusion 76
CONTENTS ix
7 Succession Planning 77
Introduction 77
Employee Separation 81
Entry 83
Recruitment 84
Diversity 84
Civilianization 85
Workforce Development Planning 86
Mentoring 87
Promotions 88
Diversity in Promotion 89
Career Development and Cross-Training 90
Specialized Assignments 90
Use of Retired Employees 91
Thoughts for the Future 92
8 Organizational Environment 95
Introduction 95
Principles of Motivation 97
Hierarchy of Effective Communication 98
Basic Needs 98
Safety Needs 99
Belongingness Needs 99
Ego Status Needs 100
Self-Actualization Needs 100
Motivation-Hygiene Theory 101
Theory X and Theory Y 106
Immaturity-Maturity Theory 108
Management Systems 111
System 1 111
System 2 111
System 3 112
System 4 112
Expectancy Theory 113
Conclusion 115
9 Transactional Analysis 117
Behavioral Models and the Change Process 117
Ego States 119
Parent Ego State 119
Adult Ego State 121
Child Ego State 121
Transactions and Communication 125
Complementary Transactions 125
Crossed Transactions 126
Ulterior Transactions 128
Basic Life Positions and Organizational Sanctions 129
Time Structuring 132
Organizational Games 134
Conclusion 137