Transcript of Interpersonal role- this role is comprised of three components; the figurehead role, leadership, and...
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- Interpersonal role- this role is comprised of three components;
the figurehead role, leadership, and liaison duties. Informational
role- this role is composed of three tasks relating to
monitoring/inspecting, dissemination, and spokesperson duties. The
decision-maker role- is composed of the CEO acting as an
entrepreneur, a disturbance handler, resource allocator, and
negotiator.
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- The police executive must also develop certain skills, like
technical skills which involve specialized knowledge, analytical
abilities, and the ability to use the tools of the trade (or at
least have a working knowledge of them). They must also have the
human skills to work effectively as a group member and build
cooperation and consensus within the department. The CEO must also
have conceptual skills, that is they must have the ability to
integrate all the activities and interests of the organization into
a common objective.
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- Often difficult to determine who will and who will not be good
promotional material. Politics and favoritism can make the choices
instead of who would be a good prospect for promotions.
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- process itself may include interviews psychological tests
in-basket exercises management tasks, group discussions or
exercises role playing exercises such as simulations of interviews
with subordinates, the public, and news media fact finding
exercises oral presentation exercises, and written communications
exercises.
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- Practice what you preach A days pay for a day and a half of
work Maintain and promote integrity Develop a positive image Remain
committed
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- Be respectful Accept assistance from others Be eager for
knowledge Maintain a healthy lifestyle Set personal goals
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- The qualifications for police chief vary greatly depending on
the location and size of department generally speaking. Small
agencies for example may have no educational requirements while
large agencies require a masters and several years of responsible
police management experience. There is the issue of appointing a
chief from within or from without, which would be better.
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- This job is generally elected instead of appointed. This occurs
in all but two states. The problem with election process is that
the person could be the local feed store owner one day and the
sheriff the next. The sheriff, in addition to police patrol duties,
also has two other duties that not all police departments have: the
courts function (provide bailiffs to the court and serve civil
process) and the corrections functions (runs the county jail
system).
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- The captain position has two broad duties- policing and
administration. Captains spend a lot of time coordinating their
units activities with those of other units and overseeing the
operation of their units. At times the captain can be said to have
many of the same responsibilities as the chief, just on a smaller
scale.
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- Many of the tasks that the lieutenant has are purely
administrative in nature, but they also do have supervisory
functions also. Lieutenants do at times engage in a limited amount
of police work. The position does often seem a bit redundant.
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- Often find themselves caught between upper management and the
rank and file officers. The new sergeant is also often faced with
having to supervise those that they have worked with; this is not
easy
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- Traditional- this supervisor is law enforcement oriented.
Innovative- this person has been said to be most closely associated
with community oriented policing, and can be viewed as almost
complete opposites of the traditional supervisor. Supportive- these
supervisors are concerned with good relations with their
subordinates and try and protect them from what they deem as unfair
management practices. Active- these supervisors tend to work in the
field a lot, and have been stated to be to officers with
stripes.
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- Enthusiasm Good communication skills Good judgment Sense of
humor Creativity Self motivation
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- Knowing the job and the system Ego Courage Understanding
discretion Tenacity Thirst for knowledge
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- The chief executive of the organization is the person
ultimately responsible for COPPS success within the organization.
Middle managers should have the ability to draw on their
familiarity with the bureaucracy to secure, maintain, and use
authority to empower subordinates, capitalizing on their training
and competence. Sergeant must be able to convince the officers that
COPPS will be good for them as well as the community.