Effective Police Supervision (8th Edition) | KitaabNow

Effective Police Supervision (8th Edition)

  • Author: Larry S. Miller, Harry W. More, Michael C. Braswell
  • ISBN: 9781138225183
  • Publisher: Routledge Publishing
  • Edition: 8th
  • Publication Date: March 13, 2017
  • Format: Paperback – 648 pages
  • Language: English


Outstanding first-line supervisors are essential to the success of any law enforcement agency, yet many officers lack the supervision training necessary to excel. Effective Police Supervision immerses readers in the group behaviors and organizational dynamics supervisors must master in order to lead their teams and to help create an effective police department. Combining behavioral theory and updated case studies, this core text, now in its eighth edition, is a vital tool for all college students pursuing criminal justice courses on supervisory practices, as well as police officers preparing for promotional exams.

Table of Contents
  1. List of Figures
  2. List of Case Studies
  3. Preface
  4. Supervision—The Management Task
    1. Transformation
    2. The Need for Accountability Management
    3. Definition of Accountability
    4. Vital Characteristics of Accountability
    5. Five Levels of Accountability
    6. Supervisory Skills Areas (Hu-TACK)
    7. Self-Appraisal
    8. Management Expectations of the Supervisor
    9. Subordinates’ Expectations of the Supervisor
    10. Peer Expectations of the Supervisor
    11. References
  5. Community-Oriented Policing and Problem Solving—Improving Neighborhood Quality of Life
    1. Definition
    2. Empowerment
    3. Quality Supervision
    4. Process Facilitation
    5. Building Partnerships Within the Police Department
    6. Identifying Stakeholders
    7. Supervising Community Police Officers
    8. References
  6. Interpersonal Communications—Striving for Effectiveness
    1. The Importance of Communication Skills
    2. The Communication Process
    3. Communication Patterns
    4. Barriers to Communication
    5. Overcoming Communication Barriers
    6. Feedback
    7. The Art of Listening
    8. Nonverbal Communications
    9. Communicating with Limited English Proficiency Individuals
    10. Intercultural Communications
    11. Communicating with Hearing-Impaired Individuals
    12. References
  7. Motivation—A Prerequisite for Success
    1. Why Officers Work
    2. Motivation
    3. Needs-Based Motivation
    4. Motivation–Hygiene Theory
    5. Expectancy Theory
    6. Equity Theory
    7. Sensitivity Theory
    8. How to Motivate
    9. References
  8. Leadership—The Integrative Variable
    1. Power
    2. Theories of Leadership
    3. Leadership Continuum
    4. Supervisory Styles
    5. Leadership Mistakes
    6. References
  9. Team Building—Maximizing the Group Process
    1. The Individual
    2. The Individual and the Group
    3. Role and Function of the Group
    4. Group Development Process
    5. Group Norms
    6. The Group Process
    7. Group Problem Solving
    8. Conducting Meetings
    9. Groupthink
    10. References
  10. Change—Coping with Organizational Life
    1. Factors that Foster Change
    2. Positive Aspects of Change
    3. Accepting Change
    4. Resistance to Change
    5. The Nature of Resistance
    6. Working for Change
    7. References
  11. Performance Appraisal—The Key to Police Personnel Development
    1. People Power
    2. Performance Appraisal
    3. The Human Factor
    4. The Validity and Reliability of Performance Appraisal
    5. The Evaluation Interview
    6. Trends in Performance Appraisals
    7. References
  12. Training, Coaching, Counseling, and Mentoring—Helping Officers Grow and Develop
    1. Teaching Officers
    2. Formal Training
    3. Civil Liability for Failure to Train Police Personnel
    4. The Police Sergeant’s Role as a Trainer
    5. Coaching, Counseling, and Mentoring
    6. Characteristics of an Effective Coach
    7. Principles of Coaching/Counseling/Mentoring
    8. The Supervisor as a Developmental Coach, Counselor, Mentor
    9. Developmental Counseling
    10. The Counseling Process
    11. Mentoring
    12. References
  13. Discipline—An Essential Element of Police Supervision
    1. The Nature of Discipline
    2. Discipline in the Ranks
    3. Positive Discipline
    4. Negative Discipline
    5. Sergeants as Disciplinarians
    6. Fair and Equitable Discipline
    7. The Use and Abuse of Discipline
    8. Keys to Effective Discipline
    9. The Hot Stove Revisited
    10. Firm but Fair Disciplinary Action
    11. Types of Disciplinary Actions
    12. Making the Disciplinary Action Stick
    13. Constructive Discharge
    14. Results of Absent Discipline
    15. Personal and Vicarious Liability
    16. References
  14. Internal Discipline—A System of Accountability
    1. Police Work
    2. Controlling the Police
    3. Personnel Complaint Investigation Policy
    4. Dealing with Police Occupational Deviance
    5. Social Media Concerns
    6. Personnel Complaints
    7. The Civilian Review Movement
    8. Forecasting and Dealing with Potential Disciplinary Problems
    9. Discipline and the Employee Assistance Movement
    10. References
  15. Supervising the Difficult Employee—Special Considerations
    1. Value Statements
    2. Employees as Individuals
    3. Types of Employees
    4. Problem Employees
    5. Millennial Generation
    6. Work Stressors
    7. Personal Problems
    8. Early Warning Systems
    9. Employee Assistance Programs
    10. Critical-Incident Stress Management
    11. Peer Counseling
    12. Fitness-for-Duty Evaluations
    13. References
  16. 13 Supervising Minorities—Respecting Individual and Cultural Differences
    1. Coming to Grips with the Past
    2. The Changing Face of America
    3. Supervising Minorities
    4. Dealing with Employees in a Protected Class
    5. Handling Sexual Harassment in the Workplace
    6. Supervising Sexual-Minority Police Officers
    7. Managing a More Educated Workforce
    8. Training for the New Supervisor
    9. References
  17. Tactical Operations—Critical Incident Deployment
    1. Critical Incidents
    2. Incident Command System
    3. Role of the First-Line Supervisor in Critical Incidents
    4. Critical Incident Management
    5. Supervisory Span of Control
    6. Tactical Teams
    7. Critical Incident Debriefing
    8. SWAT—Special Weapons and Tactics
    9. Militarization of the Police
    10. References
  18. 15 Labor Relations—Problem Solving through Constructive Conflict
    1. Sowing the Seeds of Unionism
    2. Management Rights
    3. Understanding Labor Relations
    4. Selecting a Bargaining Agent
    5. Collective Bargaining
    6. Union Goals
    7. Dealing with Grievances
    8. Impasse Resolution Through Job Actions
    9. Union–Management Relations
    10. Contract Administration
    11. Role of the Sergeant in Collective Bargaining
    12. Interest-Based Bargaining Process
    13. References
  19. Homeland Security and Terrorism—A Changing Role
    1. The Nature of Terrorism
    2. Domestic Terrorism
    3. Foreign Terrorism
    4. American Response to Terrorism
    5. Local Response to Terrorism
    6. Information Versus Intelligence
    7. Identifying Potential Terrorist Targets
    8. Police Supervisor’s Role
  20. References
  21. Name Index
  22. Subject Index
Author Description

Larry S. Miller is a Professor in the Department of Criminal Justice and Criminology at East Tennessee State University. A former law enforcement officer and crime laboratory director, Miller has authored or co-authored seven textbooks, including Police PhotographyCrime Scene Investigation, Report Writing for Criminal Justice Professionals, and Effective Police Supervision. His research interests and journal publications are in the areas of policing and forensic science.

Harry W. More was a Professor Emeritus at San Jose State University, and a past president of the Academy of Criminal Justice Sciences and the Western Society of Criminology. He taught at Washington State University; Indiana University of Pennsylvania, where he founded and chaired the Criminology program; and San Jose State University, where he chaired the Department of Administration of Justice. Outside of the university setting, he was employed by the U.S. Secret Service, worked in juvenile probation, and taught in-service management personnel in California, Ohio, and Oregon. At the time of his death, he was the President of the Law Enforcement Consulting Group, and had written numerous articles and authored or edited more than 40 texts.

Michael Braswell is Professor Emeritus at East Tennessee State University. He began his career as a prison psychologist and earned his Doctorate in Counseling Psychology from the University of Southern Mississippi in 1975. He joined the Department of Criminal Justice and Criminology at ETSU in 1977, where he taught classes on Ethics and Justice, Human Relations and Criminal Justice, and Film Studies in Crime and Justice. He is widely published, and his textbook Justice, Crime, and Ethics is particularly influential in the field of criminal justice.


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