Management And Supervision Of Law Enforcement Personnel 5Th Edition

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IS THE JOB OF A SUPERVISOR STRICTLY LIMITED TO DIRECTING THE WORK-RELATED ACTIVITIES OF HIS SUBORDINATES, DISCUSS

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NO, UNFORTUNATELY THIS PERCEPTION FALLS TO EMPHASIZE THE CRITICAL RESPONSIBILITY OF A SUPERVISOR TO COUNSEL AND OTHERWISE SHOW CONCERN FOR THEIR SUBORDINATES. IT IS THEREFORE, IMPORTANT FOR A SUPERVISOR TO CONCERN HIMSELF NOT ONLY WITH THE BEST WAY FOR WORKERS TO DO THEIR JOBS, BUT ALSO WITH THE ACCEPTED METHODS OF DEVELOPING AND MAINTAINING SOUND HUMAN RELATIONS WITH THOSE WORKERS. A SUPERVISOR'S EFFECTIVENESS IS DETERMINED IN LARGE PART BY THE QUALITY OF INTERPERSONAL RELATIONSHIPS. WHETHER YOU'RE A TOP EXECUTIVE, A MIDDLE MANAGER, A FIRST LINE SUPERVISOR. YOUR SUCCESS DEPENDS LARGELY ON YOUR ABILITY TO DEAL WITH OTHER HUMAN BEINGS.

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DOES A SUPERVISOR HAVE TO BALANCE THE NEEDS OF THE AGENCY WITH THE NEEDS OF HIS SUBORDINATES, DISCUSS

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BALANCE IS A KEY CONCEPT. THE GOAL IS BALANCE BETWEEN THE NEEDS OF THE ORGANIZATION AND THE NEEDS OF THE EMPLOYEES, BUT WHEN THERE IS CONFLICT, THERE IS NO QUESTION THAT THE NEEDS OF THE ORGANIZATION MUST PREVAIL. THE WHOLE IDEA BEHIND EMPHASIZING THE HUMAN RELATIONS ASPECT OF SUPERVISION IS MOTIVATED BY A DESIRE TO ACHIEVE MAXIMUM PRODUCTION FROM WORKERS WHILE AT THE SAME TIME FOSTERING AS MUCH EMPLOYEE SATISFACTION AS POSSIBLE. BUT WHEN NECESSARY, SUPERVISORS MUST BE FORCEFUL, THEY MUST BE CRITICAL OF SUBORDINATES, THEY MUST EMPLOY DISCIPLINE AND THEY MUST BE DISSATISFIED WITH BELOW STANDARD PERFORMANCE.

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IDENTIFY AND DISCUSS TEN GUIDELINES FOR A SUPERVISOR TO FOLLOW WHEN ATTEMPTING TO BUILD SOUND HUMAN RELATIONS WITH HIS SUBORDINATES;

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1) PRACTICE EMPATHY WHEN COMMUNICATING; SEE THINGS IN THEIR PERSPECTIVE. CREATES UNDERSTANDING AND MINIMIZES NEGATIVE IMPACTS.

2) GIVE SUBORDINATES THE INFORMATION THEY NEED TO FUNCTION EFFECTIVELY: RESISTING CHANGE IS COMMON, BUT RESENTMENT CAN BE MINIMIZED. YOU MUST PORTRAY AND EXPLAIN MGMT POSITION AND SUPPLY THE TOOLS TO COMPLETE THE TASK. FEEDBACK IS ALSO AN ESSENTIAL PART OF THIS PROCESS.

THERE IS A SIGNIFICANT DISTINCTION TOO CONCERNING THE AMBIVALENT ROLE. SUPERVISORS SHOULD ALSO SUPPORT THE ACTIONS OF THE SUBORDINATES WHEN THEY AGREE THAT THE ACTIONS WERE JUSTIFIED. THERE IS HOWEVER, A PRESUMPTION THAT THE DECISIONS OF MANAGEMENT ARE APPROPRIATE.

A) IS A SUPERVISOR TELLS THAT S PROPOSED POLICY IS UNFAIR OR OTHERWISE INAPPROPRIATE, THIS FEELING SHOULD BE COMMUNICATED THROUGH THE CHAIN IF COMMAND TO THE MANAGE RESPONSIBLE FOR INSTITUTING IT, IF IT IS INSTITUTED DESPITE THE SUPERVISOR'S OBJECTION, THE SUPERVISOR IS THEN BOUND, DESPITE HIS PERSONAL FEELINGS TO DEFEND AND SUPPORT IT.

3) WHEN APPROPRIATE, ACT AS A SPOKESPERSON FOR YOUR SUBORDINATES; SUBORDINATES AS WELL AS MGMT EXPECTS THE SUPERVISOR TO DEFEND THEM AND THEIR POSITION TO THE OTHER, EVEN IF POSITION IS NOT FAVORABLE TO THE SUPERVISOR. THE AMBIVALENT ROLE. THERE IS A SIGNIFICANT DISTINCTION TOO CONCERNING THE AMBIVALENT ROLE. SUPERVISORS SHOULD ALSO SUPPORT THE ACTIONS OF THE SUBORDINATES WHEN THEY AGREE THAT THE ACTIONS WERE JUSTIFIED. THERE IS HOWEVER, A PRESUMPTION THAT THE DECISIONS OF MANAGEMENT ARE APPROPRIATE. A) IS A SUPERVISOR TELLS THAT S PROPOSED POLICY IS UNFAIR OR OTHERWISE INAPPROPRIATE, THIS FEELING SHOULD BE COMMUNICATED THROUGH THE CHAIN IF COMMAND TO THE MANAGE RESPONSIBLE FOR INSTITUTING IT, IF IT IS INSTITUTED DESPITE THE SUPERVISOR'S OBJECTION, THE SUPERVISOR IS THEN BOUND, DESPITE HIS PERSONAL FEELINGS TO DEFEND AND SUPPORT IT.B) IS A SUPERVISOR TELLS THAT S PROPOSED POLICY IS UNFAIR OR OTHERWISE INAPPROPRIATE, THIS FEELING SHOULD BE COMMUNICATED THROUGH THE CHAIN IF COMMAND TO THE MANAGE WHO HAD THE AUTHORITY TO CHANGE IT. BUT UNLESS AND UNTIL A CHANGE IS MADE, THE SUPERVISOR MUST COMPLY WITH IT PERSONALLY AND INSIST THAT HIS SUBORDINATES ALSO COMPLY.C) SUPERVISORS MUST SOMETIMES SUPPORT THE ACTIONS OF THEIR SUBORDINATE AND BACK THEN UP EVEN IF THOSE ACTIONS WERE INAPPROPRIATE. THE RESPONSIBILITY IS CREATED IN SITUATIONS WHERE THE SUBORDINATE'S INAPPROPRIATE ACTIONS WERE IN RESPONSE TO THE INSTRUCTIONS OF THE SUPERVISOR.

B) IS A SUPERVISOR TELLS THAT S PROPOSED POLICY IS UNFAIR OR OTHERWISE INAPPROPRIATE, THIS FEELING SHOULD BE COMMUNICATED THROUGH THE CHAIN IF COMMAND TO THE MANAGE WHO HAD THE AUTHORITY TO CHANGE IT. BUT UNLESS AND UNTIL A CHANGE IS MADE, THE SUPERVISOR MUST COMPLY WITH IT PERSONALLY AND INSIST THAT HIS SUBORDINATES ALSO COMPLY.

4) MAINTAIN OBJECTIVITY; MAINTAINING OBJECTIVITY AT ALL TIMES IS NEARLY IMPOSSIBLE. PERSONAL BIASES BECOME A PROBLEM ONLY WHEN THEY RESULT IN ON THE JOB SUBJECTIVITY. IF A SUPERVISOR MAKES OBJECTIVE DECISIONS BASED ON FACTUAL WORK RELATED CRITERIA, HE WILL BE LAYING THE CORNERSTONE FOR POSITIVE AND PRODUCTIVE HUMAN RELATIONS WITHIN HIS WORK GROUP. ELIMINATING ALL PERSONAL BIASES IS NOT A PRACTICAL EXPECTATION. HOWEVER, SINCE MANY BUSSES ARE THE RESULT OF MISUNDERSTANDING, UNDERSTANDING THROUGH EDUCATION IS A REASONABLE GOAL TOWARD BUILDING A COHESIVE WORKFORCE. STRUCTURED RAP SESSIONS DESIGNED TO COMBAT STEREOTYPICAL BELIEFS ARE AN EXTREMELY EFFECTIVE WAY TO ACHIEVE THIS GOAL, BUT A TRAINED MODERATOR SHOULD CONDUCT THESE MEETINGS.

5) RESPECT CONFIDENCES; BETRAYING A CONFIDENCE IS A HUMAN RELATIONS ERROR THAT IS IMPOSSIBLE TO REVERSE. SUPERVISORS MUST BE CAREFUL NOT TO PROMISE CONFIDENTIALITY UNLESS THEY ARE CERTAIN IT CAN BE MAINTAINED.HOWEVER, REMEMBER, THAT WHEN A WORKER REQUEST CONFIDENTIALITY, THEY ARE REALLY REQUESTING CONDITIONAL CONFIDENTIALITY. FOR EXAMPLE, NEEDS TO DISCUSS AN ISSUE THAT NEEDS TO BE PASSED ON TO AN APPROPRIATE PERSON OR UNIT BUT DOES NOT WANT TO BE IDENTIFIED TO THEIR PEERS. THIS OCCURS WHEN THE WORKER WOULD LIKE TO EXPOSE CORRUPT OR INAPPROPRIATE CONDUCT IN THE UNIT. THE SUPERVISOR MUST MAINTAIN CONFIDENTIALITY WHEN MGMT REQUESTS IT. IF THE SUPERVISOR FEELS THERE IS A GOOD REASON TO BREAK SUCH CONFIDENCE, HE MUST FIRST RECEIVE MANAGERIAL CLEARANCE.

#EMPHASIZE CONSISTENCY WHEN ENFORCING RULES AND REGULATIONS;

THIS IS A CARDINAL RULE. IT IS DESTRUCTIVE TO IGNORE A RULE ONE DAY AND ENFORCE IT THE NEXT. ALSO TO ENFORCE A RULE WITH ONE WORKER, THEN IGNORE IT WITH ANOTHER. CONSISTENCY OF ENFORCEMENT ALSO REQUIRES THAT A SUPERVISOR BE AWARE OF ALL PERTINENT RULES AND REGULATIONS AS WELL AS THE REASON FOR THESE RULES.

#INSOFAR AS POSSIBLE, INVOLVE SUBORDINATES IN THE MAKING OF DECISIONS WHICH AFFECT THEM; WORKERS STRIVE HARDER TO ACHIEVE GOALS IF THEY ARE INVOLVED IN FORMULATING THE GOALS. THE MORE THEY ARE EXCLUDED, THE MORE THEY MAY RESIST. BUT AS A GENERAL RULE, IT IS STRONGLY RECOMMENDED THAT SHORTCUTS ASK WORKER INPUT PRIOR TO THE MAKING OF DECISIONS WHICH WILL AFFECT THE WORKERS. ALSO, THE WORKERS OFTEN KNOW THE BEST WAY TO DO THEIR JOB.

#EMPHASIZE RECONCILIATION WHEN SELLING WORKER DISPUTES; PERSONAL CONFLICTS ARE BY FAR THE MOST COMMON PROBLEM A SUPERVISOR. SUPERVISORS INVOLVEMENT CAN BE COUNTER PRODUCTIVE, HOWEVER, WHEN WORKER PROBLEMS IMPACT PERFORMANCE AND SERVICE, SUPERVISORS MUST INTERVENE. THIS SHOULD BEGIN WITH A FACT FINDING EFFORT TO DETERMINE THE CAUSE OF THE PROBLEM. THE EMPHASIS SHOULD NIT BE ON WHO'S TO BLAME, IF AT ALL DEPERSONALIZE THE ISSUE, CONCENTRATE ON WHAT IS RIGHT, NOT WHO IS RIGHT.

#RECOGNIZE THAT HUMAN RELATIONS MUST BE MAINTAINED; BUILDING SOUND HUMAN RELATIONS WITH SUBORDINATES IS A WASTE OF TIME AND EFFORT IF SUPERVISORS ARE NIT COMMITTED TO THOSE RELATIONS ON A DAY TO DAY BASIS. INTERPERSONAL RELATIONSHIPS ARE DYNAMIC AND NOT STATIC, EVER CHANGING. SUPERVISORS MUST GIVE PERSISTENT ATTENTION TO MAINTAINING HUMAN RELATIONSHIPS OUT THEY WILL DETERIORATE.

#SUPERVISOR AS COUNSELOR;

THE COUNSELING ROLE OF A SUPERVISOR ENCOMPASSES A VARIETY OF FUNCTIONS FROM INSTRUCTION TO PERSONAL ADVICE. IT EXTENDS FROM WORK RELATED DETAILS TO INTERVENTION DURING A PERSONAL CRISIS.

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WHAT ARE EARLY WARNING INDICATORS, AND WHY ARE THEY IMPORTANT

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SUDDEN DROP IN WORK PERFORMANCE; POOR ATTENDANCE; TARDINESS; LACK OF INTEREST IN EVERYTHING; SPONTANEOUS CRYING; EXCESSIVE TIREDNESS; DIMINISHED APPETITE; TROUBLE SLEEPING; FEELINGS OF USELESSNESS; GUILT; SUICIDAL THOUGHTS

COMMON SIGNS;

NOTICEABLE CHANGE IN PERSONALITY

NERVOUSNESS

ACCIDENT PRONE BEHAVIOR

POOR PERFORMANCE EVAL

FREQUENT SICK LEAVE

LAST MINUTE DAYS OFF, FREQUENT

FREQUENT SICK LEAVE

DISHEVELED PERSONAL APPEARANCE

CONFRONTATIONAL TENDENCIES

CITIZEN COMPLAINTS

CHRONIC TARDINESS

MANY OF THE CHARACTERISTICS OF DEPRESSION ARE CAUSED OR HEIGHTENED BY STRESS. IF NOT ADDRESSED AND LEFT TO FLOURISH, THESE CAN LEAD TO DISASTROUS OUTCOMES, ILLNESS AND OR SUICIDE

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IS IT NECESSARY TO PREPARE FOR A COUNSELING SESSION WITH A SUBORDINATE? DISCUSS

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YES STRUCTURED STEPS ARE NEEDED. SUPERVISOR SHOULD FAMILIARIZE HIMSELF WITH ALL AVAILABLE FACTS.

THE SUPERVISOR SHOULD GATHER ALL PERTINENT INFORMATION PRIOR TO THE FORMAL COUNSELING SESSION. LACK OF PREPAREDNESS FOR THE COUNSELING SESSION BY A SUPERVISOR IS THE MAIN REASON SOME SESSIONS FAIL. REVIEW THE PERSONNEL FILE INCLUDING EVALS, DISCIPLINARY HISTORY AND RELATIONS WITH OTHERS AS WELL AS ATTENDANCE RECORD. IT IS HELPFUL TO RECORD OBSERVATIONS, KNOW THE EMPLOYEE'S BACKGROUND AND WORK HISTORY. SOME QUESTIONS SHOULD BE PREPARED IN ADVANCE THAT WILL ENCOURAGE THE SUBJECT TO TAKE AN ACTIVE PART IN THE APPRAISAL OF THE PROBLEM AND THE DEVELOPMENT OF A RESOLUTION

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IDENTIFY AND DISCUSS THE RECOMMENDED GUIDELINES FOR A SUPERVISOR TO FOLLOW WHILE ENGAGED IN FORMAL COUNSELING OF A WORKER WHO IS EXPERIENCING A PERSONAL PROBLEM

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#ENGAGE IN AN ICE BREAKING PERIOD; EFFECTIVE COUNSELING CANNOT TAKE PLACE IF THE EMPLOYEES BEING COUNSELED IS UNCOMFORTABLE. ESTABLISH A POSITIVE RAPPORT AT THE START. POSSIBLY BRING UP A TOPIC OF INTEREST TO THE SUBJECT, READING TENSIONS, THIS IS A HIGHLY RECOMMENDED INTERVIEW TECHNIQUE.

#GET THE SUBJECT INVOLVED IN THE DISCUSSION;

GET THE SUBJECT ACTIVELY INVOLVED IN THE APPRAISAL OF THE PROBLEM AND IN THE DEVELOPMENT OF A COURSE OF ACTION TO DEAL WITH THE PROBLEM. PEOPLE ARE MORE COMMITTED TO A COURSE IF ACTION WHEN THEY HAVE PLAYED A HAND IN THE DEVELOPING IF THAT COURSE OF ACTION.

#ENGAGE IN ACTIVE LISTENING;

A SERIOUS FAULT OF A SUPERVISOR IS MORE TAKING AND LESS LISTENING. A SUPERVISOR'S GOAL IS NOT TO TELL THE SUBJECT WHAT TO DO BUT TO ASSIST HIM IN THE DEVELOPMENT OF HIS ITEM PLAN OF ACTION. AS CONTRASTED TO PASSIVE LISTENING, WHICH REQUIRES LITTLE THOUGH :/ THE PARTY OF THE LISTENER, ACTIVE LISTENING CAN BE HARD WORK. IT REQUIRES THE LISTENER TO PAY ATTENTION TO TWO LEVELS OF COMMUNICATION. AM SCRUFF LISTENER IS TRYING TO UNDERSTAND THE ISSUES THAT ARE BEING DESCRIBED AS WELL AS THE GROUNDS THAT THE PERSON TO WHOM HE IS LISTENING HAD ABOUT THE ISSUES. IT IS A MISTAKE FOR THE SUPERVISOR TO APPEAR STARTLED, DISAPPROVING OR SURPRISED BY WHAT HE HEARS, TO DO SO WOULD PROBABLY CAUSE THE SUBJECT TO CEASE VENTING.

#MAINTAIN AGENCY PRIORITIES;

WHILE THE PURPOSE OF SOLVING THE WORKERS PROBLEM IS AT THE HEART OF THE COUNSELING SESSION, IT IS NOT A MATTER IF DOING SO AT ALL COSTS. THE WORKER NEEDS TO UNDERSTAND THAT THE SUPERVISOR AND THE AGENCY ARE BOTH CONCERNED WITH HIS WELFARE AND INTERESTED IN HELPING TO TWELVE THE PROBLEM. BUT THE INTERESTS OF THE AGENCY CANNOT SUFFER. SUPERVISORS MUST HELP RESOLVE WORKER PROBLEMS WHILE AT THE SAME TIME ABSOLUTELY INSISTING ON ADHERENCE TO RULES AND REGULATIONS AND ON ACCEPTABLE STANDARDS OF PERFORMANCE.

#STAY WITHIN YOUR LIMITS OF EXPERTISE;

SUPERVISORS NEED TO BE AWARE OF THEIR LIMITS AND QUALIFICATIONS. IF JOB RELATED PROBLEMS HAVE TO BE RESOLVED ST A HIGHER LEVEL,B THE SUPERVISOR SHOULD SEE THAT THEY'RE PROPERLY REFERRED AND SHOULD FOLLOW UP. WITH RESPECT TO PERSONAL PROBLEMS, MANY TIMES A SUPERVISOR PERFORMS A GREAT SERVICE TO A WORKER SIMPLY BY BEING AVAILABLE TO LISTEN TO THE WORKER'S STORY. AND QUITE OFTEN, IN TALKING OUT THE PROBLEM, THE WORKER COMES TO HIS OWN CONCLUSION AS TO ITS SOLUTION.

#BE FAMILIAR WITH AND RECOMMEND AVAILABLE PROBLEM SOLVING RESOURCES;

SUPERVISORS ARE RESPONSIBLE FOR BEING FAMILIAR WITH THE VARIOUS PROFESSIONAL RESOURCES AVAILABLE TO THEIR SUBORDINATES, SUCH AS DRINKING AND EXTREME STRESS. WHEN MAKING THESE REFERRALS, A SUPERVISOR MUST BE GUIDED BY THE FOLLOWING:

SUPERVISOR SHOULD ATTEMPT TO CONVINCE THE WORKER OF THE MANY BENEFITS OF COUNSELING AND SHOULD BE VERY EMPATHETIC AND SUPPORTIVE.

A SUPERVISOR IS OFTEN REQUIRED BY AGENCY POLICY TO MAKE REFERRALS TO WORKERS THAT NEED HELP, THIS CAN CAUSE RESENTMENT, WHICH AFTER TURNS INTO SINCERE GRATITUDE.

SUPERVISORS SHOULD STRESS THE CONFIDENTIAL NATURE OF COUNSELING WHILE ATTEMPTING TO CONVINCE SUBORDINATES TO VOLUNTARILY SEEK PROFESSIONAL COUNSELING.

#CHECK FOR MUTUAL UNDERSTANDING; BOTH SUPERVISOR AND EMPLOYEE HAVE A MUTUAL UNDERSTANDING, FOLLOW UP TO MAKE SURE.

#MAKE A RECORD IMMEDIATELY AFTER THE SESSION; MAKING NOTES DURING THE SESSION IS COUNTER PRODUCTIVE, REMEMBER COUNSELING SESSIONS ARE HIGHLY SENSITIVE AND THE SUBJECT IS QUITE DEFENSIVE, THEREFORE, IT IS STRONGLY RECOMMENDED THAT THE COUNSELOR MAKE A WRITTEN RECORD OF THE MAJOR POINTS IMMEDIATELY AFTER THE SESSION ENDS.

#ALWAYS ENGAGE IN FOLLOW UP RELATIONS; THE WORKER AND SUPERVISOR MUST MEET REGULARLY TO ASSESS PROGRESS, MAKE SURE ANOTHER ALTERNATIVE TIRE MIGHT NOT BE NEEDED.

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IS A FOLLOW UP REQUIRED AFTER A SUPERVISOR HAS FORMALLY COUNSELED A WORKER CONCERNING A PERSONAL PROBLEM? DISCUSS

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IT IS A MISTAKE FOR A SUPERVISOR TO BELIEVE HIS RESPONSIBILITY IS OVER WHEN A COUNSELING SESSION IS CONCLUDED, EVEN IF THE RESULT OF THE SESSION WAS A REFERRAL TO AN APPROPRIATE PROFESSIONAL COUNSELOR. INSTEAD THE SUPERVISOR HAS A RESPONSIBILITY TO KEEP IN TOUCH ON A REGULAR BASIS WITH THE WORKER INVOLVED UNTIL IT ID CLEAR THAT THE PROBLEM WAS NOT PROPERLY IDENTIFIED, OR IF THE ALTERNATIVE IS NOT WORKING, THE MANAGER AND EMPLOYEE MAY NEED TO SELECT ANOTHER ALTERNATIVE. AND WHEN A WORKER HAS AGREED TO SEEK VOLUNTARY COUNSELING, THE SUPERVISOR MUST MAKE ASK INDEPENDENT VERIFICATION THAT THE WORKER KEPT THAT AGREEMENT.