Slide 1

Slide 2

Slide 3

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.

Slide 4

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.

Slide 5

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.

Slide 6

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.

Slide 7

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

Slide 8

Be respectful Accept assistance from others Be eager for knowledge Maintain a healthy lifestyle Set personal goals

Slide 9

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.

Slide 10

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).

Slide 11

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.

Slide 12

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.

Slide 13

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

Slide 14

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.

Slide 15

Enthusiasm Good communication skills Good judgment Sense of humor Creativity Self motivation

Slide 16

Knowing the job and the system Ego Courage Understanding discretion Tenacity Thirst for knowledge

Slide 17

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.