Effective Police Supervision Study Guide

Good police officers are often promoted to supervisory positions with little or none of the training it takes to be a good manager. An understanding of group behaviors and organizational dynamics is necessary to grasp the fundamentals of managing police officers. The Effective Police Supervision Study Guide coordinates with the core text used in many college-level classes and police departments to teach supervisory practices in criminal justice. This study guide prepares both students and professionals for academic or promotional exams, offering them an opportunity to fully review the material so that they are well-prepared for testing. This new edition, like the new edition of the textbook it accompanies, includes information on the following topics: police accountability, police involvement with news media, the challenges of dealing with social media, updates on legal considerations, and ways to avoid another controversy like Ferguson, Dallas, or Baltimore.

A Note to the Student CHAPTER 1—SUPERVISION: THE MANAGEMENT TASK Learning Objectives Key Terms Chapter Summary I Transition to First-Line Supervisor II Supervisory Skills III Management Expectations of the Supervisor IV Subordinate Expectations of the Supervisor V Peer Expectations Multiple-Choice Questions True or False Questions CHAPTER 2—COMMUNITY-ORIENTED POLICING AND PROBLEM SOLVING: IMPROVING NEIGHBORHOOD QUALITY OF LIFE Learning Objectives Key Terms Chapter Summary I Community Policing—What Is It? II Empowerment III Process Facilitation IV Collaboration V Problem Solving VI Supervising the Community Policing Officers VII Managing Failure Multiple-Choice Questions True or False Questions CHAPTER 3—INTERPERSONAL COMMUNICATIONS STRIVING FOR EFFECTIVENESS Learning Objectives Key Terms Chapter Summary I Importance of Communication Skills II Communication Process III Barriers to Communication IV Overcoming Barriers to Communication V Feedback VI The Art of Listening VII Nonverbal Communication VIII Communicating with non-English-Speaking Individuals IX Intercultural Communications X Hearing-impaired Individuals Multiple-Choice Questions True or False Questions CHAPTER 4—MOTIVATION: A PREREQUISITE FOR SUCCESS Learning Objectives Key Terms Chapter Summary I Why Officers Work? II Needs-based Motivation III Motivational—Hygiene Theory IV Theory X—Theory Y V Expectancy Theory VI How to Motivate Multiple-Choice Questions True or False Questions CHAPTER 5—LEADERSHIP: THE INTEGRATIVE VARIABLE Learning Objectives Key Terms Chapter Summary I Power II Theories of Leadership III Leadership Continuum IV Leadership Mistakes Multiple-Choice Questions True or False Questions CHAPTER 6—TEAM BUILDING: MAXIMIZING THE GROUP PROCESS 49 Learning Objectives Key Terms Chapter Summary I The Individual II The Individual and the Group III Role and Function of the Group IV Group Development Process V Group Performance VI Building a Winning Team VII Team Goals VIII Group Problem Solving IX Conducting Meetings Multiple-Choice Questions True or False Questions CHAPTER 7—CHANGE: COPING WITH ORGANIZATIONAL LIFE Learning Objectives Key Terms Chapter Summary I Factors Fostering Change II Police Unions III The Law IV Positive Aspects of Change V Resistance to Change VI The Nature of Resistance Multiple-Choice Questions True or False Questions CHAPTER 8—PERFORMANCE APPRAISAL: THE KEY TO POLICE PERSONNEL DEVELOPMENT Learning Objectives Key Terms Chapter Summary I Performance Appraisal II Frequency of Evaluation III The Sergeant’s Role IV Methods of Appraisal V The Human Factor VI Validity and Reliability of Performance Appraisal VII The Evaluation Interview VIII Remediation IX Follow Up X Changes in Trends Multiple-Choice Questions True or False Questions CHAPTER 9—COACHING, COUNSELING, AND MENTORING: HELPING OFFICERS GROW AND DEVELOP Learning Objectives Key Terms Chapter Summary Multiple-Choice Questions True or False Questions CHAPTER 10—DISCIPLINE: AN ESSENTIAL ELEMENT OF POLICE SUPERVISION Learning Objectives Key Terms Chapter Summary I Nature of Discipline II Positive Discipline III Negative Discipline IV Disciplinary Systems V The Hot Stove Concept VI Disciplinary Action VII Making Disciplinary Action Stick Multiple-Choice Questions True or False Questions CHAPTER 11—INTERNAL DISCIPLINE: A SYSTEM OF ACCOUNTABILITY Learning Objectives Key Terms Chapter Summary I Police Work II Controlling the Police III Personnel Complaint Investigation Policy IV Personnel Complaints V Social Media VI Personnel Complaint Investigations VII Adjudication VIII Civilian Review Movement IX Forecasting Multiple-Choice Questions True or False Questions CHAPTER 12—SUPERVISING THE DIFFICULT EMPLOYEE: SPECIAL CONSIDERATIONS Learning Objectives Key Terms Chapter Summary I Types of Employees II Problem Employees III Marginal Performers IV Work Stressors V Personal Problems VI Early Warning System VII Employee Assistance Program VIII Critical Incident Stress Management Multiple-Choice Questions True or False Questions CHAPTER 13—SUPERVISING MINORITIES: RESPECTING INDIVIDUAL AND CULTURAL DIFFERENCES Learning Objectives Key Terms Chapter Summary I Coming to Grips with the Past II Changing Demographics III Supervising Minorities IV Dealing with Employees in a Protected Class V Handling Sexual Harassment in the Workplace VI Supervising Gay and Lesbian Police Officers VII Managing a More Educated Workplace VIII Training for the New Supervisor Multiple-Choice Questions True or False Questions CHAPTER 14—TACTICAL OPERATIONS: CRITICAL INCIDENT DEPLOYMENT Learning Objectives Key Terms Chapter Summary Multiple-Choice Questions True or False Questions CHAPTER 15—LABOR RELATIONS: PROBLEM SOLVING THROUGH CONSTRUCTIVE CONFLICT Learning Objectives Key Terms Chapter Summary I Management Rights II Understanding Bargaining III Union Goals IV Grievances V Impasse Resolution Through Job Actions VI Contract Administration VII Role of the Sergeant in Collective Bargaining VIII Interest-based Bargaining Multiple-Choice Questions True or False Questions CHAPTER 16—HOMELAND SECURITY AND TERRORISM: A CHANGING ROLE Learning Objectives Key Terms Chapter Summary I Domestic Terrorism II Foreign Terrorism III American Response to Terrorism IV Local Response to Terrorism V Information Versus Intelligence VI Identifying Potential Terrorist Targets VII Police Supervisor’s Role Multiple-Choice Questions True or False Questions Answer Key to Objective Questions

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 Photography, Crime 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. Michael C. Braswell is a 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. Chris Rush is an Assistant Professor in the Criminal Justice and Criminology Department at East Tennessee State University. She received her B.A. and M.A. in Criminal Justice and Criminology from East Tennessee State University and her Ph.D. in Criminal Justice from the University of Arkansas at Little Rock. She has published books and book chapters, as well as articles in peer-reviewed journals, including Deviant Behavior and Violence & Gender, and has worked with agencies handling program evaluation, prisoner re-entry, forensic training, and investigative policies and regulations.