Effective Police Supervision Study Guide
8th Edition
Published on 14. March 2017
Book
Hardback
170 pages
978-1-138-28879-9 (ISBN)
Description
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.
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.
More details
Edition
8th New edition
Language
English
Place of publication
London
United Kingdom
Publishing group
Taylor & Francis Ltd
Target group
Professional and scholarly
Edition type
New edition
Illustrations
Style copy: Community Policing, 7e. 978-0-323-34049-6 (adapt to 1-colour)
Dimensions
Height: 235 mm
Width: 187 mm
Weight
499 gr
ISBN-13
978-1-138-28879-9 (9781138288799)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Chris Rush Burkey | Larry S. Miller | Michael C. Braswell
Effective Police Supervision Study Guide
Book
02/2021
9th Edition
Routledge
€169.50
Shipment within 15-20 days
Additional editions
Chris Rush Burkey | Larry S. Miller | Michael C. Braswell
Effective Police Supervision Study Guide
Book
03/2017
8th Edition
Routledge
€60.84
Withdrawn from sale
Previous edition
Larry S. Miller | Michael C. Braswell | Chris Rush
Effective Police Supervision Study Guide
Book
10/2015
7th Edition
Routledge
€155.99
Article exhausted; check for reprint
Persons
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.
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.
Content
<P>A Note to the Student </P><B>
<P>CHAPTER 1-SUPERVISION: THE MANAGEMENT TASK </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Transition to First-Line Supervisor </P>
<P>II Supervisory Skills </P>
<P>III Management Expectations of the Supervisor </P>
<P>IV Subordinate Expectations of the Supervisor </P>
<P>V Peer Expectations </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 2-COMMUNITY-ORIENTED POLICING AND PROBLEM</P>
<P>SOLVING: IMPROVING NEIGHBORHOOD QUALITY OF LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms</P>
<P>Chapter Summary </P><I>
<P>I Community Policing-What Is It? </P>
<P>II Empowerment </P>
<P>III Process Facilitation </P>
<P>IV Collaboration </P>
<P>V Problem Solving </P>
<P>VI Supervising the Community Policing Officers </P>
<P>VII Managing Failure </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 3-INTERPERSONAL COMMUNICATIONS STRIVING</P>
<P>FOR EFFECTIVENESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Importance of Communication Skills </P>
<P>II Communication Process </P>
<P>III Barriers to Communication </P>
<P>IV Overcoming Barriers to Communication </P>
<P>V Feedback </P>
<P>VI The Art of Listening </P>
<P>VII Nonverbal Communication </P>
<P>VIII Communicating with non-English-Speaking Individuals </P>
<P>IX Intercultural Communications </P>
<P>X Hearing-impaired Individuals </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 4-MOTIVATION: A PREREQUISITE FOR SUCCESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Why Officers Work? </P>
<P>II Needs-based Motivation </P>
<P>III Motivational-Hygiene Theory </P>
<P>IV Theory X-Theory Y </P>
<P>V Expectancy Theory </P>
<P>VI How to Motivate </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 5-LEADERSHIP: THE INTEGRATIVE VARIABLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Power </P>
<P>II Theories of Leadership </P>
<P>III Leadership Continuum </P>
<P>IV Leadership Mistakes </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 6-TEAM BUILDING: MAXIMIZING THE GROUP PROCESS 49</P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I The Individual </P>
<P>II The Individual and the Group </P>
<P>III Role and Function of the Group </P>
<P>IV Group Development Process </P>
<P>V Group Performance </P>
<P>VI Building a Winning Team </P>
<P>VII Team Goals </P>
<P>VIII Group Problem Solving</P>
<P>IX Conducting Meetings </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 7-CHANGE: COPING WITH ORGANIZATIONAL LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Factors Fostering Change </P>
<P>II Police Unions</P>
<P>III The Law </P>
<P>IV Positive Aspects of Change </P>
<P>V Resistance to Change </P>
<P>VI The Nature of Resistance </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 8-PERFORMANCE APPRAISAL: THE KEY TO POLICE</P>
<P>PERSONNEL DEVELOPMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Performance Appraisal </P>
<P>II Frequency of Evaluation </P>
<P>III The Sergeant's Role </P>
<P>IV Methods of Appraisal </P>
<P>V The Human Factor </P>
<P>VI Validity and Reliability of Performance Appraisal </P>
<P>VII The Evaluation Interview </P>
<P>VIII Remediation </P>
<P>IX Follow Up </P>
<P>X Changes in Trends </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 9-COACHING, COUNSELING, AND MENTORING:</P>
<P>HELPING OFFICERS GROW AND DEVELOP </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 10-DISCIPLINE: AN ESSENTIAL ELEMENT OF POLICE</P>
<P>SUPERVISION </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Nature of Discipline </P>
<P>II Positive Discipline </P>
<P>III Negative Discipline </P>
<P>IV Disciplinary Systems </P>
<P>V The Hot Stove Concept </P>
<P>VI Disciplinary Action </P>
<P>VII Making Disciplinary Action Stick </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 11-INTERNAL DISCIPLINE: A SYSTEM OF</P>
<P>ACCOUNTABILITY </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Police Work </P>
<P>II Controlling the Police </P>
<P>III Personnel Complaint Investigation Policy </P>
<P>IV Personnel Complaints </P>
<P>V Social Media </P>
<P>VI Personnel Complaint Investigations </P>
<P>VII Adjudication </P>
<P>VIII Civilian Review Movement </P>
<P>IX Forecasting </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 12-SUPERVISING THE DIFFICULT EMPLOYEE:</P>
<P>SPECIAL CONSIDERATIONS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Types of Employees </P>
<P>II Problem Employees </P>
<P>III Marginal Performers </P>
<P>IV Work Stressors </P>
<P>V Personal Problems </P>
<P>VI Early Warning System </P>
<P>VII Employee Assistance Program </P>
<P>VIII Critical Incident Stress Management </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 13-SUPERVISING MINORITIES: RESPECTING INDIVIDUAL</P>
<P>AND CULTURAL DIFFERENCES </P></B>
<P>Learning Objectives</P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Coming to Grips with the Past </P>
<P>II Changing Demographics </P>
<P>III Supervising Minorities </P>
<P>IV Dealing with Employees in a Protected Class </P>
<P>V Handling Sexual Harassment in the Workplace</P>
<P>VI Supervising Gay and Lesbian Police Officers </P>
<P>VII Managing a More Educated Workplace </P>
<P>VIII Training for the New Supervisor </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 14-TACTICAL OPERATIONS: CRITICAL INCIDENT</P>
<P>DEPLOYMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 15-LABOR RELATIONS: PROBLEM SOLVING THROUGH</P>
<P>CONSTRUCTIVE CONFLICT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Management Rights </P>
<P>II Understanding Bargaining </P>
<P>III Union Goals </P>
<P>IV Grievances </P>
<P>V Impasse Resolution Through Job Actions </P>
<P>VI Contract Administration </P>
<P>VII Role of the Sergeant in Collective Bargaining </P>
<P>VIII Interest-based Bargaining</P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 16-HOMELAND SECURITY AND TERRORISM:</P>
<P>A CHANGING ROLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Domestic Terrorism </P>
<P>II Foreign Terrorism </P>
<P>III American Response to Terrorism </P>
<P>IV Local Response to Terrorism </P>
<P>V Information Versus Intelligence </P>
<P>VI Identifying Potential Terrorist Targets </P>
<P>VII Police Supervisor's Role </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><I>
<P>Answer Key to Objective Questions</P></I>
<P>CHAPTER 1-SUPERVISION: THE MANAGEMENT TASK </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Transition to First-Line Supervisor </P>
<P>II Supervisory Skills </P>
<P>III Management Expectations of the Supervisor </P>
<P>IV Subordinate Expectations of the Supervisor </P>
<P>V Peer Expectations </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 2-COMMUNITY-ORIENTED POLICING AND PROBLEM</P>
<P>SOLVING: IMPROVING NEIGHBORHOOD QUALITY OF LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms</P>
<P>Chapter Summary </P><I>
<P>I Community Policing-What Is It? </P>
<P>II Empowerment </P>
<P>III Process Facilitation </P>
<P>IV Collaboration </P>
<P>V Problem Solving </P>
<P>VI Supervising the Community Policing Officers </P>
<P>VII Managing Failure </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 3-INTERPERSONAL COMMUNICATIONS STRIVING</P>
<P>FOR EFFECTIVENESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Importance of Communication Skills </P>
<P>II Communication Process </P>
<P>III Barriers to Communication </P>
<P>IV Overcoming Barriers to Communication </P>
<P>V Feedback </P>
<P>VI The Art of Listening </P>
<P>VII Nonverbal Communication </P>
<P>VIII Communicating with non-English-Speaking Individuals </P>
<P>IX Intercultural Communications </P>
<P>X Hearing-impaired Individuals </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 4-MOTIVATION: A PREREQUISITE FOR SUCCESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Why Officers Work? </P>
<P>II Needs-based Motivation </P>
<P>III Motivational-Hygiene Theory </P>
<P>IV Theory X-Theory Y </P>
<P>V Expectancy Theory </P>
<P>VI How to Motivate </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 5-LEADERSHIP: THE INTEGRATIVE VARIABLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Power </P>
<P>II Theories of Leadership </P>
<P>III Leadership Continuum </P>
<P>IV Leadership Mistakes </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 6-TEAM BUILDING: MAXIMIZING THE GROUP PROCESS 49</P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I The Individual </P>
<P>II The Individual and the Group </P>
<P>III Role and Function of the Group </P>
<P>IV Group Development Process </P>
<P>V Group Performance </P>
<P>VI Building a Winning Team </P>
<P>VII Team Goals </P>
<P>VIII Group Problem Solving</P>
<P>IX Conducting Meetings </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 7-CHANGE: COPING WITH ORGANIZATIONAL LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Factors Fostering Change </P>
<P>II Police Unions</P>
<P>III The Law </P>
<P>IV Positive Aspects of Change </P>
<P>V Resistance to Change </P>
<P>VI The Nature of Resistance </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 8-PERFORMANCE APPRAISAL: THE KEY TO POLICE</P>
<P>PERSONNEL DEVELOPMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Performance Appraisal </P>
<P>II Frequency of Evaluation </P>
<P>III The Sergeant's Role </P>
<P>IV Methods of Appraisal </P>
<P>V The Human Factor </P>
<P>VI Validity and Reliability of Performance Appraisal </P>
<P>VII The Evaluation Interview </P>
<P>VIII Remediation </P>
<P>IX Follow Up </P>
<P>X Changes in Trends </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 9-COACHING, COUNSELING, AND MENTORING:</P>
<P>HELPING OFFICERS GROW AND DEVELOP </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 10-DISCIPLINE: AN ESSENTIAL ELEMENT OF POLICE</P>
<P>SUPERVISION </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Nature of Discipline </P>
<P>II Positive Discipline </P>
<P>III Negative Discipline </P>
<P>IV Disciplinary Systems </P>
<P>V The Hot Stove Concept </P>
<P>VI Disciplinary Action </P>
<P>VII Making Disciplinary Action Stick </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 11-INTERNAL DISCIPLINE: A SYSTEM OF</P>
<P>ACCOUNTABILITY </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Police Work </P>
<P>II Controlling the Police </P>
<P>III Personnel Complaint Investigation Policy </P>
<P>IV Personnel Complaints </P>
<P>V Social Media </P>
<P>VI Personnel Complaint Investigations </P>
<P>VII Adjudication </P>
<P>VIII Civilian Review Movement </P>
<P>IX Forecasting </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 12-SUPERVISING THE DIFFICULT EMPLOYEE:</P>
<P>SPECIAL CONSIDERATIONS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Types of Employees </P>
<P>II Problem Employees </P>
<P>III Marginal Performers </P>
<P>IV Work Stressors </P>
<P>V Personal Problems </P>
<P>VI Early Warning System </P>
<P>VII Employee Assistance Program </P>
<P>VIII Critical Incident Stress Management </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 13-SUPERVISING MINORITIES: RESPECTING INDIVIDUAL</P>
<P>AND CULTURAL DIFFERENCES </P></B>
<P>Learning Objectives</P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Coming to Grips with the Past </P>
<P>II Changing Demographics </P>
<P>III Supervising Minorities </P>
<P>IV Dealing with Employees in a Protected Class </P>
<P>V Handling Sexual Harassment in the Workplace</P>
<P>VI Supervising Gay and Lesbian Police Officers </P>
<P>VII Managing a More Educated Workplace </P>
<P>VIII Training for the New Supervisor </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 14-TACTICAL OPERATIONS: CRITICAL INCIDENT</P>
<P>DEPLOYMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 15-LABOR RELATIONS: PROBLEM SOLVING THROUGH</P>
<P>CONSTRUCTIVE CONFLICT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Management Rights </P>
<P>II Understanding Bargaining </P>
<P>III Union Goals </P>
<P>IV Grievances </P>
<P>V Impasse Resolution Through Job Actions </P>
<P>VI Contract Administration </P>
<P>VII Role of the Sergeant in Collective Bargaining </P>
<P>VIII Interest-based Bargaining</P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 16-HOMELAND SECURITY AND TERRORISM:</P>
<P>A CHANGING ROLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Domestic Terrorism </P>
<P>II Foreign Terrorism </P>
<P>III American Response to Terrorism </P>
<P>IV Local Response to Terrorism </P>
<P>V Information Versus Intelligence </P>
<P>VI Identifying Potential Terrorist Targets </P>
<P>VII Police Supervisor's Role </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><I>
<P>Answer Key to Objective Questions</P></I>