Direct Supervisor Case Study

Are the people placed in these roles fit as being a leader? Are they capable of leading in a large quality in the future? There has been research on the varied of different leadership styles with in law enforcement agencies. Other views on the research focus on leadership and how it effects organizational commitment. There is a need to push out research and create different models in order to redesign of law enforcement agencies. According to Patrick J. Hughes “Increasing Organizational Leadership Through the Police Promotional Process”, he explains the current process used in promoting ranks and the available leadership education for law enforcement agents. There are clear connections between leadership styles and how to proper assess a true

As Christians we are commanded to be engaged employees, “in your toil at which you have labored under the sun. Whatever your hand finds to do, do it with all your might” (Ecclesiastes 9:9b-10a, New American Standard Bible). The concepts of organizational commitment and occupational commitment are not lost on junior troopers. The vast majority of troopers enjoy being an officer, but they love being a State Trooper. In their study on Employee Engagement, Bhuvanaiah and Raya, researched much literature that correlated employee engagement with completing organizational goals (Bhuvanaiah & Raya, 2014). In the same way, a trooper’s degree of engagement in the State Police serves to fulfill its goals. The organization is given a certain amount of reverence and allegiance by the trooper.

To begin, I shall summarize the major issue regarding the case study shown on page 103, in the 7th edition book Titled, Effective Police Supervision, written by Harry More and Larry Miller in 2015. Sergeant Lou Maynard recently got promoted to the evening supervisor for the Craigview Police Department. Six months had then passed. While leading his team, Maynard came to the realization that two of his officers did not seem motivated as the rest of them were. The other officers, that were doing their jobs, started to complain about the two non-motivated officers. They began stating that the two officers did not their carry their weight when it came to the team. The two officers are noticed working as if they do not wish to be there and are just waiting to retire in the next year. They have even distanced themselves when it comes to socializing with fellow officers on duty and off.

Effective leadership is the root of many organizational issues across sectors, and in the case of the Department of Homeland Security (DHS), lack of effective leadership is the cause of low morale, particularly among employees. Furthermore, the lack of sustained, effective leadership has worked to create a host of communication and organizational culture issues which has lowered moral at DHS far below the average of any other federal agency. To further compound the problem, there has been a serious lack of sustained leadership within DHS which has led to the vacancy of many executive positions at various agencies within DHS. These vacancies have had serious ramifications in that they have led to many employees feeling as though “the organization

“Rank does not confer privilege or give power. It imposes responsibility.” (Peter Drucker) An effective manager can be the difference between a successful law enforcement organization or its failure. There are several theories on effective management in law enforcement and the business world alike. Some of those theories can cross over and be helpful for a law enforcement manager. A manager can have the knowledge of all theory relative to law enforcement management, but without understanding several key concepts, the manager will in turn not be effective. An effective law enforcement manager is responsible for far more than just managing employees, unlike the business world. Effective law enforcement managers’ decisions likely impact the safety of the citizens within the jurisdiction, and that is the greatest responsibility. There are several components that will allow a law enforcement manager to be effective. Out of those components there are three primaries that are of upmost concern. Those three components are effective communication, organizational skills, and empowerment.

It is important that the sheriff primarily, regardless of experience in law enforcement or lack thereof in this case, follow these core values to set the example for every employee. Unfortunately, the Sheriff is currently under a whistleblower lawsuit and a simultaneous ethics investigation by the Florida Commission on Ethics. While the violations can be perceived as minor in nature to a private corporation if even a violation, they are seen as an abuse of power by the sheriff and have eroded public trust, along with having a negative effect on the morale of the

Currently, the role of the human resources (HR) department within any given sheriff's office is limited to the purely administrative functions of processing a new hire's paperwork, managing benefits for each employee, conducting administrative trainings on sheriff's office policies when necessary, hearing complaints about internal affairs from other employees and investigating those complaints, and answering employee questions about administrative matters. The HR department in a sheriff's office plays a more limited role than in other traditional companies, because the sheriff's office is a government entity, not a private or public company, and because the duties of most of the employees at a sheriff's office, with the exception of clerical or office workers, have very little to do with administrative matters. The sheriff and the deputies are very far removed from the working world of the HR department personnel of their offices. The measurement of the performance of the HR department is limited to how organized it is and how well it knows the information it is supposed to know and is able to communicate that information to others as necessary.

Although sheriffs are in the best position to ensure that effective human resource policies and procedures are in effect that promote employee retention and improve employee morale, the exigencies of rural law enforcement in many counties in the United States do not provide sufficient amount of attention being paid to these critical issues. The objective of this study was to examine those influences that affect both the recruiting and retention of officers in rural sheriff's departments. Areas of research will include: Pay, benefits, perception, budget freezes, lower budgets, cronyism, recruiting, training, organizational structure and career growth opportunities. Major trends including the economy, worker satisfaction, dissatisfaction, and benefits were explored. The study used a five-chapter format to achieve this objective. Chapter one of the study was used to introduce the topics under consideration, provide a statement of the problem as well as the objective and importance of the study. Chapter two of the study presents a critical review of the relevant and peer-reviewed literature, and chapter three describes more fully the study's methodology, including a description of the study approach and the data-gathering method and database of study consulted. Chapter four consists of an analysis of the data collected during the research process and chapter five provides a summary of the research and important findings.

The Department of Public Safety struggles to successfully recruit and train new cadets to keep up with vacant sworn positions. There are several contributing factors to this growing problem including the downturn in the economy and the freezing of state employee pay, increased attacks on law enforcement nationwide, and city and county entities providing higher wages to officers to attract officers away. The Department has been losing offers to retirement and to other law enforcement entities at a rate of about 100 officers per year.

I began my law enforcement career in 1998 with a very small sheriff’s department with approximately 90 deputies in the entire department. This department did not have written policies, nor a wellness program for its employees. We did not discuss suicides, alcohol abuse, anxiety, or anything involving the mental health of the deputies. That is most likely the reason our department experienced so much inter-departmental dysfunction. It was a regular occurrence for a deputy to be caught drinking and driving, with several being arrested in my four years of employment. The work atmosphere was extremely negative and the employees had no one to talk to about work related stress issues. For a young person in this department, it was very toxic.

Imagine being a female officer working in a male dominated environment where the male officers tell sexually explicit jokes in the hallway. Supervisors play a pivotal role in managing a productive diversified workplace (Miller & More, 2011). All employees should feel at ease while in their work environment (Miller & More, 2011). Officers tend to get comfortable in how the department operates and expect things to continue to function in the same way. Supervisors must counteract harmful or undesirable actions or behaviors immediately when an employee becomes difficult to work with or display unsuitable behavior, which can impair the effectiveness of the officer (Miller & More, 2011). Supervisors deal with a variety of employee behavior; however, supervisors must be fair and competent when evaluating employees’ behavior (Miller & More, 2011). Change is inevitable; however, it is necessary to the growth of a law enforcement agency (Miller & More, 2011).

A job as a DST means learning from the best that the lasd has to offer and using that knowledge to perform all duties, expected by a dst, to keep the peace and enforce the law. The path of a DST is a journey that will bring positive change to my life and positive change to others. As a DST I will strive to live with a stronger sense of virtue and positivity. As a DST, I also hope to radiate the spirit of the LASD Core values and Creed, inspiring others to live a honest and lawful life. This job will be an opportunity to prove and improve myself. A career in the Los Angeles Sheriff Department will be a life changing journey that I aspire to

The capacity inventory was used to interview Kallie Parsons, the department head for the City of Billings Crime Prevention Center. Mrs. Parsons provided me with the opportunity to run the new graffiti clean-up program and has offered to help out as much as she is able. Based on her answers to the capacity inventory it was easy to see why she is employed as a supervisor of a governmental department that handles several different community service projects for our community. The three skills she identified as doing best and the skills she believed were good enough for other people to hire her included, planning work for other people, directing the work of other people, and filling out forms. She likes teaching people how to plan and direct

Katie you have completed your bi-annual skills assessments, security mentor trainings and the below trainings (table below) per policy. Katie you have two more classes to take to complete your 40 hours of supervisory training. You were schedule to take two below classes, however they have been rescheduled by several times by Human Resources. Your training record below demonstrates your wellness to see opportunities to enhance your professional development.

In Detroit for instance, 4200 patrol officers weree on the street in 1998, by 2015 the number was down to 1600. There was not, however, a proportional drop in the supervisory ranks. So let’s look at the job from an officers’ perspective,