What have you learned in Modules 4-6?

chapter 9 summary:

The chapter begins with a look at how labor laws and unions affect the functioning of a police department, including the types of law enforcement unions and reasons why people join law enforcement unions. It then examines the process of collective bargaining, the challenge to balance management rights with employee rights, and the role politics plays in labor-management relations. Next comes a look at how management and unions can work together more effectively, the role the CEO can play with collective bargaining and arbitration, ways to avoid conflict and potential lawsuits, and what the future holds for labor-management relations in policing. The chapter then turns to a discussion of complaints and grievances, and how they are investigated and resolved. The chapter concludes with a brief examination of the disposition of complaints and grievances.

As part of their duties, law enforcement managers must make decisions about employee wages and benefits, overtime rules, work conditions, resource deployment, pensions, hiring and promotion standards and disciplinary procedures. In many cases, police chiefs are required to consult with union officials on many of these decisions, and these law enforcement executives "have long identified labor-management relations as one of the most difficult challenges they face" (Labor-Management Relations in Policing, 2011). The increased economic pressures in recent years have created new labor relations issues in many departments as police managers struggle with how to implement budget cuts and maintain a positive relationship with union representatives. When these relationships break down and employees feel wronged by management, complaints and grievances rise, placing even more pressure on police administrators.

chapter 10 summary:

This chapter begins with a definition of discipline, followed by a description of positive, constructive self-discipline and a look at the importance of knowing the rules, regulations, and expected behaviors of a law enforcement department. Then policies and procedures are briefly revisited, followed by a discussion of the tension often present between clarity of role and creativity. The challenge of managing problem employees is examined next, followed by an explanation of the need for negative discipline/punishment when positive discipline proves ineffective. The chapter concludes with a discussion of comprehensive discipline and a brief description of a fair disciplinary system.

Managers are challenged in the area of discipline as in no other. Values have changed, and court decisions have supported more liberal views of discipline during the past decades. The days of autocratic, near tyrannical discipline are gone: "In general, law enforcement agencies are well-structured for formal disciplinary processesthey have direct lines of supervision, policy-driven operations and well-defined methods to assess performance and infractions" (J. Harris, 2007, p.3).

chapter 11 summary:

This chapter begins by defining stress and identifying some major sources of stress as well as sources of stress specific to the law enforcement profession. Next is a discussion of reactions to stress or the symptoms likely to be present, including physical, psychological, behavioral, and on-the-job. The results of excessive levels of stress are then described, including divorce, alcohol problems, depression, and suicide. Next, the chapter examines ways to cope with stress and how stress levels can be reduced. The chapter concludes with descriptions of how organizations can reduce stress, effective programs to manage stress, and an examination of the manager's/supervisor's role in minimizing the negative effects of stress.

chapter 13 summary:

This chapter begins with a definition of budgets and a description of the purposes of budgets. Next is a look at budget categories and various types of budgeting systems, followed by a discussion of who is responsible for preparing the budget. The chapter then focuses on the budgeting process and the importance of monitoring spending. Next is a look at cutback budgeting, managing costs creatively, and finding creative ways to reduce costs. The chapter concludes with a discussion of how police managers can increase revenues to support their budget needs.

chapter 14 summary:

This chapter begins with an overview of evaluation and a look at the specific purposes of evaluation. This is followed by a discussion of inspections, performance appraisals, and performance reviews. The chapter then examines evaluating the teams within a department as well as evaluating the entire department. Next is a discussion of recognizing value in policing, measuring citizen satisfaction with police services, and a look at evaluation and research. The chapter concludes with a short example of how challenging the status quo can benefit productivity.

chapter 15 summary:

This chapter begins by examining global changes, or megatrends, because our society and law enforcement exist and function within a global context. The focus of the discussion then narrows to look at current and emerging workplace trends in the United States and their applicability to law enforcement. The chapter then takes a panoramic look at some of the most critical issues in policing today. This is followed by a discussion of futuristics as a way of looking at law enforcement in the years ahead. The chapter concludes with a revisiting of change and the various ways it might be viewed by progressive managers to positively shape the future of law enforcement.