Operational Mid-Level Management for Police, third edition.
Operational Mid-Level Management for Police, third edition, by John L. Coleman, Charles Coleman, Charles (Caryl) (1840–1928) painter; born in Buffalo, N.Y. He studied in Europe (1866), and later lived on the Island of Capri, where he painted volcanic scenes. C. Thomas Publisher, Springfield, Illinois Springfield is the capital of the U.S. state of Illinois and the county seat of Sangamon County. As reported in the 2000 U.S. Census, the city was home to 111,454 people. The land on which Springfield is today was first settled in the late 1810s, around the time Illinois became a , 2002.
Operational Mid-Level Management for Police is a book researched and written by an experienced officer. The author has provided a functional and practical, as well as theoretical, information-based approach for operational mid-level law enforcement managers to improve productive performance in themselves and their line subordinates. He has advanced the book's information and its application to law enforcement beyond the traditional performance in serving the community clientele and enhancing subordinate personnel's overall job performance.
This well-researched book entails a dynamic flow for leadership and management to expand the knowledge of its readers that will improve the mid-level manager's own daily performance behaviors. It addresses the need for mid-level managers to be proficient pro·fi·cient
Having or marked by an advanced degree of competence, as in an art, vocation, profession, or branch of learning.
An expert; an adept. in analytical problem solving problem solving
Process involved in finding a solution to a problem. Many animals routinely solve problems of locomotion, food finding, and shelter through trial and error. and decision making, concerning controls and behavior skills of their own that are inseparable in·sep·a·ra·ble
1. Impossible to separate or part: inseparable pieces of rock.
2. Very closely associated; constant: inseparable companions. from job performance.
Various sequential components of the analytical and decision-making processes Presented below is a list of topics on decision-making and decision-making processes:
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1. The act or condition of following a leader; adherence: "It was not a crisis of leadership. It was a crisis of followership" Christian Science Monitor. and command execution to the assumption of an atmosphere conducive to positive subordinate performance.
The research sets forth pressures that affect logical judgments in a manager and subordinate performance, such as anger, environmental factors, and unfamiliarity of situations, all of which impact decision making. It offers goal-oriented leadership as procedures in harmonizing essential tasks in the department at the mid-level of management and identifies alternative methods of describing and establishing task obligations.
The book identifies six core responsibilities of the mid-level manager and six rules for their delegation critical to the position and the interface with upper management, including subordinate development. It also documents interesting correlations and causations in subordinate performance, such as addressing sexual harassment sexual harassment, in law, verbal or physical behavior of a sexual nature, aimed at a particular person or group of people, especially in the workplace or in academic or other institutional settings, that is actionable, as in tort or under equal-opportunity statutes. , work discrimination, and rights of subordinates from a mid-level management position.
A comprehensive chapter on the forms and methods of communication involves most any aspect of upward (feedback), downward (direction), lateral (peer), and diagonal (not in the chain of command) communication. Another chapter on leadership vision enhances a manager's effectiveness through creative thinking on influencing subordinates' performance to elevate el·e·vate
tr.v. ele·vat·ed, ele·vat·ing, ele·vates
1. To move (something) to a higher place or position from a lower one; lift.
2. To increase the amplitude, intensity, or volume of.
3. their efforts to much higher levels of productivity and personal behavior. The chapter also defines personnel usage strategies, as well as internal and external relevant factors, when preparing a flexible plan or blueprint to eliminate wasted work efforts. An example on strategy projection and charting of personnel use toward that projection supports this blueprint. The book also contains a chapter on the obstacles to effective appraisals, their common errors by mid-level managers, and the establishment of a viable appraisal process policy with an example of a 10-criteria credible evaluation.
While the book has several strong points, three stand out. First, the author provides examples of mid-level management behavioral measures from an upper-level management perspective. Second, he presents a 10-step subordinate counseling session structure. And, third, he includes a four-step model process for managerial training.
Operational Mid-Level Management for Police is highly recommended for reading and for practical use by mid-level law enforcement managers in all types of jurisdictions. It is essential reading for those involved in management selection, assessment center operation, policy and procedures writing, civil service and promotional examination preparation, and management training and development.
Larry R. Moore
Certified Emergency Manager
International Association of Emergency Managers The International Association of Emergency Managers (abbreviated IAEM) is a non-profit educational organization for emergency management professionals around the world. The organization certifies individuals as Certified Emergency Managers (CEM).
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Founded in 1786, Knoxville is the third-largest city in the state of Tennessee, behind Memphis and Nashville, and is the county seat of Knox CountyGR6.