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-:-:r:""'~ I What Are the Consequences? TIH:se are but a kw of the sources of the problem. Now let's take a look at some of the results. Here agi;\in, many of the consequences of ineth:ctivt:: pulice management can be fuund in nearly every other organization, whctherin the public or the private sector. These are some of the more cummon pitfalls of police managers. I . Open Door, Closed Mind. Even though the chief may practice an "open door" policy, he may not be interested in, or capable of, listening to and under- standing other people's problems. A common com- plaint among police subordinates is that "the chief listens but he docsn't hear." The !llcn and women employed in the police service today are more intel- ligent and enlightened than their predecessors. They are not willing to accept a management style based on paternalism and custom. . Failure to Prioritize. A police chief executive's time is limited. and his responsibilities are many. FeW pol ice chiefs can afford the luxury of a 40-hour week, at least not until they have managed to get their de. partlnents operating smoothly. Consequently, chiefs must learn to allocate their time wisely and to get the most prcssing matters out of the way before tackling less important problems. In essence, they must learn to manage their time wisely. . Failure to Delegate. Too many chiefs try to do everything themselves, and as a result many details are allowed to "fall through the cracks." Chiefs must develop confidence in their mid.level managers and \lIust allow them suflicient latitude and authority to accomplish specific objectives. This will not only give the chief more time 10 attend to top-level issues, but it will help to develor the capabilities of sub- ordinates and better prerare them for advancement in the future. How to Evaluate your Chief There arc, of course, other weaknesses commonly exhibited by chiefs of police. In some cases, however, these weaknesses may remain beneath the surfacc for a long pcriod of time until a single event or series of events brings them to your attention. By this time, a crisis may have devdoped that requires immediate and drastic action. To forestall such an occurrence, here are several questions you may wish to ask your. sel[ in assessing the competence of your police chief. If your chief is within the "rest easy" category, you can afford to devote YOUl attention to some other area within city government. The other categories are self-explanatory. If you don't know enough about the police chief to answer th~se questions yourself, you may already have a problem without realizing it! Almost Once in Almost Always Awhile Never rn [2] C1l m rn rn rn g] [3J m [I] [] OJ [I] DJ [}J [2J [ll CD [2J C1l rn rn rn OJ 111 {] CD [Z] CD Does the chief: Keep you fully appraised of current problems and issues? Consult with subordinates in policy matters? Encourage staff participation in planning and budget? Set a good example in tcnns of cunduct and personal appearance? Welcome and encourage new ideas and suggestions? Encourage high stamhu"ds of performance through written and oral commendations? Take an ,-Ictive role in community affairs? Face advcl"sity calmly and objectively? Delegate authority to subordinates commensurate with their responsibility and ability? Seek to improve the management and administrative capabilities of subordinates? SCORING: 10-15 Rest Easy 16-20 Be Careful 21-25 Vh Oh! 26-30 Crisis Ahead! 1. 2. 3. 4. 5. 6. 7. I 8. 9. 10. 6 Pul ,lie Management/December 1979