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Metamorphosis of a Police Executive (From Police Management Today, P 11-21, 1985, James J Fyfe, ed. - See NCJ-97876)

NCJ Number
G E Brown
Date Published
11 pages
This overview of challenges and problems associated with managing contemporary law enforcement organizations focuses on an administrator's relationships with other individuals and groups, as well as events that may contribute to either success or the demise of an executive.
The paper describes personal qualities and education that jurisdictions commonly look for when recruiting the head of a law enforcement agency. It also offers suggestions on resumes and assessing the opportunity to become the chief of another agency. Immediate problems that a new police chief may encounter are examined, particularly apprehension from department members. A new executive is advised to let subordinates know his priorities and management style. The first 6 months are recommended for conducting an indepth analysis of the existing organization by interviewing a cross section of personnel from the lowest entry position to the highest ranking staff member. It then discusses dealing with the following key organizations and individuals: the city manager, the city council, department heads, management staff, first line supervisors, police officer association or union, news media, and service clubs. The article also considers the police executive's role in the budget process, negotiations, emergency operations, and promotions. Finally, suggestions for the successful police executive emphasize remaining sensitive to the needs of people both inside and outside the organization, relying on the ability to sell rather than force policies, communicating effectively, and fostering a team player image in city hall.


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