Management and Supervision in Law Enforcement,
7th Edition

Part I: MANAGEMENT, SUPERVISION, AND LEADERSHIP IN LAW ENFORCEMENT: AN OVERVIEW.
1. The Organization and Mission of Policing in the United States.
2. Management, Supervision, and Leadership in Law Enforcement.
Part II: LEADERSHIP FUNDAMENTALS.
3. Communication: A Critical Management Skill.
4. Decision Making and Problem Solving as a Manager and Leader.
5. Time Management: Minute by Minute.
Part III: BUILDING CAPACITY.
6. Staffing Your Agency: Hiring, Training, and Professional Learning.
7. Promoting Growth and Development.
8. Motivation and Morale.
Part IV: LEADERSHIP CHALLENGES AND OPPORTUNITIES.
9. Collaborating with Labor Management and Handling Complaints and Grievances.
10. Discipline and Problem Behaviors.
11. Stress and Related Hazards of the Job.
Part V: LEADING AND MANAGING AN ORGANIZATION.
12. Deploying Law Enforcement Resources and Improving Productivity.
13. Budgeting and Managing Costs Creatively in the New Norm.
14. Measuring Performance: Assessment and Evaluation.
Part VI: WHERE DO WE GO FROM HERE?
15. Learning from the Past; Looking to the Future.

• Kären M. Hess

  The late Kären Matison Hess, PhD, wrote extensively in law enforcement and criminal justice, gaining a respected reputation for the consistent pedagogical style around which she structured each textbook. She co-authored multiple editions of MANAGEMENT AND SUPERVISION IN LAW ENFORCEMENT, CRIMINAL INVESTIGATION, JUVENILE JUSTICE, and INTRODUCTION TO LAW ENFORCEMENT AND CRIMINAL JUSTICE in addition to CONSTITUTIONAL LAW AND THE CRIMINAL JUSTICE SYSTEM; much of her work and influence remains unchanged in this new edition.

• Christine Hess Orthmann

  Christine Hess Orthmann holds an M.S. in criminal justice from the University of Cincinnati and has been writing about and researching various aspects of criminal justice for more than 20 years. A well-respected author of numerous Cengage Learning textbooks, Ms. Orthmann is a former reserve officer with the Rosemount (Minnesota) Police Department. She is a member of the Academy of Criminal Justice Sciences, the American Society of Criminology, the Text and Academic Authors Association and the National Criminal Justice Honor Society (Alpha Phi Sigma).

• Shaun E. LaDue

  Shaun E. LaDue, M.S., has 24 years of police experience, with over eight years as a police chief. Presently, he serves as chief of police for the City of West Des Moines, Iowa, a department that is accredited by the Commission on Accreditation for Law Enforcement (CALEA). He served from 2004 to 2010 as the chief of police for the City of Owatonna, Minnesota, prior to which he was with the Bloomington Police Department, Minnesota, having risen from a patrol officer to Division Commander of patrol operations, administration, and special operations with various positions along the way including crimes against persons detective and school liaison officer. LaDue has tri-sector experience in non-profit, public, and private entities, including working as Director of Compliance Investigations for United Health Group in Minnetonka, Minnesota. Chief LaDue has attended numerous leadership and management institutes, general professional development programs, and specialized training courses. He has been actively involved in the communities he has served as well as in professional organizations, most notably, the Police Executive Research Forum (PERF), the International Association of Chiefs of Police (IACP), Law Enforcement Executive Development Association (LEEDA), the Southern Police Institute Alumni Association (SPI), the Iowa Police Chief's Association (IPCA), and the Minnesota Police and Peace Officers Association (MPPOA).

• The new "Ethical Dilemma" feature provides students with scenarios in which they must make moral decisions. Each of 10 boxes presents background on an issue, such as an officer's questionable use of social media (Ch. 3), then asks students to assess the situation from a manager's perspective. Was the officer wrong? What kind of discipline should be administered, if any? Supervisors often face circumstances where right and wrong are not always black and white, and these new boxes put students in a manager's shoes, showing them the components they must consider to make an informed decision.

• Chief Shaun LaDue is now a full co-author of the text. He still contributes his unique perspective in the re-titled "Roll Call" feature, in addition to lending his leadership-focused voice to the rest of the narrative.

• The new edition has 15 chapters, as opposed to 17 in the prior edition. In accordance with reviewer feedback, the seventh edition makes it easier for instructors to cover all of the text's content in a single semester, without leaving anything out.

• Chapter 1 (Chapter 2 in the sixth edition) now focuses on a broad overview of the policing profession, including the organization and mission of large and small departments. Providing this background at the beginning of the text contextualizes the subsequent discussions of managers and supervisors, and how their roles function within the police organization.

• Completely updated with recent research and timely topics, this edition includes new, revised, or expanded discussion of cross-generational communication challenges, the value of social media as a communication tool (Ch. 3); predictive policing, gunshot detection technology (Ch. 4); characteristics of millennials that are relevant in recruiting, realistic job previews (Ch. 6); management of underperformers (Ch. 7); the use of force encounters (Ch. 10); determining staffing needs, the impact of shift length on police performance (Ch. 12); and Smart Policing Initiative (SPI) grantees (Ch. 14).

• Chapter 11, "Stress and Related Job Hazards," includes new content on the term "tech effect," lack of trust among co-workers as a police stressor, the CSI effect/tech effect on juror expectations of scientific evidence in criminal trials, additional stressors for women officers, evaluating and managing cases of COS/PTSD, resiliency and the Reno, Nevada Police Department wellness initiative built around the concept, stress reduction and wellness programs for police officers, and meditation and mindfulness-based stress reduction programs.

• Chapter 1 begins with a general overview of the policing profession before moving into discussions of management and how that role is defined within the context of today's police organizations.

• Coverage includes a focus on post-9/11 policing--including research on the effects of 9/11--as well as the latest information on data-driven policing and predictive policing.

• The book presents a comprehensive, but not overwhelming, overview of the responsibilities of law enforcement leaders and illustrates the best-known methods and practices of police leadership and management while also turning an eye to the future.

• Three themes drive the narrative: participatory leadership and empowerment; enlisting citizen assistance in improving community safety; and accepting change as inevitable and moving to a more humanistic, participatory model of law enforcement.

• Offering an accessible style and a solid foundation in the latest research, the book guides readers through the complexities of management and administration in law enforcement. It presents what the authors call "triple-strength learning," presenting all key concepts at least three times within a chapter.

• "Roll Call" features (formerly titled "Away From the Desk")present practical insights on a variety of management responsibilities in law enforcement. Topics include "The Role of Supervisors in Upholding Conduct and Related Discipline" (Ch. 10) and "The Sergeant's Role Is the Key to Police Personnel Development" (Ch. 14).

• Key terms are introduced in boldface type and defined in the margin, facilitating study and review.

• A "Challenge" feature in each chapter presents a scenario that engages students in thinking critically about an issue a law enforcement supervisor could likely face on the job. Questions put students in the driver's seat, giving them practice in considering some of the myriad decisions that supervisors make every day. Topics include a captain tasked with rewriting a policy manual, and a sergeant who feels bogged down by an "inherited" task of reading reports of ten investigators who report to her.

• Chapter 1 begins with a general overview of the policing profession before moving into discussions of management and how that role is defined within the context of today's police organizations.

• Coverage includes a focus on post-9/11 policing--including research on the effects of 9/11--as well as the latest information on data-driven policing and predictive policing.

• The book presents a comprehensive, but not overwhelming, overview of the responsibilities of law enforcement leaders and illustrates the best-known methods and practices of police leadership and management while also turning an eye to the future.

• Offering an accessible style and a solid foundation in the latest research, the book guides you through the complexities of management and administration in law enforcement. It presents what the authors call "triple-strength learning," presenting all key concepts at least three times within a chapter.

• Three themes drive the narrative: participatory leadership and empowerment; enlisting citizen assistance in improving community safety; and accepting change as inevitable and moving to a more humanistic, participatory model of law enforcement.

Cengage provides a range of supplements that are updated in coordination with the main title selection. For more information about these supplements, contact your Learning Consultant.

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