Staff one, 1978, p. 46 |
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Police leadership and Agency Peisonnel These kinds of meetings with policemen provide lie incndoiis Iwo way communication. There aie many things (hey want that are impractical, of course. Poi example, they want longer hair, oi they may want to get lid of Iheii hats because the cost of hair spray is so high. Wc did modify the hair standards slightly so that ihey could wcai Iheii liaii a littlo longer, but wc said to hell with the hair spiay when il came to nol wearing (he hat. Wc were nol going lo have the men or women wearing their hair so long that il impaired Ihe proper wearing of the uniform cap. When Ihey got out on the street at nighl on foot, wc didn't want some other policeman shooting at llicin in the belief (hat (hey might be suspects We also wanted (he public lo know who the officers weic, $o Ihey wouldn't be shooting al them either. We want a uniform and cap that stands out as a distinctive maiking or symbol. But al least I know now how they feel about caps and how they feel aboul hair. And they know where I stand. That is important. We've given them a little bit inoic hair than they had before, although some of them arc now losing it. They know (hal 1 am flexible to a degree. But they also know as a result of such meetings that there are limits, and Ihey know the reasons for those limits. Another meeting I have regularly is with the whole langc of working level people, including supervisors and middle managers. Besides the lower levels, it includes Policemen III I I, senior policemen from basic cais; sergeants fiom different teams; investigators, also from different teams; and lieutenants. liach of Ihe sixteen participants is from a diffcienl districl. This meeting is extremely effective because il involves the four lowest ranks of the department. A policeman may >ay thai his lieutenant is doing a great job, but that the other lieutenants in the division are not doing much of anything. Or perhaps he wants lo complain about his lieutenant's policies, and one of the other lieutenants in this meeting might be able lo help him find a solution to his piohlcm. Having llicin from diffcienl districts helps a great deal. 76 Police I nndersbip mwl Acjency Personnel Al one point, wc used to have captains at those meetings; but a policeman once said, light in fionl of his captain, "You've asked me a question, but you shouldn't expect me to answer il straight, because my own captain is silting up at the end of the table. I waul lo complain aboul the way he's running his division, and I'm going lo do il in spite of the fact (hat you have him here. I am going lo do thai because I think he's ically screwing it up." Tinally, he suggested that in the fuluie, captains should not be there. I took his suggestion, and since then I have only had the four woiking ranks and my Ihiec assistants present. The main reason I have my three assistants with me is to educate them on slaying in touch with the bottom of the organization. That pretty much takes care of the contact with people up through the tank of lieutenant, other than actual working situations, which arc Ihe worst lime to try to make corrections or small talk. Police people in particular resent a boss who is around when something is going wioug and wants lo make some change light on the spot. The work is too important lo do that. We have another meeting that includes the other levels in the department. Ihesc aie what I call vertical staff meet rugs; they include live levels of authority: the chief of police, one of the three- assistant chiefs, one of the bureau deputy chiefs, iwo cnmmaudcis who have specialized responsibilities, and each of Ihe captains in this same chain of command. llndci team policing, of course, wc have some captains who arc responsible for everything, but wc still have some who are lesponsiblc for special investigations. You can look al the live captains in the meeting, for example, and tell them this is their chance to straighten things out. You tell them, if they think things are screwed up in this depart merit, tell us about it. Do you have any piobleuis? If you have a prob mii, it can be resolved vciy easily by one of the chiefs here. One captain might look at his watch and say, "You got enough lime? You think we've got problems, but you probably don't have enough lime lo match the problems we've got." The 77
Object Description
Title | Staff one, 1978 |
Description | Edward M. Davis. Staff one: a perspective on effective police management. Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1978. Accompanied by memo indicating the photocopy of the book was provided by the author. PART OF: Commission meetings (6 of 6). PART OF A SERIES: Materials in the series fall into one of several categories related to the Independent Commission's work product: (1) Commission meeting materials, which include meeting agendas, work plans, memoranda, and articles about police misconduct that were circulated and reviewed during the Commission's internal meetings; (2) public correspondence, which includes citizen complaints against the LAPD in the form of written testimony, articles, and an audio cassette tape, as well as letters drafted by citizens in support of the LAPD; (3) summaries of interviews held with LAPD officers regarding Departmental procedures and relations; (4) public meeting materials, which include transcripts, supplementary documents, and witness statements that were reviewed at the Commission's public meetings; (5) press releases related to the formation and work product of the Commission; and (6) miscellaneous materials reviewed by the Commission during its study, including LAPD personnel and training manuals, a memorandum of understanding, and messages from the LAPD's Mobile Digital Terminal (MDT) system. |
Creator | Davis, Edward M. |
Publisher (of the original version) | Prentice-Hall, Inc. |
Place of publication (of the original version) | Englewood Cliffs, New Jersey, USA |
Publisher (of the digital version) | University of Southern California |
Date issued | 1978 |
Type |
texts images |
Format | 130 p. |
Format (aat) | books |
Format (imt) | application/pdf |
Language | English |
Contributing entity | University of Southern California |
Part of collection | Independent Commission on the Los Angeles Police Department, 1991 |
Series | Independent Commission file list |
File | Commission meetings |
Box and folder | box 22, folder 9, item 2 |
Provenance | The collection was given to the University of Southern California on July 31, 1991. |
Rights | This work is licensed under a Creative Commons Attribution 4.0 International License. https://creativecommons.org/licenses/by/4.0/ All requests for permission to publish or quote from manuscripts must be submitted in writing to the Manuscripts Librarian. Permission for publication is given on behalf of Special Collections as the owner of the physical items and is not intended to include or imply permission of the copyright holder, which must also be obtained. |
Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
Repository name | USC Libraries Special Collections |
Repository address | Doheny Memorial Library, Los Angeles, CA 90089-0189 |
Repository email | specol@dots.usc.edu |
Filename | indep-box22-09-02 |
Description
Title | Staff one, 1978, p. 46 |
Format (imt) | image/tiff |
Physical access | Contact: Special Collections, Doheny Memorial Library, Libraries, University of Southern California, Los Angeles, CA 90089-0189; specol@dots.usc.edu |
Full text | Police leadership and Agency Peisonnel These kinds of meetings with policemen provide lie incndoiis Iwo way communication. There aie many things (hey want that are impractical, of course. Poi example, they want longer hair, oi they may want to get lid of Iheii hats because the cost of hair spray is so high. Wc did modify the hair standards slightly so that ihey could wcai Iheii liaii a littlo longer, but wc said to hell with the hair spiay when il came to nol wearing (he hat. Wc were nol going lo have the men or women wearing their hair so long that il impaired Ihe proper wearing of the uniform cap. When Ihey got out on the street at nighl on foot, wc didn't want some other policeman shooting at llicin in the belief (hat (hey might be suspects We also wanted (he public lo know who the officers weic, $o Ihey wouldn't be shooting al them either. We want a uniform and cap that stands out as a distinctive maiking or symbol. But al least I know now how they feel about caps and how they feel aboul hair. And they know where I stand. That is important. We've given them a little bit inoic hair than they had before, although some of them arc now losing it. They know (hal 1 am flexible to a degree. But they also know as a result of such meetings that there are limits, and Ihey know the reasons for those limits. Another meeting I have regularly is with the whole langc of working level people, including supervisors and middle managers. Besides the lower levels, it includes Policemen III I I, senior policemen from basic cais; sergeants fiom different teams; investigators, also from different teams; and lieutenants. liach of Ihe sixteen participants is from a diffcienl districl. This meeting is extremely effective because il involves the four lowest ranks of the department. A policeman may >ay thai his lieutenant is doing a great job, but that the other lieutenants in the division are not doing much of anything. Or perhaps he wants lo complain about his lieutenant's policies, and one of the other lieutenants in this meeting might be able lo help him find a solution to his piohlcm. Having llicin from diffcienl districts helps a great deal. 76 Police I nndersbip mwl Acjency Personnel Al one point, wc used to have captains at those meetings; but a policeman once said, light in fionl of his captain, "You've asked me a question, but you shouldn't expect me to answer il straight, because my own captain is silting up at the end of the table. I waul lo complain aboul the way he's running his division, and I'm going lo do il in spite of the fact (hat you have him here. I am going lo do thai because I think he's ically screwing it up." Tinally, he suggested that in the fuluie, captains should not be there. I took his suggestion, and since then I have only had the four woiking ranks and my Ihiec assistants present. The main reason I have my three assistants with me is to educate them on slaying in touch with the bottom of the organization. That pretty much takes care of the contact with people up through the tank of lieutenant, other than actual working situations, which arc Ihe worst lime to try to make corrections or small talk. Police people in particular resent a boss who is around when something is going wioug and wants lo make some change light on the spot. The work is too important lo do that. We have another meeting that includes the other levels in the department. Ihesc aie what I call vertical staff meet rugs; they include live levels of authority: the chief of police, one of the three- assistant chiefs, one of the bureau deputy chiefs, iwo cnmmaudcis who have specialized responsibilities, and each of Ihe captains in this same chain of command. llndci team policing, of course, wc have some captains who arc responsible for everything, but wc still have some who are lesponsiblc for special investigations. You can look al the live captains in the meeting, for example, and tell them this is their chance to straighten things out. You tell them, if they think things are screwed up in this depart merit, tell us about it. Do you have any piobleuis? If you have a prob mii, it can be resolved vciy easily by one of the chiefs here. One captain might look at his watch and say, "You got enough lime? You think we've got problems, but you probably don't have enough lime lo match the problems we've got." The 77 |
Filename | indep-box22-09-02~046.tif |
Archival file | Volume71/indep-box22-09-02~046.tif |