Clark, Daniel W., et al. "The Human Resource Roundtable: A Recruitment and Risk Management Tool." Police Chief (December 2001): pp. 29-35.
Abstract: The use of a roundtable in human resources by the Washington State patrol is discussed. The benefits of this tool in recruiting staff and in managing risk are described and examples of its use are presented.

Doerner, William G. and M. L. Dantzker. [eds.] Contemporary Police Organization and Management. Boston, MA: Butterworth-Heinemann, 2000. Call Number: HV 7935.C63 2000
Abstract: This book is a response to the very nature of policing and its continual drive to keep pace with societal changes. It is an edited collection of works dealing with police management in a broad and incisive manner.

Dutton, Gail. "Making Reviews More Efficient and Fair." Workforce (April 2001): pp. 76-81.
Abstract: Many software programs have a generic set of questions that too often aren't customized for the jobs being evaluated. It doesn't have to be that way. Despite charges of "cookie-cutter" evaluations, managers have the option of customizing most programs so they accurately reflect the goals and values of the organization and, perhaps more importantly, so they fairly evaluate the jobs being appraised.

Frisby, David. "Management: A Hard Choice." Law & Order (September 2002): pp. 233-4.
Abstract: Eventually, every police supervisor must struggle with the issue of promotion. The author discusses promotion decision difficulties.

Gaines, Larry K., et al. Police Administration. Boston, MA: McGraw-Hill, 2003.
Call Number: HV 8141.P54 2003
Abstract: This book was written to meet the special needs of those interested not only in the theory of administration and management, but also the practical applications of the concepts to policing. It is not a "how-to" text, but it does provide examples so that the student can see the concepts in context. The text is written for those who have little or no police experience, but it should be equally helpful to those who have lengthy experience at the line, supervisory, or administrative level. It approaches the topic of police administration from an overview perspective and is ideal for use in a training curriculum for those preparing for careers in police administration and management.

Garner, Gerald W. Common Sense Police Supervision. Springfield, IL: Charles C. Thomas, 2003. Call Number: HV 7936.S8G36 2003
Abstract: The book's intent is to aid the hopeful, new or veteran police supervisor in achieving his or her full leadership potential. It teaches the value of common sense in good supervisory practices.

Goolsby, Wade. "Developing Supervisors: The Coppell Approach." Police Chief (August 2001): pp. 82-85.
Abstract: The training of supervisors has long been neglected by police organizations, and preparation for the job usually consists of little more than attendance at a supervisor school some time within the first year of promotion. Goolsby describes the Coppell, Texas Police Department's effective supervisor development program.

Hafner, Mark R. "Changing Organizational Culture to Adapt to a Community Policing Philosophy." FBI Law Enforcement Bulletin (September 2003): pp.6-9.
Abstract: Many police agencies experience difficulties when trying to motivate officers to enthusiastically embrace a community policing philosophy. Police managers first must create an organizational culture that communicates direction and mission before empowering officers to start Community Policing programs. Otherwise, the agency will have many programs, but the underlying organizational culture will not develop a partnership with the community--the main ingredient required for a community policing philosophy.

Hicks, Wendy L. "Police Vehicular Pursuits: An Overview of Research and Legal Conceptualizations for Police Administrators." Criminal Justice Policy Review (March 2003): pp. 75-95.
Abstract: Research into the realm of police pursuits is fraught with many complex, often conflicting methodologies and ending results. Some projects have indicated police pursuits to be highly dangerous and in need of better supervisory and administrative control. Others maintain that pursuits are not as dangerous as previously believed and are, therefore, an integral and necessary component of police duties. Struggling to come to terms with the many intricate scholarly research endeavors in this area, along with the variety of legal decisions so often occurring as a result of a pursuit gone awry, is the police administrator. Ultimately, it remains the responsibility of the policy writers and administrators to devise effective, efficient policy with regard to police vehicular pursuits. Only through improving written policy will negative outcomes of police pursuits such as accidents, injuries, fatalities and litigation wane.

Hill, Heather C. "Understanding Implementation: Street-Level Bureaucrats' Resources for Reform." Journal of Public Administration Research and Theory Vol. 13, no. 3(2003): pp. 265-82. Notes: Available full text on Infotrac.
Abstract: The more learning opportunities police officers, teachers, or other implementers are given, the more reform they create. At the same time, because the reform taught by implementation resources may not be the reform that legislatures had in mind, the results of reform are sometimes not those that legislators would predict or even approve. This learning perspective augments traditional theories of implementation by examining the effects of actor understanding--or misunderstanding--on policy outcomes. This article describes implementation resources, explains how they operate during the policy process, and summarizes similarities between this project and others going on in social sciences today. Finally, it investigates the effect of community policing resources on five departments' efforts in this arena and summarizes the importance of this project to implementation theory.

Iannone, Nathan F. and Marvin D. Iannone. Supervision of Police Personnel. Upper Saddle River, NJ: Prentice-Hall, 2001.Call Number: HV 7936.S8I2 2001
Abstract: It is the authors' conviction that supervisors, experienced or inexperienced, who apply the principles and techniques outlined in this book will be well on their way toward actualizing their greatest potential.

Johnson, Dan. "A Call for Strategic Planning and Leadership." Police Chief (June 2002): pp. 65-67.
Abstract: Discusses how police chiefs can implement a strategic plan for law enforcement management. The author offers advice on how to design a plan, such as being realistic about time limits, sticking to a vision, gathering facts, implementing the plan and measuring results.

Jurkanin, Thomas J., et al, [eds.] Enduring, Surviving, and Thriving As a Law Enforcement Executive. Springfield, IL: Charles C. Thomas, 2001. Call Number: HV 7935.E53 2001
Abstract: The purpose of this book is to provide a guide to future and present police chiefs, sheriffs and other law enforcement executives on how to survive and ultimately thrive in a job that is becoming increasingly difficult to handle. It reflects the collective wisdom of a group of law enforcement executives with significant tenure and who have successfully weathered the challenges of law enforcement leadership.

Kim, W. Chan and Renee Mauborgne. "Tipping Point Leadership." Harvard Business Review (April 2003): pp. 60-69.
Abstract: Describes the career of William Bratton in law enforcement administration and the agencies that he has helped turn around, such as the New York City Police Department. The authors call his leadership style, tipping point leadership and show how he overcame the forces of inertia to transform the agencies he led.
Larsen, James. "Stop Crime: Systematic Operation Program Community Reporting Incidents More Effectively." FBI Law Enforcement Bulletin (November 2002): pp. 6-8.
Abstract: Poor communication within any police department can limit the information flow between managers and line personnel. Getting the information from one unit to another before it becomes outdated is an ongoing struggle. To help eliminate this problem, the Plantation, Florida, Police Department implemented the Systematic Tracking Operation Program Community Reporting Incidents More Effectively (STOP CRIME).

Leibowitz, Julie. "Law and Order: The DC Metropolitan Police Department Renovated and Is Continuing to Upgrade Its Facilities Over Several Years, Improving the Work Environment and Morale of the People Who Serve and Protect." Facilities Design & Management (January 2002): pp. 20-22. Notes: Available full text on Infotrac.
Abstract: In a city which historically has had the worst crime rate in the nation, new facilities are making a difference in how law enforcement officers do their jobs, at a time when effective law enforcement is more vital to our nation than any other time in recent memory. Multimillion dollar renovations to various parts of the District of Columbia Metropolitan Police Department have resulted in customer friendly, modern facilities with amenities government buildings don't often see.

Moore, Mark H. "Sizing Up Compstat: An Important Administrative Innovation in Policing." Criminology & Public Policy (July 2003): pp. 469-83.
Notes: Available full text on CJPI, Criminal Justice Periodical Index.
Abstract: Assesses the value of Compstat as a particular innovation. The author finds Compstat particularly troubling, because it gives very little attention to an important goal of policing, which is doing justice as well as reducing crime. He also finds it troubling that Compstat, at least at the outset, included little concern for recognizing or noticing how the force and authority of the police was being used.

Pruitt, David. "Conflict Management." Law & Order (October 2003): pp. 128-31.
Abstract: Unsolved negative conflict is a thief that steals away productivity, achievement, teamwork and cooperation within an organization, including a police department. Pruitt presents several recommendations in effectively dealing with conflicts.

Swanson, Charles R., et al. Police Administration: Structures, Processes, and Behavior. Upper Saddle River, NJ: Prentice-Hall, 2001. Call Number: HV 7935.S95 2001
Abstract: The field of police administration is dynamic and ever changing. The authors have tried to provide the reader with the most current and useful information to help them deal with these dynamic forces and the ever-changing environment of police work.

Thibault, Edward A., et al. Proactive Police Management. Upper Saddle River, NJ: Prentice-Hall, 2001. Call Number: HV 7935.T47 2001
Abstract: Demonstrates how police managers can address crime problems through short and long term planning, using police personnel and resources effectively to deliver a wide range of police services to their respective communities.

Thornton III, George C. and David M. Morris. "The Application of Assessment Center Technology to the Evaluation of Personnel Records." Public Personnel Management (Spring 2001): pp.55-66. Notes: Available full text on Infotrac.
Abstract: Traditional promotional examinations in police organizations often consist of the following elements: a written knowledge test, an assessment center, credit for seniority and a score based on recent performance appraisal ratings. Each of these elements may evaluate some job-related attributes, but they also have limitations. The purpose of this article is to highlight the strengths and limitations of these traditional elements of police promotional examinations and to describe an innovative method for gathering and evaluating additional job-related information from the personnel records of candidates.

Trautman, Neal. "Stopping Political Interference." Law & Order (October 2003): pp.104-7.
Abstract: Political interference is a major cause of law enforcement corruption. Trautman explores several types of interference, including hiring standards, promotions and transfers, fair enforcement law and work environment. The destructive impacts of political interference are examined.

Walsh, William F. "Compstat: An Analysis of an Emerging Police Managerial Paradigm." Policing Vol. 24, no. 3(2001): pp. 347-63.
Abstract: Compstat is a goal-oriented strategic management process that uses technology, operational strategy and managerial accountability to structure the delivery of police services and provide safety to communities. This process originated with the New York City Police Department and is now being adapted by many law enforcement agencies throughout the USA.

Whetstone, Thomas S. "Copping Out: Why Police Officers Decline to Participate in the Sergeant's Promotional Process." American Journal of Criminal Justice: AJCJ (Spring 2001): pp.147-51. Notes: Available full text on CJPI, Criminal Justice Periodicals Index.
Abstract: This work examines why police officers decline to participate in the first-line supervisor promotional process to the rank of sergeant. A mail survey, followed by focus group discussions, provides evidence that not seeking advancement is driven by considerations of family, lifestyle choices, and satisfaction with current assignment. Eligible officers who do not seek promotion may be more internally motivated and not driven by extrinsic rewards attendant to upward mobility.

Whisenand, Paul M. and George E. Rush. Supervising Police Personnel: The Fifteen Responsibilities. Upper Saddle River, NJ: Prentice-Hall, 2001.
Call Number: HV 7936.S8W48 2001
Abstract: Outlines 15 interlocked responsibilities of a police supervisor. Topics include: values, ethics, leadership, communications, time management, motivation and goals.

Whisenand, Paul M. and R. Fred Ferguson. The Managing of Police Organizations. Upper Saddle River, NJ: Prentice-Hall, 2003. Call Number: HV 7935.W43 2002
Abstract: Police managers seem compelled to build operational layers and paper walls between themselves and others. These walls cramp people, inhibit creativity, waste time, restrict vision, smother dreams, and, worst of all, slow things down. This book seeks to chip away and hopefully break down these barriers within the organization and between the organization and its customer, the community.