Canadian Political Parties: Origin, Character, Impact

For courses in Police Management, Administration or Supervision. This innovative text explores ideas and methods police managers can use to instill a winning attitude in their employees and successfully lead their agencies toward quality and excellence of service. Using a highly interactive approach, it seeks to chip away at constricting operational levels and barriers within the organization itself, and between the organization and the community it serves. Paul Whisenand has been a management trainer and consultant for over 30 years.

With this edition, this book has existed for nearly three decades. It means that thousands of aspiring or current police managers have read it. If they had not, Prentice-Hall would have never spent time and money publishing it. I am deeply grateful to be one of its authors. Nevertheless, it's not about me, it's about you.

It is my hope that if you are now a police manager/leader, this book will help you become a better one. Or, I hope that if you are seeking to become a manager/leader, it will help you get promoted. Or, I hope that if you are a university student, it will inform you about effectively managing and leading a police agency. I believe you'll find this book is in fact all about you.

I have endeavored to avoid preaching and professing. No one appreciates being "should upon." When examining such subjects as values, ethics, and vision, it was tough to maintain rigid objectivity and perfect impartiality. In some cases, I probably failed to do so. I must say; however, that in terms of your values, ethics, and vision, you should choose the right ones, the good ones—your character and thus your ability to lead depend on your choices. The same is valid for the subject of communications—if you are open and tell the truth, you'll be trusted. If not, then you'll be suspect. All of the subjects thereafter inhere the same consequences.

I have separated the topics into chapters that deal with police leadership and police management. I equate leadership with one's character. The first seven chapters focus on it. I equate management with one's competency. The second seven chapters are devoted to it.

Possessing a marvelous character but inept competency won't cut it. Having superb competency but weak character is similarly a disaster. You need both to run a police organization. Fortunately, right now you have both. I want this book to help you in making both better. If it doesn't, I hope it inspires you to find another one, find someone, or find something to help you. Police organizations, as never before in their history, need men and women of solid character and proven competency.

In the above writing, did you note the use of "I" and not "we"? Fred is now happily retired and playing in Hawaii and at home. Nonetheless, much of what follows uses "we." Since this edition occurred on "my watch," I'm assuming responsibility for its contents. If you like and agree with what you read, then it's likely Fred's stuff. If you take exception with some ideas and suggestions, it's probably me.

This is not the product of one author. It was a team effort. Key members of the team are Pat David, my buddy and computer genius; Korrine Dorsey, the Prentice-Hall coach and motivator; the outside insightful and helpful manuscript critics; Alex Del Carmen, University of Texas-Arlington, Arlington, TX; Steve Egger, University of Houston-Clearlake, Houston, TX; William Fraher, John Jay College of Criminal Justice, New York, NY; David Kotajarvi, Lakeshore Technical College, Cleveland, WI; Mark Marsouais, Northern Kentucky University, Highland Heights, KY; Rosie O'shea, my pal who stood by me faithfully; and several police leaders/managers who I admire and who hammered on my work very hard. Simply and sincerely—thank you.

Paul M. Whisenand, Ph.D.
San Clemente, California