NCJ Number
203005
Journal
Law and Order Volume: 51 Issue: 10 Dated: October 2003 Pages: 92,94
Date Published
October 2003
Length
2 pages
Annotation
The way police middle managers handle destructive criticism from those they supervise will determine the climate and the performance of a police department.
Abstract
A vision statement of an organization is a definitive statement of what the leader sees as the future for the organization; therefore, the vision must be stated in clear terms. Rallying middle managers and supervisors to make the vision a reality is one of the primary jobs of the leader. Countering destructive criticism from those they supervise is one of the primary jobs of the middle manager and supervisor. Middle managers can either make or break a leader's agenda for the organization. The middle manager has direct contact with front-line officers and can therefore offer consultative advice to the leader on how departmental initiatives are being implemented by the front-line officers. The middle manager is also responsible for selling and championing the leader's agenda to the troops. Front-line officers who are more interested in making their jobs easier or in pursing personal agendas rather than committing to departmental goals and objectives will often engage in destructive criticism of departmental policies and management styles that require accountability for performance. Middle managers who prefer to be liked by subordinates rather than be firm in requiring responsible behavior will tend to ignore or even fuel destructive criticism. Such managerial behavior will eventually sabotage a department's performance. Above all, middle managers must support organizational goals and the performance required to achieve them. This means challenging destructive criticism and irresponsible work behavior, such that officers know there will be consequences for poor performance and attitudes.