Interview With Sergeant Walker Essay

Pages: 5 (1428 words)  ·  Bibliography Sources: 2  ·  Level: College Junior  ·  Topic: Criminal Justice  ·  Buy This Paper

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[. . .] Corrective actions

The Montgomery County Police Department has very clear expectations of their officers and likewise has very explicit policies pertaining to repercussions if rules and regulations are not followed by their officers. "The good news is that I don't have much leeway in what actions I take if wrongdoings take place. We have clear policies that I adhere to and follow and this takes away a lot of ambiguity of corrective actions." (Walker, Personal Interview, January 29, 2011) Sergeant Walker expressed a clear understanding on the part of his force members regarding corrective actions. He believes wholeheartedly that the member of his force know the repercussions of inappropriate actions, wrongdoings, and even simple mistakes. He believes that if he didn't hold his officers accountable and based on the written protocol, that his authority would be questioned very quickly on the force.

Rewarding personnel

From the interview with Sergeant Walker, it is clear that personnel are regularly rewarded on this police force. From the one officer highlighted each month to coffee gift cards that are spontaneously given out to members of the team, Sergeant Walker believes in rewarding personnel and not only rewarding them for specific events but rewarding them also for simply "being members of the team."

Sergeant Walker gave an example of rewarding his police force for a job well done.

There was a serious crime we were dealing with. We each had very clear responsibilities on that particular day and I seriously believe the day turned out okay because everyone did their job and only their job. No one stepped on anyone's toes and everyone also let everyone else know that they were available if help was needed. It was amazing. I describe it like an orchestra all playing together to make great music. There we were working together and it just worked. So the next day I had lunch brought in to the force but also, I had hand written a card to thank each one of the team members. To this day, I still hear them saying how meaningful those notes were. Really, they were nothing.. just short thank you notes to say that I value what they did and what they do. But that meant the world to them. (Walker, Personal Interview, January 29, 2011)

Self-Perceptions of a Good Supervisor

Sergeant Walker believes that he is a good supervisor and an effective supervisor because he empowers his police force. He allows for the police force members to have autonomy, choice, self-direction, and at the same times he values and fosters good communication among all members of the teams. He encourages and rewards good communication and values communication throughout the police force. Sergeant Walker also believes that his attention to detail allows his force to know that they are valued and recognized for the hard work that they continually provide to their jobs and communities.

Biggest concerns in being a supervisor

"I suppose if I had one big concern it would be that I am misunderstood. Sometimes I have to be strict and really adhere to policy and I never want to be perceived as insensitive or unfair. I am doing my job" (Walker, Personal Interview, January 29, 2011). While Sergeant Walker is a powerful and effective leader, his sensitive side seemed to emerge during the questions surrounding being a supervisor and those things that concern him. Misperceptions and being misunderstood seemed to resonate as his biggest issues in being a supervisor.

Conclusion

Meeting with Sergeant Walker afforded me the opportunity to hear from a leader about the remarkable ways in which he manages a police force. He was insightful and provided valuable information pertaining to management style and the ways in which he runs an effective police force.

References

Gerald H. Cliff, "Management style in a large city police department and its effect on the morale of front line officers: The case of Detroit" (January 1, 2003). ETD Collection for Wayne State University. Paper AAI3086422.

http://digitalcommons.wayne.edu/dissertations/AAI3086422

NetIndustries. Police: Organization and Management - Managing Police Organizations. 2011. Retrieved from: http://law.jrank.org/pages/1670/Police-Organization-Management-Managing-police-organizations.html.… [END OF PREVIEW]

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