Reduced the problem to writing.
Stated the problem and left the solution to the chief.
Offered a solution or alternative along with outlining the problem.
Conferred first with the union president to solve the problem.
Most of an officer's time is spent on calls for police services.
Most of an officer's time is spent on line activities.
Most of the police budget consists of salaries.
Most police organizations have union/management contracts.
The number of sworn officers in the department
Good supervision and management
Ethical and highly motivated personnel
The training of officers
The areas of jurisdication exceed the number or patrol personnel.
Communication between line and staff is impaired.
Department responsibilities are significantly increased.
Calls for police services exceed the number of officers capable of responding.
With the right number of people.
With a decentralized line and staff reporting structure.
According to tasks needing to be performed.
In relation to the number of calls for police services.
Provides flexibility in making budgetary decisions.
Simplifies year-to-year comparing of expenditures.
Integrates budgeting control, and planning into a single process.
Specifically relates budget items to expenses.
Remove all physical barriers to the communications process
Ensure a mechanism for feedback is in place
Ensure that what is to be communicated is clear and precise
Clearly understand what is to be communicated
With a veteran sergeant returning from an extended disability
With a sergeant newly appointed to the unit
With a newly appointed probationary sergeant
With a sergeant who has an "up and down" performance record
Internal affairs division
Police training academy
The filtering of messages.
The failure to obtain feedback.
The physical barriers to the communication process.
Its failure to listen.
Plan what needs to be done.
Assign dollar amounts to organizational objectives.
Determine the dollar amount allocated to the division's budget.