Case Study: Mental Illnessing

1. Are mission statements really vital or are they “window dressing?”
A mission statement express the core purpose of an organization and its reason for existence. Mission statements are vital to an organization because they communicate and set the foundation of the purpose of their existence. They shape the attitudes and behaviors of the members of the organization and the perceptions of the public (Hess, 67).
2. Is it possible for all members of a police department to hold and support the same values?
An aspirational goal for any department is for all members to hold and support the same values at all times. However, that is almost impossible due to the diversity of its members. Members have different backgrounds, different experiences,

hold different personal values, and even have different morals. The only way all members could hold and support the same values is if the value is so broad that each members can have their own interpretation of it.
3. How many goals are realistic for a department to have?
Three goal are a realistic number of goals for a department to have. Goals shouldn’t be easily obtainable therefore having few goals allows employees to focus and concentrate on the goals. If they have too many goals they can lose focus. Since each goals has objectives having multiple goals results in too many objectives.
4. How many objectives do you believe are usually necessary to accomplish a goal?
I think 3 objectives are a good number of action items to have in order to accomplish goals. Objectives require the knowledge, skills and resources in order to accomplish them. Too many objectives distracts and instead of motivating they overwhelm.
5. Do you buy into Collin’s concepts of the flywheel challenge and the doom loop?
Yes, especially the doom loop.

I have experiences organizations that lacked consistency and thought around their goals and as a result constantly restructured. Organizations that are constantly running after new ideas lack focus therefore can’t achieve their goals.
6. What are the main challenges of becoming a new first-level manager? A mid-level manager? An executive manager?
One of the biggest challenges for new first-level managers is the lack of experience and credibility. New mid-level managers have to deal with the transition between managing the front line to having a bit more responsibility. It requires a different set of skills to manage managers or individuals with more responsibility. Lastly, a major struggle for executive managers is the amount of responsibility and span of control. Their decisions affect the organization as a whole therefore they need to be able to grasp the bigger picture and be able to execute timely.
7. How do the issues facing those doing strategic planning differ from those doing tactical planning? Can the two really be

separated?
Strategic planning identifies the broader goals that advances the organization.

The strategic plan is planned those who influence resources and understand how a set of tactics work together, it is identifying and setting a vision. On the other hand tactical planning utilizes the resources to achieve the goals and support the vision. Those doing this type of planning face having to plan the usage of limited resources into actions to achieve a set of goals. I don’t think the two can really be separated, but rather they go hand in hand (Owyang).
8. Do you agree with the attributes of a high-performing team as being the most important attributes or are others also important?
I think others are also important. High performing team might not have all the needed qualities for the organization to move forward, they have just figured out how to work together and use their strength together to meet and exceed goals.
9. Given the tremendous variation in size and location of law enforcement agencies across the country, is the National Incident Management System feasible or is it simply a model to be adapted to local circumstances?
I think the National Incident Management System is a model to be adapted based on the circumstances. It is a good foundation that can be built upon and tailored to each department based on their specific needs and

resources.
10. Review your local department’s mission statement. Is it a solid mission statement with obtainable and clear goals? If not, rewrite the statement adding or changing these goals and objectives.
The mission statement is good but the goals are not measurable or trackable. I would keep the same mission statement but add specifications to make them measurable and trackable. Their current mission statement might have metrics behind it which the general public is not previewed to therefore it is hard to say if their goals are clear.
11. You have just been promoted to shift sergeant. How will you manage your subordinates? Discuss what you can do to relieve the stress of changing from a worker to a supervisor.
I would approach my subordinates with respect and value their input. As a new sergeant I need their buy in as well as their ideas. I would also set clear rules and follow through to and execute my authority. A good way to relieve stress is to find someone who has gone through the same transition and confide in them. I would also look to them for ideas on how to deal with situation in which I am at a loss.

Work Cited
Dallas Police Department. (n.d.). Retrieved September 12, 2015, from http://www.dallaspolice.net/dpdinfo/missionStatement.html

Hess, K., & Orthmann, C. (2012). Management and Supervision in Law Enforcement (6th ed.). Clifton Park, New York: Delmar Cengage Learning.

Owyang, J. (2013, January 14). The Difference between Strategy and Tactics. Retrieved September 12, 2015, from http://www.web-strategist.com/blog/2013/01/14/the-difference-between-strategy-and-tactics/