Robert Walsh Case Study Essay

This paper will show four different police departments that are currently hiring or recruiting for police officers. There will be a summary on the research found on the process used to recruit police officers. It will also show their current hiring trends and what hiring practices they have that are successful or not successful. The paper will also go over the different methods departments use to train their new officers and their values.

Gilmartin begins by describing the typical rookie officer. Most are energetic, idealistic, enthusiastic and very driven. Quickly this enthusiasm can change from one of positivity to one that is very cynical and emotionally charged. These behaviors and thoughts over time if not corrected become exacerbated leading to noticeable mental and physical changes. The author, Gilmartin, uses personal experiences and other real life stories effectively so that many officers can relate and identify with the topic of the book.

1. To begin, assume that it is now January 1, 1993, and that each bond in Table 1 matures on December 31 of the year listed. Further, assumes that each bond has $1,000 par value, each had a 30-year maturity when it was issued, and the bonds currently have a 10 percent required nominal rate or return.

The person I decided to interview is Staff Sergeant John Culbert he is in the United States Marine Corps. His MOS (“Military Occupational Specialty”) is a MP (Military Police).In the likelihood if Staff Sergeant Culbert is not available I plan to interview Sergeant Samantha Stevens and the other alternates

1. Write a client outcome to help Mrs. Ross resolve the symptoms (i.e., defining characteristics). Refer to Section III (beginning on p. 119) of the Ackley and Ladwig text.

For those deputies who have shown interest in areas where he is less knowledgeable, he has contacted other experienced deputies and supervisors and provided the opportunity for the deputies to work with them. Sergeant Prindle shows that he is concerned with his squad’s personal wellbeing too. When his deputies have personal situations, he contacts them and offers his personal assistance. Sergeant Prindle conducts himself in a professional manner and his leadership style gains the respect of his deputies. His uniform is always clean, pressed and well fitted. His command presence is an example for others to follow. He motivates his deputies by leading from the front, answering calls for service and conducting traffic stops, while maintaining his administrative duties. He maintains a healthy lifestyle and encourages his deputies to do the same. He is also an active member of the SWAT team and encourages his deputies to seek out collateral duties to enhance their law enforcement career and expand their knowledge. On his off time, Sergeant Prindle is also a leader in the Air Force Reserve, currently holding the rank of Lieutenant Colonel. Balancing two leadership roles while maintaining physical fitness and a family is not an easy task, yet, he handles it with ease.

For this myocardial infarction, the right coronary artery was blocked. The parts of the heart that were affected by this blockage was the right atrium, the right ventricle, the interventricular septum, the Sinoatrial node and the AV node, and some parts of the left atrium and ventricle. These parts were affected because the right coronary artery supplies blood to these parts of the heart; since there was a blockage the blood was not able to continue through the right coronary arteries into its branches, which are the sinoatrial nodal artery, the right marginal branch, the posterior interventricular branch, and the atrioventricular nodal artery (Gest).

Recent accomplishments include a Division Commendation for my undercover role in the Joint Terrorism Task Force’s Operation "Phone Flash." A Letter of Commendation for my undercover role in an investigation related to the Weapons Trafficking Unit’s Operation "Southern Draw," and a Certificate of Unit Commendation for my primary investigative role in the Weapons Trafficking Unit’s Operation "Grave Digger." Over the course of my career, I have supervised civilian employees while assigned to the Operational Dispatch Unit. During this assignment, I was responsible for providing evaluations, appraisals, and reprimands for all squad members. I also coordinated daily briefings, encouraging positive and productive performance. I met with each squad

Teamwork and Cooperation: Officer Nelson accepts extra caseload to help our office during case readjustments to help other officers that might have fallen behind. He has help mentored a new officer learn about interviewing N400 cases. He has averaged 7.58 N-form and 6.31 I-form interviews during this year. He has completed above office average in his caseload.

I have had the pleasure of supervising Officer Maiques for approximately 5 month following a shift change. During this time, I have seen Officer Maiques recognize how important customer service is to the community. I have observed him in the field working hard and getting to know the residents of his beat. He regularly participates in briefing discussions and he is actively seeking self improvement through training classes. Officer Maiques sometimes requires supervisory advice on calls not to make decisions for him but to ensure he is making the proper ones. As time has gone by these incidents have decreased in frequency ,a clear sign that he is gaining confidence in his decision making abilities. Officer Maiques gets along well with others and works well as a member of a team.

Upon reviewing Officer Smith’s lower than average field statistics, I decided to reach out to her previous supervisor to inquire about her performance. The phone call with Officer Smith’s Sargent in Alpha District proved to be fruitless. The supervisor attested Officer Smith had several curbside counseling sessions and other feedback to improve her work. Unfortunately, none of the sessions were documented and therefore is merely hearsay. As her current supervisor, I have to assume no steps were taken to provide Officer Smith with the resources and training she so desperately needs.

It has been said that the Noncommissioned Officer (NCO) Corps is the backbone of the Army (Sheehan, 2009 p 2). It is up to the Noncommissioned Officers to teach lower enlisted Soldiers the right way to do things and teach them to steer clear of the wrong way. Since September 11, 2001 our nation, in one form or fashion, has been at war. During these times of war, the Army lost sight of some of the smaller things. Unfortunately, the smaller things can make the biggest differences. These smaller things are; training our subordinates to be a Noncommissioned Officer, counseling Soldiers to improve their effectiveness, having pride in serving as a member of the military, and mentoring Soldiers to teach personal motivation to obtain something. Admittedly some of these things can be credited to a change in our culture but there used to be a way of squeezing these things out of our Soldiers that just cannot be done anymore. In the new rapid deployment Army, the Noncommissioned Officer corps has lost sight of how to train and instill these traits in our Soldiers. Instead, Soldiers have been allowed to become complacent in their stagnant state.

The case study focuses on an employee, Paul Keller, who is being affected by a number of factors. His job performance is hindered by constraints such as his work environment, his home environment, stressors, mood, and the management style of his superior. The case study demonstrates how his job performance is affected and what the consequences could be as a result of his poor job performance and lack of concentration.

Petersen, J. C. (2007). Why don't we listen better? Communicating and connecting in relationships. Lincoln City, Oregon: Petersen Publications.

Drake, P. (n.d.). What is free cash flow and how do I calculate it? Florida Atlantic University, pp. 1-6. Retrieved from: http://educ.jmu.edu/~drakepp/general/FCF.pdf [Accessed: 6 Aug 2013].