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Management

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The process of combining resources to accomplish organizational goals.

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To Manage means:

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To control and direct, to administer, to take charge of.

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Because management & leadership are related, "the most effective managers & supervisors are also

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LEADERS

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Supervision

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Overseeing the actual work being done and making sure the activities are effectively implemented by those responsible for doing so.

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Key factors in any organization

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Authority Responsibility Delegation

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Formal authority comes from:

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rank or credentials

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Informal authority comes from:

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friendships or alignments with others

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Authority

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The power to enforce laws, exact obedience and command. The legal right to get things done through others by influencing behavior.

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Responsibility

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Means being answerable, liable or accountable.

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Seagull management

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Manager hears somethings wrong, flies in, hovers over workers, makes a lot of noise, craps on everybody and flies away.

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Delegation or transferring authority

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Is a necessary and often difficult aspect of management because it requires placing trust in others to do the job as well as, or better than the manager would do it. *Is also a form of empowerment.*

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Delegation

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*Is not* passing the buck, shirking personal responsibility or dumping on someone. The way managers and supervisors free up time to get their work done while avoiding getting tied up in "administravia".

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Delegate important tasks by:

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1. Carefully selecting the right person 2. Thoroughly defining the task 3. Specifying the qualifications for doing it well.

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Key points to delegating effectively:

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1. Stress results, *not details* 2. Ask for possible answers. 3. Establish measurable objectives. 4. Developing reporting systems. 5. Set realistic goals. 6. Recognize accomplishments.

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To avoid problems, managers need to match tasks with one of three levels of authority:

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1. Recommending 2. Information & Implementing 3. Acting

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Recommending

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Assign an employee to *research available options & present* the manager with a *recommendation* of the best choice.

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Information & Implementing

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Assign an employee to 1. *Research* & choose the best option, 2. *Inform* the manager and 3. Be ready to *implement* it

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Acting

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*Give the employee the authority to act*, if the manager is confident the employee can handle the task independently

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To be effective, managers AT ALL LEVELS must be skilled at:

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1. Planning 2. Organizing 3. Coordinating 4. Reporting 5. Budgeting

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Basic management skills include:

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1. Technical skills 2. Administrative skills 3. Conceptual skills 4. People skills

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Technical skills include

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all the procedures necessary to be a successful police officer ( interviewing, searching, gathering evidence, etc)

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Administrative skills include

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Organizing, delegating and directing the work of others (i.e. work plans, establishing policies, developing budgets)

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Conceptual skills include

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ability to problem solve, plan and see the big picture & how all the pieces within it fit. Managers must see the organization as a whole, yet existing within society.

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People skills include

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being able to communicate clearly, to motivate, to discipline appropriately, and to inspire. *the higher the management position, the more important people skills become*

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4 tools are essential for managers to successfully accomplish their roles: Successful managers have:

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1. Clear goals 2. A commitment to excellence 3. Feedback 4. Support Also, possess *personal characteristics* that help them succeed.

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Most successful managers are:

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1. Consistently self confident. 2. Have a consistently positive attitude. Consistency in Self confidence or Positivity is the KEY.

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Wallenda Effect

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The negative consequences of the fear of failure.

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The management style selected depends on:

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1. the individuals involved 2. the tasks to be accomplished 3. any emergency the organization is facing, such as: Hostage incident, Multiple alarm fire or Officer down.

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No one management style is more apt than another to achieve the agency's mission. The selected style must

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match individual personalities & situations.

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Theory X Douglas McGregor

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Views employees as *lazy and motivated by pay.* Mgmt's responsibility is to provide constant employee supervision & control workers through *coercion, threats & punishment*

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Theory Y Douglas McGregor

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Views employees as *committed and motivated by growth and development.* The humanistic approach reflected in Theory "Y" is *more effective in today's work world.* Management should encourage Self motivation & Fewer outside controls.

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Four system approach (Rensis Likert) Managers use 1 of 4 management styles:

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System 1, 2, 3, and 4

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System 1

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similar to McGregor's Theory X: the traditional *dictatorial approach* to managing people. Exploits employees, uses coercion. Little to no feedback

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System 2

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Economic rewards replace coercion

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System 3

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More liberal, uses employee initiative and gives employees more responsibility

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System 4

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Is participative management. Here, communication flows freely through the organization: it includes *Team Management.* (the complete opposite of System 1)

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Mature Employee Theory (Chris Argyris)

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Organizations & Individuals exist for a purpose. Both are *Interdependent:* Organizations provide jobs and employees perform them.

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Upper right corner

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(High concern for results: high concern for people): *Team management approach, suggested as the ideal.*

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Management by Objectives (MBO)

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Involves managers and subordinates setting goals and objectives together and then tracking performance to ensure that the objectives are met.

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Intelligence, Imagination & Knowledge are

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essential resources, but only *effectiveness* converts them into results.

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The key to the MBO System is

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to get workers to participate in deciding & setting goals, both individually & in work groups

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Total quality management

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Deming's theory that managers should create constancy of purpose for improvement of product and service, adopt the new philosophy, improve constantly, institute modern methods of training on the job, institute modern methods of supervision, drive fear from the workplace, break down barriers between staff areas, eliminate numerical goals for the work force, remove barriers that rob people of pride of workmanship and institute a vigorous program of education and training

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Watchword of TQM

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Zero defects *May hinder innovation and change*

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Micromanagement

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Over supervising, providing oversight with excessive control and attention to details better left to the operational level.

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Symptoms of micromanagement are:

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1. Being overly critical- "Red Pen Syndrome" 2. Easily irritated 3. Spending an inordinate amount of time overseeing simple tasks. 4. Noticing that subordinates appear unmotivated and never take initiative.

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Management typically has 3 levels:

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First line level (Sergeants) Middle level (Captains and Lieutenants) Top level (Chief or sheriff)

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At each level of management, responsibilities include:

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1. Planning 2. Organizing 3. Controlling 4. Leading *the activities flow downward with each management level interacting with its subordinates*

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Coordination ensures that each individual unit:

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Performs harmoniously with the total effort to achieve the departments mission.

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Management tools for coordination include:

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1. Clear chain of command and unity of command 2. Clear channels of communication & strict adherence to them 3. Clear, specific job descriptions 4. Clear, specific goals, objectives and work plans 5. SOP for routine tasks 6. Agency regulation guidebook 7. Meetings & roll call 8. Bulletins, newsletters & memos

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The 2 most influential positions in LE agency are:

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1. Chief 2. Field Supervisor or SERGEANT

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The Sergeant is:

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a direct link between the chief's views of the LE mission & the way the officers do their jobs.

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One of the most difficult aspects of becoming a sergeant is:

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learning how to be an effective *Disciplinarian*

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The First Line Supervisor is responsible for translating the organizational:

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1. Values 2. Philosophies 3. Strategies Into Officer Performance and Compliance.

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The hardest promotional move in LE is the move from:

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Patrol Officer to First Line Supervisor

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More specific functions of First Line Supervisors include:

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1. Enforcing Rules & Regs 2. Maintaining Discipline 3. Training, Guiding and Mentoring others 4. Conducting Performance Reviews 5. Coordinating work schedules 5. Managing Citizen complaints 6. Critical Incident decision making 7. Inspections 8. Roll Call

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Planning Activities include:

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1. Analyzing operational data & information 2. *Forecasting* 3. Developing recommendations for changes 4. Establishing programs & strategies 5. Scheduling 6. Budgeting at the service delivery level.

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Organizing Activities include:

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1. Balancing resources 2. Delegating responsibility & authority 3. Maintaining relationships

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Controlling Activities include

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1. Measuring performance 2. Evaluating results 3. Correcting undesirable performance.

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Leading Activities include

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1. Influencing others 2. Initiating projects 3. Making Decisions 4. Communicating effectively 5. Motivating employees 6. Developing employees

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One key area a Sergeant should be aware of is:

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The need for Officers not to become "Destructively Obsessive" about their careers- fighting the good battle at the expense of other areas in their lives.

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Every Supervisor should understand the acronym TTPE

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Training Tactics Procedures Equipment

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The greatest difference between the exemplary Sgt's and their less exemplary peers was:

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Moral Reasoning

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Four Distinct supervisory styles:

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1. Traditional 2. Innovative 3. Supportive 4. Active *found the QUALITY, or style, of field supervision more significantly influenced patrol officer behavior than did the QUANITY of Supervision*

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Traditional Supervisors

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1. Expect *aggressive enforcement* from Officers 2. Highly Task oriented 3. Expect Officers to produce measurable outcomes, *especially Arrests & Citations*

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Innovative Supervisors

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1. Tend to form *relationships* with their Officers 2. Have a *low level of task orientation* 3. Hold more positive views of subordinates 4. They *embrace Community policing and problem solving* 5. *Encourage their Officers to embrace new philosophies and methods of policing.*

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Supportive Supervisors

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1. *Protect* subordinates from discipline or punishment perceived as "unfair" and *Provide* "Inspirational Motivation" 2. *Less concerned* with enforcing rules and regulations and paperwork 3. *Encourage officers through Praise & Recognition*

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Active Supervisors

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1. Embrace a philosophy of *LEADING BY EXAMPLE* 2. Heavily involved in the field alongside subordinates while controlling patrol officer behavior. 3. Perform the *dual function of Street Officer & Supervisor*

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Officers with Active Supervisors spent more time on:

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1. Self-initiated activities 2. Community policing activities 3. Problem Solving

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An Active Supervisory Style-involving leading by example-seems to be:

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The Most Influential despite potential drawbacks

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Captains & Lieutenants may perform the following functions:

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1. Inspecting assigned operations 2. Reviewing & making recommendations on reports 3. Helping develop plans 4. Preparing work schedules 5. Overseeing records & equipment 6. Making appointments, demotions & promotions

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Middle managers should also be aware of the:

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Self-Fulfilling Prophecy *expectations clearly influence behavior*

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The four most devastating, real life flaws of supervisors are:

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Fourth, failure to stay knowledgeable & develop those they lead Third, not disclosing or taking actions to expose misconduct to administrators. Second, not being a role model for integrity *Number 1 failure is: wanting to be liked more than wanting to be a good supervisor*

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Managers' communication styles, arguably one of a leaders *most valuable assets,:*

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directly determines the respect they are given: *the arrogant manager who is both condescending & fails to listen is doomed to fail*

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Among the most important responsibilities of Middle Managers is

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Assigning personnel Promoting Demoting Terminating

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Acting in a Managerial capacity, LE Executives serve as:

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1. Planners 2. Facilitators 3. Interfacers 4. Interactors

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Top level Executive manager *Planning Activities* include:

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1 analyzing external climate, data & information 2 *forecasting* 3 establishing goals 4 scheduling 5 budgeting 6 establishing the mission, values, philosophy and principles 7 developing policy at the department level

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Top level Executive manager *Organizing Activities* include

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1. developing department structure 2. establishing relationships 3. delegating responsibilities & authority

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Top level Executive manager *Controlling Activities* include

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1. establishing performance standards 2. measuring performance 3. evaluating results 4. correcting undesirable behavior

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Top level Executive manager *Leading Activities* include

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1. influencing others 2. initiating projects 3. decision making 4. communicating effectively 5. motivating employees 6. selecting people 7. developing personnel

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Planning

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the ability to set goals & objectives & to develop work plans to meet them.

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Goals, Objectives & Work plans are

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Interdependent. All 3 are needed to carry out an organizations mission.

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Goals are:

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Broad, General, Desired outcomes:visionary, projected achievements: what business calls KEY RESULT AREAS.

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Objectives are:

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Specific, measurable ways to accomplish goals: More specific than goals and usually have a timeline. *Needed before work plans*

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Work plans are:

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the precise activities that contribute to accomplishing objectives. detailed steps or tasks to be accomplished. Sometimes called Tactical & Strategic plans: tied to a timeline and are an effective way to evaluate an organizations performance.

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Tactical Planning

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*Short Term Planning* should be flexible because of changing conditions such as the number of people involved.

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Tactical planning is most often necessary to:

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provide the flexibility needed for change determine personnel needs determine objectives provide organizational control handle large incidents

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Strategic Planning

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Long Term Planning Is grounded in the vision and mission statement, also tied to the agency's budget. *Master Plan for your LEA*

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S-W-O-T Analysis

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Strength Weaknesses Opportunities Threats

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Strategic Planning should seek answers to Four basic questions:

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1. Where are we going? 2. How do we get there? 3. What is our blueprint for action? 4. How do we know if we are on track?

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Before developing a strategic plan, many agencies conduct what kind of analysis?

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*S-W-O-T Analysis* Strengths Weaknesses Opportunities Threats

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Strategic Planning provides several *benefits* including

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1. clarifying *future* directions 2. establishing priorities 3. making decisions in light of their future consequences 4. developing a coherent & defensible basis for decision making 5. solving major organizational problems 6. improving organizational performance 7. building teamwork & expertise

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LE Executives typically interact with:

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1. Politicians 2. Community Groups 3. Media 4. Executives of other LE Organizations, as well as individuals w/in the agency itself.

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New Chiefs should call a department meeting

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As soon as possible. *ASAP*

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Such an open meeting will

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help allay fears squelch rumors decrease suspicions establish an early rapport with the staff & line personnel.

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The political environment consists of 5 interconnected components or conceptual arenas:

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1. Police Department 2. Public 3. Media 4. Other agencies 5. Elected Officials

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According to Orrick, the essential personal characteristics that enhance a persons ability to influence others to achieve a desired end are:

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1. Political astuteness 2. Interpersonal influence 3. Networking abilities 4. Sincerity

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Political astuteness

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the *ability to read the signals from another person's mood*, speech, and body language & adjust to one's own behavior appropriately

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Interpersonal influence

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the ability to *tell others what they need to know* in a way they want to hear it, being flexible and open to alternative approaches

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Networking abilities

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the *ability to interact* with as many diverse groups, friends, an alliances as possible.

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Sincerity

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the ability to be perceived as *truly seeking what is best for the agency, community and personnel.*

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Managers do things right: Leaders,

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DO THE RIGHT THING

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A basic difference between Managers & Leaders is that managers focus on task, whereas:

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Leaders focus on people. Manage things: Lead people

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Management is defined as:

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Administrative ordering of things-with: 1. written plans, 2. clear organizationsl charts, 3. well documented objectives, 4. detailed & precise job descriptions and 5. regular evaluation of performance

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Leadership has been defined as:

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influencing, working with and through individuals and groups to accomplish a common goal.

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There are 2 kinds of pride:

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Good & Bad

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Good pride

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represent dignity & self respect

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Bad pride is:

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*the deadly leadership sin of superiority that reeks of conceit & arrogance*

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A true leader exhibits

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*Humility.* The effective leader respects subordinates' ideas & solicits their opinions

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A leader is a:

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1. Motivator 2. Coach 3. Disciplinarian 4. Mentor 5. Encourager 6. Restrainer 7. Teacher 8. Evaluator 9. Team builder 10. Role model

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Initiating structure

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looks at how leaders *assign tasks*

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Consideration structure

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looks at establishing the *relationship between the group & the leader.*

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The basic premise of Situational Leadership Theory is that as the followers readiness level in relation to task increases,

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leaders should lessen their direction or task behavior and simultaneously increase their relationship behavior.

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The most recent form of Leadership to be recognized is:

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*Transformational Leadership.* Which treats employees as the organizations MOST VALUABLE ASSET. It is *employee centered & focused on empowerment,* enabling employees to make the fullest possible contribution to the organization.

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Employees need;

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Training Resources and Authority, to be truly empowered.

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Transformational Leadership theory is based on the principles of

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shared leadership shared vision continuing improvement of the individual

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The PARAMOUNT element of Transformational Leadership Is:

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Vision

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Vision is

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one of the *essential ingredients of being a successful leader.*

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Leadership styles include

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1. Autocratic 2. Consultative 3. Democratic or Participative 4. Laissez-Faire

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Autocratic Leadership

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managers make decisions *without participant input:* completely authoritative, showing *little or no concern for subordinates*

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Mechanistic Model

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divides tasks into *highly specialized jobs* where job holders become *experts in their fields,* demonstrating the "one best way" to perform their COG IN THE WHEEL (Taylorism): the OPPOSITE of the Organic Model.

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Organic Model

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*Flexible, participatory, science-based structure* that will accommodate change: designed for effectiveness in serving the needs of citizens rather than the autocratic rationality of operation: The OPPOSITE of the Mechanistic model.

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Organic Model focuses on

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Worker Satisfaction, Flexibility and Personal Growth

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Laissez-Faire Leadership

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implies *nonintervention* and is almost a contradiction in terms. Lets everything run itself without direction from the leader, who exerts little or no control.

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Leaderless Management, sometimes called free-rein leadership, may result in:

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1. Low Morale 2. Inefficiency 3. Lack of discipline 4. Low productivity

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Collins' findings, a few of his KEY finding's as they relate to attitude and leadership:

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1. Organizations do not become great because they are satisfied with being good. 2. Greatness is not a function of circumstances, GREATNESS IS largely a matter of conscious choice & discipline. 3. Whether you prevail or fail depends more on what you do to yourself than on what the world does to you. 4. Humility + Will = a Level 5 Leader

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Collins defines "Level 5 Leader" as

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those capable of taking their organizations from good to great.

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Dispersed Leadership

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the 21st century trend to not tie leadership to rank, but rather to *instill leadership qualities throughout the department.*

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Essentials of dispersed Leadership:

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1. Shared understanding of what leadership means 2. Commitment to shared goals & values. 3. Leaders at all levels of the organization. 4. Leaders leading differently at different organizational levels 5. A way to develop leadership knowledge and skills throughout the organization. 6. A way to determine where you are as an organization and as individual leaders.

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The leader is developed through:

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1. Learned professional values 2. Training 3. Job experience over time.

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Leadership can be developed through comprehensive training programs, including:

answer

1. Participative Management & team building theory 2. Motivational Theory 3. Communications 4. Decision making

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Common Management/leadership errors include:

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1. Preoccupation 2. Indecisiveness 3. Defending decisions made without full information 4. Ignoring danger signs

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Holistic Management/Leadership

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Recognizes that both management and leadership skills are required for an agency to accomplish its mission and that all those within the organization are complete individuals who have *answered a special calling and are part of the TEAM.*

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Synergy

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occurs when the whole is greater than the sum of it's parts: the team achieves more than each could accomplish as individuals.

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Team Building is:

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The ULTIMATE act of leadership.

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A team consists of

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2 or more people who must coordinate their activities regularly to accomplish a common task.

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The team approach builds on the concept of:

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Synergy, that the group can channel individual energies to accomplish together what no individual could possibly accomplish alone-that the whole is greater than the sum of its parts.

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The leaders abilities to form, develop and lead functional and effective groups is;

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Essential to accomplish the departments mission

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8 Attributes of high performing teams are:

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1. Participative Leadership 2. Shared Responsibility 3. Aligned on purpose 4. High communication 5. Future focused 6. Focused on task 7. Creative talents 8. Rapid response

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Among the cultural norms that impede inter-agency teams are:

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Case ownership Secrecy Organizational isolation Valuing individuals above the team.

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*Communication protocols* are

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the *FIRST NECESSITY* to overcome the barriers.

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Two KEY components of the National Incident Management System (NIMS) are;

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1. Incident Command 2. Unified Command

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Incident Command

answer

an organizational structure designed to aid in managing resources during incidents.

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Unified Command

answer

allows agencies with different legal, geographic, and functional authorities and responsibilities to *work together effectively* without affecting individual agency authority, responsibility or accountability.

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To create a culture in which the truth is heard and valued, Collins suggests:

answer

1. Lead with questions, Not answers 2. Engage in dialogue and debate, NOT coercion 3. Conduct "autopsies" of mistakes without blame. 4 Build "red flag" mechanisms that prevent you from ignoring the data.

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The essential personal characteristics that enhance a person's *ability to influence others* and achieve a desired end are listed below. The one that describes the *ability to interact*with as many diverse groups, friends and alliances as possible is called

answer

Networking abilities

Management & Supervision in LE 7th Edition (Ch 2 Definitions & Notes) – Flashcards

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