cj422 human resource development for the criminal justice professional unit #1 bill forbes, mpa...
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CJ422 Human Resource Development for the Criminal
Justice ProfessionalUnit #1
Bill Forbes, MPA
Welcome!!!
Independence, Missouri
Seminars
• ???? for questions
• Seminar schedule– 10 minutes for Q&A– 40 minutes of topics– 10 minutes for more Q&A and wrap up– We use the entire hour!
Seminars
• Answer first, then read other’s answers• Can’t make it? Alternate Assignment
– 300 – 500 word essay discussing seminar topics– Submit through “Doc Sharing”– Your answer; not those given in the transcript– Grammar is graded in alternates (not in actual
seminar)
Seminars
• Have to leave mid-way through? – E-mail me afterward– I’ll let you know your grade based upon
your participation– It is your “call” whether to complete the
alternate or not
Office Hours
• My “office” is AOL Instant Messenger– www.aim.com
• No; can’t use Yahoo or other messengers; Kaplan policy
• AIM Name = ForbesTeaching
• E-mail = [email protected]
• No response within 24 hours– Send again
• Send emails from your Kaplan email address– Others hit Spam filters
Written Assignments / Essays
• Written assignments are due for some units; such as Unit #2’s “Benefits of Community Policing”
• All are submitted in the Dropbox as attachments
in Word• Double-space• 12 point font• No Extra Spaces between paragraphs
Written Assignment Formatting
• Go to the Announcements
• Click on “Written Assignment Format”
• Watch the video there
• Save yourself some headaches • Assignments due in Units:
– 2, 4, 5, 6, 8, and 9
Discussion Requirements
• Respond to the question (answer it)– 100 words required
• Respond to another student– 100 words not required, but something
more than “I agree” or “good job”
Discussions
• Perfect discussion answer:– 100 words in length (short paragraph)– Grammatically correct– Relates to your readings
Discussions – Special Due Date• Post early please!!!!
– Posts are due by Tuesday at midnight closing the unit, but PLEASE post earlier
– This allows your fellow students more time to read and respond to your posts
– PLEASE PLEASE PLEASE
• But please wait for the unit to open (don’t post before the unit opens)
Late Penalties
• 5% Day
• Not accepted if three weeks overdue
Need Help?
• There are several places to receive help at Kaplan:– 1) Me (your instructor; email, virtual office,
office hours)– 2) Academic advisor– 3) Peer advisor
• Writing Center
Unit #1 Assignments
• Introduce Yourself
• Discussion – Police management
• Quiz– Ten questions; true or false
• Seminar
Section IManagement, Supervision and
Leadership: An Overview
Chapter 1
Management, Supervision and Leadership
Managers and Management
• Management– Uses resources to achieve organizational goals– Supports the development of individual
responsibility
• Supervision– Makes sure activities are effectively implemented
by those responsible
for doing so– Focuses on the daily operations of a department
Authority, Responsibility and Delegation
• Authority– Power to enforce laws, exact obedience and command– Legal right to get things done through others by
influencing behavior
• Responsibility– Being answerable, liable or accountable
• Delegation– Transferring authority
Basic Management Skills and Tools• Technical skills
– Having all the procedures necessary to be a successful officer
• Administrative skills– Organizing, delegating and directing the work of others
• Conceptual skills– Having the ability to problem solve and see
the big picture
• People skills– Being able to communicate, motivate, discipline
and inspire
Question
• What are some characteristics of a good manager, in your
view?
Successful Managers Have
• Clear goals• A commitment to excellence• Feedback• Support
Personal Characteristics
• Consistent self-confidence• Consistent positive attitude
Management Styles
• Theory X/Theory Y• Four-System Approach• Mature Employee Theory• Managerial/Leadership Grid Theory
• A management style must match
individual personalities and
situations.
Influences from the Business World
• Management by Objectives (MBO)– Managers and subordinates set goals and track
performance to ensure objectives are met.– “Expect to get the right things done.”
• Total Quality Management (TQM)– Analyzing causes of product defects and correcting them– Recording the effects of corrections on subsequent
product quality– “Zero defects”
Avoiding Micromanaging
• Definition– Oversupervising, oversight with excessive control
• Symptoms– Being overly critical of subordinates– Spending too much time overseeing simple tasks
• Solutions– Allow honest mistakes– Become a mentor rather than a micromanager
Question
• What is the difference between leadership and
management?
Leading versus Managing
• Managers focus on tasks.• Leaders focus on people.• Manage things; lead people.
Characteristics of Leaders
• Being the boss doesn’t mean bossing.• Leaders have self-confidence and positive attitude.• A true leader exhibits humility.• Leaders respect knowledge of others regardless of
rank.• Effective leadership requires trust.
Theories Related to Leadership
• Trait Theorists• Michigan State and Ohio State Universities
Studies• Managerial Grid from a Leadership
Perspective• Situational Leadership• Transformational Leadership
Leadership Styles
• Autocratic– Leaders inherit positions; authority is
uncontested.
• Consultative, Democratic or Participative– Management welcomes employees’ ideas and
input.
• Laissez-faire– Everything runs itself without intervention from
leader.
Leadership Training and Development
• Dispersed leadership– Leadership not tied to rank– Commitment to shared goals
and values
• Developing new sergeants into leaders• Leadership training before appointment
– Participative management and team-building theory
– Motivational theory, communications, decision making
Question
• What are some common errors made by leaders?
Common Leadership Errors
• Preoccupation• Indecisiveness• Defending decisions without full information• Ignoring danger signs
Guidelines for Effective Management/Leadership
• Know your work and those you manage.• Know how to get and maintain cooperation.• Learn as much as possible about decision making.• Learn as much as possible about how to be a leader.• Learn how to give praise and constructive criticism.• Learn to think positively; create rather than destroy.• Learn to handle bad situations as well as good ones.• Know when to discipline and when to be authoritarian or
democratic/participatory.
Guidelines for Effective Management/Leadership (cont.)
• Help your employees improve themselves. • Be honest with yourself and your officers. • Use your employees’ abilities. • Do not oversupervise. • Remember that you are part of management, and never
downgrade management or managers. • Keep your perception of your leadership abilities in line with
subordinates’ perceptions. • If you call a meeting, make it worthwhile.
Guidelines for Effective Management/Leadership (cont.)
• Treat employees’ mistakes as a teaching responsibility, not a punitive opportunity.
• Develop officers who differ with you, rather than clones. Develop officers who can compensate for your weaknesses. The tendency is to do the opposite.
• Be consistent. Be direct. Be honest. Be fair.• Listen. Lead by example.• Develop people skills.• Be a risk taker.
Management and Leadership—A Call for Change
• Managers must pay attention to new ideas and trends:– Commitment to people– Development of people-oriented workplace– Belief that leadership can and does make a difference
• Coercion discourages creativity.
• Managers must listen to the citizens in new and more open ways.
Unit #2
• Reading– Chapter 2: The Organization and
Structure of American Policing - pp. 44-62
• Discussion– Community Policing
• Seminar
• Quiz
Unit #2
• Written Assignment– Two pages– technical, administrative, conceptual,
and people skills required to be effective within the field of human resource development, as related to establishing an effective community policing program
– Double space– 12 point font– Announcement: Paper Formatting