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Law Enforcement Organization and Administration Chapter 3

Law Enforcement Organization and Administration Chapter 3

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Page 1: Law Enforcement Organization and Administration Chapter 3

Law Enforcement Organization and Administration

Chapter 3

Page 2: Law Enforcement Organization and Administration Chapter 3

LEADERSHIP

• Leadership is the ability to get things done under the right circumstances.

Page 3: Law Enforcement Organization and Administration Chapter 3

Proactive Leadership

• Anticipate day to day events• Do not wait to for events to reach them, they

plan for events• Form a team that is flexible enough to seek a

wide variety of solutions to everyday problems of police management

Page 4: Law Enforcement Organization and Administration Chapter 3

Competencies Needed For The Exercise of Leadership

• Authority• Talent• Experience• Ethics• Training and Education

Page 5: Law Enforcement Organization and Administration Chapter 3

Authority

Charismatic Authority is an example of leadership being exercised by the person and not by an office.

Legitimate Authority has three major bases1. Rational grounds2. Traditional grounds

3. Charismatic grounds

Page 6: Law Enforcement Organization and Administration Chapter 3

Talent

• Intelligence and grasp of political issues and communications skills.

Page 7: Law Enforcement Organization and Administration Chapter 3

Experience

• Need a blend of management and operational experience– Progress Experience– Changing Assignments

Page 8: Law Enforcement Organization and Administration Chapter 3

Ethics

• Doing the right thing every day

Page 9: Law Enforcement Organization and Administration Chapter 3

Training and Education

• On going experiences– Must develop specific management skills• Motivation of personnel• Budgeting• Strategic and short term planning• Marketing services• Emergency command situations• Legal issues• Planning for upgrading police technology

Page 10: Law Enforcement Organization and Administration Chapter 3

Management Styles

• Effective Leadership – includes the principles of being proactive, setting goals, putting first things first, thinking win-win, communicating with people, synergizing and sharpening the saw

Page 11: Law Enforcement Organization and Administration Chapter 3

Managing in Chaos• Stay calm and take care

of your people. • Keep or initiate

communications. • Get back to business as a

soon a possible• Have an incident

command plan• Be prepared to retreat• Deal with post event

stress and physical conditions.

Page 12: Law Enforcement Organization and Administration Chapter 3

Digital Nervous System

• Apply 12 business practices that include– Email– Creating digital teams– Improve quality– Deal with client complaints– Trade information between agencies– Save meeting for important items instead of

routine matters

Page 13: Law Enforcement Organization and Administration Chapter 3

Emotional Intelligence

• The need for administrators to have self-awareness, self regulation, motivation, empathy and social skills.– Applies to team building, especially with

community policing.

Page 14: Law Enforcement Organization and Administration Chapter 3

Total Quality Management• Although dated this has an impact on

community policing and improving services. Those that apply to policing:– Adoption of the quality philosophy for all areas– Improving work processes– Awarding contracts based on quality– Paying attention to training– Letting people ask questions– Breaking down communication barriers between units

– Reliance on hierarchy

Page 15: Law Enforcement Organization and Administration Chapter 3

Reengineering

• Re-define jobs and tasks• Manager acts as the coach in defining what is

or is not important• Theory often linked to downsizing and layoffs.

Page 16: Law Enforcement Organization and Administration Chapter 3

Katz’s Three Skills Approach

• Need for human, technical and conceptual• Managers must tolerate lots of ambiguity• Managers must have a sense of the big picture• In daily operations, these three skills are

brought together.

Page 17: Law Enforcement Organization and Administration Chapter 3

Maslow’s Need Hierarchy

• This classic theory involving various employee needs has five levels:– Security – have some sense of security in the

position– Social – relationship with peers– Self-esteem – importance gained from being the

position for self; importance viewed from others– Autonomy – the need for independent thought

and action; the need to have a say in daily operations

Page 18: Law Enforcement Organization and Administration Chapter 3

Maslow (cont.)

• Self-actualization – the feeling of self-fulfillment by being in a certain position, the great feeling of worthwhile accomplishment.

• Basic needs must be met before employee can achieve personal growth

• Police administrators need to be respected and given authority

Page 19: Law Enforcement Organization and Administration Chapter 3

Herzberg

• Hygiene/Motivators Approach to Job Satisfaction– Review of job satisfaction found that there are hygiene

factors and motivators– Hygiene factors are general work rules and work

conditions– Motivators are those items that contribute to employee

growth, personal growth, recognition, personal achievement

– Motivators are important for employee growth

Page 20: Law Enforcement Organization and Administration Chapter 3

McGregor’s Theory X and Theory y

• Traditional v Humanist-Participatory• Role of management is same for both• View of People is different• Direction v Motivation• Theory centers around the need for control• These are ideal typologies• Most organizations have a bit of both types

Page 21: Law Enforcement Organization and Administration Chapter 3

Theory Z and Police Management

• Guarantee of lifetime employment• Career develops with different jobs

Page 22: Law Enforcement Organization and Administration Chapter 3

Blake and Mouton

• Managerial Grid– A classic theory that conceptualizes management

styles with concern for production– Concept is used for organizational training in

order to create teams and deal with problems.