Law Enforcement Organization and Administration

1. Law Enforcement Organization and Administration Chapter 3

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

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

4. Competencies Needed For The Exercise of Leadership • Authority • Talent • Experience • Ethics • Training and Education

5. Authority Charismatic Authority is an example of leadership being exercised by the person and not by an office. Legitimate Authority has three major bases 1. Rational grounds 2. Traditional grounds 3. Charismatic grounds

6. Talent • Intelligence and grasp of political issues and communications skills.

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

8. Ethics • Doing the right thing every day

9. 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

10. 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

11. 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.

12. 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

13. 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.

14. 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

15. 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.

16. 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.

17. 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

18. 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

19. 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

20. 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

21. Theory Z and Police Management • Guarantee of lifetime employment • Career develops with different jobs

22. 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.