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 = wforbes@kaplan.edu

Email

• 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

Questions?

• wforbes@kaplan.edu

• AIM: ForbesTeaching