1. © 2012 Delmar, Cengage Learning Section I Management, Supervision and Leadership: An Overview Chapter 1 Management, Supervision and Leadership

2. © 2012 Delmar, Cengage Learning 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

3. © 2012 Delmar, Cengage Learning Law Enforcement Management A process of deciding goals and objectives Adopting a work plan to accomplish them Obtaining and wisely using resources, and Making decisions that result in high level of performance and productivity

4. © 2012 Delmar, Cengage Learning Authority, Responsibility and Delegation Key elements in every organization: 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, NOT “passing the buck”

5. © 2012 Delmar, Cengage Learning Authority, Responsibility and Delegation Seagull Management  Hear something is wrong…  Fly in…  Make a lot of noise…  Crap on everything, and…  Fly Away!  Coercion is their style

6. © 2012 Delmar, Cengage Learning 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

7. © 2012 Delmar, Cengage Learning Successful Managers Have Clear goals – know where they are going A commitment to excellence – never settles for mediocrity Feedback – from subordinates, citizens, politicians, etc. Support - from subordinates, citizens, politicians, etc.

8. © 2012 Delmar, Cengage Learning Personal Characteristics Consistent self-confidence  No self doubt  Willing to take risks  Wallenda Effect – 1968 Karl Wallenda Consistent positive attitude  Attitude vs. Aptitude  “Whether you think you can, or think you can’t, you’re right.” Henry Ford  “It can be done! Perpetual optimism is a force multiplier.” General Colin Powell

9. © 2012 Delmar, Cengage Learning Management Styles Managers have varied personalities and 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.

10. © 2012 Delmar, Cengage Learning Theory X/Theory Y – McGregor, Douglas Theory X ('authoritarian management' style) The average person dislikes work and will avoid it he/she can. Most people must be forced / threatened to work towards organizational objectives. Average person prefers to be directed; avoids responsibility; is relatively unambitious, and wants security above all else. Theory Y ('participative management' style) Effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. Imagination, ingenuity and creativity in solving organizational problems is widely used. In industry the intellectual potential of the average person is only partly utilized.

11. © 2012 Delmar, Cengage Learning Four-System Approach – Rensis Likert Exploitive authoritative system (I) Employees/subordinates abide by the decisions made by managers and others with a higher status in the organization. Subordinates do not participate in the decision making. Organization's sole concern is completion of work. Fear and threats may be used to insure completion. No teamwork. Benevolent authoritative system (II) Decisions are made at the top of the organization. Motivation is through rewards rather than fear and threats. Information may flow from subordinates to managers, but it is restricted to “what management want to hear”. Consultative system (III) Subordinates are motivated by rewards and a degree of involvement in the decision-making process. Management will constructively use subordinates' ideas and opinions. However, involvement is incomplete, and major decisions are still made by senior management Participative (group) system (IV) Management have complete confidence in their subordinates/employees. Communication is free, and subordinates are fully involved in decision making. Employees throughout the organization feel responsible for achieving the organization's objectives. This responsibility is motivational, especially as subordinates are offered economic rewards for achieving organizational goals, which they have participated in setting. System IV is considered to be the most productive and ideal in work settings. When combined with good management and achievable goals, this system has been shown to result in more loyalty, better production, higher motivation, and more profit than the other systems..

12. © 2012 Delmar, Cengage Learning Mature Employee Theory – Chris Argyris Org’s and individuals exist for a purpose Both are interdependent:  Org’s provide jobs; people perform them  Individuals and org’s must grow and mature together

13. © 2012 Delmar, Cengage Learning Managerial/Leadership Grid Theory Dr. Robert Blake / Dr. Jane Mouton

14. © 2012 Delmar, Cengage Learning Management Styles No one style is necessarily better than another to reach your agencies mission. The selected style must match individual personalities and situations.

15. © 2012 Delmar, Cengage Learning 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)  W. Edwards Deming’s Theory  Analyzing causes of product defects and correcting them  Recording the effects of corrections on subsequent product quality  “Zero defects”

16. © 2012 Delmar, Cengage Learning W. Edwards Deming’s principles that apply to Law Enforcement Agencies 1.Create constancy of purpose toward improvement of a product or service 2.Adopt the new philosophy. 3.Improve constantly. 4.Institute modern methods of training on the job. 5.Institute modern methods of supervision. 6.Drive out fear, so that everyone may work effectively for the company. 7.Break down barriers between departments. 8.Eliminate work standards that prescribe numerical quotas. 9.Remove barriers that stand between the hourly worker and his right of pride of workmanship. 10.Institute a vigorous program of education and retraining.

17. © 2012 Delmar, Cengage Learning Avoiding Micromanaging Definition  Over-supervising, 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

18. © 2012 Delmar, Cengage Learning Leadership Working with and through individual groups to accomplish organizational goals Generating an emotional connection between the leader and the led http://youtu.be/rmurxfN-o9k

19. © 2012 Delmar, Cengage Learning Managers vs. Leaders ManagerLeader AdministersInnovates Is a copyIs an original Maintains strategies/peopleDevelops new strategies/people Focuses on systems and structureFocuses on people Relies on controlInspires trust Has a short-range viewHas a long-range perspective Asks how and whenAsks what and why Have their eyes on the bottom lineHave their eyes on the horizon ImitatesOriginates Accepts the status quoChallenges it The manager does things rightThe leader does the right thing

20. © 2012 Delmar, Cengage Learning 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 20

21. © 2012 Delmar, Cengage Learning Theories Related to Leadership Trait Theorists Michigan State and Ohio State Universities Studies Situational Leadership Transformational Leadership

22. © 2012 Delmar, Cengage Learning Trait Theorists (1930 – 1950’s) Assume that people inherit certain qualities and traits that make them better suited to leadership. Often identify particular physical, personality or behavioral characteristics shared by leaders. Problem with Trait Theory… If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders?

23. © 2012 Delmar, Cengage Learning Michigan and Ohio State Universities Studies (late 40’s – 50’s) Leader Behavior Approach Leadership research shifted away from leader traits to leader behaviors. task-oriented behavior, involves planning, organizing, and coordinating the work of subordinates. Consideration involves showing concern for subordinates, being supportive, recognizing subordinates' accomplishments, and providing for subordinates' welfare. Employee orientation vs. Production orientation.

24. © 2012 Delmar, Cengage Learning Situational Leadership Hersey and Blanchard (1977)  Viewed leadership as an interplay of Amount of direction required, plus Amount of relationship behavior provided, AND… Readiness level of the individual/group.

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26. © 2012 Delmar, Cengage Learning Transformational Leadership States that employee’s are org’s most valuable asset Focuses on empowerment (requires training, resources and authority) A transformational leader:  Sets high standards and act as role models  Gains subordinates trust, respect and confidence  Has vision for the future  Questions the status quo, continuously innovative  Energizes their people to achieve full potential

27. © 2012 Delmar, Cengage Learning Leadership Styles http://youtu.be/cYA7eMoxUBAhttp://youtu.be/cYA7eMoxUBA 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.

28. © 2012 Delmar, Cengage Learning Authoritarian StyleParticipatory Style Response to incidentsProblem solving Individual effort and competitivenessTeamwork Professional expertiseAsk customers what they want Goes by the “book”, emotional decisionsUses date based decision making Tell subordinatesAsk and listen to employees Order giverCoach and teacher Maintain status quoCreates, innovates, experiments Control and watch employeesTrust employees Relies on technology rather than peopleRelies on skilled employees When things go bad, blames employeesErrors = failed systems, improve them Organization is closed to outsidersOrganization is open 28

29. © 2012 Delmar, Cengage Learning 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

30. © 2012 Delmar, Cengage Learning Common Leadership Errors Preoccupation Indecisiveness Defending decisions without full information Ignoring danger signs

31. © 2012 Delmar, Cengage Learning 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.

32. © 2012 Delmar, Cengage Learning 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.

33. © 2012 Delmar, Cengage Learning 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.

34. © 2012 Delmar, Cengage Learning 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.

35. © 2012 Delmar, Cengage Learning Classroom Discussion Challenge One After five years as an officer, you were recently promoted to the rank of patrol sergeant by the new chief of the Greenfield Police Department. The chief tells you he is expanding the authority and responsibility of sergeants and is looking for strong leadership at the supervisor level. Many of the officers you are now supervising, including your old partner, have considerably more experience than you. Your old partner is a 20-year veteran and trained you as a rookie. You consider him a mentor and a good friend. You confided in each other when you had problems. You were a popular officer and often attended social gatherings after your shift. You’ve declined several invitations since your promotion. Some officers are greeting you less cordially, and you hear talk that your promotion has changed you. Others openly wonder why your old partner was passed by for the promotion. Your old partner seems less friendly and sometimes questions your decisions at roll call. He often brings up things you did in the past and openly criticizes management.

36. © 2012 Delmar, Cengage Learning Challenge One Questions 1.The transition from officer to supervisor is difficult and sometimes isolating. Discuss some issues that complicate the transition. 2.What should you do as a new sergeant to prove to your officers that you haven’t changed? Should you use your new authority to demand compliance and establish your position of authority over your old peers? 3.What is the best style of leadership for a new sergeant? 4.Do different situations require different leadership approaches?

37. © 2012 Delmar, Cengage Learning Some Answers… 1. The transition from officer to supervisor is difficult and sometimes isolating. Discuss some issues that complicate the transition. Transferring from a position of subordinate to one of authority brings great challenges for the individual. With the promotion comes greater responsibility. Many supervisors do still socialize with subordinates; however, the type of socialization and duration are limited. As a supervisor you are responsible for many new things that you were not responsible for as a patrol officer, and you are in a different group. However, the biggest thing to remember is where you came from. Do not ever become “above” others.

38. © 2012 Delmar, Cengage Learning Some Answers… 2. What should you do as a new sergeant to prove to your officers that you haven’t changed? Should you use your new authority to demand compliance and establish your position of authority over your old peers? Just as with dealing with members of the public, you must establish rapport with your officers. You have changed because you are now responsible for their actions. A shift meeting away from work may be required to have a sit down with your team and discuss your new responsibilities and what you expect from your team.

39. © 2012 Delmar, Cengage Learning Some Answers… 3. What is the best style of leadership for a new sergeant? The best style is learning from others. Chose leadership styles you have observed from other sergeants and then combine them as your own. As a new leader you cannot come in and make changes immediately; you need to observe from the outside then consult with other seasoned leaders on the best approach for change. Remember, we as humans are creatures of habit and do not openly accept change.

40. © 2012 Delmar, Cengage Learning Some Answers… 4. Do different situations require different leadership approaches? Yes, each situation, even though similar to other situations, is unique because of the individual(s). You cannot approach each situation the same because each situation may have very similar circumstances but the individuals are different. Always remember to remain constant yet be flexible.