1. Section I Management, Supervision and Leadership: An Overview
Chapter 1
Management, Supervision and Leadership

2. Managers and 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. Authority, Responsibility and Delegation
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

4. 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

5. Successful Managers Have
Clear goals
A commitment to excellence
Feedback
Support

6. Personal Characteristics
Consistent self-confidence
Consistent positive attitude

7. 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.

8. 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”

9. 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

10. Leading versus Managing
Managers focus on tasks.
Leaders focus on people.
Manage things; lead people.

11. Leadership
Working with and through individual groups to accomplish organizational goals
Generating an emotional connection between the leader and the led

12. 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.

13. Theories Related to Leadership
Trait Theorists
Michigan State and Ohio State Universities Studies
Managerial Grid from a Leadership Perspective
Situational Leadership
Transformational Leadership

14. Leadership Styles Autocratic Consultative, Democratic or Participative
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.

15. 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

16. Common Leadership Errors
Preoccupation
Indecisiveness
Defending decisions without full information
Ignoring danger signs

17. 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.

18. 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.

19. 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.

20. 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.