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Chapter 2 Notes

by: Amber Sharpnack

Chapter 2 Notes CCJ 4450

Amber Sharpnack
GPA 3.5

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About this Document

Here is chapter 2 terms and lists condensed into two pages.
Leadership and Management in Criminal Justice
Dr. Shawn Keller
Class Notes
leadership and management, Criminal Justice
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This 2 page Class Notes was uploaded by Amber Sharpnack on Monday September 5, 2016. The Class Notes belongs to CCJ 4450 at Florida Gulf Coast University taught by Dr. Shawn Keller in Fall 2016. Since its upload, it has received 15 views. For similar materials see Leadership and Management in Criminal Justice in Criminal Justice at Florida Gulf Coast University.

Similar to CCJ 4450 at FGCU

Popular in Criminal Justice


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Date Created: 09/05/16
Chapter 2 Dynamics of Management: Managers & Organizational Behavior Direction and oversight of employees are accomplished through: 1. Development of a departmental mission, vision, goals, and operational objectives. 2. Creation of strategic, operational, procedural, tactical, and budgetary plans. 3. Creation of an organizational structure focused on fulfillment of mission and performance objectives. 4. Employment of a leadership direction and style that will achieve willing compliance and support from employees and the community. 5. Controlling and assessing departmental activities through measurement, evaluation, and redirection. 6. Ensuring that all members of the department are competence and adhere to the highest standards of integrity and ethics. Management: a continuing process hat includes all activities focusing on the identification, improvement, and attainment of objectives by the application of organizational resources. - Also the behavioral relationship between managers and their employees. Primary functions of manager activities to fulfill the responsibilities of their positions: 1. Planning: the careful development of activities to achieve desired goals or control projected conditions. 2. Organizing: involves the structuring of an organization and deployment of resources designed to achieve the organization’s goals and objectives. 3. Leading: the ability to influence others to perform their duties willingly; an essential function for achievement. 4. Controlling: establishing goals/objectives, fixing accountability, creating policy/procedures, setting performance standards, comparing behavior with objectives/procedures/standards, and taking corrective action where needed. a. Identifying goals and objectives. b. Establishing accountability for accomplishments. c. Developing and maintaining performance standards. d. Monitoring performance. e. Evaluating personnel. f. Rewarding when appropriate. g. Disciplining when necessary. Managerial performance modifiers: 1. Changing environmental demands. 2. Managerial knowledge and competence. 3. Organizational level. 4. Nature and type of activity. 5. Knowledge, competence, and commitment of employees. Managerial levels: 1. Executive/strategic level: commissioner, director, chief. 2. Middle management/administrative level: captains, lieutenants, civilian mangers. 3. Supervisory/technical level: (operational) sergeants. Line Managers: have the authority to give orders to achieve organizational goals. Staff Managers: assist and advise line managers in accomplish these goals. Manager expectations from organizations: 1. Manage day-to-day operations. 2. Work for the attainment of organizational objectives. 3. Maintain a well-trained, motivational unit. 4. Use authority responsibly. 5. Adhere to and administer the department’s policies and procedures. 6. Keep superiors, employees, and peers informed. 7. Identify and prevent problems as well as solve them. 8. Be creative and flexible. 9. Provide leadership and use initiative. 10.Be accountable. Manager expectations from employees: 1. Let them know what is expected of them. 2. Give them timely and accurate feedback about their performance. 3. Recognize and reward good performance. 4. Listen to them. 5. Provide them with the opportunity to grow and develop in their positions. 6. Treat them equitably and fairly. 7. Use authority appropriately. 8. Provide support, resources, knowledge, and understanding. Double-Loop Learning Organization: questioning basic operating assumptions, entertaining different approaches, and experimenting with different arrangements. Organizational Behavior: the systematic study of the behavior and attitudes of individuals and groups. Types of behaviors police managers should follow: 1. Individual: highly significant impact on the effectiveness of an organization. 2. Interpersonal: when two people interact can be of considerable concern to managers. 3. Group: powerful forces working for the attainment of goals and assisting in the adaptation to change; exert influence over the attitudes and behavior of each officer. 4. Organizational: brings together like functions and provides for formal internal communication. Dimensions determining the situational control of a job: 1. Relationship between the leader and followers. 2. Nature of the task structure. 3. Amount of position power.


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