1. CJ422 Human Resource Development for the Criminal Justice Professional Unit #1 Bill Forbes, MPA Welcome!!!

2. Independence, Missouri

3. 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!

4. 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)

5. 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

6. Office Hours My “office” is AOL Instant Messenger –www.aim.comwww.aim.com No; can’t use Yahoo or other messengers; Kaplan policy AIM Name = ForbesTeaching E-mail = wforbes@kaplan.eduwforbes@kaplan.edu

7. Email No response within 24 hours –Send again Send emails from your Kaplan email address –Others hit Spam filters

8. 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

9. 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

10. 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”

11. Discussions Perfect discussion answer: –100 words in length (short paragraph) –Grammatically correct –Relates to your readings

12. 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)

13. Late Penalties 5% Day Not accepted if three weeks overdue

14. 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

15. Unit #1 Assignments Introduce Yourself Discussion –Police management Quiz –Ten questions; true or false Seminar

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

17. 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

18. 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

19. 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

20. Question What are some characteristics of a good manager, in your view?

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

22. Personal Characteristics Consistent self-confidence Consistent positive attitude

23. 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.

25. 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”

26. 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

27. Question What is the difference between leadership and management?

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

29. 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.

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

31. 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.

32. 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

33. Question What are some common errors made by leaders?

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

35. 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.

36. 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.

37. 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.

38. 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.

39. Unit #2 Reading –Chapter 2: The Organization and Structure of American Policing - pp. 44- 62 Discussion –Community Policing Seminar Quiz

40. 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

41. Questions? wforbes@kaplan.edu AIM: ForbesTeaching