1. BSBWOR402A Promote team effectiveness COLLEGE FOR LAW AND JUSTICE ADMINISTRATION PTY LTD

2. College for Law and Justice Administration v1 2 UNIT DESCRIPTION This unit describes the performance outcomes, skills and knowledge required to promote teamwork. It involves developing team plans to meet expected outcomes, leading the work team, and proactively working with the management of the organisation.

3. College for Law and Justice Administration v1 3 Unit guide Four topics Two assessment tasks

4. College for Law and Justice Administration v1 4 Textbook Dwyer, J, 2009, Business communication handbook, 8 th Ed, Pearson Australia, NSW

5. College for Law and Justice Administration v1 5 ASSESSMENT TASKS Assessment Task 1: Team Effectiveness Workbook Assessment Task 2: Theory quiz

6. College for Law and Justice Administration v1 6 TOPIC ONE OVERVIEW Topic One: Forming a team  There is no doubt that at some stage in life, every individual has been part of a team. Whether it be a formal or informal team, successful or unsuccessful, we have all experienced the joys and frustrations of working together.

7. College for Law and Justice Administration v1 7 Topic one What is a team? Purpose of a team When to form a team Clarifying a team purpose Advantages and disadvantages of teams Stages of a team

8. College for Law and Justice Administration v1 8 Topic one – NSW Police Examples of a NSW Police teams?  General duties  Dog squad  Mental Health Intervention Team  Forensic Services Group Forensic Ballistics Investigation, Incident Reconstruction, Video Operations, Engineering Investigation and the Major Crime Specialist Recovery Section Activity – discuss how many specialist areas are in the NSW Police Force. List them!

9. College for Law and Justice Administration v1 9 Topic one – NSW Police What is the purpose of a team?  Not all situations require the work of a team - discuss. Activity – discuss the purpose of at least five NSW Police teams and their purpose.  What role do people play in each team?  How many people in each team?  What is the rank structure?

10. College for Law and Justice Administration v1 10 Topic one – NSW Police When to form a team?  Today's Commuter Crime Unit Police, Local Area Commands and other specialist police work closely with RailCorp Transit Officers and other partner agencies to target crime and encourage responsible behaviour on the transport network. Rail: Trains, Rail stations, Bus and Rail interchanges, Rail lines and sidings, Mono/ light rail. Bus: Interchanges, bus stops, bus patrols and routes. Ferry: Wharves, ferry patrols. Taxi: Taxi ranks, pick up points, taxi inspections. Activity – discuss examples when teams are formed at station level – what criminal activity may prompt this?

11. College for Law and Justice Administration v1 11 TOPIC TWO OVERVIEW Topic Two: Working together  The whole concept of a team is for people to work together. As we all know, not everyone gets along with everyone so there is no doubt that at some stage a conflict will arise. The frequency, intensity, and resolution of these conflicts will depend on how big the team is, how well the people know each other, and how committed they are to achieving the team’s goals.

12. College for Law and Justice Administration v1 12 Topic two Developing cohesion Building a culture Morale  What is morale?  Indicators of morale Factors affecting morale  Material Factors  Group factors  Job factors

13. College for Law and Justice Administration v1 13 Topic two Leadership factors Morale in the Australian police Communication  Communication barriers and breakdowns  Active listening  Ask for feedback  Decoding non-verbal communication Making decisions

14. College for Law and Justice Administration v1 14 NSW Organisational Chart Developing cohesion The structure of the New South Wales Police Force Senior "Executive" Service is determined by the Minister for Police.Executive

15. College for Law and Justice Administration v1 15 NSW Police Commands Developing cohesion Aviation support Branch (Air wing) Counter Terrorism and Special Tactics Firearms Registry Forensic Services Group Marine Area Command Operational Communications and Information Command Professional Standards Public Affairs Branch Records and Information Process Services Recruitment and Education Regions / Local Area Commands State Crime Command Traffic Services

16. College for Law and Justice Administration v1 16 Developing cohesion

17. College for Law and Justice Administration v1 17 Building a Culture Why is this at the academy?

18. College for Law and Justice Administration v1 18 Building a culture Why are these at the academy?

19. College for Law and Justice Administration v1 19 Building a culture How do these questions relate to the NSW Police?

20. College for Law and Justice Administration v1 20 Specialist Operations Specialist Operations Command has staff (both police and administrative) deployed throughout New South Wales who provide the specialist expertise necessary to complement a comprehensive and professional local police service. The Commands that make up Specialist Operations are: Counter Terrorism & Special Tactics Forensic Services Group Operational Communications & Information Command Professional Standards Command Special Services Group State Crime Command Business & Technology Services Police Prosecutions

21. College for Law and Justice Administration v1 21 Morale  What is morale?  Indicators of morale Factors affecting morale  Material Factors  Group factors  Job factors Tasmania's Acting Police Commissioner says an inquiry into code of conduct complaints made against him has not damaged morale within the police force.

22. College for Law and Justice Administration v1 22 Morale Factors affecting morale Discuss these statements as a group – do you think they are true? Police recruits report very high levels of commitment  these levels decrease rapidly as soon as they are exposed to “real policing”, and continue to decrease with experience in the police organisation. Commitment reported by experienced police officers in Australia (with up to 20 years’ experience) are low when compared with police officers in New Zealand Commitment levels of non-sworn police staff with university degrees are low, and remain low independent of their length of service. The commitment levels of non-sworn police staff who do not have degrees follow a similar trend to that of the police officers. For the recruits, the decrease in commitment resulted from exposure to police work (particularly where their interaction with the community was not as positive as they had expected) and the organisational commitment “norm” they found in their more experienced co-workers.

23. College for Law and Justice Administration v1 23 Morale Factors affecting morale Discuss: Is this the same for NSW Police? All police employees were more committed to the organisation if they felt 1. they had an investment in the organisation that would be lost if they left (e.g. status, superannuation, friendships with co-workers) 2. they were valued and supported by the organisation. 3. The most common examples of lack of support were lack of advocacy from senior management against unsubstantiated allegations in the media, lack of communication (especially about career development and promotion) and lack of recognition of performance and experience. Source: SA Police Journal

24. College for Law and Justice Administration v1 24 TOPIC THREE OVERVIEW Topic Three: Individual responsibilities  Despite the formation of a team which shares a common goal, the individuals in the team must be assigned tasks and duties in which they will be held accountable. These individual contributions all add up to the final product and they all have their own purpose. It is therefore vital for the success of the overall team that individuals fulfil their job requirements.

25. College for Law and Justice Administration v1 25 Topic three Assigning roles Meaningful roles Assisting each other Providing feedback Taking responsibility for your work

26. College for Law and Justice Administration v1 26 NSW Police job requirements Required to work “rotating shifts” or “shift work Work overtime hours prior to, or, following their shifts Physically and mentally demanding, all weather conditions, 24 hours a day Can involve officers placing themselves in situations of personal risk. May place strain on personal relationships, marriages and families

27. College for Law and Justice Administration v1 27 NSW Police job requirements It is recommended for Police Officers to maintain healthy and well balanced lifestyles. Experience fluctuating levels of excitement Police work can be extremely exciting and challenging one minute and somewhat routine the next. Officers could expect fluctuating and significant changes to their adrenalin levels. You may be required to attend incidents such as:- domestic violence, motor vehicle accidents, anti-social behaviour, robberies, thefts, assaults, deaths (suspicious or non-suspicious), rescues, emergencies and a large variety of other policing duties for which you will need to re-adjust your focus, energy and emotions. You will have heaps of paperwork and use computers You will be expected to give evidence in court You will be expected to use force when necessary and carry a firearm WHAT ELSE IS EXPECTED?

28. College for Law and Justice Administration v1 28 Assigning roles How does the rank structure work?

29. Scenario – S.A.R.A Scan, Analyse, Respond, Assessment You are at a public fireworks display at south bank, where you see a group generally been a nuisance, swearing and throwing bottles. As a member of the public how would you expect the police to handle the situation?

30. Conflict – assisting each other Provide two examples when have you been in a conflict situation where you had to use communication skills? How did you go about resolving this conflict? List the communication skills you used (open hands, eye contact etc) – discuss how police communicate in these situations below?

31. College for Law and Justice Administration v1 31 TOPIC FOUR OVERVIEW Topic Four: Working with management  In most situations where a formal team is established, there will be some authority figure who oversees the entire operation. A good manager will only tell a team what needs to be done, but it will be up to the team to decide how it will be done. Although most of the decision making and problem solving is left to the team, the manager is still required for any issues which cannot be resolved.

32. College for Law and Justice Administration v1 32 Topic four Role of the manager Functions of the manager Methods of communication Communicating with the manager Teacher to explain how if works in different areas throughout NSW Police

33. College for Law and Justice Administration v1 33 How many managers? What positions are available? Currently, the NSW Police Force employment opportunities in each rank are: 1,500 Probationary Constables 10,000 Snr Const and Const 2,500 Snr Sgt and Sgt 500 Senior Officers (Includes Chief Superintendent, Superintendent, Chief Inspector and Inspector ranks) 14 Assistant Commissioners 4 Executive Officers (Commissioner, Senior Deputy Commissioner and 2 Deputy Commissioners)

34. Supervisor What would you do if a supervisor asks you to do something that you did not agree with?

35. End of workshop All units have now been delivered for the Certificate IV in Justice Administration It is now time to put head down and bum up to complete the course and apply to the NSW Police. Any questions contact Allen or Kate Little quote to finish off: ‘The harder I work the more luck I seem to have’ College for Law and Justice Administration v1 35

36. Thank you for studying with us College for Law and Justice Administration v1 36 FITNESS TIME!