1. © 2012 Delmar, Cengage Learning Section III Managers and the Skills of Others Chapter 8 Promoting Growth and Development

2. © 2012 Delmar, Cengage Learning Job Descriptions Detailed, formally stated summary of duties and responsibilities for a position Usually contain the position title, supervisor, education and experience required, salary, duties, responsibilities and job details Are not limiting or restrictive Provide the basis for getting work done and setting expectations and standards for evaluation

3. © 2012 Delmar, Cengage Learning The Workplace Culture The sum of beliefs and values shared by those within the organization Formally and informally communicate expectations Form a “collective conscience” by which people in the group judge each other

4. © 2012 Delmar, Cengage Learning Police Culture Derived from values, history and how an organization’s members interact Norms = attitudes and beliefs held by members of a group –Fierce loyalty to one another –Code of silence

5. © 2012 Delmar, Cengage Learning Managers Can Shape the Workplace Culture by Identifying existing norms Evaluating the norms—do they work for or against the department’s mission? Encouraging positive norms and trying to eliminate negative ones through modeling and training

6. © 2012 Delmar, Cengage Learning Developing Positive Interpersonal Relationships The mission is not just getting the job done, but having a workforce that wants to get the job done right. Interaction has a beginning, a life span and an end. Leadership is both an honor and a privilege.

7. © 2012 Delmar, Cengage Learning Self-Disclosure and Feedback Johari Window –Open Self –Hidden Self –Blind Self –Subconscious or Undiscovered Self

8. © 2012 Delmar, Cengage Learning Goal Setting Goals are necessary first step for growth and development. A personal goal states what, when and how much. Goals should be –Stated positively –Realistic and attainable –Personally important

9. © 2012 Delmar, Cengage Learning Goals and Values Touchstone values –What people say is important to them Daily values –How people actually spend their time and energy

10. © 2012 Delmar, Cengage Learning Balanced Performer Managers and Empowerment Managers who do everything themselves are not effective managers. Managers who contribute their efforts to accomplishing departmental goals while also developing their subordinates –Are superior balanced performer managers –Empower others –Have subordinates who grow to their fullest potential

11. © 2012 Delmar, Cengage Learning Stages of Growth Dependent Independent Interdependent

12. © 2012 Delmar, Cengage Learning Developing Positive Attitudes Effective managers are upbeat. They see opportunities in setbacks. They are supportive when mistakes happen. They encourage these attitudes in subordinates.

13. © 2012 Delmar, Cengage Learning Developing a Positive Image Professional appearance Competence Courtesy

14. © 2012 Delmar, Cengage Learning Developing Cultural Awareness and Sensitivity The diversity of the United States The dynamics of minority–majority relationships The dynamics of sexism and racism The issues of nationalism and separatism

15. © 2012 Delmar, Cengage Learning Developing a Sense of Ethics and Integrity Ethics –The rules or standards of fair, honest conduct –A primary focus in almost every profession –Knowing what is “moral” and “right” Integrity –Steadfast adherence to an ethical code

16. © 2012 Delmar, Cengage Learning Misconduct, Unethical Behavior and Corruption Misconduct –Involves a broad spectrum of behavior including mistreatment of offenders and evidence planting Unethical behavior –May include abusing sick time, tampering with evidence Corruption 1.Prohibited by law or rule 2.Involves misuse of position 3.Involves a reward or personal gain for the officer

17. © 2012 Delmar, Cengage Learning Promoting Ethical Behavior and Integrity Promoting a culture of pride Defining off-duty police misconduct Setting a clear policy on lying

18. © 2012 Delmar, Cengage Learning The Long-Range Importance of Developing Personnel Most future law enforcement managers will come from the lower levels of the organization. Succession planning: –Internal agency surveys –Encouraging and providing leadership training –Continuing education and training –Mentoring staff