Chapter 1
Question 1: Authority, responsibility and delegation are basic engines that drive every organization. Authority is the possibility of law enforcement, command and exact obedience. It gives the legal right to accomplish things through others by demonstrating influencing behavior. There are two types of authority: formal authority stems from credentials or ranks and informal authority which comes from friendships or compering to others. Responsibility means the capability of an individual to be accountable or liable. In this way, the managers have the authority to command and the subordinates are responsible to fulfill these commands. Thus looks like the structure based on authority and responsibility and it is typical for paramilitary organizations as the police management. Delegation means authority transfer from the manager to one of the subordinates who will do the job in the same way or even better than the manager will do it. It means trust and its goal is to free time for the manager to fulfill other tasks.
Question 2: The four basic management skills that the good manager must possess are: technical skills (all procedures that are necessary as interrogating, investigating, gathering evidence, arresting, etc. for the police officer to be successful); administrative skills (that means to organize and direct the work of others, to delegate authority where necessary, to construct and write proposals, developing work plans, budgets, designing and establishing procedures and policies etc.); conceptual skills (means the ability to solve problems, to think and have vision of the future, analyze great amounts of data, make decisions, etc.) and people skills (to motivate and inspire others, to work successfully with other “managers up the chain of command.” (Hess, K., and Orthmann, Ch., n. p.)
Question 3: Douglas McGregor, (1906 – 1964) was a professor in management and the author of the book The Human Side of Enterprise (1960) in which he described an interesting approach to the organized environments, where the motivation of the employees includes authority, control and directions in the first, traditional one of them and in the second one, the motivation of the employees is self-control and integration. He called them Theory X and Theory Y. (McGregor, D., n. p.)
Four System Approach, Rensis Likert. The first system is like the McGregor’s traditional one which actually exploits people and uses coercion and a couple of economic rewards. The second system is similar to the first one but without coercion. The third system appears to be more liberal and differs from the first two with using the initiative of the employees and giving them more responsibility. The fourth system is quite opposite to the first one where the management decisions are taken after the employees have added their feedback and comprises team management that is very popular nowadays.
Individuals and the organization are interdependent. People perform the jobs provided by the organization. The development of individuals makes them independent and active. The organization and the employees need to develop parallel to each other and benefit from each other.
Managerial/Leadership Grid Theory developed by Dr. Robert R. Blake and Dr. Jane S. Mouton. This theory describes five styles of management as “falling on a grid” where the vertical axis shows “concern for people” (direction low – high) and the horizontal axes shows the “concern for results”. (Hess, K., Orthmann, Ch., p. 9)
Question 4: Deming’s and Drucker’s approach theory to management of policing represents the influence of business over the policing management. The management specialist and consultant Peter Drucker stated that the productivity was a result from self-directed and self-starting workers who had accepted responsibility. With this statement he became famous during the 1940s. He advocated the transition from traditional lines for production to more flexible methods. He used to say that: ““Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.” (Ibid, p. 11)
W. Edwards Deming was an expert in management who was busy to assist Japanese Businesses during their recovering after the end of World War II. He was the pioneer in |Total Quality management (TQM) The American corporations, seeking to be more compatible with the foreign manufacturers, took his ideas during 1980s and implemented his quality control methods of controlling product defects, analyzing the causes for their appearance, correcting and eliminating the causes and finally recording the effects of the corrections. His was zero defects.
Question 5: It is very well said that “managers focus on tasks, whereas leaders focus on people. Manage things; lead people.” (Ibid, p. 13) Management is determined as the administration of things, writing plans, well organized documentation, the objectives are well documented, the descriptions of the jobs are in details and precise, always an evaluation of performance is available. Activities which are essential to law enforcement units. Those people who occupy the positions of authority should combine both skills of good management and leadership in order to be extremely effective. On the contrary, leadership without management skills could be real disaster.
Question 6: The good leader has to be: “a motivator, coach, disciplinarian, mentor, encourager, restrainer, teacher, evaluator, team builder and role model. Successful leaders have the wisdom to assess the situation and determine the correct role or combination of roles needed for the movement.” (Ibid, p. 14) To all these we have to add that the successful leader has to be sincere, self-confident, a person one can trust and rely on him, with positive attitude and keep commitments.
Question 7: The six research theories that are related to leadership are:
The study of the Michigan State University;
The study of Ohio State University;
The Managerial Grid viewed from a Leadership Perspective;
Situational Leadership;
Transformational Leadership;
Trait theorists.
Question 8: a. Autocratic leadership – making decisions without employees’ input;
b. Consultative, Democratic or Participative Leadership – the management accepts the employees’ input and ideas;
c. Laissez-Faire Leadership - The concept is to let everything run itself without having any direction from the leader.
Question 9:
Leadership development
Institutional education and training
Operational assignment
Self-development
Duty
Honor
Community
Expectations and standards
Question 10: The errors that leaders make in common management comprise:
Preoccupation (making a decision when the leader is preoccupied, gives the impression that the decision does not get the necessary consideration); indecisiveness (the reasons may be preoccupation or hesitation to make decision); defending decisions made without full information (the leader does not have the full information that is necessary for the correct decision); and ignoring danger signs (when the leaders preoccupied in the daily task and forget to look at the big picture and notice the danger signs or if noticed they are ignored by the leader).
Works cited:
Hess, K., & Orthmann, C., Management, Supervision and Leadership, Chapter 1, Delmar
Cengage Learning, 2007, ISBN-13: 978-1-4390-5644-8, Print
McGregor, D., The Human Side of Enterprise, The Penguin business library, New York,
McGraw Hill, 1960, ISBN 9780140091243, Print
