Section III Managers and the Skills of Others

1. Section IIIManagers and the Skills of Others Chapter 8 Promoting Growth and Development

2. 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. 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. 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. 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. 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. Self-Disclosure and Feedback • Johari Window • Open Self • Hidden Self • Blind Self • Subconscious or Undiscovered Self

8. 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. Goals and Values • Touchstone values • What people say is important to them • Daily values • How people actually spend their time and energy

10. 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. Stages of Growth • Dependent • Independent • Interdependent

12. 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. Developing a Positive Image • Professional appearance • Competence • Courtesy

14. 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. 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. 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 • Prohibited by law or rule • Involves misuse of position • Involves a reward or personal gain for the officer

17. Promoting Ethical Behavior and Integrity • Promoting a culture of pride • Defining off-duty police misconduct • Setting a clear policy on lying

18. 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