MIDTERM

Roles of Managers within the Organization

1.Interpersonal Roles - revolve around the specifics of working
within a team and involve the behaviors associated with
human interaction.

Interpersonal Roles
• The Figurehead- is one of ceremonial and symbolic duties. The
manager in this role represents the organization to other
groups, both inside and outside of the company. They may
give speeches or presentations on behalf of the organization,
attend events or meetings, and generally act as a public face
for the company.
• The Leader- is all about motivating and guiding employees. The
manager in this role sets goals for their team and provides
support and direction to help them achieve these goals. They
may also give performance reviews, provide feedback, and
resolve conflicts.
• The Liaison- involves maintaining
communication between different groups
within the organization. The manager in
this role acts as a go-between for different
departments or teams. They may relay
messages, coordinate activities, and resolve
conflicts.
For example, a manager would be acting as a
liaison if they were communicating their
department's resource needs to company
headquarters.
2.Informational Roles - involves gathering and sharing
information.

Informational Roles
• The Monitor- involves collecting information from internal
and external sources. The manager in this role gathers
data and keeps track of trends, both within the
organization and in the wider industry.
• The Disseminator- is all about sharing information with
others. The manager in this role distributes information to
employees, other managers, and stakeholders. They may
also act as a conduit for communication between different
departments or teams.
• The Spokesperson - similar to the disseminator role,
but with a focus on external communication. The
manager in this role represents the organization to
the media, shareholders, and other external groups.
3. Decisional Roles-focused on making decisions.
Decisional Roles
Entrepreneur — involves all aspects associated with acting as an
initiator, designer, and also an encourager of innovation and change.
Disturbance handler — taking corrective action when the
organization faces unexpected difficulties which are important in
nature.
Resource Allocator — being responsible for the optimum
allocation of resources like time, equipment, funds, and also human
resources, etc.
Negotiator —includes representing the organization in negotiations
which affect the manager's scope of responsibility.
Managing Organizational Resources- is the ability to understand
and effectively manage organizational resources (e.g., people,
materials, assets, budgets). This is demonstrated through
measurement, planning and control of resources to maximize results.
Police management - includes the
administrative activities of coordinating,
controlling and directing police resources,
activities and personnel. Simply put, it's the
everyday act of running the police
department.
Principles of Efficient Management
1.Division of Work —is based on the theory that if workers are given a
specialized task to do, they will become skillful and more efficient in it
than if they had a broader range of tasks.
2.Authority and responsibility— the power or right to give orders, make
decisions, and enforce obedience and to be accountable to any
consequences. This to ensure that managerial commands are carried
out.
3.Discipline —is about obedience. It is often a part of the core values of a
mission statement and vision in the form of good conduct and
respectful interactions. This management principle is essential and is
seen as the oil to make the engine of an organization run smoothly.
4.Unity of command —means that each police officer is only accountable
to one superior officer at any one given time. Simply put, it means one
mission, one boss.
4.Unity of direction —Work should be organized in a way that means
employees are working in harmony toward a shared objective or goal
using a shared method or procedure.
5.Subordination of individual interests— The interests of the organization
as a whole should take precedence over the interests of any individual
employee or group of employees. This encourages a team spirit and
collective mentality of all for one and one for all.
7.Remuneration — In order to motivate and be fair to employees, they
should be paid a reasonable rate for the work they carry out. An
organization that underpays will struggle to attract quality workers
who are motivated.
8.Centralization — implies the concentration of decision making
authority at the top management (executive board). Sharing of
authorities for the decision-making process with lower levels (middle and
lower management), is referred to as decentralization
9.Scalar chain —This relates to the principle of a clear chain of
communication existing between employees and superiors.
10. Order — This relates to the proper use of resources and
their effective deployment in a structured fashion.
11. Equity —refers to kind and equal treatment among
employees.
12. Stability of tenure—minimization of employee turnover
and to have the right staff in the right place. It is seen as
desirable within an organization to have a low staff turnover
rate.
13. Initiative —refers to the creation of new ideas. This
encourages interest and involvement and creates added
value for the organization.
14. Esprit de corps — the common spirit existing in the
members of a group and inspiring enthusiasm, devotion,
and strong regard for the honor of the group. A feeling of
loyalty and pride that is shared by the members of a
group. It refers to the sense of unity, pride, and loyalty
among members of a team, organization, or community.
 Theories of Community Policing
1. Social structural theory- holds that community
cooperation in the form of informal social control can
result in successful community policing since
increased satisfaction with the police is indeed one of the
fundamental goals of community policing.
• Social control- generally refers to the capacity of a
particular group / community to regulate its members.
2.Modern management technology theory- the use of
latest technological advancements in the area of policing
and holds that modern management technology could be
made use of for police augmentation and making the system
more efficient. This theory highlights that Information and
Communication Technology (ICT), when aligned with an
organization’s mission and service strategies, can provide
immense benefits in the community policing era.
3.Democratic theory- involves the empowerment of a new level of
social organization to generate work for the police, namely, groups,
neighborhoods, communities, businesses, civic groups, and so forth.
The theory also maintains that the success of a democratic government
depends, in large measure, on the voluntary compliance of citizens
with society's laws and norms of conduct.
4. Zero tolerance theory- means that, by pursuing minor crime
vigorously, the authorities can create an environment in which crime of
more dangerous kinds cannot flourish. In this policing, laws are strictly
enforced and suspicious people are stopped and questioned, which
increases the opportunity to find fugitives. Has its philosophical origin in
the Broken Windows’.(Broken Windows Theory is a criminological
concept that suggests maintaining urban environments to prevent small
crimes (like vandalism and public disorder) helps to deter more serious
crimes.)
5.Public relations theory- s the practice of managing and disseminating
information from the police organization to the public in order to
affect public perception. It highlights on the importance of mutual
understandings and mutual responsiveness and support. The police
keep the public informed about matters from its sphere of activity.
6. Communitarian theory- maintains that the individuals are shaped by the
communities to which they belong and thus owe them a debt of respect
and consideration. And as such, they readily tend to cooperate with the law
enforcement agencies which assure them of peace and order in
their respective communities. It also maintains the idea that rights come
with responsibilities.
7. Organizational structure and culture theory- this theory maintains
that for community policing to become a central feature of law
enforcement, the institutional framework and organizational
apparatus of police organizations must be altered if they are to
accommodate the sweeping changes implied by community policing
proponents. It involves the changing both the culture and the organization
to make it conducive to community policing strategies.
8. Broken Windows theory- states that visible signs of crime, anti-social
behavior and civil disorder create an urban environment that
encourages further crime and disorder, including serious crimes.
Basics of Decision-making

Decision-making- involves the selection of a

course of action from among two or more
possible alternatives in order to arrive at a
solution for a given problem.
Steps
1.Defining the problem
2.Gathering information and collecting data
3.Developing and weighing the options
4.Choosing best possible option
5.Plan and execute
6.Take follow up action
Problem Solving vs Decision Making
Problem solving- is an analytical process used
to identify the possible solutions to the situation
at hand. It is a complex process, and judgement
calls or decisions will have to be made on the
way. It is a process.

Decision making- is a choice made by using

one's judgment. It is a part of problem solving. It
is an action based on insights derived during
the problem-solving process.
Individual Decision Making Techniques

1.Directive- uses quick, decisive thinking to come to a solution. This is

characterized by low tolerance for unclear or ambiguous ideas. It is focused
on the task and will use own knowledge and judgment to come to a
conclusion with selective input from other individuals.
2. Analytical- this carefully analyze data to come up with a solution. It
invests on time to compile data and evidence before they come to a
conclusion. It looks at all the details and formed what believe is the best
possible solution.
3.Conceptual- big picture type of thinking which is willing to take risks. It
looks forward to what could happen if the decision is made. The conclusions
come from visualizing different opportunities and outcomes for the future.
This is most advantageous in making long-term decisions.
4.Behavioral- focuses on relationships more than the task. It evaluates the
feelings of others as part of their decision-making process. The decisions
are often based on how the choice will impact relationships.
 Group Decision Making Techniques
1.Brainstorming - this offers a free-flowing structure to the
discussion and allows the whole team an opportunity to
share their ideas on how to approach a particular situation.
The main goal of brainstorming is to come up with as
many suggestions as possible and to then decipher
which idea may be the best approach.
2.The Delphi Method - this group decision-making process
takes all of the ideas generated by your team and compiles
them for the leader of the group to break down into a
smaller list of possible approaches. Those fewer options are
then taken back to the group for further discussion and
collective consideration. Essentially, the choices are
condensed until a majority decision can be made.
3.Weighted Scoring - is ideal to use in a situation where your team
has many ideas for possible solutions but have not necessarily
considered the implications of each decision thoroughly. It is
founded on the idea that certain ideas or approaches may be riskier
than others and therefore their implications need to be considered.
4.Nominal Group Technique - builds on the brainstorming
discussion by including a voting process at the end. Not only
does each group member cast a vote, but each person is given the
opportunity to also give an explanation as to why they voted for
whichever decision or option and why they feel as if it's the best
choice.
5.Possibility Ranking - means determining the best option through a
voting system. Everyone is asked to make a personal list of how they
might rank different options or approaches. After you determine the
average of the best option, you can take that approach knowing that
the majority support it and agree with it.
6.The Stepladder Technique - similar to the Delphi method.
The difference is that this encourages each team member to
give their personal opinion on a matter, before anyone can be
influenced by the rest of the group.
7.Pros and Cons list - is often referred to as Dialectical Inquiry. It
is a group decision-making approach that tries to fight against
groupthink. When using this technique, split participants into
two groups: those advocating for an idea and those advocating
against it and allows them to explain it.
8.Didactic Interaction - is similar to your pros and cons list or
do dialectical inquiry, but unfolds a little differently. The
type of problem should be such that it results in a “yes” or a
“no” solution. Using this approach, you can simplify the
process of investigation, waste no time and get straight to
the point, without asking for any kind of elaboration.
8.Decision-trees - is great for forecasting outcomes to different
decisions. Decision trees are highly visual and operate as
a type of non-linear mind map so that you can predict how
certain approaches to a situation may turn out. Because
this model of decision-making isn't linear, you and your team
can come up with creative ideas and make multiple potential
decisions to understand which one has the most
beneficial outcome.
9.Consensus Mapping - begins with your team generating and
developing ideas. It then attempts to arrive at a decision
by pooling these ideas together, which have been generated by
several task subgroups. The ideas generated by the task
sub-groups are further developed collectively and then
narrowed down into a smaller number of ideas, with a stronger
focus.
 Police Officers' Decision Frames and Response Styles
1. The tough law enforcer- arrests serious criminals and rule violators.
2.The negotiator- emphasizes maintaining community peace and often
uses mediation and other informal methods to resolve disturbances.
3.The rule follower- bases arrest decisions on organizational policies or
legal statutes.

Guides for Quick or Fast Decision Making

Know your problem: You must have clarity on the problem before
deciding on how best to address it.
Lots of small decisions are better than fewer large decisions: Too many of
the decisions we make are unnecessarily large or require too
much evidence for us to proceed quickly. Large decisions are risky; break
them down into a set of smaller decisions or actionable experiments.
Make a decision as early as possible and use the decision-making
process to iterate and improve on that decision.
Continuously review your assumptions and find your blind spots.
Rapid learning and course correction is a key part of an agile decision-
making process.