Performance Task 4 Forensic 4Performance Task 4 Forensic 4, Cheat Sheet of Forensics

Download Performance Task 4 Forensic 4Performance Task 4 Forensic 4 and more Cheat Sheet Forensics in PDF only on Docsity! CFLM 2 NOTES Leadership a practical skill encompassing the ability of an individual, group or organization to influence or guide other individuals, teams, or entire organizations. Eight principles of effective law enforcement leadership 1) Service The act of self-giving, and selflessness giving complete attention and effort, motivate others to work to their greatest potential toward preventing crime, serve and give themselves toward a greater good with the highest work ethic possible. 2) Honesty Honesty is the quality of being upright, fair, truth, and sincere which are essential in both personal and professional lives without ever hiding or minimizing anything, never undercutting and having the courage to professionally tell what he believes. 3) Integrity This depends on consistently doing what is right, meaning that which is in the best interest of the organization and of others in order to gain their trust and follow us. 4) Humility Humility is a most vital principle in effective leadership. It means being humble, allowing others to feel comfortable, use ideas from others to make the organization more dynamic and responsive to the needs of the employees and the public. 5) Purpose It is the basic understanding of the importance of what to do to be identified with the central purpose and nobility of the work. Getting employees to understand that there is no more noble work than protecting and serving the public well is vital for effective management. 6) Mentoring This is the process of developing, guiding, teaching, training and providing member into an effective law enforcement leader, this is continuous, a personal learning process. 7) Positive/Constructive Attitude This should portray the attitude of moving forward constructively, always looking for positive improvement, with optimistic attitude enables employees to look for the good and to try to be constructive working to change things for the better. 8) Trust It is the ability to rely or place confidence to someone, perform a job effectively and work harder for the benefit of the team. MOST IMPORTANT LEADERSHIP QUALITIES AND SKILLS TO LOOK FOR IN A GREAT LEADER. 1. Communication. These skills are absolutely crucial who can be able to express yourself openly and build empathy with other people And what is the #1 most important part of communication? Listening. Right up there with empathy, the only way to get people to follow you is to make them feel heard. 2. Integrity “Integrity is doing the right thing, even when no one is watching.” Without integrity, no real success if possible. Stick to their word, live by their core values, leads by example, and follow-through. 3. accountability - an effective leader needs to follow the advice of Arnold Glasow when he said, “A good leader takes little more than his share of the blame and little less than his share of the credit.” A strong leader is accountable for the team’s results, good or bad. They hold themselves and their employees accountable for their actions, which creates a sense of responsibility among the team. 4. Empathy. Empathy is understanding, has open-mindedness to understand their followers’ motivations, hopes, dreams, and problems so that they can forge a deep personal connection with them. 5. Humility. It means being humble and vulnerable focus on problem-solving and team dynamics much more than self-promotion. “Pride makes us artificial and humility makes us real.” 6. Resilience. It is the act of how they perform during good times, but how they roll up their sleeves and produce when times get difficult, focus on solutions rather than on problems. Ethical leaders foster a sense of community and team spirit within the organization. When an ethical leader strives to achieve goals, it is not just personal goals that they’re concerned about. They make genuine efforts to achieve goals that benefit the entire organization – not just themselves. 6. Value driven decision-making In ethical leadership, all decisions are first checked to ensure that they are in accordance with the overall organizational values. Only those decisions that meet this criterion are implemented. 7. Encourages initiative Under an ethical leader, employees thrive and flourish. Employees are rewarded for coming up with innovative ideas, and are encouraged to do what it takes to improve the way things are done. Employees are praised for taking the first step rather than waiting for somebody else to do it for them. 8. Leadership by example Ethical leadership is not just about talking the talk, this type of leader also walks the walk. The high expectations that an ethical leader has of employees are also applicable on the individual level. Leaders expect others to do the right thing by leading from example. 9. Values awareness An ethical leader will regularly discuss the high values and expectations that they place on themselves, other employees, and the organization. By regularly communicating and discussing values, they ensure that there is consistent understanding across the organization. 10. No tolerance for ethical violations An ethical leader expects employees to do the right thing at all times, not just when it is convenient for them. Don’t expect a leader of such high values to overlook or tolerate ethical violations. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. Process leadership suggests that leadership is an event that depends on the interaction between the leader and the follower. Process theory makes leadership available to everyone, rather than restricting it to people with special qualities only. However, we know that we have traits that can influence our actions. This is called Trait Leadership, in that it was once common to believe that leaders were born rather than made. The trait theory of leadership is an early assumption that leaders are born and due to this belief, those that possess the correct qualities and traits are better suited to leadership. Trait and Process Leadership Model While leadership is learned, a leader's skills and knowledge can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. For example, a leader might have learned the skills in counseling others, but her traits will often play a great role in determining how she counsels. A person who has empathy will make a better counselor than a person who thinks the employees are simply there do accomplish her biddings. Bass' Theory of Leadership Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people, while the third one is the dominant theory today. These theories are: 1. Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. 2. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. 3. People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this leadership guide is based. MIDTERM COVERAGE DECISION MAKING Decision Making is the process of identifying and choosing alternatives based on the values, preferences and beliefs of the decision-maker which may come from identifying a problem, gathering information, and assessing alternative resolutions. Every decision-making process produces a final choice, which may or may not prompt action. Herbert Simon is the pioneer in the field of decision-making concept because he resorted to utmost caution as to the adoption of decision and at the same time will focus on the implementation of the decision. So, for him both taking and implementing decision are important. Herbert Simon divided the concept into two main parts 1. decision being arrived 2. process of action. Process of Decision Making Decision-making process is usually defined as a sequence of activities involving stages of problem recognition, search for information, definition of alternatives and the selection of an actor of one from two or more alternatives consistent with the ranked preferences Theory of decision making Decision making theory is a theory of how rational individuals should behave under risk and uncertainty. It uses a set of axioms about how rational individuals behave which has been widely challenged on both empirical and theoretical ground. Characteristic of decision making An important characteristic of decision-making is that it is never a product of a single man. It does not originate from a single brain; it is always the product of several men or brains who work together. Herbert Simon suggested for the first time the decision-making model of human beings. His model of decision-making has three stages: • Intelligence which deals with the problem identification and the data collection on the problem. • Design which deals with the generation of alternative solutions to the problem at hand. • Choice which is selecting the ‘best’ solution from amongst the alternative solutions using some criterion.  Intelligence Phase This is the first step towards the decision-making process. In this step the decision- maker identifies/detects the problem or opportunity. Design Phase Design is the process of designing solution outlines for the problem. Alternative solutions are designed to solve the same problem. Each alternative solution is evaluated after gathering data about the solution. The evaluation is done on the basic of criteria to identify the positive and negative aspects of each solution. Quantitative tools and models are used to arrive at these solutions. At this stage the solutions are only outlines of actual solutions and are meant for analysis of their suitability alone. A lot of creativity and innovation is required to design solutions. Some Common Errors in Decision-Making a. Indecisiveness: It means those persons who are not good in making decision because decision- making is full of responsibility. The fear of its outcome can make some people timid about taking a decision. This timidity may result in taking a long time for making a decision and the opportunity may be lost. This trait is a personality trait and must be looked into seriously. The managers must be very quick in deciding. b. Postponing the decision until the last moment: This is a common feature which results in decision-making under pressure of time which generally eliminates the possibility of thorough analysis of the problem which is time consuming as well as the establishment and comparison of all alternatives. Many students, who postpone studying until near their final exams, usually do not do well in the exams. Even though some managers work better under pressures, most often an adequate time period is required to look objectively at the problem and make an intelligent decision. Accordingly, a decision plan must be formulated; time limits must be set for information gathering, analysis and selection of a course of action. c. A failure to isolate the root cause of the problem: It is a common practice to cure the symptoms rather than the causes. For example, a headache may be on account of some deep-rooted emotional problem. A medicine for the headache would not cure the problem. It is necessary to separate the symptoms and their causes. d. A failure to assess the reliability of informational sources: Very often, we take it for granted that the other person’s opinion is very reliable and trustworthy and we do not check for the accuracy of the information ourselves. Many a time, the opinion of the other person is taken, so that if the decision fails to bring the desired results, the blame for the failure can be shifted to the person who had provided the information. However, this is a poor reflection on the manager’s ability and integrity and the manager must be held responsible for the outcome of the decision. e. The method for analyzing the information may not be the sound one: Since most decisions and especially the non-programmed ones have to be based upon a lot of information and factors, the procedure to identify, isolate and select the useful information must be sound and dependable. Usually, it is not operationally feasible to objectively analyze more than five or six pieces of information at a time. Hence, a model must be built which incorporates and handles many variables in order to aid the decision makers. Also, it will be desirable to define the objectives, criteria and constraints as early in the decision-making process as possible. This would assist in making the process more formal so that no conditions or alternatives would be overlooked. Following established procedures would eliminate the efforts of emotions which may cloud the process and rationality. f. Do implement the decision and follow through: Making a decision is not the end of the process, rather it is a beginning. Implementation of the decision and the results obtained are the true barometer of the quality of the decision. Duties must be assigned, deadlines must be set, evaluation process must be established and contingency plans must be prepared in advance. The decisions must be implemented whole heartedly to get the best results. Different views in decision making Numerous decisions are made daily concerning every aspect of our lives. These decisions are often made without stopping to think how we make them, or what is involved in the decision making itself. In the most general terms, a decision is the selection of an action from two or more alternative choices, i.e. there must be a choice of alternatives available. 1. The incrementalist view The incremental model splits the decision-making process into smaller steps. ... The decision-makers are not fully rational and consider only a limited number of alternatives during each step. The process relies on muddling through, including the decision- makers' experience and intuition, rather than on formal procedures. 2. The organizational procedure view Organizational decision making defined as the “process of responding to a problem by searching for and selecting a solution or course of action that will create the most value for organizational stakeholders” Decision-making is one of the most important aspects in any organizations, but the process of arriving at a decision must be precise, so that it will yield the best results. It’s also important to remember that even though you and your executive team will make the major decisions, there are a number of smaller decisions that your managers and staff members will make, sometimes without your input. To ensure that decision-making is uniform throughout your organization, you should implement a process that everyone can follow. 3. The political view This model considers actions by an organization (government) as bargaining games among those involved in policy decisions. In other words, players involved in policy decisions do not typically engage in a single issue; they must simultaneously deal with a variety of problems. 4. The Garbage Can Model The garbage can model is quite different from traditional decision-making models. It assumes that organizations are far from perfect and operate in a state of anarchy (without rules). Organizational preferences and processes are unclear to the members of the organization, and decision-makers in the organization change frequently. The garbage can model assumes that no organizational process for finding a solution to a problem exists and that decision-makers are disconnected from problems and solutions. In this chaos, many unnecessary solutions are produced. This is also known as organizational garbage. The garbage can model was created by Michael D. Cohen, James G. March and Johan P. Olsen in 1972. Organizational Streams In the absence of a formal decision-making process, a solution comes as a result of the interplay (interaction) of four independent organizational streams: 1. Problems can originate both within and outside the organization and require attention. An example of a problem is having insufficient personnel to handle all incoming work. 2. Solutions, a result of someone's work, these are usually created before a problem existed. The organization's members then search for ways to apply existing solutions. A solution might be in the form of more efficient tracking of employees' hours. 3. Participants leave the organization frequently and cannot devote their time solely to a given problem. Employees, contractors and volunteers can all be considered participants. 4. Choice opportunities are decision-making moments within the organization, such as meetings or a need to sign a new contract. The Individual Differences Perspective The decisions made by individuals are widely recognized as being affected by three sets of factors—decision features, situational factors, and individual differences. 1. decision features, are the characteristics of the decision itself, are probably understood best. A wealth of research has demonstrated the impact of decision 1. Avoiding. One decision-making option is to make no choice at all. There are several reasons why the decision maker might do this: a. There is insufficient information to make a reasoned choice between alternatives. b. The potential negative consequences of selecting any alternative outweigh the benefits of selecting one. c. No pressing need for a choice exists and the status quo can continue without harm. d. The person considering the alternatives does not have the authority to make a decision. 2. Problem Solving Most decisions consist of problem-solving activities that end when a satisfactory solution is reached. In psychology, problem solving refers to the desire to reach a definite goal from a present condition. Problem solving requires problem definition, information analysis and evaluation, and alternative selection. 3. Problem Seeking On occasion, the process of problem solving brings the focus or scope of the problem itself into question. It may be found to be poorly defined, of too large or small a scope, or missing a key dimension. Decision makers must then step back and reconsider the information and analysis they have brought to bear so far. We can regard this activity as problem seeking because decision makers must return to the starting point and respecify the issue or problem they want to address. CFLM 2 FINAL COVERAGE `` Police Management and Administration MANAGEMENT - is the coordination and administration of tasks to achieve a goal. Such administration activities include setting the organization's strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. - the process of directing and facilitating the work of people organized in formal groups in order to achieve objectives. - judicious or wise use of resources (manpower, material, money, equipment, supplies, time etc). Management's primary function is to get people to work together for the attainment of an organization's goals and objectives. POLICE MANAGEMENT – refers to the administrative activities of coordinating, controlling and directing police resources, activities and personnel. A police department's management style is the way that entity runs its business. - 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. ADMINISTRATION - an organizational process concerned with the implementation of objectives and plans and internal operating efficiency - connotes bureaucratic structure and behavior, relatively routine decision-making and maintenance of the internal order - POLICE/LAW ENFORCEMENT ADMINISTRATION - the process involved in ensuring strict compliance, proper obedience of laws and related statutes - focuses on the policing process or how law enforcement agencies are organized and managed in order to achieve the goals of law enforcement most effectively, efficiently and productively DIFFERENCE OF MANAGEMENT AND ADMINISRATION Management consists of actions and plans whereby administration entails setting objectives and policies. Management aims at managing not only people but also their work. Whereas administration focuses on how best the resources of an organization can be utilized. MANAGEMENT OR ADMINISTRATIVE FUNCTIONS 1. PLANNING - the determination in advance of how the objectives of the organization will be attained 2. ORGANIZING - involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals or objectives of the organization 3. DIRECTING - involves the overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the pre-determined goals or objectives of the organization 4. CONTROLLING - involves the checking or evaluation and measurement of work performance and comparing it with planned goals or objectives of the organization, and making the necessary corrective actions so that work is accomplished as planned 5. STAFFING - the task of providing competent men to do the job and choosing the right men for the right job - involves good selection and processing of reliable and well-trained personnel 6. REPORTING - the making of detailed account of activities, work progress, investigations and unusual in order to keep everyone informed or what is going on 7. BUDGETING - the forecasting in detail of the results of an officially recognized program of operations based on the highest reasonable expectations of operating efficiency Importance of Management 1. It helps in Achieving Group Goals - It arranges the factors of production, assembles and organizes the resources, integrates the resources in effective manner to achieve goals. It directs group efforts towards achievement of pre- determined goals. By defining objective of organization clearly there would be no wastage of time, money and effort. 2. Optimum Utilization of Resources - Management utilizes all the physical & human resources productively. This leads to efficacy in management. Management provides maximum utilization of scarce resources by selecting its best possible alternate use in industry from out of various uses. It makes use of experts, professional and these services leads to use of their skills, knowledge, and proper utilization and avoids wastage. 3. Reduces Costs - It gets maximum results through minimum input by proper planning and by using minimum input & getting maximum output. Management uses physical, human and financial resources in such a manner which results in best combination. This helps in cost reduction. 4. Establishes Sound Organization - No overlapping of efforts and establish sound organizational structure as one of the objective of management which is in tune with objective of organization and for fulfillment of this, it establishes effective authority & responsibility relationship i.e. who is accountable to whom, who can give instructions to whom, who are superiors & who are subordinates. Management fills up various positions with right persons, having right skills, training and qualification. All jobs should be cleared to everyone. 5. Establishes Equilibrium - It enables the organization to survive in changing environment. It keeps in touch with the changing environment. So, it adapts organization to changing demand of market / changing needs of societies. It is responsible for growth and survival of organization. 6. Essentials for Prosperity of Society - Efficient management leads to better economical production which helps in turn to increase the welfare of people. Good management makes a difficult task easier by avoiding wastage of scarce resource. It improves standard of living. Police Management Process • Planning - planning consists of the process of preparing for the future by setting goals and objectives and developing courses of action for accomplishing them • Organizing - consists of the process of arranging personnel and physical resources to carry out plans and accomplish goals and objectives • Scientific management is defined as the use of the scientific method to determine the “one best way” for a job to be done. The most important contributor in this field was Frederick W. Taylor who is known as the “father” of scientific management. Using his principles of scientific management, Taylor was able to define the “one best way” for doing each job. Elements of scientific management still used include: 1.Using time and motion studies 2.Hiring best qualified workers 3.Designing incentive systems based on output • Bureaucratic management also has two essential elements. First, it entails structuring an organization into a hierarchy. Secondly, the organization and its members are governed by clearly defined rational-legal decision-making rules. Each element helps an organization to achieve its goals. One of the most important thinkers in modern organizational theory, Max Weber, is the 'father of the bureaucratic management theory.' Weber was a German sociologist and political economist that viewed bureaucracy in a positive light, believing it to be more rational and efficient than its historical predecessors. The principles of Bureaucratic management are 1. formal hierarchy structure, 2. formal rules and norms, 3. specialization, equality, recruitment based on abilities and qualification, 4. an “up-focused” or “in-focused” mission and 5. systematic filling. • Administrative management is the process of managing information through people. This usually involves performing the storage and distribution of information to those within an organization. 2.THE HUMAN RELATIONS APPROACH – is the study of behavior of people at work. This approach had its origin in a series of experiments conducted by Professor Elton Mayo and his associates at the Harvard School of Business at the Western Electric Company’s Hawthorne Works, near Chicago. \ The Human Relations School of Thought are of the view that the effectiveness of any organization depends on the quality of relationships among the people working in the organization. The managers must concern themselves with an analysis of organizational behavior, that is, interaction of people with the organization. The main features of the Human Relations Approach to management are the following: 1. manager must have a basic understanding of human behavior in all respects— particularly in the context of work groups and organizations. 2. managers must study the inter-personal relations among the people at work 3. Larger production and higher motivation can be achieved only through good human relation 4. The study of management must draw the concepts and principles of various behavioral sciences like Psychology and Sociology 1. THE BEHAVIORAL SCIENCE APPROACH – is focused on the psychological and sociological processes (attitude, motivations, and group dynamics) that influence employee performance. Behavioral sciences approach to management is an extension, modification and refinement of human relations approach. Some outstanding features or elements of behavioral sciences approach are: (i) organization is predominantly a social system (ii) individual joining the organization brings to work place his needs, values, beliefs, attitudes and perceptual qualities. (iii) moulding individual behavior favorably towards formal job assignments. (iv) Conflicts can be utilized towards extracting positive advantage (v) Motivation has a profound effect on human behavior at work (vi) Democratic leadership involving friendly supervision is extremely helpful (vii) Two-way communication makes for better understanding and good human relations increased human efficiency at work. (viii) Involvement of workers in decision-making process makes them more committed to the organization 2. CONTEMPORARY APPROACHES - provides a framework of management practices based on more recent trends, such as globalization, McKinsey’s 7-S approach, excellence models, productivity and quality issues, etc. With the appearance of global entities like the World Trade Organization (WTO) and the European Economic Community (EEC), we are all now operating in a global economy. McKinsey’s 7-S framework identified seven independent organizational factors that need to be managed by today’s managers. These factors are: 1. Strategy - to determine allocation of scarce resources and to commit the organization to a specific course of action 2. Structure - to determine the number of levels (in hierarchy) and authority centers 3. Systems—to determine organizational processes, procedures, reports, and routines 4. Staff—to determine key human resource groups in an organization and describe them demographically 5. Style—to determine the manner in which managers should behave for achieving organizational goals 6. Super-ordinate goals (shared vision)—to determine the guiding concepts that an organization needs to instill in its members 7. Skills—to determine the abilities of people in an or