Section I Management, Supervision and Leadership: An Overview

1. Section IManagement, Supervision and Leadership: An Overview Chapter 1 Management, Supervision and Leadership

2. Managers and Management • Management • Uses resources to achieve organizational goals • Supports the development of individual responsibility • Supervision • Makes sure activities are effectively implemented by those responsible for doing so • Focuses on the daily operations of a department

3. Authority, Responsibility and Delegation • Authority • Power to enforce laws, exact obedience and command • Legal right to get things done through others by influencing behavior • Responsibility • Being answerable, liable or accountable • Delegation • Transferring authority

4. Basic Management Skills and Tools • Technical skills • Having all the procedures necessary to be a successful officer • Administrative skills • Organizing, delegating and directing the work of others • Conceptual skills • Having the ability to problem solve and see the big picture • People skills • Being able to communicate, motivate, discipline and inspire

5. Successful Managers Have • Clear goals • A commitment to excellence • Feedback • Support

6. Personal Characteristics • Consistent self-confidence • Consistent positive attitude

7. Management Styles • Theory X/Theory Y • Four-System Approach • Mature Employee Theory • Managerial/Leadership Grid Theory • A management style must match individual personalities and situations.

8. Influences from the Business World • Management by Objectives (MBO) • Managers and subordinates set goals and track performance to ensure objectives are met. • “Expect to get the right things done.” • Total Quality Management (TQM) • Analyzing causes of product defects and correcting them • Recording the effects of corrections on subsequent product quality • “Zero defects”

9. Avoiding Micromanaging • Definition • Oversupervising, oversight with excessive control • Symptoms • Being overly critical of subordinates • Spending too much time overseeing simple tasks • Solutions • Allow honest mistakes • Become a mentor rather than a micromanager

10. Leading versus Managing • Managers focus on tasks. • Leaders focus on people. • Manage things; lead people.

11. Leadership • Working with and through individual groups to accomplish organizational goals • Generating an emotional connection between the leader and the led

12. Characteristics of Leaders • Being the boss doesn’t mean bossing. • Leaders have self-confidence and positive attitude. • A true leader exhibits humility. • Leaders respect knowledge of others regardless of rank. • Effective leadership requires trust.

13. Theories Related to Leadership • Trait Theorists • Michigan State and Ohio State Universities Studies • Managerial Grid from a Leadership Perspective • Situational Leadership • Transformational Leadership

14. Leadership Styles • Autocratic • Leaders inherit positions; authority is uncontested. • Consultative, Democratic or Participative • Management welcomes employees’ ideas and input. • Laissez-faire • Everything runs itself without intervention from leader.

15. Leadership Training and Development • Dispersed leadership • Leadership not tied to rank • Commitment to shared goals and values • Developing new sergeants into leaders • Leadership training before appointment • Participative management and team-building theory • Motivational theory, communications, decision making

16. Common Leadership Errors • Preoccupation • Indecisiveness • Defending decisions without full information • Ignoring danger signs

17. Guidelines for Effective Management/Leadership • Know your work and those you manage. • Know how to get and maintain cooperation. • Learn as much as possible about decision making. • Learn as much as possible about how to be a leader. • Learn how to give praise and constructive criticism. • Learn to think positively; create rather than destroy. • Learn to handle bad situations as well as good ones. • Know when to discipline and when to be authoritarian or democratic/participatory.

18. Guidelines for Effective Management/Leadership (cont.) • Help your employees improve themselves. • Be honest with yourself and your officers. • Use your employees’ abilities. • Do not oversupervise. • Remember that you are part of management, and never downgrade management or managers. • Keep your perception of your leadership abilities in line with subordinates’ perceptions. • If you call a meeting, make it worthwhile.

19. Guidelines for Effective Management/Leadership (cont.) • Treat employees’ mistakes as a teaching responsibility, not a punitive opportunity. • Develop officers who differ with you, rather than clones. Develop officers who can compensate for your weaknesses. The tendency is to do the opposite. • Be consistent. Be direct. Be honest. Be fair. • Listen. Lead by example. • Develop people skills. • Be a risk taker.

20. Management and Leadership—A Call for Change • Managers must pay attention to new ideas and trends: • Commitment to people • Development of people-oriented workplace • Belief that leadership can and does make a difference • Coercion discourages creativity. • Managers must listen to the citizens in new and more open ways.