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NOT PROTECTIVELY MARKED. New Directions in Policing: Policing, Entrepreneurial Leadership and Change Diploma in Police Service Leadership and Management The Robert Gordon University, 7 May 2009. Learning Outcomes. Be able to identify and explain: the content and structure of the Award

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NOT PROTECTIVELY MARKED

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  1. NOT PROTECTIVELY MARKED New Directions in Policing: Policing, Entrepreneurial Leadership and ChangeDiploma in Police Service Leadership and Management The Robert Gordon University, 7 May 2009

  2. Learning Outcomes Be able to identify and explain: • the content and structure of the Award • links between the SPC learning materials and skills required by entrepreneurial police managers

  3. Diploma in Police Service Leadership and Management (DPSLM) • “Qualifying Examination” for promotion in the Scottish Police Service • Launched in April 2007 • Validated by the SQA as a Group Award at Level 8 on the SCQF • 820 candidates currently studying the programme • 675 new candidates admitted each year

  4. Anticipated Benefits: • Acquisition of learning to facilitate skills improvement in future managers • Gateway to academic study at graduate and post-graduate levels • Improved performance in the workplace • Stimulus to open minds: encouraging innovative thinking

  5. Policing in the New Public Management Era McLaughlin ( 2007) stressed a need within the police service for: • “creation or appointment of professional managers who are required to extract maximum value from specified resources” McLaughlin, E (2007) The New Policing, London:Sage

  6. Intrapreneur Leads with: • Entrepreneurial vision • Leadership • Motivation • Overcoming resistance to change

  7. Intrapreneur - Characteristics • Acceptance of Risk • Knowledge of acceptable boundaries • Strategic awareness • Emotional Intelligence • Influencing skills

  8. 9 HN Units totalling 15 HN Credits : 120 SCQF points at Level 8 Over-arching Unit: Developing Skills for Personal Effectiveness Module 1 Contemporary Policing Criminal Justice System Professional Knowledge Module 2 Decision Making Professional Ethics in Policing Module 3 Organisational Management Module 4 People Management Leadership

  9. Contemporary Policing Criminal Justice System Professional Knowledge

  10. Extracts from Ethics Tutorial: • Introduction to Emotional Intelligence • Principles v Consequences • Police culture and ethics • Ethical Decision Making Model for the Police

  11. 3. Review ethical guidelines 4. Laws & regulations 2. Potential issues? 5. Consult with others? 1. Identify ethical decision Ethical Decision Making Model 6. Possible actions 10. Monitor and modify 7. Consequences of actions 9. Choose best action 8. Public disclosure

  12. Managers: Plan Organise Command Co-ordinate Control (Henry Fayol, 1949) Managers tend to be risk adverse Leaders: Plan Organise Lead Control (Stoner, Freeman & Gilbert, 1995) Leaders tend to seek opportunities and take acceptable risks Extract from Organisational Management Tutorial: How do Managers and Leaders differ?

  13. Mintzberg’s Managerial Roles: Extract from People Management Tutorial: Decision Entrepreneur ? Disturbance Handler √ Resource Allocator √ Negotiator √ Interpersonal Figurehead √ Leader √ Liaison √ Informational Monitor √ Disseminator √ Spokesperson √

  14. Initiates planned change • Is pro-active • Seizes opportunities to improve: • the organisation • its efficiency • its performance Cooke, S & Slack, N (1991) Making Management Decisions, Harlow: Pearson Education Ltd √ √ √ √ √ Entrepreneur / Intrapreneur

  15. Decision Maker Passion Takes prudent risks Persistence VISION Determination Driving force Accepts responsibility for success Motivation Persuades others to help Positive Thinker

  16. Diploma in Police Service Leadership and Management

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