Quiz

2. Quiz The chapter discusses 5 major aspects of organizational behavior. Which of the following is NOT one of them: • Attitudes • Roles • Norms • Self-Concept • Perception • Communication

3. Individuals in police organizations The Human Perspective

4. Human Behavior Why is this important to understand? • Every aspect of management involves people • Behavior is the most important—but also the most complex—input in the system How do people fit into a systems approach? • People are the basic unit of a system • People are comprised of important subsystems • People are influenced by external systems All these interdependencies makes for a complex system that if very difficult to understand

5. Five major aspects of organizational behavior These are borrowed from Psychology & Sociology: • Attitudes • Roles • Self-Concept • Perception • Communication

6. Attitudes • A constellation of beliefs, sentiments, and behavioral tendencies concerning some object Why are these important? • Attitudes are thought to affect behavior Evidence of this? • Yes, but not a direct one. How do attitudes fit into systems theory? How do attitudes fit into behavioral change?

7. Roles • Engaging in accepted behavior according to individual perceptions • People engage in many roles Problem: • Some roles may be in conflict Police role: very powerful, and influences every aspect of officers’ lives (even when not @ work) • Managers should be keenly aware of varying police roles

8. Self Concept A person’s image, either contemporary or ideal • Developed through interactions w/others How does this relate to policing? • People join b/c the job fits with either their current or ideal self concept Problem: • job can turn out to be much different than expected • Managers can aid employees by helping them achieve their self concept through accurate appraisals and goal-setting

9. Perception Data from sensory organs • People’s perceptions of the same event can vary tremendously • Variation is due to differences in sensory capabilities, but also how people interpret sensory informationthrough attitudes, roles, & (especially) self concepts. Problem: • People often assume other perceive things the way they do; Managers must combat this. How are perceptions changed? • Through feedback loops built into a system

10. Communication Vehicle for learning/feedback; way in which info is exchanged; “the medium of management” • Can take many forms (oral, verbal, nonverbal) • Involves not only how things are expressed, but how they are received • Tends to be the scapegoat for problems • New issues: language, one-way communication • Key issue fora police manager is effective communication

11. Groups in the police organization The Human Perspective

12. Groups • Groups tend to form their own cultures which serve to guide behavior • Group cultures or subcultures can exert powerful influences over people • Some occupations form very powerful cultures—the police are one of these. • Important for managers to understand occupational cultures and how they impact an organization

13. Aspect of Group Systems 3 basic aspects of group social systems: • Required system • Activities required for group survival (2) Personal system • Predispositions people bring with them (3) Emergent system • Activities not required for group survival • Invariably occurs when required and personal systems interact. Some are +, others -

14. The Emergent System Why is this important? Thought to have 3 important consequences: • Productivity: labor output • Satisfaction: how people feel about their work • Growth: how people change in their work (for the better)