CFLM-NOTES PDF

Republic of the Philippines COMMISSION ON HIGHER EDUCATION Higher Education Regional Office VI (HERO VI) City Government of Bago BAGO CITY COLLEGE...

Republic of the Philippines COMMISSION ON HIGHER EDUCATION Higher Education Regional Office VI (HERO VI) City Government of Bago BAGO CITY COLLEGE Rafael Salas Drive, Brgy. Balingasag, Bago City, Negros Occidental 6101 Tel: 4611-363 | Fax: 4610-546 | E-mail: [email protected] CRIMINOLOGY CFLM- 201- CHARACTER FORMATION 2 (Leadership, Decision Making, Management and Administration) CHAPTER 1 Understanding Self-Leadership Self-Leadership and the essential role that it plays in an organization’s performance will be discussed here. It is said that anyone can become a leader and make an impact. It actually takes a tremendous amount of commitment and willingness to develop every day. Leadership does not represent a one-time commitment. As a human it starts and ends at you. Also, if you are born with natural leadership traits, much work and preparation is required. “Personal leadership is not a singular experience. It is, rather, the ongoing process of keeping your vision and values before you and aligning your life to be congruent with those most important things.” (Stephen Covey) “Good government is no substitute for self-government.” (Mahatma Gandhi) “First we make our habits then our habits make us.” (Charles Noble) Most leadership professors and experts in their leadership lectures often quote “leadership is self-governance,” which simply means an individual must lead himself first before he can lead others. He must have the ability to deliberately control his own thought and actions to attain his personal goals or the goals of the organization he leads. When he has foresight, he makes the right decisions and choices on his own and shows commitment to achieving his goals, then he has skills in self-leadership. Apart from setting goals, self-awareness is another aspect helping to make people great self-leaders. SIGNIFICANCE OF SELF-LEADERSHIP Self –leadership is the first stage or leadership level. Self-leadership is of great importance to the staff, whether managers or ordinary subordinates. 1. Self-leadership allows leaders or senior offices, who undergo very little or no supervision, to prepare and set targets om their own, as well as to control their own self to execute such plans. 2. For lower-level employees or subordinates, who cannot always be sure of the kind of governance or leaders they may face in their careers, self-management enables them to become effective and efficient workers under any leadership they may encounter, be it laissez faire, free-rule, democratic or autocratic. 3. Self-leadership helps make individual decision makers proactive, focused and autonomous. People who do not have a strong sense of self-leadership tend to feel that they are not in control of themselves, frequently lose concentration and easily get frustrated. Thus, the effectiveness of organizational objectives accomplishment depends on the self-leadership of both superiors and subordinates. DEVELOPMENT OF SELF-LEADERSHIP PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 1  As mentioned earlier, everybody is future leader. Leadership is therefore not an inborn trait, but it is developed to become a leader through learning and training people with a sincere interest. The following are the ways of developing self-leadership: 1. Clarity of Purpose This means that each entity must have a vision and be able to set it up. Being your own leader, your purpose or vision will be the foundation upon which you will build self-leadership. Without clearly planned expectations or intent for your life, you will be at risk, attempting to fulfill the wishes or ideas of people for your life and you will end up lost in the middle of nowhere. 2. Aim at Success and Take Reasonable Risk Risk-taking is a necessary part of life. Challenge yourself to take on challenging assignments. Do not deter yourself or others from past failures rather concrete on success. However, risks which are applicable to your intent should be fairly measured. 3. Spend Time to Reflect on Your Life Reflections can also mean letting others make an objective evaluation of you. Although you remain the active doer of the things you are doing, you may only see things from your viewpoint. Taking some time off to think about life. Compare experience of current and present to hopes of the future. You can never notice the small defects until you pause to examine yourself. 4. Don’t Tolerate Just Anything You should not risk your dream. You should learn to be intolerant to any suggestions or ideas that don’t suit you vision. This intolerance is not just toward others but also toward you. It involves not tolerating negative factors such as laziness, anxiety and many others in your nature. SIMPLE WAYS TO LEAD YOURSELF 1. Know your Values and Stick to Them The ones with real values and ethics are the most trustworthy leaders. Find ideals reverberate with your philosophy, temperament and creeds to become an effective leader. People tend to be drawn instinctively to somebody who has a dream, intent and dignity. One who treats people respectfully and is empathetic to their needs. Make sure that you know what type of leader you want to become. Personal beliefs in leadership, core values and the implementation of those values help leaders become successful. 2. Move Towards Purpose You can’t be a leader unless you have a clear intention to help you through the dark times. The aim at the end of a tunnel is like a light; a hope that keeps us going. One has to spend time questioning the real intent or inspiration behind being a leader. As a leader, you can inspire, guide and encourage your subordinates to achieve larger objectives. If you have a clear purpose, then you can make sure the team is aligned with a common purpose. 3. Keep Improving Yourself Great leaders are working hard to improve, expand and evolve into better versions of them. Whether you’ve just started leading or you’ve been a veteran in your place, make it a point to learn something new by going back to home. 4. Make Mistakes but Never Make the Same Mistake Twice (“All leaders make mistakes. They are part of life. Successful leaders recognize their errors, learn from them, and correct their faults.” – John C. Maxwell) The only thing that sets a leader different from a great leader is that he never makes the same mistake twice. Note also that on the back of disappointment always comes the greatest successes. Trying new stuff, and doing things that challenge your comfort zone, is important. You might end up making the same mistakes whilst doing so. Everyone does, so over them there’s no need to be ashamed. 5. Lead by Example None is easier than leading from the front. Not only is it a brave thing to do but it is very leading thing. Perhaps that’s why they all find it toughest. The only thing tnat can turn you into a leader is when you begin to act like one. INFLUENCE or INFLUENCED? PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 2  “Your job gives you authority. Your behavior earns you respect.” --- Irwin Federman If you influence others and provide direction and guidance, then you lead them. Many of us only assume that leaders are those individuals born with unique abilities or gifts or situations that are right. That’s not always the case, though, the fact is that everyone is prospective leader. That makes a person a good leader is not just his skills but primarily his character and attitude. Leader must influence and should be influenced. Everyone can influence somebody either for the good or for bad. Even the shyest person can influence at least 10, 000 people in his or her lifetime. While it is up to everyone to determine how to use this leverage, this only means that anybody can be a leader. A person to be called a leader should have followers for him. He has to direct his people to something which will bring goodness, not harm. Just as a good leader should, it only takes skill, knowledge and compassion for an individual to harness influence. Furthermore, if a person refuses to use this power at all and does not take a personal stance on issues, he or she can easily be convinced and the person would most likely end up being influenced as the one. When it comes to this, it seems that there are only two alternatives-to be the influencer or the one affected. “Leadership is practiced not so much in words as in attitude and in actions.”--- Harold S. Geneen CHAPTER 2 CONCEPT OF LEADERSHIP Leadership is the practice of driving people to achieve goals. This plays an important role in success and efficiency of subordinates. It’s a process whereby an individual influences others and guides the organization in a manner that makes it more cohesive and coherent. Leaders do this by providing many means of shaping the actions of subordinates. Leadership is learned, a leader’s skills knowledge can be influenced by his or her 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. A leader might have learned the skills in counseling others, but her traits will often play a great role in determining how he counsels. FOUR PRIMARY FACTORS OF LEADERSHIP Leader An individual appointed as a leader must understand himself honestly, what he knows and what he can do. Take note that it is the followers that decide whether the leader is successful, not the leader or anyone else. If they don’t trust their leader or lack confidence, they will be uninspired. To be successful you have to persuade your followers that you’re are worthy of being followed, not yourself or your superiors. Followers Different people expect different leadership styles. A newly-employed deserves more supervision than an accomplished subordinate does. An individual without motivation needs a different approach than one with high motivation level. You have to know your people, as a leader. The basic starting point is to have a clear understanding of human nature such as needs, feelings and motivation. You have to come to learn the “be, know and do”’ qualities of your people. Communication Being a leader, you lead by bidirectional communication. A great deal of that is nonverbal. For example, when you “set an example” that shows your people you wouldn’t ask them to do something you wouldn’t want to do. What and how you interact either strengthens or destroys your relationship with your followers. Situation Every situation is different. Everything you do in one situation isn’t automatically going to work in another. You have to use your discretion to determine the best course of action and style of leadership needed for each situation. You may need to face a subordinate for inappropriate behavior, for example, but if the confrontation is too late or too early, too harsh or too mild, then the outcomes may prove ineffective. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 3 THEORIES OF LEADERSHIP The theories below explain how people turn themselves into leaders. The first two demonstrate to a small number of people the nature of leadership, while the third is the dominant theory today. Trait Theory Some personality traits may lead people naturally into leadership roles. Great Events Theory A crisis or important event can cause a person to rise to the occasion, putting forth extraordinary qualities of leadership in an ordinary person. Transformational or Process Leadership Theory Today, it is the widely accepted theory. People can optional for leadership. People can learn the ability to take leadership. THE LEADER AND ITS ROLES A leader sets the company or organization a specific vision, motivates employees, guides workers through the cycle of work, and creates morale. They’re made good leaders, not born. You will become a successful leader if you have the will and the will power. Good leaders grow through a cycle of self-study, education, training and experience that never ends. There are many things you have to be, learn and do to inspire your workers or subordinates into higher levels of teamwork. These also do not come easily but are gained through ongoing research and study. Good leaders work and study constantly to develop their leadership skills, they do not rely on their past achievements. BOSS OR LEADER? Although your role as a manager or supervisor gives you the authority to accomplish certain task and objectives within the organization (Assigned Leadership), this power does not make you a leader, it simply makes you a boss. Leadership differs in that it makes the followers want to achieve high goals (Emerging Leadership), rather than simply ordering people around. Thus, by your position, you get Assigned Leadership and you display Emergent Leadership by influencing people to do great things. TOTAL LEADERSHIP People want feedback from those leaders they respect and who have a good sense of direction. They must be ethical, in order to gain respect. This provides a sense of direction by conveying a clear vision of the future. When people decide to value you as a leader, they don’t think of your qualities, but rather watch what you’re doing so they can assess who you really are. They use this insight to say if you are upright and trustworthy leader or a self-serving individual who exploits power to look goods and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their superiors, but at the expense of their workers. Honorable character and selfless service to your organization is good leadership. In the eyes of your people the leadership is all you do that affects the aims and well-being of the organization. MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP Trust and Confidence Effective Communication o Helping employees understand the overall business strategy of the organization. o Helping workers understand how they help achieve the organizational goals. o Sharing information with workers on how the organization is doing and how its own group of employees is doing. So leaders need to be trustworthy and be able to convey a vision of where the organization needs to go. LEADERSHIP PRINCIPLES Know Yourself and Seek Self-Improvement PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 4  Be Technically and Tactically Proficient Seek Responsibility and Take Responsibility for your Actions Make Sound and Timely Decisions Set the Example Know Your People and Look Out for their Welfare Keep Your Subordinates Informed Develop a Sense of Responsibility in Your Subordinates Ensure that Tasks Are Understood, Supervised and Accomplished Train as a Team Employ Your Command in Accordance with Its Capabilities SUPERVISION FOR LEADERS Supervision maintains an understanding of the situation, and ensures proper implementation of plans and policies. There is a small supervisory unit. There is over-supervision (micro-management) on one side of the band; and under supervision on the other side. Over-supervision stifles initiative creates resentment and decreases morale and motivation. Under-supervision leads to miscommunication, lack of coordination and the subordinates’ impression that the leader is not concerned with. Nonetheless, all workers will benefit from proper monitoring by seniors with more knowledge and experience, who usually appear to more critically view the situation. EVALUATION Evaluation is part of supervising. It is defined as evaluating the value, quality or significance of people, ideas or things. This involves looking at the ways people accomplish a task. This means receiving feedback and understanding the feedback on how well everything is being done. Use checklists to list the activities to be completed. When it comes to recalling a list of items almost every one of us has bad memory. List tasks by priorities. Example: “A” – priorities must be done today “B” – priorities must be done by tomorrow, and “C” – priorities need to be followed up within a week. INSPIRING SUBORDINATES It is much easier to get people to do something they have the drive to do so. Inspire means to “breathe life in”. Three main actions will aid you in accomplishing this: 1. Be Passionate 2. Involve subordinates in the decision making process 3. Know what your organization is about (“The Army is not made up of people. The Army is people. Every decision we make is a people issue.” – General Creighton W. Abrams) TRAINING AND COACHING Training – is a structured lesson designed to give people the knowledge and skills to perform a task. Coaching – is a process designed to help the employee develop more expertise and resolve obstacles to improving job performance. COMMON POINTS OF BOTH CAOCHING AND TRAINING: ▪ Testing to assess levels of knowledge, capacity and trust. ▪ Defines targets that can be routinely calculated. This helps differentiate these into step-by-step actions. ▪ Clarify course, goals and responsibility. To promote accountability, include the individual or team in the decision- making process. ▪ Encourage peer coaching by reminding them that everyone has a stake in each other’s success. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 5  ▪ Coaching is more than telling people how to do something, it involves giving guidance, building skills, generation obstacles, removing barriers to success, building better systems, learning through discovery. ▪ Cope with emotional challenges by helping them improve, analyzing and pointing out ways they hold back, encouraging them when they become frustrated, and so on. ▪ Give feedback by pointing and suggesting solutions, rather than actively criticizing errors. As a leader you must view coaching from two different viewpoints: 1. Coaching to lead others, and 2. Being coached to achieve self-improvement. LEARNING Conditions of Learning To be successful in guiding subordinates, the leader must familiarize himself with these learning conditions and strictly follow them while training his people: a. The Person Must Be Motivated to Learn. b. Involve your Subordinates in the Process. THE SIX POINTS OF LEADERSHIP POWER Power refers to the ability a person has to control another’s action such that he or she behaves according to his or her wishes. Such power is a capacity or potential as it means a potential that does not need to be realized in order to be effective. The strength of leadership is much more than the use of force. Leadership encourages others to genuinely WANT to attain a goal, while dominance drives others to attain a target. Below are French, Raven’s (1959), six points of Leader. These power points will help you to assess the impact you and others have on achieving full negotiating skills. 1. Coercive Power 2. Reward Power 3. Legitimate Power 4. Expert Power 5. Referent Power 6. Informational Power SIGNIFICANCE OF SELF-CONTROL IN LEADERSHIP “A cyclone has the power to cause heavily damage to crops, houses and even cities. It could pack a wind of 125-280 km/h enough to create a widespread destruction. It is said that the cyclone derives its power from its calm center. “ Anonymous “He who is slow to anger is better than the mighty and he who rules his spirit, than he who captures a city.” Proverbs 16:32 For leadership the same principle holds true. Leaders being influential individuals within the organization and having the greatest impact on the lives of their people, must learn and exercise self-control. Leaders are gaining people’s trust, power and respect when they exemplify self-control. LEADERSHIP TRAITS “A leader is who knows the way, goes the way, and shows the way.” John C. Maxwell Let’s take a close look at some of the important qualities of leadership, which separate good leaders from bad ones. You must have all these qualities to become a good leader, but if you lack some of these qualities, then you might struggle to make the mark in the leadership world. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 6  1. Honesty and Integrity - “The supreme quality of leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.”- Dwight D. Eisenhower 2. Confidence 3. Inspire Others -“If your actions inspire others to dream more, learn more, do more and become more, you are a good leader.” John Quincy Adams 4. Commitment and Passion 5. Good Communicator 6. Decision-Making Capabilities 7. Accountability -“A good leader takes little more than his share of the blame and little less than his share of credit.” -Arnold H. Glasow 8. Delegation and Empowerment 9. Creativity and Innovation -“Innovation distinguishes between a leader and a follower.” -Steve Jobs 10. Empathy LEADERSHIP STYLES TRANSACTIONAL LEADERSHIP This strategy is strongly disciplinary, and is often called a leadership style of “telling”. The leader gives instructions to the member of his team and then uses various incentives and punishments to either appreciate or punish what they do in response. TRANSFORMATIONAL LEADERSHIP With this style of leadership, by empowering their workers to change, leaders are trying to enhance or transform the individual or group into which they lead. By their ideas or insights into how something should be improved or adjusted for their own work, they encourage and motivate others. Under transformational leadership, people have plenty of flexibility, as well as plenty of breathing space to innovate and think outside the box. SERVANT LEADERSHIP “Leaders are the ones who are willing to give up something of their own for us. Their time, their energy, their money, maybe even the food off their plate. When it matters, leaders choose to eat last.” -Simon Sinek Servant leaders work with this traditional motto: “Serve first and lead”. Instead of thinking about how to inspire people to follow their lead, they channel most of their energies into seeking ways to help others. DEMOCRATIC LEADERSHIP You could always hear this style of leadership referred to as “participatory leadership”. Members manage organizations and programs as well, a democracy. Democratic leaders respect other people’s ideas and feedback, and encourage discussion of those inputs. They prioritize working together and actively engaging their colleagues in the decision-making process. AUTOCRATIC LEADERSHIP On the contrary to democratic leadership there is autocratic leadership. You might think of that as an alternative to “my way or the highway”. Autocratic leaders see themselves as having absolute power and making decisions on their subordinates’ behalf. They decide not just what needs to be done, but how to accomplish certain tasks too. BUREAUCRATIC LEADERSHIP To put it another way, bureaucratic leadership goes “by the book”. A power comes from a formal position or title rather than from the unique characteristics or characteristics they hold. They also have a set list of duties, as well as clear rules and procedures for how they will handle and make decisions for others. They have to follow the path set out for them. LAISSEZ-FAIRE LEADERSHIP This is a French word that translates to “leave it be” which sums up this hands off leadership approach accurately. Micromanagement is just the opposite. Laissez-faire leaders have the tools and services required to do so. But then they PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 7 step back and let their team members make the decisions, solve problems and get their work done without having to worry about their every move being obsessively watched by the leader. CHARISMATIC LEADERSHIP Charismatic leaders have charismatic personalities, and a great deal of determination to achieve their goals. Such leaders use eloquent communication and persuasion to unite a team around a cause, instead of promoting actions by strict instructions. You will spell out their dream clearly and get other people excited about the same target. ETHICS IN LEADERSHIP “An ethical leader is someone who lives and dies for integrity. Doing the right thing, even when it hurts, is the ethical leader’s mantra.” Heather R. Younger Ethics is about the types of values and morals that a person or a community finds acceptable or necessary. Ethically leading leaders are role models, promoting the value of ethical standards, keeping their people accountable for those principles, and crucially designing environments in which others work and live. As mentioned below, it has been shown that ethical leadership produces a variety of positive results and reduces the risk of many negative results. Thus, leadership can be the most effective tool in an ethical system designed to support ethical behavior. Ethical leadership is leadership motivated by respect for ethical beliefs and values, and other people’s integrity and rights (Watts, 2008). It is therefore related to values such as honesty, sincerity, care, beauty and fairness (Brown, M. et al, 2005). HOW TO BECOME AN ETHICAL LEADER? a) Define and Align your Values b) Champion the Importance of Ethics c) Hire people with Similar Values d) Promote Open Communication e) Beware of Bias f) Lead by Example g) Find your Role Models h) Care for yourself so you are able to Care for Others IMPACTS OF ETHICAL LEADERSHIP Ethical leaders will help to build a healthy atmosphere through constructive partnerships at three levels: the individual, the team and the organization at large. Nurturing connections at each of these levels will result in the following outcomes and benefits: 1. The Well-being of the Individual 2. The Energy of the Team 3. The Health of the Organization THE 4-V MODEL OF ETHICAL LEADERSHIP The 4-V model aims to reconcile internal beliefs and values for the common good with external behaviors and actions. The four V’S stand for: 1. Values 2. Vision 3. Voice, and 4. Virtue These characteristics help to build a strong ethical leader. In the end, an ethical leader’s main goal is to create a world in which the future is positive, inclusive and allows all individuals to pursue and fulfill their needs and fulfill their maximum potential. VALUES FORMATION IN LEADERSHIP PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 8  Values is not a subject that has been talked about so often but one that plays an important role in acts and performance, because values are personal and not always clearly defined, they remain an essential but under-discussed and undervalued part of who you are as an individual and as a leader. REASONS WHY VALUES MATTER TO LEADERS Values Guide your Decision Values Strengthen your Ability to Influence Values Create Clarity Values Reduce Stress Values Guide your Actions CHAPTER 3 UNDERSTANDING MANAGEMENT Management Management is a set of principles relating to the roles of planning, coordinating, directing and regulating and the implementation of those principles in the efficient and effective use of physical, financial, human and information capital to achieve organizational objectives. Definition of Management Management thinkers have defined management in their own ways: A set of activities directed at the efficient and effective utilization of resources in the pursuit of one or more goals. Van Fleet Peterson Working with human, financial and physical resources to achieve organizational objectives by performing the planning, organizing, leading and controlling functions. Megginson, Mosley and Pietri Management is a problem solving process effectively achieving organizational objectives through the efficient use of scarce resources in a changing environment. Kreitner Management is an art of knowing what to do, when to do and see that is done and see that it is done in the best and cheapest way. F.W Taylor Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and can cooperate towards attainment of group goals. Harold Koontz Other Views on the definition and scope of Management. “Managing is forecasting and preparing arranging, directing, managing and regulating”. Says Henri Fayol. Fredmund Malik describes management as “transforming capital into value.” It is described by Ghislain Deslandes as “a weak force, under pressure to achieve results and endowed with the threefold power of constraint, imitation and imagination, operating at subjective interpersonal, institutional and environmental level”. Management as a Process Management as a process began with the sole purpose of attaining an objective. Further, it is specifically done in order to: The purpose are” 1. Rise client’s satisfaction with the services the company provides. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 9  2. Develop personnel experience, abilities and capacity, or 3. Accomplish a particular goal or goal. Management as a mechanism often includes interrelated processes by which management within an entity manages and controls the organizations resources to achieve desired outcomes. This requires not only managing and using financial resources alone, but also human resources, as they are also important to an organization in order to achieve its stated objectives. Managers need to build a comfortable working atmosphere that promotes healthy employee relations within the company. They will make sure that the human resources work in harmony to achieve the goal of the organization. Having full oversight of an organizations affairs, managers need to follow due process to set goals and come up with plans for achieving outcomes. Both phases of planning and execution include due processes which the manager must strictly adhere to. Management: The Never Ending Process It simply means that management is a phase that will never stop, because the company remains. Managers would always force themselves to tackle tasks, goals, and problems at a certain point in time. ACTIVITY MANAGEMENT Task management is the practice of recording personnel’s day to day accomplishments in an order in success, as it helps to monitor the organizations course and maximize its works efficiency. It relies on the philosophy that the knowledge from higher levels of the company in a personal or group workers organization therefore it is essential to proper recording process and cannot take place without controlling the activities. Managing tasks will help the workers organize their daily work. The activity management system helps their results this promotes workplace, accountability as job tasks are accurately monitored, and subordinate deserved notifications are given according to the employee’s daily observed progress. Tracking the work of the employee and the amount of time spent helps identify where improvements are essential. Elements of the Ideal Activity Management Label Monitoring this recorded information on a regular basis is essential to assure the completion and accuracy of the record. 1. The Activity (which is a brief description of what you do). 2. Type of activity (whether it is meaning, an email, phone or others). 3. Name of the Task. 4. Title of the Project. 5. Name or category of the project. 6. The time length of the activity. 7. Date of the task Importance of Activity Management 1. It gives both employer and the employees’ information on the performance of the personnel involved. 2. It helps to organize and emphasize the importance or relevance of the task at hand. 3. It also helps to avoid miscommunications and mistakes of task repetition in the workplace. Management as a Discipline Management is also a discipline because it includes learning the procedures and values required to perform official administrative duties, as well as demonstrating the code of conduct that the managers must obey when performing their duties. Management us also being taught, as with other research or discipline courses, at the numerous institutes and universities around the world. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 10  Individuals may secure jobs as the managers after they have earned a diploma certificates of higher degree. Managers also have opportunities to increase their expertise and competence by obtaining a higher degree of management certification. Management as an Art Management is also known to be an art, because both share similar characteristics. Art is structured body of knowledge that requires imagination and expertise. An artist often needs constant practice in order to become faultless or achieve a degree of perfection which is considered acceptable. Art is taught and put to use. The apprenticeship cycle comes before application. There are vast amounts of resources available to learn and develop knowledge about art in the industry, which includes study materials and books to help artist gain a better understanding and deliver quality production. The same holds true for management. By learning, theoretical knowledge is gained. In other words, managers will learn about the operations and concepts of management that are presented in the study material. While studying art, one can learn and gain theoretical knowledge but it does not end there. To yield results the knowledge gained has to be implemented effectively. And as a result, each artist is required to possess personal skills and imagination so he or she can make a good use of the knowledge gained. Even if two or more artist learn the same thing, their ingenuity and talents will decide how well they end up using the acquired knowledge. The same is true of management. Learning the values and philosophies of management is not enough. One requires the skill and imagination required to make use of the information learned to produce positive results. As with art, two or more managers can learn the same thing, but because if their skill and creativity the result generated could be different. Management as a Group In any way, the concept of management suggests that it is group. In general, administrative functions are not performed by one person alone. For most cases, as companies expand, many specific managerial roles are generated so that the organization can meet its desired objectives. Management as an operation carried out by a group of people saddled with the responsibility of keeping the company going and achieving a specific goal. In other words, a community composed of people with specific knowledge of the organization or managerial roles will work together to manage a business. Management as a Science Management is also a science, because everything used to classify a field as science is involved. Science, for example, establishes the relation of cause and effect between variables. It also takes into consideration, he values that bind the variables concerned. Scientific concepts are thus formulated using the standard scientific methods that involve testing. And the method involves testing and checking via a series of tests. One of the features which indicates that science and management are the same is the universal acceptance of scientific principles. In other words, scientific laws are the same in every case and in every part of the world. On the other hand, management has its fundamental principles that are universally accepted and implemented in every situation or enterprise. An example of that is the Unity of Command Principle. Management as a Profession Management is also an occupation as it has characteristics that allow it to be so. A profession is called a career in which one requires knowledge and undergoes training series to fit perfectly into that role. A career has limited entry which is also true in management. Although anyone can assume a managerial role in corporation and there is no law prohibiting that, many companies now prefer for such positions individuals with Master’s degree. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 11 The Manager A manager is a person in the organization who directs the activities of others. They perform their work at different levels and they are called by different names: 1. The First Line Managers – They are usually called supervisors r in a manufacturing the may be called foremen. 2. The Middle Level Managers – these comprise all management levels between the organization’s supervisory level and top level. Such managers may be called functional managers, heads of plants, and managers of projects. 3. The Top Managers – They are the ones responsible for making organizational decisions and setting policies and strategies which effect all aspects of the organization. Such individuals may be named vice-president, managing director, chief executive officer or board chairman etc. MANAGERIAL FUNCTIONS Planning – This is necessary to set goals to develop strategies for organizing activities. Organization – It assists in deciding the tasks to be performed, how to do them, how to organize the tasks and where to make decisions. Staffing – This is important for employing different activities such as training, growth, evaluation, compensation, welfare etc. Directing – This requires that subordinates be given instructions and motivated to achieve their goals. Controlling – This is monitoring practices to ensure that the workers perform the task as scheduled, and to correct any major deviations. MANAGERIALS SKILLS Managing position requires proper skills to perform various. He cannot be an efficient manager if he lacks the knowledge and skills to do the job because it will be the foundations for his workers to be corrected and driven. THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER (By: Robert L. Katz) 1. Technical 2. Human and 3. Conceptual Technical Skills Managers must be able to work with resources, equipment, strategies, procedures or the technical skills. First line executives as well as many middle managers have been active in the activities of the organization is technical aspects. Even when a manager moves higher is hierarchy, the need for technical skills is less, but still technical skill helps in making decisions. Human Skills Managers must have the ability to work well with other people both individually and in a group. Managers need these skills at all levels but top managers need them the most. The manager has interpersonal skills because he gets the best out of the people that work with him. We are able to communicate, empower, lead and inspire confidence and enthusiasm. Conceptual Skills Managers need to be able to integrate and organize the different activities. Managers must be able to think of abstract ideas and to contextualize them. We need to be able to see the organization as a whole and the relationships between its different sub-units, and to see how the organization fits into its wider context. Conceptual competencies are important in PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 12 decision-making. Since all managers have to make decisions, these skills are necessary for all managers but they become more important as they form the hierarchy of the organization. QUALITIES OF A MANAGERS Since the manager makes decisions for each type of activity and his decisions affect an organizations work, he should have the following attributes to do his job properly: 1. Educational competence A manager has to have adequate and outstanding preparation. Besides other educational qualifications they are required to have management education and training. Educations not only widens the intellectual scope of executives but also helps to understand and interpret things properly. Business environment awareness is also essential to tackle the various problems that the company can encounter. 2. Intellectual quality Managers should have a higher level of intelligence relative to others, because they have more roles in the organization than other men. Intelligence can assist a manager in evaluating the organization’s present and future organizational possibilities. He must be able to predict the things in advance and take the necessary decisions in due course. 3. Leadership ability A manager has to be able to direct and motivate people working within the business. He shall subordinate himself to leadership. The subordinates’ skills, abilities, and potentials should be retained and properly used to achieve organizational goals. If a manager has the leadership qualities then for good of the organization, he will inspire workers to improve their performance and function to their full capacity. 4. Training A manager must develop organizational competencies. As described in the preceding issue, these skills consist of technical skills, human skills and logical abilities. These competencies must be gained by schooling, training, practice etc. Such skills are important for all executive levels. 5. Technical knowledge and skills A manager should have technical knowledge of the organization’s job and other tasks. He will be better placed to assess and direct if he has knowledge of those things himself. 6. Mental Maturity To deal with different circumstances a manager should have mental maturity. He is supposed to be polite, good listener and quick to respond to situations. He has to take several uncomfortable decisions that could have an adverse effect on the job if not taken properly. When dealing with subordinates he will remain calm. All of these attributes come with maturity of mind. 7. Positive Attitude Positive attitude is to a manager’s asset. A manager has to deal with a lot of people from both inside and outside the company. He should be sensitive and optimistic to different suggestions and make rational choices. He should not prejudge issues, and should not take sides. He will try and develop good relationships with different people dealing with him. He would consider their issues an attempt to reach out helping hand. 8. Self-confidence Every manager should have faith in himself. He has to take a lot of decisions every day; he should thoroughly evaluate things before making decisions. If he makes decisions, then he should stick to them and try to put them into practice. A manager lacking confidence in himself will always be uncertain about his decisions. This kind of mentality creates more problems than just solving them. 9. Foresight A manager has to make a decision not just for the present but also for the future. The technology, marketing, consumer behavior, financial set-up etc. are rapidly changing. The economic policy shifts would repercussion in the future. A manager should foresee what will happen in the future and plan the organization for the circumstances to face. The PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 13 level of foresight will help you make the right choices and face the challenges to come in the right perspective. If the problems aren’t properly evaluated, then the organization can face adverse situations. ROLE OF THE MANAGER IN AN ORGANIZATION The role of a manager is very critical within an organization. An organization’s success will depend on the manager’s ability in using the resources to achieve organizational objectives. He is an integral leader in the organization’s role of achieving goals and targets. Technology and working methods are rapidly changing and therefore the manager should be professional enough to deal with these changes. The word management positions apply to different managerial activity categories. In his research, Henry Mintzberg discovered that the prevalent view was that managers were critical thinkers who evaluated information carefully and systematically before making decisions. Mintzberg found that a large number of diverse, unpatterned, and short- duration tasks were engaged in by managers. Reflective was given little time because managers faced constant interruptions. He offered a categorization scheme to describe what managers are doing on the job, based on actual managers. DIFFERENT HIGHLY INTERRELATED ROLES OF MANAGERS 1. Interpersonal Roles A manager has to perform the following duties: a. Receive visitors from outside, or preside over employees’ social function. b. Sign as organization’s manager some legal documents. c. Function as a chief when he is needed to carry out subordinate activities. d. Not only to inspire the workforce but also to recruit, fire and discipline employees. e. Pay outside organizations for the collection of information relating to companies. 2. Informational Roles All managers are required to perform informational roles. a. To collect information outside of one’s own organizations and institutions. b. Perform disseminators position as they deliver information to the organization’s subordinates. c. Acts as a spokesman when he represents outsiders to the organization. 3. Decision Roles According to Mintzberg, a manager performs four decisional roles. a. He initiates and supervises new projects to improve the performance of the organization. b. As a conflict controller, administrators take corrective actions to fix previously unknown issues. c. Acts as resource allocation when allocating and controlling human, physical, and monetary resource allocations. d. When debating and bargaining with other parties, he works as negotiator. IMPORTANT ROLES OF A MANAGER As Leader a. Defining various people’s activities and goals within the organization. b. Helps at the work-group to create the right type of atmosphere and homogeneity. c. The group’s actions and performance led by him are influenced. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 14 As Coordinator a. Bring together various resources, both physical and human, for the achievement of organizational objectives. b. Mobilizes different resources, brings intelligent understanding and goodwill among employers to complete work at the organization. c. With the aid of effective communication, better plan events and programs. As Delegator of Authority a. Assign duties to the subordinates that he trusted, and delegate the authority necessary. If they do any work independently, the subordinates may gain confidence and be prepared for higher responsibilities. b. Encourage employees to take up appropriate work according to their skills and knowledge and train for the next line of executives. c. Create proper communication system so that subordinates are able to get regular guidance and response for the activities taken up by them. As Decision-Maker After addressing various aspects of the problem, taking decisions for different activities, evaluating them, designing possible alternatives and choosing the correct one. Take note: A decision which is made at the right time will yield good results. In its decisions a manager must create consistency, firmness and conviction. A manager who constantly changes his decisions will leave his subordinates in doubt. The subordinates will be directed by a decision-making capacity and the ability to take correct decisions at the appropriate time. As a Human Relations Practitioner a. Address workplace issues with staff. b. Tries to get the best out of the workers, and efforts are made to boost the organization’s efficiency. c. Encourage employees to engage in decision making processes. As a Spokesman of the Organization a. Acts as the organization’s spokesman. b. He works with outsiders and provides them with the required information that they need. c. Maintains good relationships with all stakeholders including shareholders, employees, customers, vendors, government, etc. d. Helps to create a strong organizations reputation not only among clients but also among outsiders. A manager should have an understanding of the principles of public understanding and the advantages of keeping the public informed while performing the role of a spokesman. MODERN CHALLENGES FOR MANAGERS At different times every company has to cope with the external environment that prevails. This world possess a series of external obstacles which are hard to control. These factors will impact significantly on how well a manager performs. Organizations need to respond to environmental changes with speed and efficiency to ensure survival. Below are some of the key challenges which an impact on the job of managing. 1. Challenge on information Technology (IT) Information tech is undergoing a transition. Computers, the internet, intranets. Telecommunications and an endless number of software applications are available to get things done better. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 15  a. Managers are expected to use technology to carry out their work and produce desired results. The IT selection must be made by having the end user in mind and the work to be done. b. Managers need to know how to communicate with IT experts to evaluate the most appropriate solutions for the job to be done, and then consider the best way to implement them, c. Managers need to determine the best way to network the infrastructure of an entity, and also decide which information will be accessible to whom and what kinds of protection are needed to protect the network. Efficient managers ensure workers are aligned when the technology is chosen and introduced. Information Technology will be applied effectively if the workers are equipped to use it properly. Using this technology has enhanced employee performance at work. Managers trained in IT will have a bright future. Some may begin to work for more than one organization without having to leave their home office. Managers must remain aware of the opportunities and challenges that the unabated technology transition poses to the organizations. a. Challenges on Globalization The digital revolution took the whole world back together. Use of satellites to communicate information has rapidly improved things. The main component of industry, culture and economic globalization is the opportunity and freedom to communicate with practically anyone, anywhere. The digital revolution has facilitated the growth of global trade and international trade agreements. A manager must formulate his plans by keeping the world economy in perspective. He has to get the company ready to face the new competition. As consumer choices broaden, managers need to find ways to beat foreign competition for price and quality. The movement towards globalization is unlikely to change in the future; the best thing is to face it. New executives should be prepared professionally to meet future global competition. DEVELOPING MISSION AND VISION STATEMENTS Creating the vision and mission statements of an organization are the first two steps in the process of planning action. Developing a statement of vision and mission is crucial for community initiatives to be successful. Such statements clarify the goals of your community in a concise way, help the organization concentrate on what is really important and provide a framework for further advancement of other elements of strategic plan. Roles Played by Mission and Vision Mission and vision statements play three critical roles: 1. Communicate the organization’s intent to stakeholders 2. Inform the development of Strategy, and 3. Establish the tangible priorities and goals by which to measure the success of the strategy of the company. WHAT IS A VISION STATEMENT? Their vision is their dream. It’s what your company considers to be the ideal conditions for your community; that is, how things would look if you absolutely, beautifully addressed the issue that is important to you. It could be a world without war, or a society where all men, regardless of gender or racial background, are treated as equals. Whatever the dream of your company is, one or more vision statements, which are short phrases or sentences that express the aspirations of your society for the future, may well communicate it. In creating a manifesto or statement of purpose, your organization clarifies the values and guiding principles, first for yourself and then for the greater community. Characteristics of vision statements should be: a. Understood and shared by members of the organization. b. Broad enough to include a diverse variety of local perspectives. c. Inspiring and uplifting to everyone involved in group’s effort. d. Easy to communicate- they are generally short enough. WHAT IS A MISSION STATEMENT? PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 16  The next step in the action planning process is in practical terms to the dream of the ground organization. It is here that a mission statement comes in to grow. The mission statement of an organization explains what the organization will do, why it will do that. Mission statements are similar to claims about vision, in that they also look at the big picture. They are more practical however, and they are certainly more “action-oriented” than statements of dream. The statement of vision of an organization will inspire people to dream; your statement of purpose should motivate them to take action. General Guidelines in Creating Mission Statements a. Concise. While not as brief as statements of vision, mission statements in one sentence also usually get their point across. b. Outcome-oriented. Statements on task describe the basic results to which the organization is operating. c. Inclusive. Although declarations of mission make statements about the key goals of your community. It is very important that they do so very broadly. Good mission statements are not restrictive in the community’s policies or industries that may get involved in the project. Example: “Promoting care and caring at the end of life through coalitions and advocacy.” Role of the Mission Statement Leaders should emphasize the current statement of mission to employees which clarifies the organization’s objective and key, measurable goals. A mission statement is meant for the organization’s staff and members. Strategic plans can involve changing the organization’s mission statement to represent a new direction. It will help workers and the public opt into the change by emphasizing the advantages of the transition and reducing the gaps. Role of the Vision Statement Like the statement of mission, statement of vision helps to define the intent of the organization. Statements of vision provide guidance for organizational action and help inspire. Strategic plans may include a promotional campaign that may include the statement of vision to encourage stakeholders to partner with the organization as well. A vision statement is a vision of the future with hope and a positive outlook. It describes the company’s inspirational, long term plan for what they will be able to do, who they will help, and how the company will then be perceived. For now, it’s often out of reach, but not so far out of reach as to be unattainable. The vision statement gives everyone a description of what they’re working on. Purposes of Strategic Planning Strategic planning is likely to have successes and failures. Leaders should celebrate the little successes in achieving objectives that are part of the statement of mission and vision. The mission statement will help to measure whether the strategic plan is aligned with the Agency’s overall objectives. The vision statement helps inspires workers. Workers who feel invested in organizational change are more likely to stay motivated and have higher levels of productivity. IMPORTANCE OF CREATING VSISON AND MISSION STATEMENTS 1. These statements can help your organization focus on what’s really important. Although your organization knows what you’re trying to do to improve your community, it’s easy to lose sight of this when dealing with day-to-day organizational difficulties. Your vision and mission statements remind the members of what is important. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 17  2. Vision and mission statements offer a snapshot of what the group is and what it aims to do to other people and organizations. If statement of vision and purpose is readily accessible, people know about the organization without having to dig hard for the details. Instead, those with common interests should take the time to learn more. This flexibility is very useful when hiring other individuals and organizations to support the initiative. 3. Statements of vision and mission concentrate the members on their shared goal. Not only can the statements themselves act as daily reminder of the organization’s value, the method of creating them encourages people to see the organization as “theirs”. Creating these statements builds trust as participant can more fully believe in something if they have a hand in creating it. ADVANTAGES OF HAVING A CLEAR VISION STATEMENT Bringing people into work together. To offer hope for a better future. Empowering members of the group to achieve their goals through constructive and successful action; Turn your broad sight visions into more practical, action-oriented language. Describe your priorities clearly and concisely to the stakeholders. Improving the image of your organization as being skilled and knowledgeable. HOW TO CREATE VISION AND MISSION STATEMENTS The organization now has the tools to create the specific messages, providing a clear understanding of the vision and mission messages. Unless your community has already formed statements of vision and mission, consider them in the light of the criteria. If you feel that your current statements could be changed, you can easily change them using the following method. 1. Learn What is Important to People in Your Organization and the Community As the first step in the development of your action plan is to be establish your vision and mission statements, it is especially important that these first steps are well-in community principles and values. Being aware of the important issues within your community is vital to the creation of a large, successful and lasting group of action. And one of the first steps that you will take when creating your organization’s vision and purpose is to identify the problems that matter most to people in your group. Different Ways in Gathering this Information a. Conducting public forums with members of the community It is to collect suggestions, feelings, and views on the way they want to culture to be changed. The discussions and complaints are registered during public forums. The transcripts of what’s said will provide the basis for the preparation subsequently. b. Holding focus group discussions with the people This would be done for those involved in solving the problems, including civic members, those most impacted by the problems, corporations, religious leaders, teachers, etc. Discussions in focus groups are similar to public hearings but are smaller and more personal. They are usually made up of small groups of people of similar backgrounds so that they can feel confident communicating freely about what concerns them. Obtaining interviews with people in leadership and service positions This involves individuals as local officials, school leaders, workers at hospitals and social service providers, on what issues or any needs they expect to occur in the neighborhood. Many individuals will also have both facts and memories to back up their viewpoints. 2. Decide What to Ask PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 18  No matter if you are talking to one person or a crowd, your purpose is the same – to learn what matters in your community, List of Questions You Might Use to Focus Your Discussions with Community Members These questions may be used for individual interviews, focus groups, public forums, or in any other way you choose to gather information. a. What is your vision/ dream for our community? b. Why do you want to see change? c. What kind of group or organization will we be creating? d. What do you see as the big issues or problems in the society or organization? e. How do you see as the main strengths and assets of the group or organization? f. How do you think this company or project will be string for? g. Why will they fix these issues1? h. How would you like to see success? While collecting feedbacks from the group, the facilitator should encourage everyone to express their most idealistic, optimistic, and constructive ideas. Encourage others to be interested, and note that you are attempting to articulate a vision of a better society or organization. 3. Decide on The General Focus of your Organization After the organizations leaders have learned what the group has to say, it’s time to determine the organization or initiatives overall emphasis. a. What Subject matters most to your organization and to your community? b. Where is your company going to operate? c. Does your organization only start in one school, in one neighborhood, or in your town> d. Should the emphasis of your initiative be wider, at local, regional, or even international level? Those are questions with no simple answers. Your organization will need to understand group lessons learned, and determine the best course for your organization receives grant money or big funding from a given entity, the grant maker can determine what your groups overall objective should be. DEVELOP YOUR VISIONS AND MISSION STATEMENTS Developing clear vision and mission statements are two of the most critical activities that your organization can tackle, as such statements influence almost everything else you do. When you and the team understand more clearly what the community is trying to do and why, you are in a prime position to create proposals that will catch the ideas. When you look at possible claims, try to keep them broad and enduring. Wide-ranging vision and mission statements allow for a sense of continuity with the past, values and specific aims of a community. In addition, statements of vision and mission built up to last should drive efforts today and tomorrow. WRITING MISSION STATEMENTS The method of writing the statement of purpose for your organization is close to creating your statement of vision. The same method of brainstorming will help you to build the possibilities for your mission statement. You’ll want to establish a common mission statement for your work as opposed to vision statements. GUIDE QUESTIONS IN CREATING MISSION STATEMENT 1. Could this explain what your company is going to do, and why is it going to? PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 19  2. Is in concise (one sentence)? 3. Was it outcome oriented? 4. Is it reflective of the organizations priorities and people who might get involved? After the organizations leaders have formed a vision and mission statements, the next step will be to you actually use the statement. You may talk to the same community leaders or the members of the focus group you initially talked to. Finally, it is important to note that while the production of the statements is a big step worth celebrating for your organization, there is more work to be done. You will then determine whether to use such claims. Otherwise, all the hard work you do will lead to nothing. EXERCISE Instructions: 1. Think of the organization that you are in now. 2. Assume that you are the manager of the head of the organization and that you need to have the vision and mission statement for that organization to be recognized and / or accredited. 3. In a separate paper, compose a vision and mission statement considering the ideas presented in the preceding topics. WAYS ORGANIZATION MAY CHOOSE TO SPREAD ITS VISION AND MISSION STATEMENTS 1. Attach it to your letterhead or to your stationary. 2. Use them on site. 3. Giving away with them T-shirts, or bookmarks, or other little gifts. 4. Use these while giving interviews. 5. Show it on your reports cover. BEHAVIORAL MANAGEMENT Behavioral management is a behavioral intervention approach that is oriented towards keeping order. This is class of therapeutic strategies for altering behavior by modifying one or more aspects of the environment of and person. Behavioral management derived from Albert Bandura’s theory of social learning, which affirms that observable behavior emerges from an interaction between the person and the environment. The factors that are modified are those that are thought to contribute most significantly to the development or continuation of habits that are troublesome in the atmosphere for the person him/herself or for other people. Environmental improvements are also being made to improve healthy habits deemed beneficial or adaptive. Past experiences precede behavior in time, and can result in actions or decrease the likelihood of behavior occurring. Behavioral events that accompany behavior in time (i.e. consequent events) that also increase or decrease the probability that the behavior will continue once it occurs, or that it will occur again in the future. BEHAVIOR MANAGEMENTS TECHINIQUES 1. Antecedent strategies – Which are used in an attempt to discourage or provoke a behavior before a behavior occurs. 2. Consequent strategies – Which are used when a behavior happens in an attempt to discourage a behavior from continuing and repeating, or to reinforce a behavior. UNDERSTANDING EMPLOYEE BEHAVIOR AND MOTIVATION PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 20  Behavioral Management Theory The theory of behavioral management was developed in response to the need to account for the actions and motivation of the employees. The change moved management from an emphasis of production (classical leadership theory) to a style of leadership based on the human need of the workers for work related fulfillment and good working conditions. It is based on the premise that managers can better consider the human dimension for workers and view workers as valuable tools for achieving objectives. Management who takes a special interest in workers makes them feel part of a specific group. A Shift in Theories Long before theorists started writing about employee happiness and good working conditions, management found classical leadership to be the most important to the success of an organization, with its primary interest in high productivity and performance. Later, concern for job satisfaction and fair working conditions established the basis for the theory of behavioral management. To establish a relation, theorists such as Elton Mayo and others analyzed efficiency of workers under various conditions. Mayo’s work with Hawthorne offers a clear example of this. A group of telephone line workers were divided in the Hawthorne experiment, and observed working in a private room. Different privileges were granted to the community members during their working day, such as the right to leave their workstations, improvements in pay levels and even company-sponsored lunch. What they found was that the management group had generated more than other workers. The reason for this increased output was that the community believed that their well-being was of concern to management. MANAGEMENT BY EXAMPLE The concept of leading others by dictation or order may seem like a fairly daunting task to many managers. Most managers don’t want to feel like they’re babysitting or bossing their staff members around but they also find it best to show their workers how they want to behave and how they’d prefer their daily tasks to be done. That all comes down to the often-challenging task of leading by example. Lead by example not only holds managers to strict expectations, but also requires many interpersonal communication skills. Those who lead by example must be capable of establishing good human relationships with those they need. This can be a challenge for any boss, particularly those who are not exactly born leaders of natural origin. EFFFECTIVE STRATEGIES OF MANAGING BY EXAMPLE Avoid Criticizing Complaining or judging others can not only discourage team members from receiving the inspiration they need, but it can also sow team members that criticism and complaining is appropriate on the job. Those who lead by example must do their lives and their approach to leadership altogether. Negativity an only generate more negativity, so it is imperative that it be eliminated early. The more optimistic a person will be, the more optimistic their work environment can each and every day. Give Honest Praise It is necessary to truly improve positive behavior, so that others can continue to behave positively. Criticism avoidance is just a half fight when it comes to promoting positivity when leading by example. Dedicated managers who want to lead by example know praise. Giving false or coerced compliments to workers only for the sake of spreading attention does not cut it off. People can sense and hear honesty so if leaders want it to really work, praise need to be sincere and truthful. Individuals usually want to do the right thing, and positive motivation keeps them on track to do good things rather than threats or punishments. Develop Real Relationships It’s so important for managers to take the time to develop genuine relationships with their workers so they can gain that respect. It involves getting to know them and becoming interested in other people and what they have to say and PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 21 focusing on maintaining and developing the relationship so the two parties have a sense of confidence. When managers do not take the time to build meaningful relationships with their workers then the idea of example management will never work. So get workers so imitate their bosses, the need to admire them and take care of them. Good listening skills and good communication skills are important to establishing the basic trust between all parties. When core partnership exists, workers are much more likely to look at their boss as someone to respect, and would be much more inclined to imitate the actions of their boss. Get in on the Action It’s much easier for an employee to follow the lead of a superior who sits in their office all day and doesn’t know how everyday operations work. Getting involved and being very interested in how the company works will only benefit managers who are trying to appeal to their workers and who are trying to set a precedent on how their workers want to work. To any manager, so to speak, getting their hands dirty is one of the best ways to start cultivating a better relationships with their employees and really start managing by example. Once team members see their supervisors do the job and get into the action they are more likely to look for direction at these supervisors and emulate their behavior. Humility is Key Taking leadership approach needs a great sense of modesty. Not only does this mean trying to relate to workers and to foster a sense of harmony between team members, but it also means treating all team members with a positive attitude. Managers ought to treat others the way they would like to be treated, never take anything for granted and give the benefit of the doubt to individuals. Even if a member of a team does not perform to the expectations of the manager, this does not mean they have not tried a terrible job. Having insight and modesty will also help managers see the broader picture and see where their workers come from as they lead others by their own example. ENGAGEMENT AND EMPOWERMENT If you want engagement and empowerment, consider the following behaviors; Act like an owner-make choices that are based on the highest company and priorities nice. Be constructive in asking what you can do to improve or make a situation easier. Be responsible by recognizing that there is still an aspect of the project or a consequences that will have a positive effect. Seek items that match the ultimate purpose. So if you make a mistake, then you will own it and learn from it People are influenced by our actions. Our life as a leader would be easier if we could say all the right things and know that those words would significantly influence our team. While that would be easier, it also unrealistic. Although our words matter, what we do matters far more. If we want our influence to be positive and productive, we must be clear on what we want from others, and then make sure our actions (as well as our words) support that. When we do this, we are leading by example in an international and productive way. VALUES FORMATION IN MANAGEMENT Formation of values is the confluence of our personal experiences and the particular society in which we are entwined. In the childhood, values are placed by our families and reinforced by community and life experiences. For example, my parents placed on me the importance of kindness, and reinforced it during early childhood. The value system is first considered for understanding every society. The value system implies the culture’s purposes and goals, which their wisest people have identified and treated as absolute and primary. In the context of its value system, therefore, the values of knowledge of every society happen to be preserved. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 22 POINTS THAT HIGHLIGHT THE ROLE OF VALUES IN MANAGEMENT 1. Development of Employees Managers should use the value system to grow their workers in all around way. Values help with vision. Those help in the creation of employee or workers awareness and moral growth. 2. Motivation Values will work inside you to awaken your secret talents. With bravery and confidence, you have it in you to go ahead and realize your full potential. Inspiring one’s self and inspiring others in organization to campaign for ethical and right values. Values off the best encouragement to remain motivated all the time, irrespective of how de-motivating and overwhelming things are. 3. Underlie Managerial Behavior The study of values is central to the interpretation of management and organizational behavior which underlies managerial behavior’s value orientations. 4. Determine Behavior Values are fundamental, and define actions within the organization to a large extent. Therefore, through employee behavior, the manager will introduce improvement in the way desired. 5. Helps in Bringing Change Organizations bind through principles. Values are enabled cultural improvements where re-evaluated and matched with the goals of the organizational structure. This practice has already transformed several individuals and organizations. 6. Determine Attitudes Values form the foundations for understanding behaviors, motivations and beliefs. 7. Promote Leadership Managers are people who exercise their leadership by values. They can be effective leaders by practicing the spiritual values in their managing jobs. 8. Bring Creativity Managers will remain innovative by examination of many ethical principles in unpredictable and ever-changing times. Some traditional ideas tend to improve the cognitive capacity resulting in different way of understanding those challenges and circumstances. 9. Managing in Borderless Management is no longer limited to a national entity, but is completely without boundaries. Specific international governments do not oversee the management activities and decisions. For many “Lawless Territories” administrators have greater responsibility than ever before. Consequently, value-based management has become a key requirement. Owing to the need for social and ethical standards, administrators must follow not just rules. 10. Involve in Managerial Goals Values are universal since they include task, goal and adjective selection. The role of planning, coordinating and managing people’s actions should also be consistent with principles of the managers. 11. Guide to Life, Profession, and Character PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 23  Moral, ethical and professional values determine the character of employees and managers. They guide their profession and life. They should guide the real character of our lives as we serve our nations. Value can become the basis for the behavior of its members. 12. Personality Development Managers tend to be involved in cultivating their staff and fellow leader’s personalities. Personality is the total amount of a number of factors. However, the selection of moral and fundamental values is an essential consideration as values include the right way of thinking, the right motivation and the passion for improvement 13. Work Ethic Knowledge, effort, behaviors, attitude, manners of work, interpersonal vision, a commitment to change and the standard of work generated are important elements of every workers mentality today. Ethical and eternal importance places a major role in doing good work. Values may establish a perception that work has its own intrinsic worth. The Importance of Workplace Values The ideals in the workplace are the guiding principles that are the most important to you about the way you work. You use these deeply held values to distinguish between right and wrong ways of working and they help you make crucial career choices and decisions. Some examples of workplace values include: Being accountable. Making Difference. Focusing on detail. Delivering quality. Being completely honest. Keeping reliable. Being positive. Meeting deadlines. Helping others. Being a great team member. Respecting company policy and rules, and respecting others. Showing tolerance The ideals of the workplace of your company set the tone for the atmosphere of your organization and they define what your organization cares about as a whole. It is critical that the beliefs of your people match with those. When this happens, people understand each other, for the right reasons, everybody does the right things and this shared intentions and understanding things and this shared intention and understanding allows people to develop a better working relationship. Alignment of principles supports the organizations main mission as a whole. If beliefs are out of alignment, individuals are working for different results. It can hurt relationships with jobs, productivity, job satisfaction, and creative ability. CHAPTER 4 Decision-Making Concepts Decision-making can be seen as a problem-solving process that generates a solution that is considered to be ideal, or at least acceptable. Consequently, it is a mechanism that can be more or less logical or irrational and based on overt or implicit knowledge and beliefs. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 24  A significant part of decision-making involves evaluating a finite range of alternatives that are defined in terms of evaluative criteria. So the challenge would be to rate these alternatives in terms of how appealing they are to the decision- maker while considering all the criteria at the same time. The Multiple-Criteria Decision Analysis (MCDA) focuses on solving these problems. While very old, this field of decision-making has drawn attention from many researches and practitioners, and still widely debated as there are many MCDA approaches that can produce very different results when applied to exactly the same data. ENVIRONMENTAL INFLUENCE IN DECISION MAKING The environment of decision makers will play a role in the decision-making process. A factor affecting cognitive performance, for example, is environmental uncertainty (Davidson, 2006) CHARACTERISTICS OF DECISION-MAKING ⚫ Objectives have to be set first ⚫ Requirements must be graded and placed in order of importance. ⚫ We need to build alternate acts. ⚫ The alternatives must be measured against all targets. ⚫ Tentative decision is the option which can accomplish all the objectives. ⚫ The tentative decision is evaluated for more possible consequences. ⚫ The preliminary decision is reviewed for more potential implications. ⚫ Decisive action is taken and further action is taken to avoid any negative effects from being issues and to continue all processes all over again. ⚫ There are usually followed steps leading to a decision model that could be used to assess an optimal production schedule. THE NINE (9) CHARACTERISTICS OF A GOOD DECISION 1. Decisions positively impact others. 2. Decisions are replicable. 3. Decisions foster opportunity. 4. Decisions include others. 5. Decisions are executable. 6. Decision is systematic. 7. Decisions are accountable. 8. Decisions are pragmatic. 9. Decisions involve self-awareness. DECISION-MAKING TECHNIQUES Decision-making techniques can be separated into two broad categories: 1. Group Decision-Making Techniques 2. Individual Decision-Making Techniques GROUP DECISION-MAKING Also known as “Collaborative Decision-Making”, is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group. Collaborative decision taking in workplace environments is one of the most effective models for creating buy-in from other stakeholders, building trust and promoting innovation. In keeping with the concept of cooperation, collective decisions often appear to be more successful than decisions made by a single person. Collaborative or collective decision-making would often be preferred under normal daily circumstances and will produce more benefits than individual decision making when there is room for proper deliberation, negotiation and dialogue. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 25  For certain cases, however, this approach may also have disadvantages. Certain methods of decision-making may be better in serious emergencies or crisis situations because emergency actions can need to be taken quicker, with less time for deliberation. On the other hand, additional considerations must also be taken into account when evaluating the appropriateness of a decision-making framework. For instance, the likelihood of group fragmentation may often also occur, causing certain groups to make more drastic decisions in the direction of individual inclinations than those of their individual members. INDIVIDUAL DECISION-MAKING In general, a person takes prompt decisions. When in group, keeping any one person responsible for a wrong decision is not easy. Human decision taking usually saves time, resources, and energy as individuals make timely and rational choices. Although taking group decision takes a lot of time, money and energy. DECISION MAKING APPROACHES We make the majority of the decisions, as individuals. It is important to look at the approaches that we follow in our individual decision-making in the effort to take more successful decisions. As the outcomes of the decisions are not clear, it is necessary to concentrate on how a decision is made to increase the consistency of the decision. There are variety of ways to describe decision-making methods but we will find three broad groupings for our purposes. For certain cases, we all prefer to take actions at one time or another using all of the methods. 1. RATIONAL OR ANALYTICAL APPROACH ⚫ Exemplified by systematic decision-making ⚫ Defines upfront success factors ⚫ Looks for details and objectively explores how each solutions meets success factor ⚫ Decision-making is organized and decisions can be taken under the assumption of the desired solutions except for major unforeseeable or unpredictable incidents. ⚫ Consideration of the implications of the final decision. 2. INTUITIVE DECISION MAKING APPROACH ⚫ Relying on emotions and feelings. ⚫ Careful planning is not possible or not desired. ⚫ People will point to a “gut feeling” or “hunch” as the cause for a choice, reflecting that explanation is not accessible through conscious thought. 3. RANDOM OR CHANCE APPROACH ⚫ In this approach a decision is made on impulse, without thought. ⚫ Flipping a coin or using a “decision wheel” would be representative of employing this approach. ⚫ It is sometimes considered a dependent style because this approach can promote denial of responsibility. DECISION MAKING APPROACHES A CONSEQUENCE OF PERSONALITY Any of our emotional and thought processes can be defined by personality, so it’s natural to assume that our preferred approach to decision making is a feature of our personality. There’s ample proof that are personality develops over time and evolves. This may also imply changes in personality result from our approach to decision taking that contribute to improvements in our thought process. SUGGESTIONS FOR IMPROVEMENT ❖ Rational or Analytic Decision Makers A. Have ready a decision-making process that you know works. This help you to jump directly through a decision- making phase without having to postpone deciding the steps you will be taking. B. Gain knowledge of pitfalls and prejudices in decision taking so they can be avoided when making decision. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 26 ❖ INTUITIVE DECISION MAKER A. Ask or accept broad questions well in advance of a decision. It helps the unconscious mind to work behind the scenes to provide ideas and suggestions for a decision. B. Know where and when your intuition is working, and not. Intuition works best in places we have a great deal of expertise in. C. Increasing reflection. This makes insight more credible, as experiences are interpreted and applied thought to the subconscious that helps to categorize the experience more accurately. D. Play games which involve decision-making. Ga,es that stimulate life choices provide a low risk environment where patterns can be formed to improve them. ❖ RANDOM OR CHANCE DECISION MAKER A. Improve awareness and appreciation. Recognizing positive results as they arise increases the probability of successful outcomes. B. Apply know-how. It will increase the basis for understanding good opportunities versus bad ones. C. Know the risks and the uncertainties. Choosing where the chances are in your favor, is a smart way to maximize positive results. SIMILAR DECISION MAKING 1. GOFER FIVE DECISION MAKING Steps: ⚫ GOALS clarification: Survey values and objectives. ⚫ Options generation: Consider a wide range of alternative actions. ⚫ Facts-finding: Search for information. ⚫ Consideration of Effects: Weigh the positive and negative consequences of the options. ⚫ Review and implementation: Plan how to review the options and implement them. 2. DECIDE ⚫ Define the problem ⚫ Establish or Enumerate all the criteria ⚫ Consider or Collect all the alternatives ⚫ Identify the best alternative ⚫ Develop and implement a plan of action ⚫ Evaluate and monitor the solution and examine feedback when necessary. 3. OTHER ⚫ SEVEN DECISION-MAKING PROCESSES A. Outline the goal and outcome. B. Gather data. C. Develop alternatives D. List pros and cons of each alternative. E. Make the decision. F. Immediately take action to implement it. G. Learn from and reflect on the decision. ⚫ EIGHT STAGES OF MORAL DECISION-MAKING A. Create and nurture the relationships, norms, and procedures that will influence how problems are understood and communicated. This stage takes place prior to and during a moral dilemma. B. Recognize that a problem exists. C. Identify competing explanations for the problem and evaluate the drivers behind those interpretations. D. Sift through various possible actions or responses and determine which is more justifiable. E. Examine the competing commitments which may distract from a more moral courses of action and then prioritize and commit to moral values over other personal, institutional or social values. F. Follow through with action that supports the more justified decision. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 27  G. Reflection in action. H. Reflection on action. DECISION MAKING MODELS IN CRIMINAL JUSTICE SYSTEM For criminal justice, decision-making requires more than studying the rules and applying them to individual cases. Decisions are based on discretion, that is, the exercise of human judgment in order to make decisions about alternative courses of action. Professionals in criminal justice have little time to make important decisions which may be the difference between life and death. While there is no decision-making process that is fool proof, training, conditioning and practice among criminal justice leadership can help these professionals react more rationally and strategically in the heat of the moment. DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE PROFESSIONALS Even of over-exposure, which are characterized as unpredictable, erratic, volatile and under conditions of stress, impair the capacity of a criminal justice professional to make reasonable, rational decision. Criminal justice practitioners will experience a lag period in their decision-making skills during these events. Many obstacles called psychological prisons may also have an negative impact on the willingness of a police officer to take decisions. THE CONSEQUENCES OF MAKING THE WRONG DECISION ⚫ Loss of life. ⚫ Departmental or jurisdictional administrative costs. ⚫ Negative media attention and public opinion. ⚫ Demotion in position and/ or loss of job. ⚫ Post-traumatic stress disorder (PSTD), family problems and other psychological concerns. Due to the aforementioned consequences, it is important that criminal justice leadership provide the training needed to make reliable, ethical decisions in all circumstances. RECOMMENDATIONS FOR AN EFFECTIVE DECISION MAKING ON THE JOB Scenario-based conditioning and preparation are required to prepare criminal justice personnel to take critical duty- focused decisions. Simulators for police training are constantly dependent on criminal justice experts to refine the decision-making capabilities of officers as finely as possible. In a built use-of-force scenario, some simulators also require trainees to experience near-misses or an impact. This will bring a truly comprehensive experience. In addition to simulator training, there are other tips that criminal justice practitioners may apply to their decision- making process, which can save a life like: ⚫ To increase the number of options, look at a problem from multiple viewpoints and angles. ⚫ Assess the situation with a view to recognizing threats and non-threats; seek to make rational decisions about how to respond accordingly. ⚫ Visualize the way situations play out before they act. Challenge assumptions about a situation. ⚫ Seek support and advice from colleagues in circumstances that require it. ⚫ Make choices about the most important information, and seek to commit it to memory. ⚫ Be mindful of and accept the feelings before making a conscious move to make rational decisions. ⚫ Practice verbal and non-verbal communication skills with colleagues to communicate information about how to respond to a situation. DECISION MAKING STYLES IN MANAGEMENT AND ADMINISTRATION Many people believe that decision-making is not a rational option but a product of personality. With that, leaders, must understand that personality cannot stand in the way of critical decision making. Good leaders will adapt their decision-making strategy to match the demands of various circumstances. PREPARED BY: JHUN RAY G. BELGAR, RCrim.,MSCJE Crim. 28  The most influential leaders learn how to tailor their decision-making style to suit specific circumstances. Different contexts and situations call for individual management responses, and sometimes multiple decision-making approaches. Leaders can learn how to make informed choices in a variety of diverse situations by understanding the different ways of decision-making and being mindful of warning signs. FOUR STYLES OF DECISION MAKING 1. DIRECTIVE DECISION-MAKING Usually a policy decision-maker sorts out the pros and cons of situation based on what they already know. Decision-makers in the directive are very rational and have a little tolerance for uncertainty. Instead of going to others for more