Posted on by Judy

Think like an Administrator Every police supervisor can tell a story about an unmotivated patrol officer. Most of these accounts highlight the details of how the employee has performed poorly (does not show up for work, late for work, poor relations with other officers), and in some cases, the documentation boils down to the fact that the employee just does not want to work. Everyone has a theory on how best to handle this type of employee, but most police administrators will also tell you that addressing this type of employee is enormously difficult. Given what has been presented in the chapter regarding theories of motivation and what we know about how to motivate employees, how should an administrator address an unmotivated employee? In addition, does motivation filter itself out in different ways within police organizations? In other words, how a chief might motivate an employee and how a sergeant might motivate an employee in the same agency could be two different things. Correct? Do expectations and processes to deal with employees differ depending on the levels of the agency? How is this dictated by a labor agreement and possible union involvement? Yes, both the chief and the immediate supervisor have policies and procedures that spell out how employees are to be handled when they do not meet job expectations, yet is not the situation even more complicated than it might seem to appear? How do we know the lack of motivation in question is really a function of being a poorly motivated employee? These are important questions to 15- consider regarding employee motivation. Consider the questions below as well as we consider the complexity of the motivation process within criminal justice organizations. How does your decision as an administrator affect the departmental perception on how unmotivated officers are managed and handled? Is there a possible ripple effect of a decision on how to address an unmotivated employee that will have consequences for how other officers perceive the department and their own levels of motivation? How is the disciplinary process either a good or bad way to address an unmotivated employee? Does the disciplinary process work against employee motivation? If so how? 1. 2. 3. 4.

1: Colloborative effort is the success factor for an administrator. It requires everybody’s co -operation in executing certain things and unmotivated officers can be handled through involving them in decision making support and take their input inorder to incorporate everyone’s view in to the case.
2:There are slight chances as certain moves on motivating the unomotivated employees will have consequences for other officers perception. Some will take that in positive aspects and they also will involve in the task of motivating the others and some will take it in negative way as they feel like giving priority to someone else.
3: Disciplinary action will give only forceful attitude to follow certain things. Inorder to create a sustainable platform for development management should consider the effort genuineley and make them to co operate through detailed evaluation and addressing their concern. Thus forceful kind of discplinary steps will not give motivation.
4:Yes. it will work against empoloyee motivation. Disciplinary action can give a feel that employees are not valued based on their effort and management is taking rude action against them which results in forceful implementation of something against their wish. Thus it will work against their motivation and employees will lost the feel of taking ownership and pride of doing the work.
 
“Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!”

What Students Are Saying About Us

.......... Customer ID: 12*** | Rating: ⭐⭐⭐⭐⭐
"Honestly, I was afraid to send my paper to you, but splendidwritings.com proved they are a trustworthy service. My essay was done in less than a day, and I received a brilliant piece. I didn’t even believe it was my essay at first 🙂 Great job, thank you!"

.......... Customer ID: 14***| Rating: ⭐⭐⭐⭐⭐
"The company has some nice prices and good content. I ordered a term paper here and got a very good one. I'll keep ordering from this website."

"Order a Custom Paper on Similar Assignment! No Plagiarism! Enjoy 20% Discount"

Related posts:

  1. Think like an Administrator Every police supervisor can tell a story about an unmotivated patrol officer. Most of these accounts highlight the details of how the employee has performed poorly (does not show up for work, late for work, poor relations with other officers), and in some cases, the documentation boils down to the fact that the employee just does not want to work. Everyone has a theory on how best to handle this type of employee, but most police administrators will also tell you that addressing this type of employee is enormously difficult. Given what has been presented in the chapter regarding theories of motivation and what we know about how to motivate employees, how should an administrator address an unmotivated employee? In addition, does motivation filter itself out in different ways within police organizations? In other words, how a chief might motivate an employee and how a sergeant might motivate an employee in the same agency could be two different things. Correct? Do expectations and processes to deal with employees differ depending on the levels of the agency? How is this dictated by a labor agreement and possible union involvement? Yes, both the chief and the immediate supervisor have policies and procedures that spell out how employees are to be handled when they do not meet job expectations, yet is not the situation even more complicated than it might seem to appear? How do we know the lack of motivation in question is really a function of being a poorly motivated employee? These are important questions to 15- consider regarding employee motivation. Consider the questions below as well as we consider the complexity of the motivation process within criminal justice organizations. How does your decision as an administrator affect the departmental perception on how unmotivated officers are managed and handled? Is there a possible ripple effect of a decision on how to address an unmotivated employee that will have consequences for how other officers perceive the department and their own levels of motivation? How is the disciplinary process either a good or bad way to address an unmotivated employee? Does the disciplinary process work against employee motivation? If so how? 1. 2. 3. 4.
  2. After viewing Dan Pink’s TED Talk entitled, The Puzzle of Motivation, write a two- to three-paragraph essay that addresses social science evidence-based findings about motivation that can help managers to more effectively tap into what motivates their employees. In your essay, address the primary drivers of workplace motivation and how they affect employee performance.
  3. Think like an Administrator Answer only questions 1 and 4 only CJ Management Criminal justice administrators have many opportunities to attend leadership development programs. More often than not, they are programs that have been in existence for many years. Many criminal justice professional organizations, such as the American Correctional Association or the International Association of Chiefs of Police, offer leadership development programs and workshops, yet for the criminal justice administrator, it is difficult to determine how such programs would be transferred into their organizations. It is one thing to talk about the elements of effective leadership, but how do you actually make effective leadership a part of your agency? Take, for example, the issue of organizational culture. It is common to hear the phrase “the culture of the police agency” needs to be changed. For the police administrator, this is a simplistic statement on its face. As a police administrator, you may or may not know the drivers of the police culture of your agency. In fact, it might seem odd that you would not know your police culture. This may be reflective of poor leadership. The chances are that police administrators do have a good understanding of the police culture in their own agency because many rise from the agency’s rank and file into their current positions. Yet, it is another matter to say how would you influence this culture. 1. Define organizational culture. 2. Is organizational culture dynamic or static? 3. What immediate barriers exist in the agency to inhibit the change of organizational culture? 4. To what extent would a change in organizational “vision” change organizational culture? 5. How does the existing labor agreement affect any attempt to change organizational culture? 6. What costs are inherent to attempts to change organizational culture? 7. What impact does a rigid chain of command have on organizational culture?
  4. CRIMINAL JUSTICE MANAGEMENT Think like an administrator: only questions 1, 2, 4, 6, and 8 only ll Sprint令 1:47 PM * 83%- online.vitalsource.com Bookshelf Online: Criminal Justice OrganizationsAdministrato Organizational Ethics. Agency Agency.. Administrato Organizational Ethics. Agency Agency… 2.4 Activity It police departments had been unitied at the state or county levels of government, would creating community policing and other innovations in law entorcement have been more or less likely to happen? Discuss the comparative effectiveness of large police departments versus police departments with 10 officers or fewer (consider the likely structure of a small police department) 4. 5. 6. What are the negative consequences of having the local prosecuting attorney’s office funded by the state? 7. If you lived in a small community, would you prefer to have your own police department or be served by the county sheriffs department? Why? 8. Using the Four Frames analysis, critique unification of criminal justice agencies versus decentralization. 9. In what organizational structure is the formal and informal structure the most congruent? How does this help us consider the pros and cons of centralization versus decentralization? Think like an Administrator Imagine that you are the city manager of a small residential town with a population of 15,000. The crime rate is relatively low and most of your calls are nonemergency in nature. You have a force of 15 patrol officers, one of whom is a detective, sergeants, and one lieutenant who works in the field but also has administrative duties. There are three full-time clerks in the office who word process, answer the phone, and take care of other clerical matters. Your emergency 911 calls are handled by the county system and relayed to your department as appropriate. Because your department is small, your work is done in an informal manner. Getting the job done outweighs rank and authority. Your relationships with the community members are good to favorable. Your city council members are considering shutting down the police department and contracting for police service with the county sheriff’s department. Under the terms of the contract, almost all of the staff working at the department would be absorbed by the sheriff’s department but could be assigned anywhere in the county as needed. The city council’s motive for contracting is a 10 percent savings in the cost of policing the city, compared to the present budget for the police department. The city council has listed several questions that they want you to answer before they enter into a contract with the sheriff’s department. (Many of the questions can be answered from the material in this chapter. However, you may have to stretch to answer some of the questions.) 1. 2. 3. 4. 5. 6. 7. 8. Will the police who serve the city be more or less responsive to the needs of the community? Will reporting channels between the police serving the community and the city government be improved or hindered post contract? Will professionalism among officers who would work for the city after contracting be enhanced or reduced? How would response time to emergency and nonemergency situations be affected post-contract? What impact will the new organizational arraignment have on local citizens’ ability to report crime, critical situations, and complaints? Will crime rates and public order be affected by the change for better or for worse? Will citizens’ perceptions of safety change for better or for worse post contract? Can you identify hidden costs that will negate the direct 10 percent savings to the city’s budget? EOR DISCUSSION 49