The paper "Supervision and Management Skills" is a perfect example of a management assignment. An understanding supervisor seeks to understand before seeking to be understood (Romano 14). He should understand the diverse nature of his subordinates. This will enable him to handle his subordinates at the individual level and as a result, he will be understood without dissent when enforcing a policy (Whisenand 92). Effective behavior Reasons for their effectiveness Motivational and supportive A motivational supervisor creates conditions under which the subordinates feel appreciated for their efforts and good performance (Domonoske 334). This is an effective management behavior because it encourages the subordinates to work harder for appreciation.
This makes the agency’ s objectives to be realised with ease. Ineffective behavior Reasons for their ineffectiveness Dictatorial Dictatorial supervisors are power- brokers who want their subordinates to feel their influence and expect total adherence to their dictates (Belker & Topchick 41). This behaviour makes the supervisor unreachable and consequent lack of understanding which may result in moral decline among the subordinates. Paternalistic It is offensive and regarded as benevolent to those who benefit from it. It raises dissent in cases where there is a perception of unequal administration of punishment to officers who have committed a similar offence (Belker & Topchik 42). Portfolio 2. Personal qualities Example Reasons for importance Trustworthiness A supervisor is honest in dealing with peer police officers. The supervisor maintains open communication to the subordinates and communicates the truth as it is. This trait is essential in that it creates a sense of partnership between subordinates and the supervisor which enhances ease of communication and information sharing in problem-solving (Whisenand 78).
Subordinates remain loyal to the manager who communicates to them the truth as it is and not choosing what they should hear.
This makes them feel at ease to share sensitive information without fear of repercussion and take their duties without dissent (Romano 15). Accountability The supervisor’ s willingness to Participates in routine patrol programmes. Assessing the performance of peer police officers. Accountability is an important quality in leadership because it is a practical way of demonstrating the importance of responsibility to junior police officers (Domonoske 332). The willingness of a supervisor to go on a uniform and go out to participate in what he/she asks the subordinates to do is a motivation to the subordinates. Assessing the subordinates’ performance ensures that they accomplish their assigned duties and eventual objectives of the agency.
Those who perform their duties well should be appreciated to encourage non-performers. Portfolio 3 Scenario issues Supervisory skills needed by Stephen to address the issue Why the supervisory skills necessary to the issue Constables avoiding confrontational situations Motivation Constructive discipline Motivation encourages non-confrontational officers to change their behaviour and join others in their duties. Recognition of subordinates who perform their duties well through praises and challenging non-performers in a positive light without embarrassing them in public will motivate such errant officers to change their behaviour and join the brotherhood in duties so that they do not feel the odd ones out (Belker & Topchik, 42).
This should be done in public without mentioning of names of the officers avoiding confrontational situations followed by closed-door counseling to encourage them to be responsible in a dignified approach. Constructive discipline involves closed-door criticism for the officers with deviant behaviour. If well implemented with due respects to the integrity of errant officers it will help eliminate the stray attitudes of the constables.
A record should be kept for constructive disciplinary measures undertaken for future reference in case the stray officers do not change so that clear understanding of duties and responsibilities is fostered. This will ensure that the officers do not fault the supervisor for the next step of action taken against them in case they remain adamant to change. Senior constables requiring junior officers to enter Qprime data Listening Participative leadership Listening is an appropriate leadership skill because it will enable Stephen to understand the reasons why senior constables use their juniors to execute their duties (Whisenand 92).
With their case well understood, sergeant Stephen will be in a position to address the problem without causing dissent and as a result, the officers will find it easy to understand and follow Stephen’ s directives to undertake their duties as assigned without resistance. Participative leadership as demonstrated through the supervisor’ s involvement in routine patrol is a motivation to the subordinates to be accountable for their duties and they will work as self-managers without close supervision (Schermerhorn, 29). Sergeant Stephen should undertake his duties as the supervisor including entering his own Qprime while on duty to serve as an example to his subordinates.
This action will make such officers with deviant attitudes to find it odd continuing using their juniors given that their supervisor handles his work on his own. Senior constables taking inappropriate carer’ s leave Mentorship Constructive criticism Mentorship is essential to help the officer caught in this act understand the essence of accountability from a managerial perspective and change appropriately. Supervisors should mentor their subordinates for supervisory roles for their future replacement (Peters 13). This will help officers with stray behaviour to obey the counsel and instructions given by their supervisors without resistance because they understand the responsibilities of that position and look forward to ascending to it.
To undertake this, Stephen should approach the officer in a language that demonstrates that the mentorship is voluntary and essential for a person caught in his/her case. Constructive criticism will help the officer with deviant behaviour to realize that he/she is an odd member of the crew and adjust appropriately to fit into the brotherhood without resistance. This should be a closed-door discussion with the officer in question in an approach and language that leaves the officer with the feeling of being dignified.
Belker, Loren, & Gary Topchik. “Choosing a Managerial style of Your Own.” In The First Time Manager 5th edn. New York: AMACOM, 2005. 39-42. Print.
Domonoske, Clair. “Towards an integrated theory of police management.” International Journal of Police Science and Management, 8.4(2006): 326-335. Print.
Gill, Rogger. Leadership and empowerment: theory and practice of leadership. London: SAGE publications Ltd, 2006. Print.
Peters, Paula. “7 tips for delivering performance feedback.” Supervision 61.5 (2002):12-14. Print.
Romano, Stephen. “Communication survival skills for managers.” FBI law enforcement Bulletin 71.9 (2002):1-17. Print.
Schafer, Joseph. “Police Leadership: Experiences and Perspectives of Law Enforcement Leaders.” FBI Law Enforcement Bulletin 77.7 (2008): 13-19. Print.
Schermerhorn, John. Management: theory and practice 9th ed. New York: John Wiley & Sons, 2008. Print.
Whisenand. Supervising police personnel: The fifteen responsibilities 6th ed. Upper Saddle River N.J: Pearson education inc., 2007. Print.