criminal justice 2012

Criminal Justice 2012

Class Name,Instructor Name

Date, Semester

Chapter 3:Partnership in a

Small Force: Team Theory

© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved

GROUPS AND TEAMSNahavandi (2003)

GROUPS TEAMS

Work on common goal Fully committed and develop a mission

Accountable to a manager

Mutually accountable

No clear culture – conflict Trust – collaborative culture

Leadership assigned to one

Members share leadership

May accomplish their goal

Achieve synergy: 2+2=5


What Does Team Mean?

• Comes from the old Anglo-Saxon word team. There is no corresponding word in any other language.

• The word "team" can be traced back to the Indo-European word deuk (to pull); it has always included a meaning of "pulling together."

• The modern sense of team, "a group of people acting together," emerged in the sixteenth century.


Formal Definitions:

• Offspring• Progeny• Family• A line of animals harnessed togetherHence “teamster” – One who drives a teamHence “teamwork” – Work done by a number of

associates, all subordinating personal prominence to the efficiency of the whole.


Teams – by Art Kleiner

We define "teams" as any group of people who need each other to accomplish a result.

This definition is derived from a statement made by former Royal Dutch/Shell Group Planning coordinator Arie de Geus: "The only relevant learning in a company is the learning done by those people who have the power to take action."


Why There Are No Teams in Policing (von Hassell & Haberfeld, 2004)

Police officers do not develop a mission of the organization; it is (or rather was) developed for them by the nature of police work – the formal versus informal goals of policing preclude them from being committed to any mission because they would never be committed to the informal goal, which is protecting the politicians.


Police Work – Not a Team Work

Rank structure – excludes the possibility of mutual accountability; by default there is no mutual accountability when there is a rank/hierarchical structure.

Rank structure – excludes the possibility of shared leadership; police officer does not share the same leadership position as sergeant, lieutenant, captain, inspector, or chief.



Sub-culture of policing Based on suspicion and an almost paranoid view of

the world – “the asshole syndrome” (developed by van Mannen) excludes the possibility of trust and collaborative culture.

In addition, the CYA (cover your ass) syndrome excludes the possibility of such trust.



• The rigid and semi-military and punitive culture of police organizations discourages creative thinking, even penalizes people who dare to challenge and create innovative solutions to the problems

• The Patrol Guide establishes the parameters of permissible behavior and innovations and thinking “outside the box” are not an option; therefore, the 2+2 = 5 synergy can never happen.


Level Three LeadershipClawson (2003)

• Effective teams often display smooth processes of distributed leadership.

• Groups and teams move through stages of development. Good team leaders understand and manage them.

• Effective team leaders understand the importance of clarifying membership, purpose, and leadership processes early in team’s life cycle


Leading Teams

• Effective team leaders will find ways to revisit the team’s vision while it is performing its task to keep energy and motivation high.

• Effective team leaders understand and are able to manage the team’s response to changing environmental and internal conditions and events.


Leadership: Theory and PracticeNorthouse

Chapter 10 – Team Leadership


Objective

To explain how to effectively lead a group effort.


Definition

• Things get done by individuals working together as teams.

• Self-managed teams are empowered more by self than by the hierarchy.

• Teams must function to attain their goals within the larger organizational context.

• The leader designs, builds, and maintains effective groups and accepts responsibility for the group.


Characteristics (A)

• Group goals must be very clear and motivating so that they are viewed as being important.

• Groups must adapt the best structure in which to accomplish their goals.

• There must be the right mix of technical competence to attain the goals.

• The group must be treated as a group, not as a collection of individuals.


Characteristics (B)

• Assign resources and organizational support to accomplish goals, and provide rewards that match the task.

• The group leader builds a unified commitment, motivates team members, and eliminates coordination problems.

• The group must be able to see acceptance by beneficiaries of their work and feel group satisfaction.


Characteristics (C)

• There must be trust based on honesty, openness, and respect.

• Standards of success need to be clear and concrete.


Concerns

• When is the proper time to motivate vs. take action in group decisions?

• What level of process needs the attention of the leader, internal or external?

• What is the most appropriate function or skill to apply in order to solve problems?


Functions

• Internal tasks such as clarifying, developing, focusing, and mediating.

• Internal relationships such as rewarding, advocating, questioning, and socializing.

• External environment interfaces such as reporting, networking, providing support, and evaluating.


Application

• Leaders serve as mediators.• Leaders reduce ambiguity, provide structure, and

overcome barriers.• Leaders must be open to information, convey

messages, and take necessary actions to solve problems.

• Leaders must be focused on the needs of the group, not on themselves.

criminal justice 2012

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