PART 1 CFLM 2 (Character Formation 2) Leadership, Decision Making, Management and Administration

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CFLM 2 (Character Formation 2) Leadership, Decision Making, Management and

Administration
Introduction
(by Ms Tapang)
What does CFLM mean?

Character Formation, Leadership Decision Making, Management and Administration
designed to impart human development theories leading to uprightness of character of
students who will serve the PNP organization and abide with the rules and regulations defined
in the Constitution and Code of Conduct and Ethical Standards in forming nationalistic and
patriotic character.
What does Character mean?

Character is a psychological notion that refers to all the habitual ways of feelings and reacting
that distinguish one individual from another.
Sigmund Freud had a sustained interest in the question of character formation, since it
touches on the major themes that interested him: “anatomo-physiological destiny”, memory
traces, and, more generally, the role of acquired traits, as well as the functions of sublimation
with regards to the “remains” of the pregenital libido.
A good character helps you develop a winning personality. In other words, a good
character is the backbone of a magnetic personality which attracts other people. One needs
to be honest at work. You need to develop a sense of loyalty and attachment towards your
organization.
What does Character Formation mean?

Character Formation is that deeply internalized pattern of values and attitudes and the
consequent actions that are often established in pre-cognitive times of life through the natural
and normal educational patterns of an individuals.
Students participating in an effective, integrated character education program should
increase their achievement level, as well as become socially responsible persons with greater
co-operation in classroom, good decision making skills, and a more caring, thoughtful attitude
towards others.
What is Leadership in Criminology?

Leadership is not just about influencing others; it is vital to communication, teamwork and
collaboration.
- The ability of an individual or group of individuals to influence and guide followers or other
members of an organization.
- It is a process of social influence, which maximizes the efforts of others the achievement
of a goal.
Criminal justice relies on this kind of integrated leadership to coordinate the efforts of multiple
disciplines toward shared goals.
What is the impact of Leadership Decision Making?

Leaders are responsible for establishing a process by which decisions are made.
This process is critical to organization because it can hinder or facilitate goal execution, job
satisfaction and overall effectiveness.
Leaders with a well-developed decision-making ability can make quality, infirmed choices
from a number of options.
Under the umbrella of leadership is decision making. What leadership is to an

organization, decision making is to leadership. Yet, despite this knowledge, unsound
decisions are readily conducted.
Why is Decision Making an important leadership skills?

Decision making is the key skill in the workplace and very important for leaders.
It is also important ever day in your personal life. Some decisions are simple and are almost
automatic while others can be very difficult. Wrong decisions can bring consequences that
one is forced to live with for a long time.
Criminal justice leadership is an important part of decision-making. It encourages big-
picture thinking that considers details from multiple sources. Leadership also goes hand-in-
hand with confidence – a vital trait when making important decisions.
The transformational style of leadership is therefore one of the best ways to lead a law
enforcement agency, encompassing the best of the other styles of leadership while
embracing the importance of other’s contributions.
Defining Management and Administration

Dwan(2003) identifies management as planning goals and specifying the purpose of the
agency; organizing people, finances, resources, and activities; staffing, training, and
socializing employees; leading the organization and the staff; and controlling, monitoring, and
sanctioning when needed.
Police Administration refers to the control and operation of law enforcement agencies, and
the subsequent discharge of policies that keep the peace, increase public safety, and prevent
crime.
- It can refer to how the policing function is organized at the national or societal level or
more specifically to how individual police agencies and units are organized and managed.
Members of an organization usually share common visions, missions, values, and strategic
goals. A common mission statement in police departments may include statements phrases
that support public safety, working with citizen and the community, and reducing crime.
Chapter 1
UNDERSTANDING SELF-LEADERSHIP (from ppt Ms Pandan)
Significance of Self- Leadership
Leadership is the ability to influence people in order to get things done.  Meanwhile, self-
leadership is the ability to consciously influence your own thoughts and behavior in order to
achieve your personal goals or an organization’s objectives.
Self-led people mostly take their own decisions and set personal targets. This ability is typical
of entrepreneurs, mentors, top managers etc.
We say a person has self-leadership skills when he has foresight, makes the right decisions
and choices on his own, and exhibits dedication towards achieving his goals.
Importance of self-leadership
Self-leadership is the first stage or level of leadership. For employees, whether mangers or
ordinary subordinates, self- leadership is of great importance.
As a manager, you receive very little or no supervision. This means you should be able to
plan and set your objectives on your own, as well as influence your own self to follow those
plans.
As lower level employee, you can never be sure the kind of management or leaders you will
meet in the course of tour career. Despite whatever leadership you may come across –
whether laissez faire, democratic or autocratic – you should be able to exhibit self-leadership.
Employers like workers who can take great decisions on their own and are able to influence
themselves to work effectively.
Self-leadership helps make the individual proactive, disciplined, and an independent decision
maker. People who have no strong sense of self-leadership tend to feel they are not in control
of themselves, often lack focus and get overwhelmed easily.
How to develop self- leadership  Clarity of purpose Every leadership or leader has a vision.
Being your own leader, your purpose or vision will be the foundation upon which you will build
self-leadership. Without properly scripted objectives or purpose for your life, you will be at
peril – trying to follow people’s plans or ideas for your life – and you end up stuck in the middle
of nowhere.
How to develop self-leadership
Aim at success and take reasonable risks Risk taking is an essential aspect of life. Challenge
yourself to take on daring projects. Don’t discourage yourself with past failures of yourself or
others – focus on success. However, they should be reasonably calculated risks that are
relevant to your purpose.
How to develop self-leadership  Spend time to reflect on your life While you remain the
active doer of the things you do, you may see things from your perspective only. Take some
time off to reflect on your life – compare the past to the present and the present to future
goals. Until you take a break to analyze yourself, you may never identify certain petty
shortcomings. Reflections can also mean allowing someone to make an objective
assessment of you.
How to develop self-leadership
Don’t tolerate just anything You cannot put your vision at risk. You should learn to be intolerant
of any suggestion or ideas which are not in line with your vision. This intolerance is not
towards others only but yourself too. It includes not tolerating negative aspects of your nature
such as laziness, fear, timidity etc.
3 ways to lead yourself

1. Invest in yourself
2. Lead by example
3. Be ready to be wrong
Invest in yourself
Reading a book. Now, I’m not talking about the latest trendy management book. While there’s
certainly value in taking in new thinking and opinions, I find I’m the most drawn to good
biographies or autobiographies. Read about a person who’s actually done what you aspire to
do or possesses traits you admire.
Invest in yourself
Volunteering. Want to test your leadership skills? Try motivating people who aren’t being paid
to do something. You’ll quickly find out what works and what doesn’t when it comes to leading
teams and connecting with others. Volunteering allows you to get out of your comfort zone
and hone your organizational skills, all while doing good.
Invest in yourself
Engaging people. Start by finding a mentor. It’s as simple as offering an invitation to lunch.
Come prepared to learn and ask smart questions — if you find a leader who’s generous with
his or her time, don’t waste it. Be proactive.
Lead by example “lead from the front." Set an example for how you want those around you
to lead. Be the type of leader you want to see on your management team.
Lead by example
Making Sure You "Walk the Walk" As a leader, part of your job is to inspire the people around
you to push themselves – and, in turn, the company – to greatness. To do this, you must
show them the way by doing it yourself.
Lead by example
Get your hands dirty. Do the work and know your trade. You don’t have to be the most
advanced technician on the team, but you must have an in-depth understanding of your
industry and your business. Leaders have many responsibilities, but it is important to work
alongside your team. This is a great way to build trust and continue to develop your own
knowledge and skills.
Lead by example
Watch what you say. Actions do speak louder than words, but words can have a direct impact
on morale. For better or for worse. Be mindful of what you say, to whom, and who is listening.
Always show support for all team members. If someone needs extra guidance, provide it
behind closed doors.
Lead by example
Respect the chain of command. One of the fastest ways to cause structural deterioration,
foster confusion, and damage morale is to go around your direct reports. All team members
need to respect the leadership at every level. If the senior leaders don’t respect the chain of
command, why would anyone else?
Lead by example
Listen to the team. As leaders, sometimes we are so consumed with providing directive,
giving orders, and, well, talking that we forget to stop and listen. If the recruitment and training
engine is functioning well, you should have a whole team of experts to turn to for advice. One
sign of good leadership is knowing that you don’t know everything. Listen and get feedback
from your team regularly.
Lead by example
Take responsibility. As the saying goes, it’s lonely at the top. Blame roles uphill. Great leaders
know when to accept that mistakes have been made and take it upon themselves to fix them.
It doesn’t matter if one of your team members messed up or you did. If you are the leader,
you need to take responsibility.
Lead by example
Let the team do their thing. Stop micromanaging. Communicate the mission, vision, values,
and goals. Then step back and let the team innovate. Setting this example for the team will
encourage your other managers to do the same.
Lead by example
Take care of yourself. Wellness and fitness are essential for good leadership. The more you
take care of yourself, the more energy you will have and the better work you will do. The only
way to build a fitness oriented culture is to lead by example. Get in shape and lead from the
front.
Be ready to be wrong
Those are tough, tough things to do when you’re passionate about your work and vision. But
a strong leader will be open to changing his or her mind if it’s for the greater good. Good
leaders know when to lead, follow or get out of the way — and let the team they hired do what
it does best.
Be ready to be wrong
Being an effective leader takes a lot of work and practice, even if you’re lucky enough to have
a lot of natural leadership traits. Whether you want to be a leader someday, or you’ve been
leading for decades, never stop honing your leadership skills, starting with leading yourself.
Concept of Leadership
I used to think that running an organization was equivalent to conducting a symphony

orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. —
Warren Bennis
Good leaders are made, not born. If you have the desire and willpower, you can become an
effective leader. Good leaders develop through a never ending process of self-study,
education, training, and experience (Jago, 1982). This guide will help you through the journey.
Leaders carry out this process by applying their leadership knowledge and skills. This is called
Process Leadership (Jago, 1982). However, we know that we have traits that can influence
our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to
believe that leaders were born rather than made. These two leadership types are shown in
the chart below (Northouse, 2007, p5):
There are four primary factors of leadership (U.S. Army, 1983):
Leader
You must have an honest understanding of who you are, what you know, and what you can
do. Also, note that it is the followers, not the leader or someone else who determines if the
leader is successful. If they do not trust or lack confidence in their leader, then they will be
uninspired. To be successful you have to convince your followers, not yourself or your that
you are worthy of being followed.
Followers
Different people require different styles of leadership. For example, a new hire requires more
supervision than an experienced employee does. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must know your people!
The fundamental starting point is having a good understanding of human nature, such as
needs, emotions, and motivation. You must come to know your employees' be, know, and do
attributes.
Communication
You lead through two-way communication. Much of it is nonverbal. For instance, when you
“set the example,” that communicates to your people that you would not ask them to perform
anything that you would not be willing to do. What and how you communicate either builds or
harms the relationship between you and followers.
Situation
All situations are different. What you do in one will not always work in another. You must use
your judgment to decide the best course of action and the leadership style needed for each
situation. For you may need to confront an employee for inappropriate behavior, but if the
confrontation is too late or too early, too harsh or too weak, then the may prove ineffective.
Effective Leadership
 Effective leadership is the ability to help people grow in their own abilities.
Successful leaders are those who drive others to achieve their own success.
The Effective Leader

• Listen
• Evaluate
• Assist
• Discuss
• Empathize
• Respond
The Effective Leader has Vision
They can see into the future, they know where they are going and what they are trying to
accomplish.
 This quality separates them from managers.

 They are able to transform an organization’s future.
 While managers are great to get the job done, great leaders tap into the emotions of others.
The Effective Leader has Courage

 They are willing to take risks to achieve goals with no assurance of success.
 Because there is no certainty in life, every commitment you make and every action you take
involves a risk of some kind. It takes courage to stand for one’s beliefs and goals.
The Effective Leader has Integrity

 This is complete honesty in everything you do, both with your members and with the
community.
 The core of integrity is truthfulness.
 Integrity requires that you always tell the truth to all people in every situation.
 Truthfulness is the foundation quality for trust, which is necessary for the success of any
organization or leader.
The Effective Leader has Humility

Effective leaders are those who are strong and decisive but also humble.
This doesn’t mean that you are weak or unsure of yourself.
Humility means that you have the self-confidence and self-awareness to recognize the value
of others without feeling threatened.
It means you are willing to admit that you could be wrong.
The Personality of an Effective Leader
• Be strong but not rude

• Be kind but not weak
• Be bold but not bully
• Be proud but not arrogant
Respect Others to Gain Respect

 People don’t always pay attention to big issues. For most people, the little things matter
most.  These little things shape us into who we are.
 They also determine how we respond to big things.
Five Steps to Gain the Respect of People

1. Listen to people and ask for their opinions.
2. Compliment people on their achievements.
3. Respect others, be positive by focusing on the good.
4. Be involved, help and care about others.
5. Admit and learn from your mistakes.
Imperatives of Effective Leadership
Every situation can be systematically resolved by a leader who applies four imperatives:
Build trust
Clarify purpose
Align priorities
Unleash talent
Build Trust
 The first step to help others grow in their abilities is for them to trust you.
 Understand what drives people’s desires, fears, needs, wants and why they react the way
they do.
 Show that you care and understand other perspectives.
Clarify Purpose
 Anything can be achieved if there is clear purpose.
 A good leader is one that constantly reminds others of the common purpose.
 The purpose must be clear enough for everyone involved to understand.
Align Priorities
 There should be no conflict between the measurement of progress and what is important.
 What is important is that the team is working towards a clearly defined purpose and not
whether you are succeeding or failing.
Unleash Talent
 Empower people by utilizing their capacity.
 Understand you can only succeed by relying on the talents of the people around you.
 Allow people take ownership, give them a chance and help them grow in confidence and
abilities.
Chapter 2 Decision Making

(STO. NIÑO COLLEGE OF ORMOC, INC)
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. In dynamic decisionmaking processes, implicit information is
often used to fill holes (Brockmann, 2016). Typically, all, implicit and explicit, of these forms of
information are used together in the decision-making process.
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. Another objective may be to find the best alternative or to assess the relative overall
value of each alternative when all the parameters are simultaneously considered.
The Multiple-Criteria Decision Analysis (MCDA) focuses on solving these problems. While
very old, this field of decision-making has drawn attention from many researchers and
practitioners, and is still widely debated as ther are many mcda approaches that can produce
very different results when applied to exactly the same data (Triantaphyllou, 2000).
ENVIRONMENTAL INFLUENCE IN DECISION MAKING

The environmental of decision makers will play a role in the decisionmaking process. A factor
affecting cognitive performance, for example, is environmental uncertainty (Davidson, 2006).
A complex environment is an environment with a great number of potentially different stated that
come and go over time (Godfry-Smith, 2001). Studies conducted at the University of Colorado
have shown that more complex environments associate with higher cognitive performance,
suggesting the setting can affect a decision. One experiment assessed complexity in a space by
the number of small objects and devices present; less of those items were in a simple
environment. The higher measure of environmental uncertainty has positively improved
executive performance, making it harder to think about the situation and make a rational decision.
CHARACTERISTICS OF DECISION-MAKING (Monahan, 2000).
• 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 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
If you don’t know how to handle tension or if the results are less than optimal, decision-making
can be the single-greatest weight on your shoulders. So, how do you know what makes a strong
decision? Here are the nine attributes of a positive decision:
1. Decisions positively impact others.
2. Decisions are replicable .
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others.
5. Decisions are executable .
6. Decisions 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
Individual decision-making techniques can also often be applied by a group.
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. This is because the result
applies to certain systems of indviduals and social classes such as social power. Community
decisions often vary from those taken by individuals.
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 too be more successful than
decisions made by a single person. In this way, such collective agreements have the ability to
deliver better net output results than individuals working alone (Larson, 2010).
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. This can be achieved using committee,
teams, organizations, alliances or other social collaboration processes.
For certain cases, however, this approach may also have disadantages. 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 (Moscovici, 1969).
INDIVIDUAL DECISION-MAKING
In general, a person takes prompt decisions. When in a 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. By looking at the approaches to decision-
making, we aim to highlight certain potential for change that can be accomplished regardless of
a particular decision strategy.
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. Think about which approaches will better describe how you make most
of your choices, or prefer making your choices.
1. RATIONAL OR ANALYTICAL APPROACH
• Exemplified by systematic decision-making.
• Defines upfront success factors.
• Looks for details and objectively explores how each solution meets each
success factors.
• 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 our 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 processes.
SUGGESTIONS FOR IMPROVEMENT
Rational or Analytical Decision Makers
a. Have ready a decision-making process that you know works. This helps 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 a decision.
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. Kow where and where 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 with thought to the subconscious that helps to categorize the
experience more accurately.
d. Play games which involve decision-making. Games that simulate life choices
provide a low-risk environment where patterns can be formed to improve intuition.
Random or Chance Decision Maker
a. Improve awareness and appreciation. Recognizing positive results as they arise
increase 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 uncertainties. Choosing where the chances are in your favor,
is a smart way to maximize positive results.
SIMILAR DECISION – MAKING
1. GOFER (Mann, L., 1980)
FIVE DECISION-MAKING Steps:
1. Goals clarification : survey values and objectives.
2. Options generation : consider a wide range of alternative actions.
3. Facts – finding: Search for information.
4. Consideration of effects : weigh the positive and negative consequences of the
options.
5. Review and implementation : plan how to review the options and implement them.
2. DECIDE (Guo, K., 2008)

1. Define the problem
2. Establish or enumerate all the criteria (constraints)
3. Consider or collect all the alternatives
4. Identify the best alternative
5. Develop and implement a plan of action
6. Evaluate and monitor the solution and examine feedback when necessary.
3. Other
1. SEVEN DECISION-MAKING PROCESSES (Brown, P., 2001)
a. Outline the goal and outcome.
b. Gather data.
c. Develop alternatives (i.e., brainstorming).
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.
2. EIGHT STAGES OF MORAL DECISION-MAKING (Pijannowski, J.,
2009)
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
course of action and then prioritize and commit to moral values over other personal,
institution or social values.
f. Follow through with action that supports the more justified decision.
g. Reflection in action.
h. Reflection on action.
DECISION MAKING MODELS IN CRIMINAL JUSTICE
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 judgement in
order to make decision about alternative courses of action.
Professional 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
Events of over-exposure, which are characterized as unpredictable, erratic, volatile and under
conditions of high stress, impair the capacity of a criminal justice professional to make a
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 a negative impact on the willingness of a police officer to take decisions.
The Consequences of Making the Wrong Decision
• Loss of life
• Department or jurisdiction administrative costs Negative media attention and
public opinion.
• Demotion in position and/or loss of job.
• Post-traumatic stress disorder (PTSD). 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 processes, 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 nonthreats; 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.
Criminal justice professional is responsible for their own mental, emotional and physical health
which all affect their decision-making capacity. Criminal justice leaders will also respect their
team’s ongoing mental, emotional and physical decision-making preparation. This rigorous
preparation makes a huge difference in the willingness of criminal justice practitioners to take
action in both operational and strategic situations.
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.
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 STYLE OF DECISION-MAKING

1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation based on what they
already know. Decision-makers in the directive are very rational and have little tolerance for
uncertainty. Instead of ongoing to others for more detail, their decisions are rooted in their own
intelligence, experience and reasoning. The upside to this style is that decision-making is fast,
ownership is transparent, and no extra communication is needed. Often, however, directive
decisions can be taken impulsively, without all the necessary details.
• When to use Directive Decision-making
In situations characterized by continuity, repeated patterns, and predictable events, this style of
decision-making is fine. For situations where there is a straightforward and unchallenged cause-
and-effect relationship, reserve guideling decisions; in other words, a correct response exists
and is collectively understood.
• A leader’s role in Directive Decision-Making
A leader has to sense the situation, categorize it as a scenario that calls for a clear decision and
an appropriate response. Ensure best practices are in place for ongoing procedures. Remember
to ask yourself when classifying the situations: is this my decision to make, and do I have all the
details necessary to make this decision? Where appropriate, delegate but remember to
communicate in a simple, direct language. It’s the role of a leader to realize when there’s no need
for intensive interpersonal contact and to make clear decisions based on the knowledge they
already have.
Signs you need to use a different approach
Once operations run smoothly it is easy for leaders to become victims of complacency. Leaders
must be mindful of the changing complexity of specific situations. When you start making
complicated jobs simply by using simple decisions, you need to change your approach.
Understand that changing circumstances demand changing styles of decision making.
2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision-makers analyze a lot of details. Analytic leaders, for
example, rely on direct observation, data, and facts to back their decisions. Like decision-makers
in the guideline, however, an analytic decision maker may seek information and advice from
others to affirm or refute their own expertise. These decision-makers have a high degree of
uncertainty tolerance and are extremely adaptable but they prefer to monitor certain aspects of
the decision process. This style is a well-rounded decisionmaking strategy that can be time-
consuming.
• When to use Analytic Decision-Making
In situations where there may be more than one right answer, analytical decisions are helpful.
Use this decision-making style to solve issues where the relationship between cause and effect
is discoverable but not immediately apparent. You use this approach mainly to evaluate multiple
options or approaches, and to use fact-based management to direct effective action.
• A leader’s role in Analytic Decision-Making
Unlike decision-making directives, before agreeing on a course of action, leaders must evaluate
all the details thay have available. Assembling a team of experts to assist with analytical
decisions is advantageous; Leaders must therefore freely consider contradictory advice and
ideas. At the same time, to make the most of the analytic decision-making process, leaders need
to consider non-expert perspectives.
• Signs you need to use a different approach
Decision paralysis is the most important warning sign of overuse of the logical decision form.
When you find yourself living in a state of over-analysis or over-thinking without taking action or
making a decision, this strategy must be removed.
3. CONCEPTUAL DECISION-MAKING
Compared with the guideline or empirical approaches, the relationship decision-making process
takes amore collaborative approach. Conceptual decision-makers promote innovative thinking
and teamwork and take a wide variety of viewpoints into consideration. These decision-makers
are based on success and want to look well into the future when it comes to making critical
decisions.
• When to use Conceptual Decision-making
Apply logical decision taking to issues involving several conflicting ideas. This decision
style is ideally suited to circumtances that are marked by unpredictability and tailored to
creative and inventive approaches. You see no immediate solution in these situations but
trends emerge over time. The use of a conceptual decision-making style accounts for
long-term planning and the unknown variables.
• A leader’s role in Conceptual Decision-Making
To be successful in analytical decision taking, leaders need to create an atmosphere that
fosters experiments designed to uncover instructive trends over time. Leaders will need
to make a point of growing coordination and interaction. Build groups of people who can
share new ideas and assist with difficult decision taking and execution. Patience is the
key and leaders need to take the time to reflect.
If the decision you need to make includes a situation that needs structure and established
outcomes, a conceptual approach should not be employed. Often, decisions that need to
determine immediate consequences and situations in which there is no space for error
are not subject to logical decision taking.
4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well. Like the
conceptual method, behavioral decision-is group-oriented; however, the community is
given the choices available to them, rather than brainstorming alternative solutions. From
there the community will discuss each choices pros and cons. This decision-making
method takes into account several different viewpoints and views in the process.
• When to use behavioral decision-making
The behavioral style requires proactive communication, as with conceptual decision-
making. This style takes a more introspective approach by discussing solutions that have
worked in the past, rather than attempting to disclose new patterns.
• A leader’s role in behavioral decision-making
Leaders in this style of decision-making need to open lines of communication. Again, build
groups of people who can contribute their opinions and promote democratic debate. Don’t
only impose a course of action when using the behavioral decision-making method.
Consider what decision generates the most unity within the company, instead.
If group discussion sessions cannot reach a resolution, a new strategy will need to be
considred. Conversely, if new ideas never come up or no one questions views, then
behavioral decision-making might not be the best choice. Although this style of decision
works for the good of the community as a whole, a clear and definitive leader is required
to get things done. Look for a ways and experiments where possible to push people to
think outside of what’s familiar.
TRAITS AND VALUES IN DECISION-MAKING
Decision-Making and Personality Traits
Personality characteristices have a much greater role to play in decision taking than you
would expect. Some people are indecisive, because of their very existence. They find
most decisions quite difficult to make. These people I also find very committed to the
decision when they do. I am sure you know this kind of people. Others make choices way
too easily without taking into account all the consecquences. Those are more impulsive
people.
What you respond specifically to the environment will influence your decision-making
process, making your decision-making process special as well. There are many ways in
which we can explain how we respond to the environment, but one easy way is to suggest
we respond from the brain, heart or gut. Your personality will determine whether you
approach decision in a rational or emotional manner.
It’s all tough decisions. There is no way this gets out. However, by getting an approach
and knowing how our attitude influences our decision we can make them a little easier.
HOW TO FACTOR YOUR PERSONALITY INTO YOUR DECISION-MAKING
As much logic as you bring in your choices, the way you make a choice will always affect
your personality. Individual personality is an unavoidable consideration combined with
maturity and experience but constructive self-awareness can help you weigh how much
your intuition impacts your decision-making process.
What is interesting about the choices is that they are all yours. No other being on earth
will make precisely the same choices that you do, using the same exact procedure. It’s
because personality keeps every decision you make updated. In conjunction with your
degree of maturity, experience and ego qualities (the way you cope with stress and retain
stability), temperament plays a major role in the choices you make and the process you
make them.
How Your Brain Makes Decisions
Decision-making is multiply-determined, meaning that there are multiple forces at work
simultaneously. Your personality characteristics and influences blend with your beliefs,
your desires and your inspiration as you navigate the decision-making process everyday.
Your “style” informs whether you rationally or emotionally, impulsively or cautiously,
spontaneously or deliberately approach decisions. If you have bold and adventurous
components to your personality, you will find that you make decisions easily, even
impulsively, unlike your rational equivalent, who may need to consider very angle before
weighing in.
Any of us make decisions about following a certain internal norm, ethics or meaning.
Others make choices to minimize anxiety or increase self-esteem and /or the likelihood
of closeness or distance from others. For those strongly motivated by pleasure-seeking
and immediate gratification, decision-making is frequently deficient in logical thought, and
is instead impulsive instead.
Personality tests provide a self-discovery process involving very useful applications. The
more you are conscious of yourself, the more consistently your opportunities,
preferences, and perceptions increase. Not only does self-awareness unblock us, but it
also opens up possibilities that would otherwise remain I unconscious or unknown. Let us
look at the circumstances of productivity, for instance. Many people appear to under-
function themselves as their innovative thinking is motivated by working on an engaging
team.
Being aware of what we need as individuals takes us out of marking ourselves as good
or poor, and helps us to consider what we need for our highest functioning level. It may
be direction, structure, space, flexibility, relation, humor – all depending on personality
understanding. Knowing what’s important, how we learn best, what and how are most
aligned with our personalities makes informed choices that can improvers our quality of
life.
Decision – making is a mental process that is an important part of preparing and taking
action in a variety of ways and at a wide range of levels, including though not limited to,
budget preparation, educational preparing, policy making, and career building. Such
events include people all over the world. The underlying cross-cultural disparities in
decision-making can be a major contributing factor in cross-cultural communication,
negotiation, and conflict resolution performance.
DECISION-MAKING MODELS
Decision-making is a mental process that is an important part of preparing and taking
action in a variety of ways and at a wide range of levels, including, though not limited to,
budget preparation, educational preparing, policy making, and career building. Such
events include people all over the world. The underlying cross-cultural disparities in
decision-making can be a major contributing factor in cross-cultural communication,
negotiation, and conflict resolution performance.
DECISION-MAKING MODELS
Based on the perspective the researcher takes on the role that culture plays in decision-
making, one of the following models is used to think about and forecast behavioral trends
in decision-making in a given community:
1. The Universal Model – typically, the scientists who use this model believe
there is only a small difference in how people from different cultures make their
choices. The fiindings obtained from one party are usually related to humans.
2. The Disposition Model – the adherents of the dispositional view recognize
that decision-making differences are cross-cultural and support the cause of cross-
cultural study. They assume that the variations found in the studies reflect the
omnipresence of cultural inclinations in individuals ‘minds, and are expected to
eppear in all situations and situational contexts.
3. The Dynamic Model – adherents of this view often consider crosscultural
variations. They view cultural knowledge not as a monolithic construct that is
continuously present, but as a collection of discrete knowledge that is operational
as a function. We also promote the development and testing of complex models
reflecting the processes by which culture influences decision-makers.
Cross Cultural Variances

Western theories are known for the systematic use of logical analysis, a methodical
approach to solving complex problems by splitting them into their constituent parts and
defining the patterns of cause and effect of the constituent parts; While oriental
philosophies are well known for their focus on holism-the notion that the properties of a
given system cannot be defined or clarified solely by the parts of its components behave.
The individuals from high and low context cultures also differ in their communication style.
The former prefers the direct style, and thereby they are
less explicit in stating their feelings, desires, and intentions when communication verbally.
The latter, on the contrary, are less likely to camouflage their message and conceal their
intentions.
The culturally normative communication style also enhances people’s responsiveness to
the transmitted message and influences the perception of the communicator. It influences
hiring decisions. HR agents are more likely to recruit direct, assertive, and even
aggressive applicants in cultures of low background, whereas the reverse trend is found
in cultures of high background.
THE CONDITIONS ACCELERATING OR HINDERING THE SALIENCE OF
CROSS-CULTURAL DIFFERENCES IN DECISION MAKING
1. Priming
The automatic cognition literature indicates behavior is influenced by exposure to
elements of the social environment in a manner that occurs below consciousness or
purpose. We know from the common schematic representations of a certain society, the
stereotyped behaviors that later affect our decisions. When a person is prepared with a
definition, often through an impied order to think about it, it stimulates all forms of relevant
knowledge and affects decision taking.
2. Time Pressure
Cultural and personal information is accessible to all through cultures. Cultural knowledge
appears to represent a broad sampling of the events in life, whereas personal knowledge
is more based on individual or a typical experience. The other differences between their
accessibility are the cultural and personal awareness. Cultural community participants
are prepared day afer day with a collection of values, behavoirs, and storing cultural
awareness. Cultural awareness is therefore very available even under a heavy cognitive
load of work. Personal awareness is a record of a particular events and is not replicated
in too many ways. That is why a concerned attempt is required to access it, which takes
more time and effort.
Independent individuals are expected to react better to information based on promotion,
whereas individuals with interdependent self-construction are assumed to respond better
to information based on prevention.
3. Peer Pressure
Individuals in collectivist societies are less likely to behave when they do not encounter
social pressure according to their cultural values. According to what collectivist culture
dictates, Japanese and Chinese students are more likely to decided, compared to
American and Italian students, whether they will eat in fast or subject to the norms
adopted in their societies, and less likely to make choices dependent on their personal
attitudes. This peculiarity, however, is much more salient when they make plans for eating
with their friends, and less salient when they decide to eat alone in a fast-food restaurant.
The probability that they will behave based on their attitudes increase dramatically
according to the above situation.
The Pressure to Provide Reasons for The Decision
When individuals need to offer reasons for their decision, cultural awareness is recruited.
The need to include explanations evokes an information-processing approach focused
on top-down application of rules and standards, rather than bottom-up processing based
on personal experience. This can be clarified with the aid of the supposition that when
asked to offer reasons, individuals feel the need to adapt because thay do not want to be
the outsiders. They feel more able to rely on their own experience when they are not
asked to justify their choices.
Chinese have been shown to have a slightly lower propensity to compromise, which was
previously considered to be one of their signature characteristics when they were not
asked to give reasons for their purchase decisions. On the contrary, Americans are more
likely to compromise when it is not their duty to provide reasons for their decision.
The Individual Tolerance for Cognitive Ambiguity

Widespread common cultural awareness offers a validated context for individuals to view
potentially ambiguous interactions, providing their followers with a sense of epistemic
protection and protecting against ambiguity and unpredictability. The degree to which
persons of all cultures need firm high answers varies. It is found that the people with high
tolerance for ambiguity are less likely to act with the consent of their society.
The universal effects of situational demands on decision mode selection across cultures.
Culture shapes the prevalence of cultural factors nature of decisions, motivations for
decisions, and situational demands and affordances and shares how functional factors
are converted into decision-making modes modes of measurement, acknowledgement,
law, position, and impact-based decision making. Nevertheless, societies do have a
variety of common tendencies.
For example, when action is called for, members of both independent and interdependent
social orientation prefer to employ position -, rule-or case based decision-Making, as they
are far more open and require less cognitive load, whereas calculation-based mode would
be less frequent in both orientations for relationship decisions.
Chapter 3
FUNDAMENTAL FUNCTIONS OF MANAGEMENT
Functions of management is a systematic way of doing things. Management is a process
to emphasize that all managers, irrespective of their aptitude or skill, engage in some
interrelated functions to achieve their desired goals.
4 Functions of management are planning, organizing, leading and controlling that
managers perform to accomplish business goals efficiently.
First; managers must set a plan, then organize resources according to the plan, lead
employees to work towards the plan, and finally, control everything by monitoring and
measuring the effectiveness of the plan.
Management process/functions involve 4 basic activities;

1. Planning and Decision Making– determining courses of
Action,
2. Organizing – Coordinating Activities and Resources,
3. Leading – Managing, Motivating and Directing People,
4. Controlling – Monitoring and Evaluating activities.
1. Planning and Decision Making – Determining Courses of Action

Looking ahead into the future and predict possible trends or occurrences
which are likely to influence the working situation is the most vital quality as
well as the job of a manager.
Planning means setting an organization’s goal and deciding how best to
achieve them. Planning is decision making, regarding the goals and setting
the future course of action from a set of alternatives to reach them.
The plan helps to maintain managerial effectiveness as it works as a guide
for the personnel for future activities. Selecting goals as well as the paths to
achieve them is what planning involves. Planning involves selecting missions
and objectives and the actions to achieve them, it requires decision-making
or choosing future courses of action from among alternatives.
In short, planning means determining what the organization’s position and
the situation should be in the future, and decide how best to bring about that
situation.
Planning helps maintain managerial effectiveness by guiding future
activities.
For a manager, planning and decision-making require an ability to foresee,
to visualize, and to look ahead purposefully.
2. Organizing – Coordinating Activities and Resources

Organizing can be defined as the process by which the established plans
are moved closer to realization.
Once a manager set goals and develops plans, his next managerial function
is organizing human resource and other resources that are identified as
necessary by the plan to reach the goal.
Organizing involves determining how activities and resources are to be

assembled and coordinated.
The organization can also be defined as an intentionally formalized
structure of positions or roles for people to fill in an organization.
Organizing produces a structure of relationships in an organization and it is
through these structured relationships that plans are pursued.
Organizing, then, is that part of managing which involves: establishing an
intentional structure of roles for people to fill in the organization.
It is intentional in the sense of making sure that all the tasks necessary to
accomplish goals are assigned to people who can do the best.
The purpose of an organization structure is to create an environment for the
best human performance.
The structure must define the task to be done. The rules so established
must also be designed in light of the abilities and motivations of the people
available.
Staffing is related to organizing and it involves filling and keeping filled, the
positions in the organization structure.
This can be done by determining the positions to be filled, identifying the
requirement of manpower, filling the vacancies and training employees so that
the assigned tasks are accomplished effectively and efficiently.
The managerial functions of promotion, demotion, discharge, dismissal,
transfer, etc. Are also included with the broad task “staffing.” staffing ensures
the placement of the right person in the right position.
Organizing is deciding where decisions will be made, who will do what jobs
and tasks, who will work for whom, and how resources will assemble.
3. Leading – Managing, Motivating and Directing People

The third basic managerial function is leading it is the skills of influencing
people for a particular purpose or reason. Leading is considered to be the most
important and challenging of all managerial activities.
Leading is influencing or prompting the member of the organization to work
together with the interest of the organization.
Creating a positive attitude towards the work and goals among the members
of the organization is called leading. It is required as it helps to serve the
objective of effectiveness and efficiency by changing the behavior of the

employees.
Leading involves several deferment processes and activates.
The functions of direction, motivation, communication, and coordination are
considered a part of the leading processor system.
Coordinating is also essential in leading.
Most authors do not consider it a separate function of management.
Rather they regard coordinating as the essence of managership for
achieving harmony among individual efforts towards accomplishing group
targets.
Motivating is an essential quality for leading. Motivating is the function of
the management process of influencing people’s behavior based on the
knowledge of what cause and channel sustain human behavior in a particular
committed direction.
Efficient managers need to be effective leaders.
Since leadership implies fellowship and people tend to follow those who
offer a means of satisfying their own needs, hopes and aspirations,
understandably, leading involves motivation leadership styles and approaches
and communication.
4. Controlling – Monitoring and Evaluating Activities

Monitoring the organizational progress toward goal fulfillment is called
controlling. Monitoring progress is essential to ensure the achievement of
organizational goals.
Controlling is measuring, comparing, finding deviation and correcting the
organizational activities which are performed for achieving the goals or objectives.
Controlling consists of activities, like; measuring the performance, comparing with
the existing standard and finding the deviations, and correcting the deviations.
Control activities generally relate to the measurement of achievement or
results of actions that were taken to attain the goal.
Some means of controlling, like the budget for expenses, inspection
records, and the record of labor hours lost, are generally familiar. Each measure
also shows whether plans are working out.
If deviations persist, correction is indicated. Whenever results are found to

differ from the planned action, persons responsible are to be identified and
necessary actions are to be taken to improve performance.
Thus, outcomes are controlled by controlling what people do. Controlling is
the last but not the least important management function process.
It is rightly said, “planning without controlling is useless”. In short, we can
say the controlling enables the accomplishment of the plan.
All the management functions of its process are inter-related and cannot be
skipped.
The management process designs and maintains an environment in which
personnel’s, working together in groups, accomplish efficiently selected aims.
All managers carry out the main functions of management; planning,
organizing, staffing, leading and controlling. But depending on the skills and
position on an organizational level, the time and labor spent in each function will
differ.
Planning, organizing, leading, and controlling are the 4 functions of
management; which work as a continuous process.
MANAGERIAL ROLES
As a manager, you probably fulfill many different roles every day.

For instance, as well as leading your team, you might find yourself resolving a conflict,
negotiating new contracts, representing your department at a board meeting, or approving
a request for a new computer system.
Put simply, you're constantly switching roles as tasks, situations, and expectations
change. Management expert and professor Henry Mintzberg recognized this, and he
argued that there are ten primary roles or behaviors that can be used to categorize a
manager's different functions.
Henry Mintzberg proposed an alternative approach to defining what management is
about. Instead of describing in theory what managers should do, he studied what
managers actually spend their time doing. This led him to describe management in terms
of the different roles that managers undertake.
For better understanding, Mintzberg categorized all activities into ten managerial roles
performed over the course of a day. These are as follows:
Interpersonal Roles
The interpersonal roles are ones that involve people (subordinates and persons outside
the organization) and other duties that are ceremonial and symbolic in nature.
Interpersonal roles cover the relationships that a manager has to have with others.
1. Figurehead – includes symbolic duties which are legal or social in nature.

2. Leader – includes all aspects of being a good leader. This involves building
a team, coaching the members, motivating them, and developing strong
relationships.
3. Liaison – includes developing and maintaining a network outside the office
for information and assistance.
The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal

responsibilities. You're expected to be a source of inspiration. People look up to you
as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department
or perhaps your entire organization; and it's where you manage the performance
and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You
need to be able to network effectively on behalf of your organization.
Informational Roles
1. Monitor – includes seeking information regarding the issues that are

affecting the organization. Also, this includes internal as well as external
information.
2. Disseminator – On receiving any important information from internal or
external sources, the same needs to be disseminated or transmitted within the
organization.
3. Spokesperson – includes representing the organization and providing
information about the organization to outsiders.
The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to your organization and
industry, looking for relevant changes in the environment. You also monitor your team, in
terms of both their productivity, and their well-being.
Disseminator – This is where you communicate potentially useful information to your
colleagues and your team.
Spokesperson – Managers represent and speak for their organization. In this role, you're
responsible for transmitting information about your organization and its goals to the
people outside it.
Decisional Roles
1. Entrepreneur – involves all aspects associated with acting as an initiator,
designer, and also an encourager of innovation and change.
2. Disturbance handler – taking corrective action when the organization
faces unexpected difficulties which are important in nature.
3. Resource Allocator – being responsible for the optimum allocation of
resources like time, equipment, funds, and also human resources, etc.
4. Negotiator – includes representing the organization in negotiations which

affect the manager’s scope of responsibility.
The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change within the organization.
This means solving problems, generating new ideas, and implementing them.
Disturbance Handler – When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.
Negotiator – You may be needed to take part in, and direct, important negotiations within
your team, department, or organization.
EFFECTIVE MANAGEMENT OF ORGANIZATIONAL RESOURCES

In any organization there is the need to utilize available resources for better performance.
The term, management of organizational resources, refers to proper utilization of such
resources as assets, information, human and financial resources. Many organizations fail
to reach their set targets due to lack of proper management of these resources. This
article in brief describes how to manage organizational resources.
1. Human Resources -
Human resource is a key resource in any organization. As such, the motivation of the
employees in an organization is essential in improving productivity hence results.
Employee motivation can be achieved by giving good remuneration, medical allowances
and bonuses. It is fundamentally established that employees embrace a company that
caters for their wellbeing as people. Mutual and cordial relationship between the employer
and the employee translates into better performance. Further, proper planning in an
organization greatly contributes to productivity of the human resource. Planning ensures
that the staff are not overwhelmed with tight schedules and assigned duties. Therefore,
investment in a policy framework that outlines a working plan for the employees would
ease their frustrations.
Human resources is the set of people who make up the workforce of an organization,
business sector, industry, or economy. A narrower concept is human capital, the
knowledge and skills which the individuals command. Similar terms include manpower,
labor, personnel, associates or simply: people
2. Time Resources -
Time and human resources can be argued to be the most crucial resources in
contemporary time. Time is an infinite resource. If not properly managed in an
organization, it can have a negative impact on both employers and employee’s
productivity. Organizations should ensure that workers are well equipped to manage time
in their duties. Some of the ways time can be managed in an organization include but not
limited to ensuring that there is a routine measure of time by workers and having a master
calendar. The culture of an organization can also has a major impact on the time
productivity of the employees. Such should be managed by continued positive culture of
managing time.
3. Financial Resources -
An organization can also establish a proper plan to manage its financial resource. For
example, budgets are established, funding gaps identified and costs are tracked and
documented. With this, the company is able to assign resources to the resilience activities
and the rest can be invested to improve the organization’s revenue.
Financial resources is a term covering all financial funds of the organization. From an
economic perspective financial resources are the part of the organization’s assets
(property).
4. Effective management of assets -

This is also another important component which contributes to organizational
performance. Assets include both physical and intellectual property that belongs to an
organization. A company can maximize output by ensuring that its assets are properly
catered for in terms of servicing and even patents for its intellectual property.
The impact of effective resource management in an organization can never be
underestimated. It is one major source of organizational stability. Review of literature
shows that financial sustainability in an organization for instance, cannot be achieved
without sound resource management systems that are put in place. Such systems include
but not limited to the management of not only financial resources, but also other
associated resources like human skills, production resources.
It is also commonly established that large organizations have well defined resource
management software which mainly guarantee that resources are evenly allocated in
order enhance the overall organizational performance. Thus, since an organization’s
productivity is tied to its ability to effectively and efficiently manage, there is a need for
organizations to put effective resource management systems in place.
What is A DMINISTRATION? (compiled by Ms Eto)

✓ Administer originated from Latin word – “ministiare” meaning to serve.
✓ Administer means to look after or manage the affairs of people.
✓ The organization and direction of human and material resources to
achieved desire ends.
✓ Administration generally refers to the day-to-day management of activities
to achieve a goal.
✓ Administration is to care for or look after people, to manage affairs.
✓ Administration is a type of cooperative if it has effects that would be absent
if the cooperation did not take place.
✓ The significance of high degree of rationality lies in the fact that human
cooperation varies in effectiveness of goal attainment whether we think in
attainment, terms of formal goals, the goals of leaders, leaders or of all who
cooperate.
✓ Administration is a planned approach to the solving of all kinds of problems
in almost every individual or group activity, both public and private.
What word is similar to administration?
➢ Agency – an organization, company, or bureau that provides some service
for another.
➢ Organization – the state or manner of being organized.
➢ Government – control exercised over the actions of the members, citizens,
or inhabitants of communities, societies and states; direction of the affairs of a
state, community, etc.
➢ Management – the act or manner of managing; handling, direction or
control.
➢ Department – a distinct of anything arranged in divisions; a division of
complex whole or organized system.
What does it mean to go into administration?
➢ Going into administration is when a company becomes insolvent and is put

under the management of Licensed Insolvency Practitioners. The directors and the
secured lenders can appoint administrators through a court process in order to
protect the company and their position as much as possible.
➢ Going into administration effectively means your company is being taken
under the management of a court appointed administrator.
➢ Going into administration can be an intimidating process, especially if you’re
not familiar with the terminology and procedures involved. Although an
administration could end up providing a positive outcome in the long term, it could
also mark the beginning of the end of your business, depending on the actions
taken by the appointed administrator.
What is an administration job?
➢ It provides both clerical and administrative support to professionals, either
as part of a team or individually. They are involved with the coordination and
implementation of office procedures and frequently have responsibility for specific
projects and tasks.
➢ In some cases, they may oversee and supervise the work of junior staff.
➢ Management of office equipment.
➢ Maintaining a clean and enjoyable working environment.
➢ Handling external or internal communication or management systems.
Managing clerical or other administrative staff.
What is administration in simple words?
✓ Managing Duties
✓ Managing Responsibilities
✓ Managing Rules
The definition of administration refers to the group of individuals who are in charge of
creating and enforcing rules and regulations, or those in leadership positions who
complete important tasks.
What is Public Administration?
➢ Public Administration is decision making, planning the work to be done,
formulating objectives and goals, working with the legislature and citizen
organizations to gain public support and funds for governmental programs,
establishing and revising organization, directing and supervising employees,
providing leadership, communicating and receiving communications, determining
work methods and procedures, appraising performance, exercising controls and

other functions performed by government executives and supervisors.
➢ Public administrators perform a wide range of functions, including managing
city budgets, developing policy and legislation policies and analysing data to
determine public needs.
➢ Public administration is “the art and science of management applied to the
affairs of the State.
What is the concept of administration?
➢ The theory and practice of administration is analysed and major concepts
of formal organization, motivation, authority, leadership, decision making, conflict
in organization, and organizational change are analysed.
➢ Administration refers to the process of running an organization, office or
business. This includes creating rules & regulations, making decisions,
management of operations, creating
organization of staff/employees/people to direct activities towards
achieving a common goal or objective.
Some of the basic concept of administration includes:
a. Planning
b. Organizing
c. Directing
d. Controlling
What is the difference between administration and governance?
What is the function of administration?

• Planning
- Means to decide in advance what is to be done. It charts a course of actions
for the future.
- It is an intellectual process and it aims to achieve a coordinated and
consistent set of operations aimed at desired objectives.
• Organizing
- Once the objectives have been established through planning, management
concern must turn to developing an organization that is capable of relating
people and things to each other in such a way that they are all combined and
interrelated into unit capable of being directed toward the organizational
objectives.
• Staffing
- Is the selection, training, motivating and retaining of personnel in the
organization. Before selection we have to make analysis of the particular job,
which is required in the organization, then comes the selection of the personnel.
It involves manpower planning to have the right person in the right place and
avoid square in the round hole.
• Directing
- Means the issue of orders, assignments and instructions that permit the
subordinate to understand what is expected of him, and the guidance and
overseeing of the subordinate so that he can contribute effectively and
efficiently to the attainment of organizational objectives.
• Coordinating
- Is the act of synchronizing people and activities so that they function
smoothly in the attainment of organization objectives. Coordination is more
important in the health services organization, because functionally they are
departmentalized. Different kinds of organization require different amount of
coordination.
• Reporting
- Reports are oral and written exchanges of information shared between
caregivers or workers in a number of ways.
- A report summarizes the services of the person, personnel, and of the
agency. Reports are written usually daily, weekly, monthly or yearly.
• Budgeting
- Through primarily recognized as a device for controlling, becomes a major

part of the planning process in any organization. It is expressed in financial
terms and based on expected income and expenditure. Budget is the heart of
administrative management.
What are the basic principles of administration?
It served as a powerful tool of coordination and negatively an effective device of
eliminating duplicating and wastage.
1. Unity of command
2. Hierarchical transmission of orders (chain-of-command)
3. Separation of powers – authority, subordination, responsibility and control
4. Centralization
5. Order
6. Discipline
7. Planning
8. Organization Chart
9. Meetings and reports
10.Accounting
What are the different types of administration?
➢ Centralized Administration
- These administrators have permission to access the replica servers at all
sites.
➢ Individual Administration
- These administrators are responsible for creating and maintaining replicas,
synchronization patterns and synchronization schedules at their sites.
➢ Semi-centralized Administration
- Sites with major development efforts have local MultiSite administrators,
and responsibility for administering smaller sites is distributed among the
MultiSite administrators.
➢ Account Administrators
- The top-level, fully authorized email administrator.
➢ Monitor Administrators
- Observe the activity and status of the hierarchy.

➢ Compliance Officers and Security Administrators
- Prevent illegal and unethical conduct across the account hierarchy.
➢ Archive Administrators
- This includes the Archive Security Administrator, Archive Search, Audit,
Retention and investigator Security administrators for the account.
➢ Email Config Administrators
- Maintain mail flow and server connections.
➢ Organization Policy Administrators
- Manage common settings and services
What kind of administrative job are there?
➢ User Administrators
- Manage the day-to-day user help desk needs
Administrative Assistant
- Administrative assistants are commonly seen working in office settings providing various
types of administrative support. They are usually assigned to assist a specific department
within the company but they may also be asked to perform cross-departmental tasks if
the need arises. Common duties of administrative assistants include but are not limited
to scheduling meetings, email/letter writing, filing, record keeping, call handling, errand
running, etc.
Receptionist
- Receptionists are usually seen at the entrance of a company building or office,
welcoming guests and clients. They answer queries, screen phone calls, confirm
appointments, relay instructions and escort visitors to their destination.
Office Assistant
- The office assistant and administrative assistant job titles can be often used
interchangeably. Both terms involve the same functions such as writing emails, handling
incoming calls and messages, filing, record keeping and so on. In essence, office
assistants perform the most fundamental tasks to help an office run as smooth as
possible.
Data Entry Clerk
- Data clerks specialize in organizing and storing data for the company. They are often
seen working on computers to perform an assortment of data entry tasks. They are also
in charge of the company’s paper documentation.
Medical Receptionist
- Medical Receptionists work in clinical and health care settings to provide administrative
support. Common tasks include greeting guests and patients, handling phone calls and
messages, getting patients registered and scheduled, organizing patient records, storing
medical files, communicating with clinical personnel, etc.
Office Manager
- Office managers usually oversee a particular department of a company. They work with
department staff to implement strategies and objectives designated to them by upper
management. They are in charge of day-to-day operations, including budgeting and
purchasing. The office manager post is a middle management position that’s above staff
employees but under executives such as directors and C-level officers.
Executive Assistant
- Executive assistants provide administrative and office support to high ranking officials
such as executives, directors, and C-level offers. They perform a variety of administrative
tasks depending on the needs of the position supported, but general functions include
running errands, handling phone calls and messages, organizing schedules and travel
itineraries, writing letters, etc.
Clerk
- The terms clerk and administrative assistant are often used interchangeably as both
positions perform similar functions. Clerks provide various support in an office
environment which may include drafting correspondence, handling calls and messages,
running errands, organizing and storing data, encoding etc.
Receptionist/Administrative Assistant
- While large companies must have separate roles for admin assistant and receptionist
due to high volume of daily workload, some small companies hire one person to perform
both functions. The receptionist/administrative assistant roles handles most, if not all, of
the tasks mentioned above for both roles, including screening phone calls, running
errands, drafting letters. Welcoming guests, answering queries in person or over the
phone, organizing schedules and so on.
Office Administrator
- Office administrators usually supervise administrative staff and delegate tasks to
appropriate personnel. They are in charge of coordinating activities across departments
and offices in accordance with company policy to ensure efficiency. In addition, office
administrators are responsible for handling the agenda of upper management.
Coordinator
- Project coordinators support project managers and are responsible for scheduling,
ordering, and tracking a project’s progress. This role is prevalent in the construction
industry. Account coordinators are responsible for scheduling meetings and making travel
arrangements, mailings and print projects. They often manage schedules and calendars
of upper management. Logistics coordinators manage processing of orders, shipping,
billing and inventory, and must have experience in purchasing and warehousing.
Management
- Administrative professionals may hold management roles. Office and facilities managers
are responsible for reviewing and purchasing office equipment, and senior managers
select vendors and negotiate services. Office and facilities managers must be familiar
with accounting. Office managers may be responsible for training new employees,
particularly on software.
(Proceed to Police Organization and administration for additional information)

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PART 1 CFLM 2 (Character Formation 2) Leadership, Decision Making, Management and Administration

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CFLM 2 (Character Formation 2) Leadership, Decision Making, Management and

What does CFLM mean?

What does Character mean?

What does Character Formation mean?

What is Leadership in Criminology?

What is the impact of Leadership Decision Making?

Under the umbrella of leadership is decision making. What leadership is to an

Why is Decision Making an important leadership skills?

Defining Management and Administration

UNDERSTANDING SELF-LEADERSHIP (from ppt Ms Pandan)

Significance of Self- Leadership

How to develop self-leadership

How to develop self-leadership

3 ways to lead yourself

I used to think that running an organization was equivalent to conducting a symphony

There are four primary factors of leadership (U.S. Army, 1983):

The Effective Leader

The Effective Leader has Vision

 This quality separates them from managers.

The Effective Leader has Courage

The Effective Leader has Integrity

The Effective Leader has Humility

The Personality of an Effective Leader

• Be strong but not rude

Respect Others to Gain Respect

Five Steps to Gain the Respect of People

Imperatives of Effective Leadership

Chapter 2 Decision Making

ENVIRONMENTAL INFLUENCE IN DECISION MAKING

THE NINE (9) CHARACTERISTICS OF A GOOD DECISION

GROUP DECISION – MAKING

DECISION MAKING APPROACHES

2. DECIDE (Guo, K., 2008)

FOUR STYLE OF DECISION-MAKING

Cross Cultural Variances

The Individual Tolerance for Cognitive Ambiguity

Management process/functions involve 4 basic activities;

1. Planning and Decision Making – Determining Courses of Action

2. Organizing – Coordinating Activities and Resources

Organizing involves determining how activities and resources are to be

3. Leading – Managing, Motivating and Directing People

objective of effectiveness and efficiency by changing the behavior of the

4. Controlling – Monitoring and Evaluating Activities

If deviations persist, correction is indicated. Whenever results are found to

As a manager, you probably fulfill many different roles every day.

1. Figurehead – includes symbolic duties which are legal or social in nature.

1. Figurehead – As a manager, you have social, ceremonial and legal

1. Monitor – includes seeking information regarding the issues that are

The managerial roles in this category involve processing information.

4. Negotiator – includes representing the organization in negotiations which

The managerial roles in this category involve using information.

EFFECTIVE MANAGEMENT OF ORGANIZATIONAL RESOURCES

4. Effective management of assets -

What is A DMINISTRATION? (compiled by Ms Eto)

➢ Going into administration is when a company becomes insolvent and is put

work methods and procedures, appraising performance, exercising controls and

What is the function of administration?