Collect some pertinent information before you make your decision: what information is needed, the best sources of information, and how to get it. This step involves both internal and external "work." Some information is internal: you'll seek it through a process of self-assessment. Other information is external: you'll find it online, in books, from other people, and from other sources.

Gather relevant information

As you collect information, you will probably identify several possible paths of action, or alternatives. You can also use your imagination and additional information to construct new alternatives. In this step, you will list all possible and desirable alternatives.

Identify the alternative

Draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through the use of each alternative. As you go through this difficult internal process, you'll begin to favor certain alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the alternatives in a priority order, based upon your own value system.

Weight the evidence

Once you have weighed all the evidence, you are ready to select the alternative that seems to be best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step

Choose among alternative

You're now ready to take some positive action by beginning to implement the alternative you chose in Step 5.

Take action

this final step, consider the results of your decision and evaluate whether or not it has resolved the need you identified in Step 1. If the decision has not met the

Review your decision & its consequences

may be defined as that area of management concerned with human relations in the police organization. As an overview, Police Personnel Management uses planning, organizing, directing and controlling of day-to-day activities involved in procuring. developing and motivating them and in coordinating their activities to achieve the aims of the police.

Police personnel management

is a study of the labor supply of jobs, which are composed with the demands for employees in an organization to determine future personnel requirements, which either increase or decrease.

Police personnel planning

is the process of encouraging police applicant from outside an organization to seek employment in an organization.

Police recruitment

is the process of determining the most qualified police applicant for a given position in the police organization.

Police selection

is the process of making police officers adjusted and knowledgeable in a new job and or working environment.

Police placement

refers to any method used to improve the attitude, knowledge, and skill or behavior pattern of an employee for adequate performance of a given job. It is a day-to-day, year round task.

Police training and development

performance rating is the evaluation of the traits, behavior and effectiveness of a police officer on the job as determined by work standards.

Police appraisal or performance rating

Financial compensation in the form of wages of salaries constitutes the largest single expenditure for most organizations.

Police compensation

refers to the activities programmed to implement the organization philosophy or creed and the personnel philosophy of central managers in relation to people so as to accomplish organizational objectives.

Personnel programs

includes human resources planning. job description and job specification, police recruitment, selection, placement, transfer, layoffs, and separation.

Acquiring competent personnel

gives depth and meaning to good management philosophy, and involves the granting of fair wages, reasonable working hours, and other employee benefits and services. These activities include the determination of an equitable wage and maintenance of an incentive system.

Holding and retaining competent police personnel

deals with the education of the police officers, the appraisal of work performance, their promotion,

Developing and motivating personnel

involves the development of harmonious relations between management on one hand and individual police officer the on the other hand.

Labor and human relations

this is •Oto achieve a favorable climate for police officers. Good human relations should be the attitude in the applications, implementation and interpretation of the organization's policies, rules and regulations.

Efficient administration of the program with adequate budget

refers to a general plan of action that serves as a guide in the operation of the organization. It makes up the basic framework of management decisions that set the course what the organization should follow.

Policy

This type of policy comes from top management level and is intended to set up guidelines in the operation of the police organization.

Originated policy

This type of policy is born when problems arise at the lower levels of the organization and the man in charge does not know how to meet the problem. He then appeals to his superiors for guidelines and for guidance.

Appealed policy

This type of policy comes from the government in the forms of laws, administrative orders, and rules and procedures or contract specifications.

Imposed policy

policies stated in broad terms, such as statement of objectives, philosophy and creed. Others stress in general terms management traits, such as fairness in dealing with officers, understanding and humane treatment of the work force.

General statement of principle

cover specific situations. They are more direct and are less flexible. They are more rigid in nature.

Specific rules

These handbooks are distributed to all personnel, and contain among other things, information about the benefits and services that the organization grants to its officers, the organization's history,

Police handbooks

policy manual covering all police personnel policies and procedures, if made available to managers and supervisors, will be a great help in their decision-making and employees relationship.

Police manual

are another common means of communicating police policies to all officers. They can be issued fast and they provide the greatest assurance of reaching every employee.

Memoranda and circulars

Organizational policies, rules and regulations, and activities may be typed out of mimeographed and the posted on bulletin boards. If strategically located and well managed, bulletin boards are an effective medium for transmitting newly issued policies, rules and regulations to police officers.

Bulletin boards

are often held to inform officers about new policies, their objectives and implementation. One advantage of this type of policy dissemination is that it gives the officers the opportunity to ask questions and request clarification on vague and doubtful points.

Meeting or conferences

Communication has gained such importance to and attention by management in recent years.

Police publications

builds relationships in order to influence others. People want to follow them because of who they are, not what they know.

Relational leader

seeks mutual benefit for themselves, others, and the organization. People want to follow them because of who they are and what they know.

Motivational leader

inspires managerial and relational leaders to become motivational leaders. Their focus is on growing themselves in order to inspire others to grow.

Inspirational leader

passion and purpose is to transform others. They are the most influential of the five types of leaders and are highly respected.

Transformational leader

According to the Blake Mouton model, Team management is the most effective leadership style.

Team management

will jump between the Country Club and Produce-or-Perish styles.

Paternalistic management

This doesn't appear on the grid because this style can show up anywhere within it.

Oppurtunistic management

is an important component in leadership and plays a significant role in the Path-Goal Theory of Leadership.

Motivation

the leader knows exactly what must be done, how tasks must be performed and what the deadline is.

Directive leadership

pays a lot of attention to the needs and well-being of her or his employees.

Suppurtive leadership

In this leadership style, the leader sets challenging goals. He or she expects achievements on the highest level from her or his employees and trusts their ability to handle this.

Achievement oriented leadership

In this leadership style, the leader deems it very important to work with his employees and include their ideas and opinions in decisions.

Participative leadership

Role-taking occurs when team members first join the group. Managers use this time to assess new members' skills and abilities.

Role taking

In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role.

Role making

if team members prove themselves loyal, trustworthy and skilled, they're put into the In-Group. This group is made up of the team members that the manager trusts the most.

In group

if team members betray the trust of the manager, or prove that they're unmotivated or incompetent, they're put into the

Out group

During this last phase, routines between team members and their managers are established.In-Group team

Routinazation

She is logical, cautious and sensible, most comfortable when she has everything organized and clear rules in place to know where she stands.

The analytical

had a mantra, it would be full steam ahead! This makes the controller difficult to manage, yet easy to motivate, says Croft. had a mantra, it would be full steam ahead! This makes the controller difficult to manage, yet easy to motivate, says Croft.

The controller

the creative engine of your team. She’ll put her energy, excitement, and hard work towards whatever she’s passionate about.

The enthusiast

manager has taken each and every member of their team under their wings. They care for their team and they take the time to provide constant support in order for them to excel and be the best.

The parent

are the cool kids on the block. They are the ones that see where the company is going to be and are able to project it on the right path.

The visionary

This manager really takes the time to listen to their team. They want everyone on their team to feel they are part of the organization and that every voice be heard.

The democrat

This is the manager that pushes you beyond your limits. T

The insomaniac

is their aptitude for coming up with solutions that are based on reliable information.

Sensor