# IDT 412 Organizational Behavior for Public Safety Managers 

3 Semester Credit Hours, Undergraduate

## Text

James A.F. Stoner, R. Edward Freeman, Daniel A Gilbert Jr.
[Management]{.underline} Prentice

Hall, 6th ed. 1995.

### Catalogue Description

This course is designed to prepare students to become effective public
safety administrators. The course examines the evolution of Public
Safety Organizations, Modem American Police and Fire leaders, and the
impact that various forces have had on the evolution and development of
Public Safety Administration. A distinction between Management and
Administration is presented within the concept of Organizational
Behavior.

Prerequisites: None

### Course Objectives

-   The student will acquire an overview of the Public Safety Management
    process. The student will be introduced to the concept of getting
    things done through people and will be able to identify and explain
    the major Law enforcement/fire, and emergency management functions
    as they are exemplified in the relative agency.

-   The student will learn theories and philosophies of Law Enforcement,
    Fire, and Emergency Management The student will (1) analyze
    organizational structure using the principles of departmentation,
    span of control and centralization, (2) be made aware of the ways in
    which people affect organizational design, (3) identify the role of
    line and staff and their relationships, and (4) be made aware of the
    factors involved in change. Having met these objectives, the student
    will be able to understand organizational behavior as well as
    improve management practices and organizational design through a
    better understanding of people in an organizational setting.

-   The student will distinguish the five components needed for
    effective communication with fellow officers: (1) a healthy
    self-image, (2) effective listening, (3) clarity of expression, (4)
    coping with angry feelings, (5) the ability to talk truthfully about
    yourself. The student will, through exercises and reading, detect
    personal areas of strength and weakness and make plans for improving
    self as a communicator with fellow officers.

-   The student will be able to define and understand the leadership
    process, to apply these concepts to oneself and one\'s attitude, and
    to describe the three major approaches to the study of leadership.
    The student will consider the meaning of motivation, what are
    people\'s basic needs on the job, the power of high expectations,
    and will have an opportunity to test the student\'s own
    leading-motivating style. Focusing on self as leader, the student
    will consider motivational factors in subordinates.

[Topical Outline]{.underline}

I. INTRODUCTION OVERALL CONECPT OF LAW ENFORCEMENT/FIRE MANAGEMENT AS A
PROCESS OF CONTINUING FUNCTIONS.

> A. Managing and Managers of Police Organizations
>
> 1\. Defining Law enforcement/fire Management
>
> 2\. Why organizations are needed
>
> a\. Effectiveness of organizations
>
> b\. Organizations as a source of careers
>
> 3\. What law enforcement/fire managers do
>
> 4\. Types of law enforcement/fire managers
>
> a\. Management levels
>
> b\. Functional and general managers
>
> 5\. The process of law enforcement/fire management
>
> a\. Police Planning
>
> b\. Police organizing
>
> c\. Police Leading
>
> d\. Police Controlling
>
> B. The Evolution of Management Theory
>
> 1\. The classical management theorists
>
> 2\. Contributions and limitations of scientific management

C. Bridging the classical Behavioral, and Systems Schools.

II\. LAW ENFORCEMENT/FIRE ORGANIZATIONAL BEHAVIOR

A. Law enforcement/fire Organizational Structure

> 1\. The meaning and importance of organizing
>
> 2\. Strategy and organizational structure
>
> 3\. Departmentalization
>
> B. Formal law enforcement/fire organizational structure
>
> 1\. The police organizational Chart
>
> 2\. Formal police organizational structure
>
> 3\. Informal police organization structure
>
> C. Division of Work
>
> 1\. Job specialization
>
> 2\. Job satisfaction
>
> 3\. Job enlargement and job enrichment
>
> D. Coordination and Span of Police Management
>
> 1\. Need for coordination
>
> 2\. Span of management
>
> a\. Wide versus narrow spans of management
>
> b\. Efficient utilization of managers and subordinates
>
> c\. Span of management and organizational levels
>
> d\. Tall versus flat organizational structures
>
> e\. Selecting the appropriate span
>
> E. Case Studies

III\. INTERPERSONAL AND ORGANIZATIONAL COMMUNICATIONS FOR POLICE

MANAGERS

> A. Interpersonal and Organizational Communication
>
> 1\. The importance of communication
>
> 2\. The communication process
>
> B. Interpersonal Communication

1.  The communication process

2.  One-way and two-way communications

> 3\. Overcoming the barriers to interpersonal communication
>
> C. Communication and Law enforcement/fire Organizations
>
> 1\. Communication networks within the organization
>
> 2\. Vertical communication
>
> 3\. Lateral and informal communication
>
> 4\. Overcoming organizational barriers to communication

IV\. LAW ENFORCEMENT/FIRE COMMANDERS AS EFFECTIVE LEADERS AND

MOTIVATORS

> A. Defining leadership

B.  The nature of leadership

C.  The search for leadership traits

> D. The behavior of leaders
>
> 1\. Leadership functions
>
> 2\. Leadership styles
>
> E. Situational Factors in Leadership Effectiveness
>
> 1\. Leader\'s personality and past experiences
>
> 2\. Expectations and behavior of superiors
>
> 3\. Organizational climate and policies

F. Motivation, Performance and Satisfaction

> 1\. The importance of motivation
>
> 2\. Ways of looking at motivation
>
> a\. Content theories
>
> b\. Process theories
>
> c\. Reinforcement theories
>
> 3\. Early view of motivation in organizations
>
> a\. Traditional model
>
> b\. The human relations model
>
> c\. The human resources model
>
> 4\. Systems view of motivation in organizations
>
> a\. Characteristics of the individual
>
> b\. Characteristics of the job task
>
> c\. Characteristics of the work situation
>
> 5\. Impact of past consequences on behavior
>
> a\. Operand conditioning
>
> b\. Learning theory techniques

#### Grading Requirements

1 Quiz 1 15%

2\. Quiz 2 15%

3\. Quiz 3 15%

4\. Final Exam 30%

5\. Paper 25%

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