Curriculum Information

• Organisational structure and design. Scientific management, bureaucracy, human relations management, systems management and contingency management. The relationship between rank structure, line, staff and functional relationships. The formal and informal organisation. Organisational development (OD) and learning and lean organisations.

• Organisational change. Strategic change and the contemporary perspective. Change and the individual employee. Resistance to change in organisations including its causes and management solutions. The process and context of change in the workplace and change agents. Learning organisations reacting to change.

• Organisational culture and the rise of the organisational culture concept. Culture in terms of surface manifestations, values and basic assumptions. Organisational culture, sub cultures performance and change within a policing environment.

• Management of conflict in the workplace. Contrasting frames of reference: unitarist, pluralist and interactionist. The conflict process and methods of conflict resolution within a policing environment.

• Communication in organisations. Blocks to innovation and creativity. Networks and systems used within policing. Implications of poor vertical and horizontal organisational communication.

• Leadership and management in organisations. Leadership verses management. The need for leaders in modern organisations. Individual and group decision making. Leading and managing in local and remote policing environments.

• The study of individuals within organisations including a study of the behaviour and motivation of individuals at work. Intrinsic and extrinsic factors that motivate workers. Content and process theories of motivation referring to theories of such key writers for example Maslow, Herzberg, Alderfer, Mitchell, Farren, Taylor, Moss Kanter, Vroom and Adams.

• The perceptions and assumptions of people working within policing and teams including the dynamics of interpersonal perception. Attribution theory, stereotyping and perceptual distortions and errors. The importance of recognising and valuing diversity key writers studied include for example Guirdham, Kandola and Fullerton, Cook, Berne and others.

• The influences of leaders and managers within organisations. Roles and key functions of leaders and managers. Leadership traits and different leadership styles including autocratic, democratic and laissez faire approaches. Differences between leaders and managers. Principles of management, management style and behaviour. Contemporary forms of leadership such as authentic and servant leadership. Empowerment and sources of power for leaders and managers and the use of legitimate, expert and referent power. Key writers studied will include for example Handy, Taffinder, McGregor, Hollingsworth, Huneryager and Heckmann, French and Raven, Yukl, Greenleaf and Adair.

• Components of interpersonal communication processes including the main barriers to effective communication and transactional analysis. The nature and significance of non-verbal communication in a policing environment and corporate communication. The cultural dimensions to communication.

• Wellbeing of officers. Recognition and management of stress within policing.