By applying theory to your practice, this module will aim to equip you with the knowledge and understanding of the complex dynamics of leadership to help you in your own development and that of leading teams effectively.
In combination with the programme you will explore your strengths and weaknesses as a leader, learn how to articulate effectively your own personal leadership style and those within your organisation and identify effective and ineffective leadership in the law enforcement context.
Learners will critically investigate the developments in people management and practice in the context of a continuously evolving policing environment.
Learners will also explore the role of values in more depth, considering the key concepts of organisational behaviour, and organisational culture and how these can drive business effectiveness and performance. These fundamental underpinnings will form the foundation for future modules.
Learners will critique a wide range of literature, cases and example which explores the future world of work which will include the advancement in technology, sociodemographic changes, political and economic impact, and influences.
In this module we will explore a range of perspectives on organising and organisations, and critically evaluate the relevance and usefulness of theory in helping us to think about the contexts in which we work and what this means culture, knowledge creation, learning, and inclusion.
The module commences with an exploration of the learner’s stakeholder ecosystem, including examination of the health and importance of relationships with stakeholders within and outside of their individual forces. Learners will then analyse strategies for establishing and managing stakeholder relationships, including the application of these to their individual policing context with a view to identifying opportunities for enhancement.
Given the importance of multi-agency partnerships in managing threat, vulnerability, and risk in policing, and recognising their benefits in terms of resource management, learners will consider the barriers to multi-agency working and their role as leaders in seeking resolution. Particularly in circumstances of organisation and/or occupational discord. Before progressing to explore issues of reputation and branding, with a focus upon public perceptions of policing and means by which trust and confidence in law enforcement may be strengthened. Recognising the importance of personal attitudes and beliefs toward collaboration, this module will also include reflective pauses providing learners with the opportunity to consider the implications of their own experiences, background, and psyche on engagement.
Finally, recognising the importance of research skills in evidence-based practice and in support of developing the academic skills necessary for completion of the assignment, the module will include a focus on research interviewing to include practical, theoretical and ethical aspects of the process.
The module aims to provide an analysis of the theories, concepts and frameworks associated with transformational strategic management and decision-making. Learners will develop a detailed knowledge and understanding of the complexities of creating, evaluating, and maintaining ethical and sustainable delivery plans to achieve organisational strategic objectives within the context of policing. This will include evaluating the dynamic internal and external environment, managing resources, and delivering value. Learners will evaluate a range of decision-making tools and techniques in relation to the National Decision-Making Model and consider the evolution of decision-making practice.
The module will encourage learners to consider the wider societal impact of strategic change as well as the role of new technology and digitalisation in organisational transformation. The authentic nature of the assessment enables students to put their learning into effect a policing environment, to apply their understanding to their own organisational context and to develop practical management skills. Furthermore, learners will be able to be able to use broader stakeholder analysis (delivered in previous modules) in an applied context to create a basis on which a strategic plan can be created and implemented.
The module aims to provide learners with a detailed understanding of how financial management theories, concepts and techniques are used to support transformational organisational strategy and operations. It will provide learners with a grounding in the financial tools used for decision-making and data analysis and consider how these can be used to meet complex organisational challenges in law enforcement.
Learners will use critical analysis to consider the limitations of financial tools and will evaluate the role of values, ethics and sustainability in creating appropriate financial reporting structures. In the module, learners will critically reflect on their own experience as well as that of their peers to enhance their personal understanding of forward looking financial practice and budget management.
Learners wil explore the impact that the organisations financial position and strategy has on other operational areas such as people management and supply chain.
On completion of this module, students will have developed into more successful, financially literate senior leaders and will be able to apply their learning to their current policing role.
The aim of this module is to consolidate and integrate knowledge and skills acquired in the modules undertaken in years one and two of the programme. Learners will be expected to demonstrate how the learning they have undertaken has been applied within their public service workplace and, through the means of a scoping document, plan for implementation of strategic level policy within their law enforcement organisation.
