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Module I - The Changing Role of Management


Material for a 5-hour lesson, part of the 10-lesson Border Police Management Development Course, developed by the OSCE Spillover Monitor Mission to Skopje.


As Police managers we are living in a time of dramatic change. The jobs we perform and the ways we perform them are being transformed by a combination of forces beyond our control: legislative forces, technical forces, criminal forces and regulatory forces.

In society some jobs are disappearing and are becoming redundant, whilst others are emerging to take their place. Shifts in government strategy are altering the balance of controls on some organizations; loosening them on some and tightening them on others. Public opinion and media coverage are training the spotlight on business, government, healthcare and the police to such an extent that to some it might seem as though we are 
living in an aquarium.

The biggest challenge to managers lies not in the changes but in the people we manage; the kinds of people they are, the expectations they have, the values they hold dear and the incentives they respond to. We are dealing with a more varied and more demanding work force than ever before, one that tests our ingenuity and challenges traditional ways of thinking, acting and managing.

The goal of this module is to familiarize participants with the changes in management,  organizational structures and the role of employees in modern organizations.

At the end of the module, participants will:

  • Explain the relationship between behaviour, the individual and the environment.
  • Demonstrate an understanding of the “four pillars” theory of organizations.
  • Define “self-fulfilling prophecy” and recognize how it can affect relationships 
    between a manager and his/her personnel.
  • Demonstrate how the cycle of “self-fulfilling prophecy” can be broken.
  • Apply the “three skills approach to management” to their job.
  • Define their job in terms of technical and managerial content.
  • Identify their own managerial attitudes.