background preloader


Facebook Twitter

SPS Core Leadership Programme

◥ University. {q} PhD. {pdp} PDP. {pdp} Leader. {t} Police. Index of /nos/doc. Johari window model - helpful for personal awareness and group relationships. Free johari window model diagram (pdf - landscape) free johari window model diagram (pdf - portrait) (The Johari Window diagram is also available in MSWord format from the free resources section.) Luft and Ingham called their Johari Window model 'Johari' after combining their first names, Joe and Harry. In early publications the word appears as 'JoHari'. The Johari Window soon became a widely used model for understanding and training self-awareness, personal development, improving communications, interpersonal relationships, group dynamics, team development and inter-group relationships.

The Johari Window model is also referred to as a 'disclosure/feedback model of self awareness', and by some people an 'information processing tool'. N.B. The four Johari Window perspectives are called 'regions' or 'areas' or 'quadrants'. The Johari Window's four regions, (areas, quadrants, or perspectives) are as follows, showing the quadrant numbers and commonly used names: johari window four regions. CoP - Local Policing and Confidence. CLP - Self Assessment Toolkit. Skills for Justice PPF - Policing Professional Framework (PPF) Home.

2010 - (Smith & Cordery) What Works? A Systematic Review of Research and Evaluation Literature on Encouragement and Support of Volunteering. The Department of Internal Affairs commissioned this systematic literature review to assist the Lottery Grants Board and its distribution committees to make distribution decisions that are evidence-based, and to focus on the most effective interventions. This literature review summarises academic and practitioner research and evaluation from New Zealand and overseas – mostly Australia, the United Kingdom and the United States – on what works to encourage participation in volunteering and to support the management of volunteers.

This literature review focuses on what works for managing formal volunteering carried out through the structure of an organization. This is a ‘workplace’ model for involving and managing volunteers, but it recognises that there is a diversity of volunteers and voluntary organisations. Over 1 million New Zealanders participate in volunteering and the government’s vision is that citizens will actively volunteer, be supported and valued.

2003 - (Gaskin) A choice blend. What volunteers want from organisation and management. At a time of fundamental change in social and demographic trends, volunteer-involving organisations are trying to discover how they can continue to attract people to volunteer and to keep them over time. This report looks mainly at volunteers’ views of their management at a time when it professionalization and formalisation is becoming the dominant management practice. The method was to draw on published research on the subject and 3 focus groups were convened to examine the experiences of current volunteers. Focus groups involved twenty seven current volunteers made up of ten young people (under 25) five retired people and eleven people of mixed ages. The research identified a progressive four stage model of volunteer involvement with eight key pressure points.

The four stages are: the non-volunteer, the starter, the doer and the stayer. 2003 - (Locke et al) Hold on to what you’ve got: the volunteer retention literature. This article, based on a review of the literature on volunteer retention, finds many areas of disagreement among researchers about the factors that cause people to remain as volunteers. The section on ‘personal factors and life events’ suggests that changes in personal circumstances may cause people to leave volunteering and that domestic stability may cause them to stay, but is unable to give a clear answer on the part played by people’s demographic profiles or by their personalities, attitudes and religious beliefs.

In the same way, the section on ‘organisations and contexts’ suggests that poor management may cause volunteers to leave organisations and that management which is ‘explicit, developmental, supportive and appreciative’ may encourage them to stay, but is forced to point out that the evidence on the influence of the motivation, commitment and satisfaction of the individual volunteer on retention is as yet inconclusive. 2001 - (Gaskin) Effective organisation and management of public sector volunteer workers: Police Special Constables.

Author(s): Kevin Gaston (Manchester Business School, Manchester University, Manchester, UK) Jackie A. Alexander (Chief Inspector, Nottinghamshire Police, Nottingham, UK) Citation: Kevin Gaston, Jackie A. Alexander, (2001) "Effective organisation and management of public sector volunteer workers: Police Special Constables", , Vol. 14 Iss: 1, pp.59 - 74 Downloads: The fulltext of this document has been downloaded 2446 times since 2006 Abstract: Increasing numbers of people internationally are volunteering their time and expertise to a wide range of public sector and not‐for‐profit organisations. Keywords: Police administration, Voluntary work, Police, Public sector management, Training Type: Publisher: MCB UP Ltd. 1998 - (Clary et al) Understanding and assessing the motivations of volunteers: A functional approach.

2007 - (ACPO) Practice Advice on Critical Incident Management. Sergeant OSPRE. Temporary Sergeant. Police Pass - PBT (Promotion Board Training) Sergeant - College of Policing.