Course Title: Apply management and leadership within justice environments
Part B: Course Detail
Teaching Period: Term2 2015
Course Code: JUST5723
Course Title: Apply management and leadership within justice environments
School: 365T Global, Urban & Social Studies
Campus: City Campus
Program: C5315 - Diploma of Justice
Course Contact : Irene Pagliarella, Program Manager
Course Contact Phone: +61 3 9925 4581
Course Contact Email:email@example.com
Name and Contact Details of All Other Relevant Staff
Nominal Hours: 50
Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.
Pre-requisites and Co-requisites
Successful completion of, or demonstrated equivalence to, the following units of competency:
VU20868 Apply foundation legal principles
VU20869 Work within the criminal justice system
VU20870 Apply writing and presentation skills within a justice environment
VU20871 Support the management of adult offenders within the Victorian correctional framework
PSPOHS401B Implement workplace safety procedures and programs
PSPETHC401A Uphold and support the values and principles of public service
And ONE of the following electives:
VU20867 Support policing processes within justice environment contexts
CHCCHILD401B Identify and respond to children and young people at risk
In this course you will develop the skills and knowledge required to apply principles and practices of management and leadership, including utilisation of organisation resources, to across a range of justice environments.
National Codes, Titles, Elements and Performance Criteria
National Element Code & Title:
VU20865 Apply management and leadership within justice environments
2.Examine management and leadership strategies for application to justice environments
2.1Theories of management and leadership are analysed and debated for their relevance to organisational requirements of justice environments
4.Review own performance
4.1Feedback is sought from relevant people to inform reflective practice
1.Examine organisational structure within justice environments
1.1Models of organisational structures and functions are analysed for their relevance to justice environments
3.Develop management and leadership requirements for job roles within a justice environment
3.1Personality, perceptions and attributes of self and others are considered in relation to decision-making capacity of current/potential job roles within justice environments
On completion of the course, you will be able to:
• Determine, develop, practice and review leadership and management skills appropriate to justice environment requirements within parameters of current/potential job roles
• Provide evidence of knowledge of models and styles of management and leadership appropriate to particular justice environment structures and functions
• Provide evidence of knowledge of relevant legislation, provisions and regulatory requirements
Details of Learning Activities
Students will participate in a variety of learning activities and include:
• class exercises to review discussions/lectures
• Blog/Wiki or other online discussions and participation
• analysis/critique of relevant reading material
• group activities/projects
• group discussion
• independent project based work
• Simulated and/or practical placement
Introduction to the principles and functions of management and leadership in the context of justice environments
• Introduction and overview of course and discussion of expected outcomes of the course for application in the justice environment
• Discussion of formative and summative assessment tasks to determine competency
• Requirements for assignment submission and navigation of subject, online resources and in class activities
• Outline of prescribed texts for course
Dissemination of information related to industry based work experience or project based work experience in preparation of ‘Work Integrated Learning’ requirements for students that have completed the Diploma of Justice and enrol in the Advanced Diploma of Justice in BSBMGT616A ‘Develop and implement Strategic Plans’.
• The selection criteria for the industry based work experience
• Interview process for engaging in industry based work experience
• The documents and learning contract that need to be completed prior to placement
• Assessment task and due dates at the end of the work experience in BSBMGT616A ‘Develop and implement Strategic Plans’.
• Students are also informed of the alternative WIL component, a project based placement and are provided with information related to the assessment task and due date for submission in BSBMGT616A ‘Develop and implement Strategic Plans’
The nature of criminal justice organisations in the context of the Public Sector
Organizational systems theory
• Internal and external systems and factors that influence management processes within justice environments
• Factors that influence governance, contingency planning, levels and skills for personnel and working conditions
While your teacher will cover all the material in this schedule, the order is subject to change depending on class needs and availability of speakers and resources
Introduction to Scientific Management
• Four principles of Scientific Management
• Time and motion studies
Classical, contemporary and post-modern theories of management
Henri Fayol Management Process approach
Max Weber Bureaucracy approach
Elton Mayo Hawthorn experiments
Modern and Post-modern theories
Theory X and Theory Y
The determinants of justice organizational structures; structure, purpose and activity
• Difference between mechanistic and organic structures
• Strategic directions and long term organizational goals
• Environmental constraints such as legislation, government, court orders, client/offender characteristics, social issues and societal norms
• Size of operation
• Skill of employees
• Policies and procedures used in organisations
• Technology used
Organisational culture in the context of justice environments
• Models of organizational behavior
• The dimensions that make up organizational culture
• Formal rules and conventions
• Integration of organization mission and vision
Theories for management and leadership in justice organisations
• From trait to behavioural theories
• Transformational Leadership theory
• Contingent theory
• The attributes of good leadership in justice organisations
• Revision for Summative assessment
Change management, policies procedures and strategies for continuous improvement
• Understanding change as a process
• From current state to future state
• The psychology of change
• Creating the climate of risk taking and powering employees through participative management of change process
• Authority for change – the role of leadership
• Incremental v. radical change
• Policy and procedure deployment
Summative assessment 1 Part A due
• Tuckman’s theory on:
• Task behaviours, maintenance behaviours, self-interest behaviours
• Balance theory
• Exchange theory
Communication strategies in justice organisations
• Formal communication
• Informal communication
• Barriers to effective communication
• Managing the grapevine
• The communication wheel
• The Four C’s of written communication, complete, concise, correct, conversational
Personality perception and individual attributes
• Define personality and describe how it affects work behaviours
• The role of individual values in determining work values
• The process of perception and how it affects work behaviours
• Locus of control
• Emotional intelligence
• Understand the relationship between person-organisation fit for recruitment practices in the justice environment
Managing resources, work priorities and contingencies
• Align personal goals to reflect the justice organisation’s strategic goals
• Set priorities, review and revise objectives in terms of changing demands
• Kolb’s learning cycle
• Stress management
• Time management
Strategies for continuous improvement
• Risk and contingent planning
• Total Quality Management
• Continuous improvement life cycle
• Evaluation models
• ISO Standards
Principles for effectiveness, efficiency, equity, excellence and expansion in justice organisations
• The principles of performance management
• Measures for efficiency/effectiveness
• Impacts on service users and justice organisations
Feedback to inform reflective practice
• Reflect upon own practice, identify concerns
• Gather information on what is currently happening, identify patterns
• Reflect upon what the information is saying
• Become open minded responsive and adopt inclusive attitudes
• Frame a question to be explored
• Decide upon an action – change of practice
• Evaluate the change
• Start the process again
Workshop in preparation of ‘Work Integrated Learning’ approach that forms part of BSBMGT616A ‘Develop and implement Strategic Plans in Advanced Diploma of Justice.
For students undertaking the industry based work experience, information will include:
• Processes to follow for engaging in industry based work experience
• Responsibilities of students while on placement
• Responsibilities of host organization while on placement,
• Supervision arrangements
• Requirement for ethical conduct and compliance with Code of Conduct of Victorian Public Service Sector
• Evaluation process at the end of the placement
• Compliance with RMIT work placement requirements and workplace legislation
• Grievance procedures
• Procedures for reporting emergencies/accidents
• Reflective journal to be kept while on placement
• The assessment task and prescribed date to be submitted in BSBMGT616A ‘Develop and implement Strategic Plans ‘
For students not engaging in the industry based work experience, they will receive information on the following:
• The outline for the project based placement
• The assessment task and prescribed date to be submitted in BSBMGT616A ‘Develop and implement Strategic Plans ‘
Revision workshop for Summative assessment 2, Part B
Summative assessment 2, Part B due
NOTE: While your teacher will cover all the material in this schedule, the order is subject to change depending on class needs and availability of speakers and resources.
It is strongly advised that you attend all sessions in order to engage in the required learning activities, ensuring the maximum opportunity to gain the competency.
We expect that students engage in learning through a combination of lectures, individual reading and study, meaningful feedback on written work and structured activities that encourage critical thinking and the development of discipline specific knowledge and practical skills.
Students are active participants and this course prioritises learning by doing. It is essential that students take ownership of their studies and work on developing skills as independent learners in time allocated away from lectures and class time.
As a student you need to demonstrate both knowledge and practical skills relevant to the course content within the classroom environment. Engagement with educators and other students is critical to you maximising learning opportunities and achieving satisfactory results. Participation in classroom discussion and activities will allow educators to apply observational assessment during role-plays, exercises and assignments and provide you with feedback.
You will be required to sign an attendance sheet and if you are absent from class, it is your responsibility to advise your educator and complete any written tasks that may have been allocated.
Students are required to carefully plan and use their time productively and submit assessments as required. All assessments tasks should be researched and drafted well in advance of the set submission dates.
The course will use blended learning techniques, including; lectures, discussions, activities in class and learner directed activities supported by a range of resources available in class and on Blackboard system
Feedback - You will receive verbal and/or written feedback on your work. This feedback also includes suggestions on how you can proceed to the next stage of developing your projects.
Student Progress -
Monitoring academic progress is an important enabling and proactive strategy to assist you to achieve your learning potential.
There is no prescribed text for this course.
GUSS Skills Central (http://Gussskillscentral.edu.au/) is a site developed specifically for students in the School of Global, Urban and Social Studies at RMIT. It provides links to a range of resources for supporting student work on assessments and negotiating university studies more generally.
Overview of Assessment
Assessments may incorporate a variety of methods including role plays, observations, lectures, tutorials, class discussion, reports, group/individual training workshops, and audio-visual presentations.
All assessment tasks are based on the requirements of the performance criteria, range statements and the assessment guidelines of the course and include:
Progresssive in class formative assessments will be conducted regularly in the form of debates and group work on prescribed topics. As such it is necessary for students to participate to maintain the continuity of learning and receive progressive feedback for the application of knowledge towards the summative assessment tasks.
A mid-term summative Assessment 1, Part A in week 8 and an end of term summative Assessment 2, Part B, in week 18 on simulated activities related to the justice environment’s approaches for management and leadership consistent with the required skills and knowledge of this unit.
Summative Assessment 1, Part A will comprise a written report on a simulated justice organisation based on set criteria. Students will select an organisation from prescribed list and outline a framework of management characteristics and current management practices used to achieve organisational objectives for service delivery to manage risk and provide community safety.
Students will receive feedback and make adjustments/improvements to incorporate in Summative Assessment Part B.
Summative assessment 1 will contribute to 50% of the final grade
Summative Assessment 2, Part B, will comprise the submission of the remainder of the report on a set criteria for the simulated organisation selected in Part A. The combination of Part A and Part B of the summative assessments will provide an outline of applying contemporary best practice management principles in a justice environment. Comprehensive assessment outlines will be issued and discussed with students in class/and of made available through Blackboard in Week 1.
Summative assessment 2 will contribute to 50% of the final grade
Where candidates are already employed in the field direct and indirect supplementary forms of evidence may be submitted to meet the course assessment requirements.
Students must achieve competency IN ALL assessment tasks to PASS this subject
Assessment matrix This is available via MyRMIT/Studies
The assessments have been designed to cover all Learning Outcomes and will be graded in accordance with RMIT’s Mark Table which is as follows:
CHD Competent with High Distinction
CDI Competent with Distinction
CC Competent with Credit
CAG Competency Achieved - Graded
NYC Not Yet Competent
DNS Did not Submit for Assessment
Grades which apply to course delivered in accordance with competency-based assessment (not-graded)
CA Competency Achieved
NYC Not Yet Competent
DNS Did Not Submit For Assessment
Any due date for any assignment is to be considered a deadline. You can submit work at any time prior to the submission date, but it must be into the Administration office by close of business (5pm) of the day the submission is due.
As a student of the Justice VE program, it is expected that you adhere to the following criteria regarding essays/research/reports;
1. For a DIPLOMA written assessment task/s – no less than 2000 words, 5 academic references and ONE in-text citation per paragraph.
2. A paragraph is usually between 200 – 250 words.
3. A sentence is usually between 20 - 25 words.
4. American Psychological Association (APA) Referencing Style is the EXPECTED referencing style for the school of Criminal Justice (VE).
5. We highly recommend that all students download a copy of the APA Referencing Guide which is available on the Blackboard or purchase a Pocket Guide to APA style from the campus bookshop.
6. APA Referencing system is to be used and all in-text citations must be recorded according to APA standards.
7. An academic reference is a scholarly source (journal articles that are peer reviewed, a published book, an approved government or organisation website etc).
8. Written reports, research projects or essays are to demonstrate an understanding of the concepts and familiarity with the prescribed or negotiated topics
9. It is expected that all submitted work will be well written, with clear and consistent grammar, expression and punctuation. It must be well structured and address the issues raised in the chosen topic in a logical ordered and organised manner.
10. Written submissions must demonstrate appropriate preparation, reading and research.
11. Double or 1.5 spacing and a font size of 10-12 must be used in either Arial or Times Roman. Do not submit double paged assessments.
12. All assignments to be submitted via the Drop Box (Building 37, level 2) and submitted via email to the Advanced Diploma email address to verify submission (firstname.lastname@example.org). Assessments must be submitted by 5pm (close of business).
13. Written assessments will also be submitted with a Turnitin Report attached (as instructed by your Educator).
Please refer to RMIT student page for extensive information about study support, assessment, extensions, appeals and a range of other matters:
All assessment tasks are required to be completed to a satisfactory level and by the DUE DATE. If you are unable to complete any piece of assessment by a due date, you will need to apply for an extension.
In accordance with RMIT policy, you may apply for an extension where there have been unexpected or extenuating circumstances, e.g.
•Hospital admission, serious injury, severe asthma, severe anxiety or depression. This does not include minor illness such as a cold, period pain or hay fever.
•Loss or bereavement – e.g. death of a close family member, family/relationship breakdown.
•Hardship/trauma – e.g. victim of crime, sudden loss of income or employment, severe disruption to domestic arrangements.
You must keep a copy of your assessment until the graded submission has been returned or marks have been posted.
All email communications will be sent to your RMIT student email address.
An extension up to seven calendar days may be granted if good reason can be demonstrated. Include supporting evidence (such as medical certificates) with your application.
Extensions will not be granted where the relevant Course Coordinator/Program Manager is not satisfied that the student took reasonable measures to avoid the circumstances that contributed to the student being unable to submit the progressive assessment.
Extensions beyond seven calendar days cannot be granted by Course coordinators or individual educators.
Extension of time longer than 7 days can only be granted through special consideration.
Please refer to the RMIT student page for extensive information about study support, assessment, extensions, appeals and a range of other matters: rmit.edu.au/students.
Applying for Special Consideration
If you are seeking an extension of more than seven calendar days (from the original due date) you must lodge an Application for Special Consideration form, preferably prior to, but no later than two working days after the official due date. Late applications will only be accepted in exceptional circumstances.
For information about Special Consideration and how to apply, see: http://www.rmit.edu.au/students/specialconsideration
The submission of assessments on the due date is the responsibility solely of the student. Students should not leave assignment preparation until the last minute and must plan their workloads so as to be able to meet advertised or notified deadlines.
The penalty for assignments submitted late will be 5% of the maximum mark per day late or part thereof.
Weekends and holidays will attract the same penalty as weekdays.
Assignments that are late by 7 days or more will not be marked and will be awarded zero.
Cover Sheet for Submissions
All assessment items are to be submitted with a University Assessment Coversheet. Students are responsible for ensuring they complete all sections of the Cover Sheet and that they have agreed to the Academic Integrity Declaration.
Retention of Assessments
The University is required to retain all essays, assignments, and other assessment materials for a minimum of six months from the date of issue of results.
At the completion of the six-month period, students can collect their assessments by prior arrangement with their Educator in Building 37, level 4, room 13.
In the event that assessment material is not collected within the time period, it will be destroyed. Material that relates to appeals that have not yet been finally determined will not destroyed.
If you believe your assessment result or final result is wrong please contact the course coordinator and provide the reason why you think your result is incorrect. Valid reasons for seeking a review of results include:
•You believe an error has occurred in the calculation of the grade; or,
•You believe the assessment did not comply with criteria published in the Course Guide; or,
•You believe the assessment did not comply with University Policies on Assessment (i.e. an error in process has occurred).
•Full details of the procedure (including appeals procedure) can be located at this RMIT site: http://www.rmit.edu.au/policies/academic#assessment
Academic Integrity and Plagiarism - RMIT University has a strict policy on plagiarism and academic integrity. Please refer to the website for more information on this policy go to Academic Integrity.
Academic integrity means honesty and responsibility in scholarship through respecting the work of others whilst having the freedom to build new insights, new knowledge and ideas. RMIT University upholds the values of academic integrity as fundamental to the scholarship undertaken by all members of its community. Whenever you refer to another person’s research or ideas (either by directly quoting or paraphrasing them) you must acknowledge your source.
If you are even in doubt about how to properly cite a reference, consult your lecturer or the academic integrity website: http://www.rmit.edu.au/academicintegrity
The RMIT library provides tools to assist with your referencing http://www.rmit.edu.au/library/info-trek/referencing
Plagiarism and Collusion
Plagiarism and collusion constitute extremely serious academic misconduct, and are forms of cheating. You are reminded that cheating, whether by fabrication, falsification of data, or plagiarism, is an offence subject to University disciplinary procedures. Plagiarism is the presentation of the work, idea or creation of another person as though it is your own. It is a form of cheating and is a very serious academic offence that may lead to expulsion from the University. Plagiarised material can be drawn from, and presented in, written, graphic and visual form, including electronic data, and oral presentations. Plagiarism occurs when the origin of the material used is not appropriately cited. Plagiarism is not acceptable.
Examples of plagiarism include:
•Copying sentences or paragraphs word-for-word from one or more sources, whether published or unpublished, which could include but is not limited to books, journals, reports, theses, websites, conference papers, course notes, etc. without proper citation;
•Closely paraphrasing sentences, paragraphs, ideas or themes without proper citation;
•Piecing together text from one or more sources and adding only linking sentences;
•Copying or submitting whole or parts of computer files without acknowledging their source;
•Copying designs or works of art and submitting them as your original work;
•Copying a whole or any part of another student’s work; and
•Submitting work as your own that someone else has done for you.
•Enabling Plagiarism: the act of assisting or allowing another person to plagiarise or to copy your own work is also an offence.
For further information, please see the RMIT Plagiarism Policy – http://www.rmit.edu.au/browse;ID=sg4yfqzod48g1 – and the RMIT Student Discipline Statute and Regulations - http://www.rmit.edu.au/browse;ID=11jgnnjgg70y
The originality verification software Turnitin may be used in this course. For details, see: http://www.turnitin.com
RMIT University is committed to providing a harmonious study and work environment for all students and staff. The University recognises your right to raise concerns about academic, administrative or support services without recrimination and has policies and procedures to assist in the resolution of complaints.
Most issues are resolved at the local level and you are encouraged to take steps to resolve your issue locally. The student complaint procedure details steps to take if your problem is not resolved or you believe the response you received is unreasonable.
Student Complaints Policy: http://www1.rmit.edu.au/policies/studentcomplaintspolicy
Student complaints Procedure: http://www1.rmit.edu.au/browse;ID=i1lexipvjt22
Student Complaints Form: http://mams.rmit.edu.au/v4ujvmyojugxz.pdf
Course Overview: Access Course Overview