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44 Cards in this Set

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  • Back
Individuals generally become better performers when

a. jobs are simplified and basic.
b. they are made to want to perform better.
c. supervisors exercise close control and follow up.
d. they have a supervisor they are familiar with.
b. they are made to want to perform better.
The performance of workers is generally most affected by

a. factors in the physical environment
b. selected factors dealing with the work process.
c. psychological and social factors.
d. the minutes worked in an hour, and hours worked in a week.
c. psychological and social factors.
A basic human drive is the wish for security and is based on all of the below except

a. approval
b. fear
c. apprehensiveness
d. avoidance
a. approval
A basic human drive is the wish for response and derived from all of the below except

a. love.
b. friendships.
c fame.
d. affection.
c fame.
A basic human drive is the wish for recognition and is gained from all of the below except

a. status.
b. independence.
c. prestige.
d. social approval.
b. independence.
A basic human drive is one for new experiences which includes all of the below accept

a. curiosity.
b. adventure.
c. independence.
d. craving for excitement.
c. independence.
The basic psychological needs that have a vital bearing upon the behavior of individuals are mostly a feeling of security, a sense of adequacy, a sense of social approval, and

a. a need for opportunity.
b. affection.
c. intelligence.
d. a sense of self esteem.
d. a sense of self esteem.
The psychological feeling of inadequacy may best be described as

a. a normal one.
b. an emotional illness.
c. an inferiority complex.
d. a need for social approval.
c. an inferiority complex.
Sergeant Brown feels that one of his subordinate's, Officer Smith, does not have the self confidence and proficiency that he should in order to carry out assignments in the way expected. Of the following, which choice the sergeant might make is least desirable?

a. Assign Officer Smith to duties that are likely to bring about successes.
b. Give the officer sincere praise when his work warrants it.
c. Provide training in areas where the officer shows weakness.
d. Assign the officer to duties that make small demands upon him.
d. Assign the officer to duties that make small demands upon him.
When a supervisor asks a subordinated to speak to him about his problems, fears, frustrations, etc. he is having this officer engage in a form of

a. motivation.
b. catharsis.
c. conditioning.
d. dynamic tension.
b. catharsis.
Talking about one's problems is particularly helpful in reducing feelings of

a. an obvious emotional imbalance.
b. fear, guilt, anxiety, or hostility and failure.
c. false reality associated with a superiority complex.
d. preoccupation and acute depression.
b. fear, guilt, anxiety, or hostility and failure.
Which of the following is often the direct cause of debilitating anxieties, fears, and feelings of insecurity among police officers

a. the absence of any real supervision of leadership.
b. a lack of their knowledge or understanding about the job.
c. overbearing supervision, namely in the area of the follow up.
d. assignment to positions that provide little or no responsibility.
b. a lack of their knowledge or understanding about the job.
Unresolved emotional ills often result in

a. conditions of neuroses.
b. expressions of fear.
c. a product of childhood conditions.
d. related to predetermined goals.
a. conditions of neuroses.
The psychological character of an adult is generally thought to be

a. a result of good or bad supervision.
b. a fixation of frustration.
c. a product of childhood conditions.
d. related to predetermined goals.
c. a product of childhood conditions.
Should individuals become thwarted in fulfilling their desires and goals, the feeling that is most likely to develop is

a. hate.
b. apathy.
c. conflict.
d. frustration.
d. frustration.
Psychological problems that go unchecked or unresolved by individuals will

a. effect others near them.
b. become worse.
c. cause childish tantrums
d. give expression as fear.
b. become worse.
The wise supervisor who is confronted by a particular type of conduct will know it usually results from

a. one primary cause.
b. hate or love.
c. different and varied stimuli.
d. uncontrolled frustration.
c. different and varied stimuli.
Police officers who are troubled and not performing up to standard are affected by a wide variety of causes, but the results to the organization are

a. based on poor quality of production.
b. generally the same.
c. based on low quantity of production.
d. just as varied.
b. generally the same.
A supervisor must deal and understand the emotional problems that his subordinates have. It would generally be better to deal with such problems in

a. a manner that is not detectable by the subordinates.
b. a long range program, working step by step until success is achieved.
c. a calm atmosphere, adhering to proven principles of leadership.
d. a way that is practical and based on common sense.
d. a way that is practical and based on common sense.
Helping subordinates with their emotional problems is not always successful for the supervisor, but ordinarily the degree of success achieved is directly related to

a. how long the subordinate has had his problem.
b. the subordinate's ability to receive and carry out instructions.
c. the patience, understanding, and effort the supervisor expends.
d. predetermined aspirations and goals that are job related.
c. the patience, understanding, and effort the supervisor expends.
To be able to deal with subordinates who lack emotional stability, it is most important for the supervisor to

a. be emotionally well adjusted.
b. understand basic psychology
c. deal with each cause individually.
d. conduct a relationship without regard to rank.
a. be emotionally well adjusted.
An individual who finds an important goal in life is obstructed will usually have one of several reactions: to go around it, attack it head on, remove it, or

a. ignore it.
b. accept defeat.
c. deny it ever existed.
d. pretend it was achieved.
b. accept defeat.
When frustrations are experienced and the involved individuals are unable to adapt, they will usually become

a. bored and apathetic to everything.
b. irritable, inflexible, and emotional.
c. hostile and strike out to hurt others.
d. fanatical in their attempts to succeed.
b. irritable, inflexible, and emotional.
To be more effective, a supervisor should attempt to examine factors that contribute to frustration and, in order to recognize them when they are present, should

a. know and understand the employee's background.
b. be emotionally adjusted himself.
c. be patient and understanding.
d. isolate the more common symptoms.
d. isolate the more common symptoms.
Most frequently the person who experiences the greater achievement in dealing with the frustrations of life is one who is

a. relatively stable and emotionally mature.
b. open minded and devoid of bias.
c. able to relate to others in a positive way.
d. aware of relationships and works to improve them.
a. relatively stable and emotionally mature.
A supervisor who deals with people soon realizes that things cause less frustration than people, primarily because

a. things are basic to life's existence.
b. people relate to things as things relate to people.
c. understanding and cooperation are not expected from things.
d. frustration exists only in the human mind.
c. understanding and cooperation are not expected from things.
Common forms of reactions to frustration often encountered by the supervisor on the job cannot be prevented primarily because

a. frustration does not really exist.
b. of their spontaneity.
c. of its abstract nature.
d. the result is not worth the effort.
b. of their spontaneity.
People cannot remain static for long; therefore they have a tendency to meet frustration with

a. apathy.
b. aggression.
c. indifference.
d. understanding.
b. aggression.
There are instances where individuals will escape from situations that are frustrating by imagining they have accomplished that particular goal. This action is harmful because

a. what is and is not important in life becomes ambiguous.
b. it carries over from his work experience to his personal life.
c. achievement is not gained, while satisfaction may have been provided.
d. rationalization for failure becomes normal and achievement is then rarely achieved.
c. achievement is not gained, while satisfaction may have been provided.
When an employee assigns blame to some external object rather than to himself, he is engageing in

a. projection.
b. regression.
c. escape.
d. aggression.
a. projection.
The most common reaction to failure is

a. apathy.
b. fear.
c. hate.
d. rationalization.
d. rationalization.
Rationalization for failure is most harmful when

a. the individual states he can do a job and you realize he cannot.
b. it causes an individual to refuse to assume personal responsibility for anything.
c. an employee feels he has accomplished what was actually intended and he has not.
d. there is no logic to the employee's explanation for his failure.
b. it causes an individual to refuse to assume personal responsibility for anything.
Officer Smith lacks confidence in himself and now feels that the goal of making sergeant he set for himself several years ago will not be achieved. He has failed one test and doesn't feel ready for the upcoming one. Smith begins to blame his children and wife for insufficient time to study and his sergeant for always keeping him so busy that he was dead tired when he finished work. The greatest problem with Officer Smith's rationalization is

a. his failure to realize that not everyone can be a sergeant; some individuals make better patrolmen.
b. his family is probably not aware they are not allowing him sufficient time to study.
c. it prevents him from facing the problem realistically and correcting the real cause for his feelings.
d. failing to realize it is a sergeant's job to keep his men busy working.
c. it prevents him from facing the problem realistically and correcting the real cause for his feelings.
A retired police officer tells a new rookie, "You don't get into trouble for what you don't do but for what you do." This advice would indicated the retired officer most likely had been

a. a non performer.
b. unhappy with his job.
c. active and aggressive.
d. a supervisor.
a. a non performer.
A police sergeant refuses to confront a subordinate who is a continual problem and makes the statement, "There is nothing you can do with a guy like that." Such a statement indicates

a. a truth we often fail to face.
b. that frustration exist with both individuals.
c. a rationalization of his failure.
d. that an unhealthy environment exists.
c. a rationalization of his failure.
After being assigned to a traffic post, Officer Smith becomes gloomy and depressed. Finally, he goes to sergeant Brown and, half in tears, asks to be assigned elsewhere. Relenting, Sergeant Brown assigns him to the motor squad and puts someone else in his place. It would be likely for Smith, should he become unhappy with another assignment, to

a. suppress his feelings, at least temporarily.
b. request a change, but with a different supervisor.
c. repeat the same tactics that proved successful.
d. terminate his employment with the police department.
c. repeat the same tactics that proved successful.
The best example of a police officer that has developed what is termed a "fixation" is

a. the forming of a dislike for a peer or superior officer and, regardless of how hard he tries, the officer cannot change his opinion.
b. an officer who continues to direct traffic in the same way even after he has been criticized by his superior and seemingly cannot change.
c. an officer who dislikes himself for a reason that, if analyzed, would prove to be insignificant.
d. an officer who performs his assignments in such a way as to be completely predictable.
b. an officer who continues to direct traffic in the same way even after he has been criticized by his superior and seemingly cannot change.
Probably the best means of preventing frustration emanating from the work environment is

a. keeping problems and frustrations in the open.
b. discovery and eradication of the casual factors.
c. to make group goals known and attainable.
d. listen to complaints and be available for assistance.
b. discovery and eradication of the casual factors.
Where an employee works is a fertile source of frustration because it restricts his freedom of action and, at the same time

a. allows him too much freedom.
b. fails to understand his problems.
c. relegates him to that position permanently.
d. makes positive demands of him.
d. makes positive demands of him.
A supervisor can reduce possible frustration among his subordinates mostly by

a. listening more than he talks.
b. effective job placement.
c. understanding human nature.
d. allowing full self expression.
b. effective job placement.
Individuals are more likely to follow advice given them by their supervisor if

a. his advice has helped other.
b. it is simple and basic.
c. they like the supervisor.
d. they are in the proper environment.
d. they are in the proper environment.
One effective way a supervisor can relieve a subordinate of some of his frustrations when he has been subjected to castigations of an errant motorist who has received a summons is to

a. explain the functions of police officers.
b. indicate all police are subject to the same abuse.
c. have him put himself in the motorist's place.
d. ride with the officer and reassure him of his value.
c. have him put himself in the motorist's place.
Sensitivity to frustration is greater during

a. night tours of duty.
b. periods of inactivity.
c. the decision making process.
d. fatigue or ill health.
d. fatigue or ill health.
An individual is prompted to take action to achieve a particular goal, whether conscious or unconscious, by which one of the following?

a. frustration.
b. a motive.
c. aggression.
d. self expression.
b. a motive.