True/false And Multiple Choice For Clontz Class (Test 2)

Front 1

A good family background, educational attainment, social status, and patriotic military or political service during the American revolution

Back 1

Fitness of Character

Front 2

The prime criterion for being appointed to public service through political loyalty

Back 2

Pendleton Act

Front 3

The year ___ marks the passge of the ____ the first federal civil service law

Back 3

1883 / Pendleton Act

Front 4

The next major national study of criminal justice was the _________ on law enforcement and administration of justice

Back 4

1967 U.S. President’s Commission

Front 5

The wickersham commission provides

Back 5

better people / more money

Front 6

Name at least 2-3 affirmative action practices

Back 6

veterans preference act of 1944 / the equal pay act of 1963 / the civil rights act of 1964 / the age discrimination in employment opportunity acts of 1972, 1973 / the rehabilitation act of 1973 / americans with disabilities act of 1990 / uniformed services employment an reemployment rights act of 1994

Front 7

The evaluation process and criteria employed will be explained to and discussed with all new personnel upon reporting for _______

Back 7

employment and annually thereafter

Front 8

The evaluation of each staff member will be prepared by

Back 8

the immediate supervisor of the employee

Front 9

All employees shall develop and submit to their supervisors an individual professional development plan that will comply with the employees job descriptions and _____

Back 9

the mission , goal, and objectives of the organization

Front 10

The individual professional development plan will be reviewed by

Back 10

the supervisor and updated as required

Front 11

All employees will be

Back 11

evaluated periodically

Front 12

Each supervisor preparing evaluations will be trained on evaluation techniques and standards and on the use of

Back 12

the evaluation instruments

Front 13

Each person evaluated shall be given a copy of the evaluation and

Back 13

will acknowledge receiving it in writing

Front 14

An evaluated employee will be provided an opportunity for

Back 14

submitting a rebuttal or appeal

Front 15

The organization shall have an evaluation appeals panel composed of

Back 15

experienced supervisory personnel of the agency

Front 16

The employee exercising the right to file an appeal will be given an opportunity to

Back 16

review all documents to be presented to the evaluation appeals panel

Front 17

The appeals panel shall prepare a statement of its findings and attach this to the original evaluation if

Back 17

that evaluation is upheld

Front 18

The appeals panel may direct that an inappropriate evaluation be revidsed and resubmitted to

Back 18

correct errors or other identified issues

Front 19

The evaluation plan process will not discriminate on the basis of

Back 19

race, national origin, religion, marital status, sex, or disability

Front 20

The evaluation shall be filed with the official

Back 20

personnel records of the employee

Front 21

Individual evaluations rebuttals and appellate reports will be

Back 21

kept as permanent documents

Front 22

Purposes of individual evaluations

Back 22

assisting in individual development / encouraging and maintaining discipline / allocating promotions or compensation

Front 23

natural change involves no deliberation, no goal setting, and exists independently of

Back 23

the existence or absence of hierarchical arrangements

Front 24

planned change ideally occurs with

Back 24

mutual goal-setting and a deliberate process

Front 25

indoctrination also is deliberate but the change agent

Back 25

dominates in the power balance

Front 26

technocratic change does not involve goal setting but is

Back 26

informationally based and driven by new technology

Front 27

interactional change arises from the normal interaction of people in social settings including

Back 27

mutual goal-setting and status equality but no conscious deliberation

Front 28

socialization change is modeled on the hierarchical teacher-student relationship as expressed in

Back 28

training and supervised on-the-job training

Front 29

emulative change also occurs in hierarchical relationships, wherein subordinates seek to

Back 29

pattern themselves on successful superiors

Front 30

discretion is an expression of _______ and it exists throughout ______

Back 30

decision-making authority / the entire justice system

Front 31

groups have broader fund of knowledge that is they have more experience

Back 31

collectively than any one manager is likely to possess on his or her own

Front 32

groups are likely to identify far more

Back 32

alternatives

Front 33

groups are likely to be more critical of alternatives than

Back 33

a solo manager

Front 34

groups will take more risks “think outside of the box” more readily and be more creative because

Back 34

potential blame is shared

Front 35

group decisions are more likely to be accepted when they are the product of

Back 35

multiple authors rather than a single author

Front 36

group discussion

Back 36

inhibits some people

Front 37

there is a general desire to

Back 37

get along in a group setting

Front 38

dominance by a few vocal opinion-setters can

Back 38

determine the outcome

Front 39

the desire to incorporate ideas from all participants in order to avoid leaving anyone out can

Back 39

produce unsatisfactory results

Front 40

personalities within the decision group

Back 40

may clash

Front 41

the homogeneity versus heterogeneity of the group/ individuals sharing the same viewpoint will be

Back 41

far less likely to develop a wide-range of options

Front 42

the setting can either

Back 42

facilitate or retard deliberation

Front 43

the group size will influence the deliberations to small a group will

Back 43

limit ideas and too many participants will be unmanageable

Front 44

management decision-making styles

Back 44

sequentialists / ah Yes! People / Simplifiers / ratifiers

Front 45

Use experience to select key information then proceed to examine these in prioritized, sequential, and detailed fashion

Back 45

Sequentialists

Front 46

Amass a great body of information infer a pattern and make a decision that fits the pattern

Back 46

Ah, Yes! People

Front 47

Seek to reduce the problem to its simplest expression then decide based on that simplification

Back 47

simplifiers

Front 48

Wait to see what others are thinking then join the apparent majority

Back 48

Ratifiers

Front 49

Management planning models

Back 49

purposeful / traditional / crisis / entrepreneurial

Front 50

High concern for continuity of the system, yet willing to take risks

Back 50

purposeful

Front 51

High concern for continuity of the system and preferring to be low-risk

Back 51

traditional

Front 52

Forced into crisis proble-solving

Back 52

crisis (not a planner at all but a crisis reactor)

Front 53

Willing to take risks and try new things, objective-oriented, willing to attempt exploration and speculation

Back 53

entrepreneurial

Front 54

_____ is the process of arranging and structuring cooperative human effort

Back 54

organization

Front 55

The study of ____ is not the study of ____

Back 55

organization / an organization

Front 56

Organization is the science of how organizations are best _____

Back 56

structured and arranged

Front 57

An organization is a consciously coordinated social entity, with a relatively identifiable boundary, that ?

Back 57

functions on a relatively continuous basis to achieve a common goal or set of goals’

Front 58

Tasks should be grouped together in one or more units under

Back 58

the control of one person

Front 59

Specialized units should be created only when overall departmentsl capability is thus significantly increased ; they should not be created at

Back 59

the expense of reduced control and decreased general interest

Front 60

Lines of demarcation between the responsibilities of units should be clearly drawn by

Back 60

a precise definition of the duties of each

Front 61

Channels will be established through which information flows and

Back 61

through which authority is delegated.

Front 62

Structure and terminology should facilitate the understanding of

Back 62

the purposes and responsibilities of the organization by all its members. Avoid exotic arrangements and obscure jargon.

Front 63

Each individual, unit, and situation should be under the immediate control of one, and only one, person, thus achieving the principle of unity of command and avoiding the friction that

Back 63

results from duplication of direction and supervision.

Front 64

The span of control of a supervisor should be large enough to provide economical supervision, but no more units or persons should be placed under the direct control of

Back 64

one person than he or she is able to manage.

Front 65

Each task should be made the unmistakable duty of someone; responsibility for

Back 65

planning, execution, and control should be definitely placed on designated persons.

Front 66

Supervision should be provided for every member of the organization and

Back 66

for every function or activity.

Front 67

Each assignment or duty should carry with it

Back 67

commensurate authority to fulfill the responsibility.

Front 68

Persons to whom authority is delegated should be held accountable for

Back 68

the use made of it and for the failure to use it.

Front 69

The simple structure is said to be characterized most by

Back 69

what it is not rather than what it is.

Front 70

The simple structure is not

Back 70

elaborate.

Front 71

_____ is low in complexity, has little formalization, and has authority centralized in a single person.

Back 71

Simple structure

Front 72

this refers to the number of individuals routinely supervised by an officer of the agency.

Back 72

Span of Control

Front 73

Two major advantages of a broad span of control are that

Back 73

[1] fewer layers of hierarchy will be required, and therefore [2] fewer transmission links will be required to move information from the top to bottom, or from bottom to top.

Front 74

A greater span of control can reduce overall internal communications effectiveness by

Back 74

[1] reducing the time a manager has with each subordinate. [2] increasing likelihood that manager will miss someone.

Front 75

Two factors may cause the administrator to make an error regarding the span of control

Back 75

(1) an overestimation of his own ability and (2) an inability or unwillingness to delegate authority because of a desire or real need to exercise a close control over operation