Police Supervision And Management 1-9

Front 1

_______________ may be formally defined as a consciously coordinated social entity, with a relative identifiable boundary, that functions on a relatively continuous basis to achieve a common goal or set of goals.

Back 1

An Organization

Front 2

______________ alludes to the organization's goals and the public served.

Back 2

Relatively Identifiable Boundary

Front 3

________ refers to the fact that organizations are composed of people who interact with one another and with people in other organizations.

Back 3

Social Entity

Front 4

All sorts of managerial processes occur within the police department. They include:

Back 4

1. Decision Making

2. Planning

3. Leadership

4. Motivation

5. Control of subordinate's behavior

Front 5

Supervisors are concerned with ____ and ____.

Back 5

tasks and human resources

Front 6

____________ refers to the face that supervisors are responsible for people.

Back 6

Human resources

Front 7

__________ theory explains how an organization operates and provides the background for understanding productivity and leadership.

Back 7

Organizational theory

Front 8

__________ is considered to be the father of scientific management.

Back 8

Frederick Winslow Taylor

Front 9

Frederick Taylor's views caught on and soon emphasis was placed entirely n the formal administrative structure; later, such terms as: _____, _______, _______ and ________ became a part of the workplace vocabulary.

Back 9

1. authority

2. chain of command

3. span of control

4. division of labor

Front 10

Having several different supervisors on a job so that each ne oversaw a particular aspect of the job is considered ___________ supervision.

Back 10

functional supervision

Front 11

As a rule of thumb, at least _____ percent of all sworn personnel should be assigned to patrol.

Back 11

55%

Front 12

The US DOJ BJA in 1999 found that an average of ____ percent of sworn officers in local police agencies were uniformed, with regular duties that included responding to calls for service.

Back 12

63%

Front 13

Police administrators, through mission statement, policies and procedures, ____ and ____ attempt to ensure that the organization maintains its overall goals of ___, ___ and ___, and that it works amicably.

Back 13

1. mission statement
2. policies and procedures
3. proper management style
4. direction

a. crime suppression
b. order maintenance
c. investigation

Front 14

Max Weber, the German sociologist, who claimed in 1947 that a ___________ organization is capable of attaining the highest degree of efficiency and is the most rational known means of carrying out the imperative control over human beings.

Back 14

Bureaucratic Organization

Front 15

The administration of most police organizations is based on the ________, ________, _________ organizational structure containing the elements of a bureaucracy: __________, ___________ and ____________.

Back 15

1. traditional

2. pyramidal

3. quasi-military

a. specialized functions

b. adherence to fixed rules

c. hierarchy of authority

Front 16

The administration of most police organizations is based on the ________, ________, _________ organizational structure containing the elements of a bureaucracy: __________, ___________ and ____________.

Back 16

The administration of most police organizations is based on the traditional, pyramidal, quasi-military organizational structure containing the elements of a bureaucracy: specialized functions, adherence to fixed rules and hierarchy of authority.

Front 17

The major differences between agencies exist between the large and the very small agencies.

Back 17

The larger will be more complex, with much more specialization, hierarchal structure and a greater degree of an authoritarian style of command.

Front 18

Egon Bittner contended that the military-bureaucratic organization of the police was a serious handicap to the development of a truly professional police system. Some of the reasons for this disillusionment include:

Back 18

1. quasi-military rank and disciplinary structures

2. lack of opportunity of management to match talent and positions

3. restricitons on personal freedom of expression

4. communication blockage in the tall structure

5. lack of management flexibility

6. narrowness of job descriptions in lower ranks

Front 19

The traditional school of thought is that each supervisor can effectly supervise only ___ employees.

Back 19

seven (7)

Front 20

_________ theory is more compatible with the bureaucratic model than with scientific management because it concentrates on broader principles.

Back 20

Administrative theory

Front 21

Division of work, Authority, Discipline, Unity of Command, Unity of direction, Subordination, remuneration, centralization, scalar chain, order, equity, stability, initiative and esprit de corps are all principles of what type of management?

Back 21

General and Industrial Management (1949) Fayol

Front 22

POSDCORB stands for?

Back 22

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Coordination

6. Reporting

7. Budgeting

Front 23

According to Gulic and Urwick, what is the commonly accepted span of control in policing?

Back 23

Six to ten officers

(6-10)

Front 24

Scientific management theory and the principles of administration became known as:

Back 24

Classical Organizational Theory

Front 25

___________ is an organizational principle that dictates that every officer should report to one and only one superior.

Back 25

Unity of Command

Front 26

With regard to span of control, a patrol lieutenant may have ____ or _____ sergeants reporting to him or her.

Back 26

four or five

Front 27

The distortion of information as it flows through the organization; slow, ineffective decision making and action; increased functional roadblocks and "turf protection;" emphasis on controlling the bureaucracy rather than on customer service; higher costs due to the lower number of managers and management support staff; and less responsibility assumed by subordinates for the quality of their work can all be reduced by:

Back 27

spans of control

Front 28

_____, _____ and ________ are important for defining role expectations.

Back 28

policies, procedures, and rules and regulations

Front 29

_______ are quite general and serve as guides to thinking, rather than action. They reflect the purpose and philosophy of the organization and help interpret those elements to the officers.

Back 29

Policies

Front 30

______ are more detailed and provide the preferred methods for handling matters pertaining to investigation, patrol, booking, radio procedures, filing reports, roll call, use of force, arrest, sick leave, evidence handling, promotion and many more job elements.

Back 30

Procedures

Front 31

__________ are specific guidelines that leave little or no latitude for individual discretion.

Back 31

Rules and regulations

Front 32

The emergence of labor unions had begun to put pressure on management to develop more humane and effective ways of managing and supervising workers.

Back 32

Human Relations theory emerged

Front 33

Of McGregor's Theory X and Theory Y, which viewed employees negatively:

Back 33

Theory X

Front 34

What are the three organizational theories?

Back 34

1. Classical Organizational Theory

2. Human Relations Theory

3. Systems Theory

Front 35

________ has it's roots in biology. An organization is similar to a living organism.

Back 35

Systems Theory

Front 36

The _______________ emphasizes the interdependence and interrelationship of each and every part to the whole.

Back 36

Systems approach

Front 37

A systems oriented supervior and other leaders must look at the big picture and continually analyze and evaluate how the entire organization is performing with respect to its ________, ______ and _______.

Back 37

1. mission

2. goals

3. objectives

Front 38

A systems approach also takes into account the potential impact of decisions on external factors, such as the: __________, _________, and __________.

Back 38

1. general public

2. political environment

3. other criminal justice agencies

Front 39

____ percent of police administrators in Wycoff's study reported that there was no need to change the organizational structure of their department to implement community policing.

Back 39

61 percent (61%)

Front 40

All organizations have an organizational structure, be it _______, ___________ or _________.

Back 40

1. written

2. unwritten

3. highly complex

Front 41

The major concerns in organizing are:

Back 41

1. identifying what jobs need to be done

2. determining how to group the jobs

3. forming grades of authority

4. equalizing responsibility

Front 42

What distinguishes the higher ranking officers from supervisors is that they also perform ______, _______, __ and _______.

Back 42

1. planning

2. organizing

3. staffing

4. and other managerial functions

Front 43

What three factors influence the organization?

Back 43

1. the informal organization
2. police culture and inertia
3. employee organizations and unions

Front 44

Under COPPS, police leaders must also be ______.

Back 44

Pioneers

Front 45

Under COPPS, police leaders much be _____. This means:

Back 45

a. Pioneers

1. Shifting from telling and controlling to helping to develop skills and abilities

2. listening to the customers in new and more open ways

3. solving problems, not just reacting to incidents

4. trying new things and experimenting, realizing that risk taking and honest mistakes must be tolerated to encourage creativity and achieve innovation; and

5. avoiding, whenever possible, the use of coercive power to effect change

Front 46

The chief executive must adopt what four practices as part of the COPPS implementation plan?

Back 46

1. communicate to all department members the vital role of COPPS in serving the public
2. provide incentives to all department members to engage in COPPS
3. reduce the barriers to COPPS that can occur.
4. Show officers how to address problems. Training is a key element.

Front 47

Subordinates expect supervisors to ________, _____________, and to ___________.

Back 47

1. be understanding

2. protect them from management's unreasonable expectation and arbitrary decisions

3. represent their interests

Front 48

the ___________ is where each supervisor in the chain of command is a coordinator and conduit of information between the higher level of management and the lower level of workers.

Back 48

linking pin system

Front 49

The supervisor's role, put simply, is:

Back 49

to get his or her subordinates to do their very best

Front 50

Of the ten supervisory tasks listed in chapter 2, which three involve control:

Back 50

1. ensures that general and special orders are followed

2. observes subordinates in handling calls and other duties

3. reviews and approves various departmental reports

Front 51

Of the ten supervisory tasks listed in chapter 2, which two are global supervisory tasks:

Back 51

1. supervises subordinate officers in the performance of their duties

2. provides direct supervisorion on potential high risk calls or situations

Front 52

Of the ten supervisory tasks listed in chapter 2, which two are directing tasks:

Back 52

1. disseminates information to subordinates

2. interprets policies and informs subordinates

Front 53

Of the ten supervisory tasks listed in chapter 2, what are the top four most important tasks, in order of importance:

Back 53

1. supervisors subordinate officers in the performance of their duties

2. disseminates information to subordinates

3. ensures that general and special orders are followed

4. observes subordinates in handling calls and other duties.

Front 54

Supervisory tasks can range from the mundane to the challenging. Tasks may be ______, ______, _____ or ______.

Back 54

1. administrative

2. operational

3. general

4. specialized

Front 55

What are the four types of supervisors:

Back 55

1. traditional

2. innovative

3. supportive

4. active

Front 56

The ___________ is law enforcement oriented. They expect their subordinates to produce high levels of measurable activities such as traffic citations and arrests.

Back 56

traditional supervisor

Front 57

The ___________ tends to involve themselves in the field. They are sometimes police officers with stripes or rank.

Back 57

active supervisor

Front 58

The ___________ is most closely associated with community policing. To some extent, they are the opposite of traditional supervisors.

Back 58

innovative supervisor

Front 59

What is the ultimate goal of the innovative supervisor?

Back 59

to develop officers so they can solve problems and have good relations with citizens

Front 60

The _____________ is concerned with developing good relations with subordinates. They are concerned with protecting officers from what are viewed as unfair management practices.

Back 60

supportive supervisor

Front 61

what supervisor is most like the supportive supervisor:

Back 61

innovative supervisor

Front 62

what supervisor, to some extent, are the opposite of traditional supervisors:

Back 62

the innovative supervisor

Front 63

Of the 15 most important responsibilities for lieutenants, what are the top five:

Back 63

1. assisting in supervising or directing the unit

2. performing the duties of a police officer

3. ensuring that dept or gov't policies are followed

4. preparing duty roster

5. reviewing the work of individuals or groups in the section

Front 64

Of the 15 most important responsibilities for lieutenants, which are supervisory functions:

Back 64

1. assisting in supervising or directing

2. ensuring that dept or gov't policies are followed

3. reviewing the work of individuals or groups in the section

4. responding to field calls requiring on scene commander

5. reviewing various reports

6. coordinating activities of subordinates on major investigations

Front 65

What are the top four most critical or important tasks performed by captains:

Back 65

1. issuing assignments

2. receiving assignments for section/unit

3. reviewing complaints and reports

4. preparing routine reports

Front 66

captains are more concerned with _____, _____, and the ________.

Back 66

1. tasks

2. unit activities

3. overall performance of the officers

Front 67

What are more important aspects of policing organizations that distinguish police supervision from supervision in general?

Back 67

1. wide variety of tasks found in police organizations

2. characteristics of police officers

3. strength of the police culture

4. nature of police work itself

Front 68

A supervisor should spend at least _____ % of his time managing.

Back 68

50%

Front 69

Positions abov sergeant require more conceptual skills, such as ________, _______, _______ and ______.

Back 69

1. planning

2. organizing

3. staffing

4. budgeting

Front 70

It is probably not uncommon for ____ to ____ percent or more of eligible officers to take the supervisor's test.

Back 70

60 to 65%

Front 71

A great deal of variety exists among the ________ or so police departments in the United States.

Back 71

16,000

Front 72

The greatest source of police organizational variation is _____.

Back 72

size

Front 73

Another important difference between small and large police agencies is the _______________ that affects supervisors.

Back 73

degree of specialization

Front 74

One of the most influential leadership theories hold that the nature of subordinates is the key determinant of ___________.

Back 74

which management style will be most successful.

Front 75

Every indication is that this ________________ is quite applicable to police supervision.

Back 75

situational or contingency theory

Front 76

The most compelling characteristics that these recruits have in common are __________, _____________, and _______________.

Back 76

1. a desire to help others

2. an interest in job security

3. perhaps some inclination towards risk taking and adventure

Front 77

Perhaps the greatest responsibility given to police supervisors is that of _____________.

Back 77

guiding the moral and intellectual development of their subordinates

Front 78

The role of the supervisor and manager is affected by the strength of ___________, which is a determining factor in work behavior.

Back 78

the police culture

Front 79

Along these same lines, many supervisors use the rule of ______________, which states that a superior does not have the time to supervise all of the activities under his or her control, and therefore, should devote energy and time only to those exceptional tasks or activities.

Back 79

management by exception

Front 80

Supervisors should use _________, _________, _________ and other ________ and _________ under their control to drive home the message that all the varied functions of policing are legitimate aspects of police work.

Back 80

1. performance appraisals

2. assignments

3. commendations

4. other rewards

5. punishments

Front 81

Every police agency, large or small, should have a written media policy that is grounded on certain basic precepts:

Back 81

1. never lie or embellish a story

2. never slowly release details of a story in tiny scraps

3. don't lash out at the press

4. don't try to shift blame unnecessarily

5. look at the big picture

6. honor your promises

7. remember that the best news is that bad news really will pass

Front 82

because it is important to "speak with one voice", the agency should also explain to all personnel the proper steps for referring reporters up the chain of command. There are five basic approaches:

Back 82

1. only the agency head speaks

2. anyone can speak

3. the senior ranking officer at the scene can speak

4. only designated person can speak

5. only the PIO can speak

Front 83

Level ________ executives are ambitious, but their ambition is directed first and foremost to the organization and its success, not personal renown. These leaders are fanatically driven, infected with an incurable need to produce results.

Back 83

Level 5

Front 84

Level ______ is an effective Leader

Back 84

Level 1

Front 85

Level ____ is a highly capable individual

Back 85

Level 4

Front 86

Level ____ is a competent manager

Back 86

Level 2

Front 87

Level ____ is a contributing team member

Back 87

Level 3

Front 88

Level 5: highest level of executive capabilities

Level 4: Highly capable individual

Level 3: contributing team member

Level 2: competent manager

Level 1: effective leader

Back 88

Level 5: highest level of executive capabilities

Level 4: Highly capable individual

Level 3: contributing team member

Level 2: competent manager

Level 1: effective leader

Front 89

The main point about assembling the right team is that great leaders assemble their teams _____ they decide where to go.

Back 89

before

Front 90

Good to great organizations have a ___________ which employees show extreme diligence and intensity in their thoughts and actions, always focusing on implementing the organizations mission, purpose and goals.

Back 90

culture of discipline

Front 91

Noe, Bennis and Nanus, believe today's leadership environment must be examined in three major contexts: _________, ________ and ________.

Back 91

1. commitment
2. complexity
3. credibility

Front 92

__________ is the process of directing the behavior of others towards the accomplishment of some objective; the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation; the process of directing and influencing the task-related activities of group members.

Back 92

Leadership

<--- 3 definitions

Front 93

Zone of indifference:

Back 93

subordinates do not respect their leader or they question his or her directives

Front 94

Katz (1974) identified three essential skills that leaders should possess:

Back 94

1. technical skills

2. human skills

3. conceptual skills

Front 95

_____ is the capacity to translate knowledge into action in such a way that a task is accomplished successfully.

Back 95

Skill

Front 96

________ are those skills a manager needs to ensure that specific tasks are performed correctly

Back 96

technical skills

Front 97

_________ skills involve working with people and include being thoroughly familiar with what motivates employees and how to utilize group processes.

Back 97

Human skills

Front 98

________ skills, according to Katz, involve "coordinating and integrating all the activities and interests of the organization towards a common goal.

Back 98

Conceptual skills

Front 99

Authority:

Back 99

a grant made by the formal organization to a position, which the person occupying that position weilds in carrying out his or her duties.

Front 100

______ is the foundation of leadership

Back 100

Power

Front 101

____________ is also known as participative management, dispersed leadership, open book management or industrial democracy.

Back 101

empowerment

Front 102

Today's policing, particularly in this community oriented policing and problem solving era demands __________, ________, and _________ that results from employee empowerment.

Back 102

1. self initiated thinking

2. innovation

3. freedom

Front 103

What are the four cycles in Situational Leadership and Employee Empowerment:

Back 103

1. Participating

2. Delegating

3. Telling

4. Selling

(PTSD)

Front 104

Supervisors at all levels should also recognize that empowering employees offers the benefits of decreased ____________, ____________, ___________, _________ and ____________.

Back 104

1. decreased work related stress

2. increased job satisfaction

3. higher employee involvmenet

4. contributions

5. positive outcomes

Front 105

Of the four cycles for situational leadership and employee empowerment, which describes: officers feel more confident and motivated. they share ideas and can experiment. Joint decision making becomes more frequent. Supervisory oversight is less invasive.

Back 105

Participating

Front 106

Of the four cycles for situational leadership and employee empowerment, which describes: supervisors model behavior and provide specific instructions on expectations, boundaries and limits.

Back 106

Telling

Front 107

Of the four cycles for situational leadership and employee empowerment, which describes: little visible supervisory oversight exists. Officers are held accountable and hae freedom to make decisions and take actions. Leaders are also responsible; they align trust and accountability to ensure work is done properly.

Back 107

Delegating

Front 108

Of the four cycles for situational leadership and employee empowerment, which describes: communication becomes more open and leaders seek ideas and suggestions from officers. buy-in becomes important and so does officer commitment. goal setting takes place. praise and recognition build esteem, confidence and motivation.

Back 108

Selling

Front 109

The CEO's interpersonal role includes _______, _______, and ______ duties.

Back 109

1. figurehead

2. leadership

3. liaison

Front 110

The leadership function requires the CEO to _______ and _______ workers.

Back 110

1. motivate

2. coordinate

Front 111

According to Mintzberg's view of Chief Executives, what are the three roles as an analytic framework:

Back 111

1. interpersonal role

2. informational role

3. decision maker role

Front 112

In the interpersonal role, the figurehead performs various ___________ functions.

Back 112

ceremonial

Front 113

In the interpersonal role, the leadership function requires the CEO to __________ and ________ workers.

Back 113

motivate and coordinate

Front 114

In the interpersonal role, the liaison role is performed when the CEO of a police organization _________ with other organizations and __________ work flows.

Back 114

1. interacts

2. coordinates

Front 115

What three functions are involved in Mintzberg's informational role:

Back 115

1. monitoring/inspecting

2. disseminating information

3. acting as a spokesperson

Front 116

In the monitoring/inspecting function, the CEO constantly looks as the workings of the department to ______________________.

Back 116

ensure that things are operating smoothly

Front 117

The monitoring/inspecting function is also known as:

Back 117

"roaming the ship"

Front 118

The dissemination task in the informational role involve getting information to _______________.

Back 118

members of the department

Front 119

The spokesperson function is related, but is more focused on getting information to _____________.

Back 119

the news media

Front 120

In Mintzberg's Decision-Maker role, what four functions does the CEO serve?

Back 120

1. entrepreneur

2. disturbance handler

3. resource allocator

4. negotiator

Front 121

In Mintzberg's Decision-Maker Role, as the entrepreneur, the CEO must _____________.

Back 121

sell ideas to the governing board or the department

Front 122

In Mintzberg's decision-maker role, as the resource allocator, the CEO must _____________.

Back 122

be able to say no to subordinates.

Front 123

In Mintzberg's decision-maker role, as the negotiator, the police manager ____________ and sits as a member of the negotiating team for labor relations.

Back 123

resolves employee grievances

Front 124

In order for the chief executive to engage in strategic management, he or she must first be a strategic _____________ and __________.

Back 124

thinker and planner

Front 125

Strategic planning is both a leadership tool and a process. It is primarily used for one purpose which includes four parts:

Back 125

1. help an organization do a better job

2. to focus energy

3. ensure members are working towards same goals

4. assess and adjust direction in response to changing environment

Front 126

_____________ is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does and why it does it with a focus on the future.

Back 126

Strategic Planning

Front 127

Strategic Planning includes the following elements:

Back 127

1. oriented towards the future

2. based on thorough analysis of foreseen or predicted trends

3. thoroughly analyzes the organization and its potential

4. qualitative, idea-driven process

5. continuous learning process

Front 128

The planning process ______ options, _____ directions, helps __________ make appropriate decisions.

Back 128

The planning process EXPLORES OPTIONS, sets DIRECTIONS, and helps STAKEHOLDERS make appropriate decisions.

Front 129

The first step in the planning cycle is to identify the planning team, which should include the involvement of the following key stakeholders, both internal and external to the organization:

Back 129

1. department and city leadership

2. department personnel

3. the community

4. interagency partners

Front 130

Strategic Management is _______.

Back 130

a systems management approach that uses the proper thinking and planning approaches.

Front 131

Motivation generally refers to the set of processes that ____, ____, and ______ human behavior towards attaining some goal.

Back 131

1. arouse

2. direct

3. maintain

Front 132

According to Maslow, people's needs are not random but progress in a ______________.

Back 132

Hierarchy of needs

Front 133

According to Maslow, what are the five needs in his "hierarchy of needs":

Back 133

1. survival
2. security
3. social
4. ego-esteem
5. self-actualization

Front 134

According to Maslow, people are motivated by their _________ of unsatisfied need.

Back 134

lowest level

Front 135

According to McClelland, what three needs or motives did he identify that are important to an individual within an organizational environment:

Back 135

1. need for achievement

2. need for power

3. need for affiliation

Front 136

According to Nanus (1985), to be a manager is to bring about, to accomplish, to have charge of responsibility for, to conduct.

Back 136

According to Nanus (1985), Leading is influencing, guiding in direction, course, action, opinion.

Front 137

Davis (1940) found ____ different charachteristics or traits that he considered important.

Back 137

56

Front 138

According to Davis (1940), ____ traits were required for executive success.

Back 138

10 traits

Front 139

According to Davis (1940), what ten traits were required for executive success:

Back 139

1. intelligence

2. experience

3. originality

4. receptiveness

5. teaching ability

6. knowledge of human behavior

7. courage

8. tenacity

9. sense of justice

10. fair play

Front 140

According to the University of Michigan study, what three beliefs of a successful leader were found:

Back 140

1. leader assumes leadership role

2. closeness of supervision will have direct bearing on production of employees

3. employee-orientation is a concept that includes the manager's taking an active interest in subordinates

Front 141

The managerial grid has two dimensions:

Back 141

1. concern for production

2. concern for people

Front 142

The five leadership styles in the managerial grid are:

Back 142

1. authority-compliance management

2. country club management

3. middle-of-the-road management

4. impoverished management

5. team management

Front 143

According to Swanson and Territo (1982), they surveyed 166 departments and found that almost ____ % of the participants reported that they primarily used the team management style.

Back 143

40%

Front 144

Of the 166 departments surveyed, _____ % reported the task or middle-of-the-road style management as their primary form of leadership.

Back 144

29%

Front 145

11% Authority Compliance Management

9% Country Club Management

29% Middle-of-the-road management

15% impoverished management

40% team management

Back 145

11% Authority Compliance Management

9% Country Club Management

29% Middle-of-the-road management

15% impoverished management

40% team management

Front 146

The basic components of contingency theory are:

Back 146

1. among peoples needs is a central need to achieve a sense of competence

2. the ways that people fulfill this need vary from person to person

3. competent motivation is most likely to occur when there is a fit between task and oreintation

4. a sense of competence continues to motivate people even after competence is achieved

Front 147

To increase personal power, a manager can attempt to develop: (4)

Back 147

1. a sense of obligation in other organizational members that is directed towards the manager

2. a belief in other organizational members that the manager possesses a high level of expertise within the organization

3. a sense of identification that other organizational members have with the manager

4. the perception in other organizational members that they are dependent on the managers

Front 148

What are the four styles of leadership in Likert's leadership systems?

Back 148

1. Exploitive-Authoritarian Leadership

2. Benevolent-Authoritarian Leadership

3. Consultative Leadership

4. Participative Leadership

Front 149

Of Likert's leadership systems, which style describes: most policies and decisions are made by top management and are distributed through the chain of command, but sometimes managers and supervisors listen to subordinate's problems.

Back 149

Benevolent-Authoritarian Leadership

Front 150

Of Likert's leadership systems, which style describes: this leader has no confidence or trust in subordinates, and subordinates are not allowed to provide input into decisions.

Back 150

Exploitive-Authoritarian Leadership

Front 151

Of Likert's leadership systems, which style describes: this leadership style involves subordinates having input not only into tactical decisions, but also into policy formulation

Back 151

Participative Leadership

Front 152

Of Likert's leadership systems, which style describes: this leadership style involves management's establishment of goals and objectives for the department with subordinates making some of the decisions on methods of goal achievement.

Back 152

Consultative Leadership

Front 153

Heifertz proposed what four principles for bringing about adaptive change:

Back 153

1. Be able to recognize when the challenge requires adaptive work for resolution

2. Remember that adaptive change will cause distress in the people being led

3. Keep the focus on the real issue

4. Ensure that the people who need to make the change take the responsibility for doing the work of change themselves

Front 154

What are the seven (7) types of problem bosses?

Back 154

1. Ticket punchers

2. Spotlighters

3. Mega-delegators

4. Micromanagers

5. One Best Style

6. Control Takers

7. The Phantoms

Front 155

Steven Brown (1989) provided a list of 13 fatal errors that can erode a leader's effectiveness. What are the top 7?

Back 155

1. refuse to accept personal responsibility

2. fail to develop people

3. try to control results instead of activity

4. join the wrong crowd

5. manage everyone the same way

6. forget the importance of service

7. concentrate on problems rather than objectives

Front 156

A recent report by the USBOJ stated that ____ % of all police agencies, employing _____ % of all officers in the nation, now have full time personnel performing COPPS functions.

Back 156

58% of all police agencies employing 82% of all officers in the nation

Front 157

_____________ is a proactive philosophy that promotes solving problems that are criminal, affect our quality of life, or increase our fear of crim, as well as other community issues.

Back 157

Community Oriented Policing and Problem Solving

(COPPS)

Front 158

COPPS involves ________, _______ and _______ community problems at their source.

Back 158

1. identifying

2. analyzing

3. addressing

Front 159

COPPS, with its focus on collaborative problem solving, seeks to improve the quality of policing. Several steps must be taken to accomplish COPPS:

Back 159

1. police must be equipped to define more clerarly and to understand more fully the problems they are expected to handle

2. the police must develop a commitment to analyzing problems; and

3. police must be encouraged to conduct an uninhibited search for the most effective response to each problem

Front 160

SARA stands for:

S

A

R

A

Back 160

Scanning

Analysis

Response

Assessment

Front 161

What is the most important and most difficult step in the SARA process?

Back 161

Analysis

Front 162

In SARA, Scanning means:

Back 162

problem identification

Front 163

One explanation of crime may be found in routine activity theory, which postulates that a crime will occur when three elements are present:

Back 163

1. a suitable victim

2. a motivated offender

3. a location

Front 164

CPTED stands for Crime prention through environmental design

Back 164

Crime

Prevention

Through

Environmental

Design

Front 165

Situational

Crime

Prevention

Back 165

SCP

Front 166

________ is defined as the proper design and effective use of the environment that can lead to a reduction in the fear and incidence of crime, and an improvement in the quality of life

Back 166

Crime Prevention Through Environmental Design

CPTED

Front 167

At the core of CPTED are three principles that support problem solving approaches to crime:

Back 167

1. Natural Access Control

2. Natural Surveillance

3. Territorial Enforcement

Front 168

______________ is a targeted means of reducing crime, providing a framework for strategies to prevent rime by making settings less conducive to unwanted or illegal activities; it focuses on the environment rather than on the offender, while making criminal activity less attractive to offenders.

Back 168

Situational Crime Prevention

Front 169

Crime prevention can be divided into five primary objectives:

Back 169

1. Increasing the effort to commit the crime

2. Increasing the risks associated with the crime

3. Reducing the rewards

4. Reducing the provocations

5. Removing the excuses

Front 170

What four steps can be taken to increase the effort needed to commit the crime:

Back 170

1. target hardening

2. controlling access

3. deflecting offenders

4. controlling facilitators

Front 171

What four steps can be taken to increase the risks associated with the crime:

Back 171

1. entry/exit screening

2. formal surveillance

3. informal surveillance

4. natural surveillance

Front 172

What three steps can be taken to reduce the rewards from crime:

Back 172

1. target removal

2. identifying property

3. removing inducements

Front 173

PERF provided a list of characteristics for a good COPPS supervisor which include:

Back 173

1. allows officers the freedom to experiment with new approaches

2. insists on good, accurate analyses of problems

3. grants flexibility in work schedules when requests are appropriate

4. allows officers to make contacts directly and helps when they are having problems

5. protects officers from pressures from the department to revert to traditional methods

6. runs interference for officers to secure resources and protects them from criticism

Front 174

There are four methods for overcoming the problem of finding time for problem solving while still handling calls effectively:

Back 174

1. allows units to perform problem solving assignments as self initiated acitivites

2. schedule one or two units to devote a predetermined part of their shift to problem solving

3. take more reports over the telephone

4. review the department policy on "assist" units

Front 175

In addition to leadership, what three things are important for the successful implementation of COPPS:

Back 175

1. organizational culture

2. field operation

3. external relations

Front 176

__________ is a strategic control system designed for the collection and feedback of information on crime and related quality of life issues.

Back 176

CompStat

Front 177

_________ has been summarized as collecting, analyzing and mapping crime data and other essential police performance measures on a regular basis and holding police managers accountable for their performance as measured by these data.

Back 177

CompStat

Front 178

A national survey found that _____ % of large agencies had either adopted or were planning to implement a compstat like program.

Back 178

58%

Front 179

The key elements of CompStat are as follows:

Back 179

1. specific objectives

2. accurate and timely intelligence

3. effective tactics

4. rapid deployment of personnel and resources

5. relentless follow up and assessment

SAERR

Front 180

What are the three steps in CompStat analyses?

Back 180

1. Descriptive statistics, or presenting the data so everyone can readily understand the relevant information

2. comparing the data to reveal the relationship between two or more crimes. These statistics are called "measures of association"

3. mapping data (spatial analysis) can detect where criminals travel

Front 181

_________ is a companion process to communication.

Back 181

Negotiation

Front 182

A good _________ must be skilled in negotiations.

Back 182

supervisor

Front 183

__________ is the art of gaining compliance or selling people on an idea.

Back 183

Negotiation

Front 184

Mayo (1983) found that police executives spend about _____ percent of their time communicating.

Back 184

70%

Front 185

More and Wegener (1996) reported that about ____ percent of supervisors communications is with subordinates.

Back 185

55%

Front 186

More and Wegener (1996) reported that about ______ percent of supervisors communication is with superiors in the department.

Back 186

26%

Front 187

More and Wegener (1996) reported that only about _____ percent of supervisors communication is with other supervisors.

Back 187

4%

Front 188

More and Wegener (1996) reported that only about _____ percent of supervisors communication is with the public.

Back 188

15%

Front 189

More and Wegener (1996) examined the tasks performed by sergeants and found that _____ percent of the tasks involved some form of communication.

Back 189

51%

Front 190

___________ has been defined as the process by wich the sender--a person, group, or organization --transmits some type of information to another person, group or organization.

Back 190

Communication

Front 191

Lussier (1999) expanded the definition of communication by noting that communications occur with the intent to _______, ______ or _______ or opinions.

Back 191

1. influence

2. inform

3. express feelings or opinions

Front 192

____________ communications are the official transmission of information in the organization and they generally follow the police department's chain of command or organizational chart.

Back 192

Formal communications

Front 193

__________ refers the manner in which a message is sent.

Back 193

Medium

Front 194

Once information is transmitted to a recipient, the recipient must ______ the message or conceptually translate the information into meaningful knowledge.

Back 194

decode

Front 195

Feedback serves to ensure that everyone received the correct information. The level of feedback should increase:

Back 195

1. as the content of messages becomes more complex

2. when it is critical that receivers have the information

3. when the information is drastically different from past information or operating procedures

4. when there are disruptions in the communications process itself

Front 196

Katz and Kahn (1966) found that downward communications fall into one of five categories:1

Back 196

1. job instructions

2. rationale or explanations about jobs

3. procedures, practices and policies

4. feedback on individual performance

5. efforts to encourage a sense of mission and dedication toward departmental goals

Front 197

____________ occur when either the sender's or the receiver's perception of the other affects how the message is sent or received.

Back 197

Perceptual problems

Front 198

Four perceptual problems in communication are:

Back 198

1. status

2. stereotyping

3. value judgments

4. semantic problems

Front 199

_____________ to communication are those attributes and activities in the immediate environment that interfere with or detract from the communications process.

Back 199

Physical barriers

Front 200

The following elements should be considered prior to communicating:

1. sender's purpose

2. sender/receiver position in the department

3. content of the message

4. methods for sending the message

5. possible interpretations of the message

6. sender's desired results

Back 200

Important!!!

Only 7% of the message we intend to communicate is in our words

Front 201

________________ is the most effective way of communicating because it can maximize feedback between the sender and receiver.

Back 201

face to face

Front 202

Supervisors should not only be open to feedback but they must also _______ it to ensure that communications are received and understood.

Back 202

solicit

Front 203

_____________ is the act of putting oneself in another's position.

Back 203

Empathy

Front 204

_____________ is coaxing or assisting the other's communication.

Back 204

active listening

Front 205

Gibson and Ivancevich (1995) defined ___________ as the collaborative pursuit of joint gains and a collaborative effort to create value where none previously existed.

Back 205

negotiation

Front 206

Applying various leadership styles to different situations is a key part of ____________.

Back 206

negotiation

Front 207

What three criteria are used to judge the effectiveness of negotiations:

Back 207

1. quality

2. cost

3. harmony

Front 208

Of the three criteria used to judge the effectiveness of negotiations, ________ refers to attempts by both sides to come to a win-win solution?

a. quality

b. cost

c. harmony

d. empathy

Back 208

a. quality

Front 209

Of the three criteria used to judge the effectiveness of negotiations, ________ refers to the time and energy spent negotiating.

a. quality

b. cost

c. harmony

d. empathy

Back 209

b. cost

Front 210

Of the three criteria used to judge the effectiveness of negotiations, ________ refers to the feelings of personnel about the department and its members after the conflict or problem is resolved.

a. quality

b. cost

c. harmony

d. empathy

Back 210

c. harmony

Front 211

What three elements comprise the prenegotiation stage?

Back 211

1. negotiator must fully understand what is at issue

2. negotiator needs to be empathetic and understand the other side's position

3. negotiator understands all options before sitting down to negotiate

Front 212

Cohen (1980) identified three important factors that identify a successful negotiator. They are:

Back 212

1. power

2. time

3. information

Front 213

Power refers to the negotiator's ability influence or have an impact on the other side.

The good negotiator understands time and uses it to his advantage.

Back 213

** Information is the most important tool when negotiating **

Front 214

What are the six tactics from which the negotiator can select as identified by Donnelly (1995):

Back 214

1. good guy / bad guy team

2. the nibble

3. joint problem solving

4. power of competition

5. splitting the difference

6. lowballing

Front 215

_________________ is a situation in which two or more people disagree over issues of organizational substance and experience some emotional antagonism with one another.

Back 215

Organizational Conflict

Front 216

Conflict has four key elements:

Back 216

1. individuals or groups with opposing interests

2. acknowledgment that the opposing viewpoints or interests exist

3. the belief by parties that the other will attempt to deny them their goal or objective

4. one or both sides of the conflict have overtly attempted to thwart the other's goals and objectives

Front 217

Conflict can occur at four levels within the agency:

Back 217

1. Intrapersonal

2. Interpersonal

3. Intergroup

4. Interorganizational

Front 218

What are four organizational causes of conflict within a work group?

1. Competition over resources

2. ambiguity over authority

3. organizational reward system

4. power differentials

Back 218

What are five interpersonal sources of conflict within a work group?

1. interpersonal communication

2. faulty attributes

3. distrust

4. grudges

5. personal characteristics

Front 219

What are five means of addressing conflict:

Back 219

1. avoidance

2. accommodation

3. competition

4. compromise

5. collaboration

Front 220

_____________ is one of the most critical functions performed by today's police organization. I can also be one of the most critical, because of liability and public trust and treatment issues.

Back 220

Training

Front 221

__________ aspects refer to providing officers with information about the procedures and laws for doing the job.

Back 221

Technical aspects

Front 222

___________ aspects refer to the training officers receive about how to apply procedures and law and the ramifications should the procedures and law be applied inappropriately.

Back 222

Discretionary aspects

Front 223

____________ is one of the strongest investments in their training by police departments.

Back 223

academy training

Front 224

There are about _____ state and local police academies operating in the United States.

Back 224

625

Front 225

The median number of hours offered in basic recruit training is ______ hours.

Back 225

720

Front 226

Nearly _____ percent of police academies provide training on the SARA problem solving process.

Back 226

60%

Front 227

What are the four types and methods of training academies?

1. State Certification

2. Field Training (FTO) and (PTO) programs

3. Roll call training

4. In-service training

Back 227

How many phases are there in field training?

4

Front 228

Regarding one's learning capacity, Malcom Knowles (1981) believed in self directed learning and that adults should ________, _________, and ___________.

Back 228

1. acquire the skills necessary to achieve the potentials of their personalities

2. understand their society

3. be skilled in directing social change

Front 229

______________ is a learning process that stimulates problem solving, critical thinking and team participation and attempts to make learning relevant to real-world situations.

Back 229

Problem-based learning (PBL)

Front 230

Bloom's Taxonomy of six learning activities listed in ascending order:

1. knowledge

2. comprehension

3. application

4. analysis

5. synthesis

6. evaluation

Back 230

*** In service training *** is the most commonly utilized method for maintaining and improving officer performance and competency and may also reduce the likelihood of citizen complaints and future litigation.

Front 231

Training evolves from a logical and cyclical process. The training cycle contains five interrelated components:

1. training needs assessment

2. establishing objectives

3. program development

4. delivering training

5. conducting an assessment

Back 231

The FBI's Instructor Development Course recommends four steps to complete a total course assessment:

1. Evaluation reaction (like training?)

2. Learning evaluation (facts/techniques learned?)

3. Behavior Evaluation (job behavior results)

4. Results (tangible results of program)

Front 232

Of all local police agencies, only ____ percent require officers to have some college.

Back 232

8%

Front 233

Higher education requirements

8% some college

9% 2 year degree

1% four-year degree

Back 233

College graduates are significantly less likely to violate their department's internal regulations regarding insubordination, negligent use of a firearm, and absenteeism than officers who lack a college degree.

Front 234

Online distance learning is increasing by about 15% per year. Roughly 1.5 million Americans are enrolled in online-higher education programs.

Back 234

CompStat was introduced to NYPD in 1994.

Front 235

___________ theoretically refers to how well the police provide services to citizens.

Back 235

Productivity

Front 236

The definitions of productivity point to four general concerns when attempting to measure productivity:

Back 236

1. efficiency

2. effectiveness

3. equity

4. accountability

Front 237

__________ refers to how well the task is performed, regardless of cost, as a result of program activities. (were program goals met)

Back 237

Effectiveness

Front 238

__________ refers to the accomplishment of a given task with a minimum expenditure of resources.

Back 238

Efficiency

Front 239

___________ refers to the quality of police services delivered to various groups in the community.

Back 239

Equality

Front 240

___________ refers to whether or not resources are used for proper purposes and infers that the police are public servants and consequently should provide services that meet public concerns and needs.

Back 240

Accoutnability

Front 241

The National Institute of Justice identified six attributes of a healthy police department, with healthy being operationalized as maximally serving the community They are:

Back 241

1. a department knows what it wants to accomplish. It has articulated goals and objectives.

2. a healthy or productive department knows its citizens.

3. a police department should know its business.

4. a department must understand the needs of the business

5. a good department knows its people (what motivates subordinates)

6. a productive department provides its constituents with feedback o police activities occurring and what is occurring in the jurisdiction.

Front 242

Four important innovations have contributed to improved productivity:

Back 242

Planning

Problem Solving

Citizen Surveys

CompStat

Front 243

Strategic Planning

Back 243

is an administrative process that drivers agency vision, mission and goals. It may also be defined as a systematic and continuous process of analyzing internal and external conditions in order to make more accurate decisions that effectively deal with problems and issues.

Front 244

The planning process becomes the link between internal measures or productivity and external needs. This planning model has a number of problems:

Back 244

First, police departments have difficulty identifying overall goals and often resort to general statements that provide little direction for lower level managers and supervisors.

Second, when goals are identified, it becomes difficult to make adjustment when the environment changes.

Third, lower-level managers and supervisors often have little input into the system.

Front 245

____________ is the primary tactic used in the COPPS strategy.

Back 245

Problem solving

Front 246

Four principles govern CompStat:

Back 246

Timely and accurate intelligence

rapid deployment

effective tactics

relentless follow up and assessment

Front 247

The maps in CompStat serve to:

Back 247

Assist in devising strategies

Focus attention and police resources

Holds commanders and supervisor accountable for their operations

Front 248

Citizen surveys can provide a great deal of information:

Back 248

Perceptions of crime problems

Perceptions of disorder in the area

Fear of crime

Citizen satisfaction with police services and performance

Citizen satisfaction with other related governmental services

Front 249

___ percent of all agencies, employing ___ percent of all officers, survey citizens in their jurisdiction

Back 249

22 percent of all agencies, employing 43 percent of all officers, survey citizens in their jurisdiction

Front 250

___________ is the process of evaluating how well employees do their jobs compared with a set of standards and communicating that information to those employees.

Back 250

Performance Appraisal

Front 251

In order for a department to have an effective performance evaluation, it must have _________, _________ and __________.

Back 251

Performance Standards

A method of measuring performance

A way to provide officers with feedback relative to their performance

Front 252

Police departments generally identify three reasons for a formalized appraisal:

Back 252

To standardize the nature of the personnel decision making process so that the rights fo the job incumbent are fully represented

To assure the public that the agency representatives are fully qualified to carry out their assigned duties

To give the job incumbent necessary behavior modification information to maintain behaviors that are appropriate

Front 253

The performance appraisal serves a number of organizational purposes:

Back 253

1. Recruitment and selection

2. Training

3. Field Training Officer evaluation

4. Horizontal Job Changes

5. Promotions

6. Compensation Management

7. Discipline

Front 254

Defining rating criteria is a three step process:

Back 254

1. Job is studied

2. performance standards must be established

3. performance appraisal rating form used to capture standards

Front 255

BARS =

Back 255

Behaviorally Anchored Rating Scale

Front 256

The following is a list of some of the most common rater errors:

Back 256

1. Halo effect

2. Recency problem

3. Rater bias

4. Constant error problem

5. Unclear standards

Front 257

The _______ occurs when a rater evaluates a subordinate high or low on all rating dimensions because of one dimension

Back 257

Halo effect

Front 258

_________ refers to when a recent negative or positive event unduly affects an officer's ratings.

Back 258

Recency problem

Front 259

___________ refers to some raters being too strict, others too lenient while still others ten to rate everyone in the middle.

Back 259

Constant Error Problem

Front 260

McEvoy (1987) investigated subordinate appraisals of managers, with the following findings:

Back 260

1. subordinate appraisals have been used for development rather than evaluation

2. managers report that subordinate feedback is helpful in improving their performance

3. substantial amount of "halo" exists in subordinate appraisals of managers

4. modest positive correlation exists between ratings by subordinates

Front 261

There are a number of steps in preparation for feedback sessions:

Back 261

1. prior to session, supervisors should refresh memories regarding ratee's evaluation

2. supervisors should know what they are going to say before the interview

3. both positives an negatives should be discussed

4. force the ratee to discuss his/her performance

5. force the rate to develop a performance plan

6. leave subordinate with clear understanding of what is expected

Front 262

The most common reasons why performance appraisals were ineffective were:

Back 262

1. performance criteria are subjective

2. systems lack managerial control

3. supervisors have little input into process but are major users

4. forms are filed and mean nothing

5. management is not concerned about performance

6. supervisors' performance assessments are changed by administrators who have not observed the officer perform on a daily basis

Front 263

______________ occurs when the subordinate and the supervisor jointly identify performance goals for the subordinate and how they are to be achieved.

Back 263

Performance targeting

Front 264

Performance targeting can be used at all levels within the chain f command. It is a modified form of _______________ (MBO)

Back 264

Management by Objectives

Front 265

The work environment creates ______ which may be defined as a force that is external in nature that causes both physical and emotional strain upon the body.

Back 265

stress

Front 266

positive stress is referred to as

Back 266

Eustress

Front 267

Negative stress is referred to as

Back 267

distress

Front 268

chronic stress generally represents

Back 268

the accumulation of the effects of numerous stressful events over time

Front 269

Selye (1981) formulated the __________________ to describe the stress process.

Back 269

General Adaptive Syndrome (GAS)

Front 270

General Adaptive Syndrome (GAS) consists of three stages:

Back 270

1. alarm

2. resistance

3. exhaustion

Front 271

Police stress is viewed as a

Back 271

personal pathology

Front 272

The first five years of a police officers career can be described as a period of:

Back 272

alienation and alarm

Front 273

The second phase (years 6 through 13) may be characterized as:

Back 273

the disenchantment phase

Front 274

During years 14 through 20, officers get back on track in the:

Back 274

personalization phase

Front 275

As their career approaches 20 years, police officers become ___________ about their jobs.

Back 275

introspective

Front 276

Police stressful events fall within one of four general categories:

Back 276

1. organizational and administrative practices

2. the criminal justice system

3. the public

4. stress intrinsic to work itself

Front 277

It has been estimated that at any point in time, ____ percent of a department's officers will be in a burnout phase.

Back 277

15%

Front 278

The 15% of a department's officers that are in a burnout phase account for ____ to ____ percent of all the complaints against their department.

Back 278

70 to 80 percent

Front 279

The negative effects of stress on individuals typically harm agencies as well as officers, leading up to:

Back 279

reduced morale

public relations problems

labor management friction

civil suits stemming from stress related shortcommings in personnel performance

tardiness and absenteeism

increased turnover

added expenses of training and hiring new recruits

Front 280

The primary methods used to reduce stress are:

Back 280

Social Support

Organizational restructuring

wellness programs

Front 281

_________ refers to communications and actions that can lead individuals to believe that they are cared for, important and an integral part of a network of mutual obligations.

Back 281

Social support

Front 282

Five important dimensions are subsumed within wellness. In order to move toward optimal health or wellness, individuals must improve their lifestyle in each of the following areas:

Back 282

spiritual

social

emotional

intellectual

physical

Front 283

Researchers found that ____ percent of officers had problems in at least one area with the consumption of alcohol being the most frequent problem.

Back 283

83 percent

Front 284

A comprehensive wellness program should include five elements:

Back 284

physical fitness

stress management

psychological and mental health

nutrition and dietary related problems

alcohol/chemical dependency

Front 285

Kroes (1976) estimated that ___ percent of police officers have a serious drinking problem.

Back 285

25 percent

Front 286

Another study found that ____ percent of officers in one department abused drugs while on duty.

Back 286

20 percent

Front 287

Van Raate (1979) found that ____ percent of officers in one department admitted to drinking on duty.

Back 287

67 percent

Front 288

There are a number of arguments for immediate termination if the officer is found to be using illegal drugs:

Back 288

1. Officer has committed a crime

2. officer has associated with known criminals when obtaining the illegal drugs

3. officers drug use poses a liability problem for the police department

Front 289

Immediate termination is counter to a humane view of police personnel administration, however, it should be realized that job stress may be the primary contributing factor to the drug useage.

Back 289

The department has a significant investment in each of its officers and termination should not be taken lightly. Finally, problem officers can be salvaged and returned to work as productive officers.

Front 290

The term ethics is rooted in the ancient Greek idea of _______.

Back 290

Character

Front 291

Ethics involves doing what is right or correct and is generally used to refer to how people should behave in a professional capacity.

Back 291

Deontology means the "study of duty"

Front 292

Deontological ethics

Back 292

does not consider consequences but instead examines one's duty to act.

Front 293

Broadly speaking, ethical issues in policing have been affected by three critical factors:

Back 293

1. the growing level of temptation stemming from the illicit drug trade

2. the potentially compromising nature of the police organizational culture (exalting loyalty over integrity)

3. the challenges posed by decentralization

Front 294

Noble cause corruption

Back 294

is corruption committed in the name of good ends, corruption that happens when police officers care too much about their work

Front 295

Accepted Lying

Back 295

are police activities to apprehend or entrap suspects. This type of lying is generally considered to be trickery.

Front 296

Deviant lying

Back 296

refers to occasions when officers commit perjury to convict suspects or are deceptive about some activity that is illegal or unacceptable to the department or public in general

Front 297

__________ occurs when the idea of a crime beings with the police rather than the suspect and the police facilitate the commission of a criminal act.

Back 297

entrapment

Front 298

Gary T. Marx identified three methods of, or situations where the police may attempt to use trickery with a suspect:

Back 298

1. offering illegal action as part of a larger socially acceptable and legal goal.

2. disguising the illegal action so that the suspect does not know the action is illegal

3. morally weakening the suspect so that the suspect voluntarily becomes involved.

Front 299

Withrow and Dailey (2004) have proposed a model of circumstantial corruptibility, stating that the exchange of a gift is influenced by two elements: the role of the giver and the role of the receiver

Back 299

In this model, the role of the giver determines the level of corruptibility.

Front 300

In this model, the giver is either taking a possession as a:

Back 300

presenter

contributor

copitulator

Front 301

presenter

Back 301

offers a gift voluntarily without any expectation of a return from the receiver

Front 302

contributor

Back 302

furnishes something toward a result and expects something in return

Front 303

capitulator

Back 303

involuntarily responds to the demands of the receiver.

Front 304

The role of the receiver of the gift is obviously very important as well. In the model, the receiver can act as an:

Back 304

acceptor

expector

conqueror

Front 305

acceptor

Back 305

receives the gift humbly and without any residual feelings of reciprocity

Front 306

expector

Back 306

looks forward to the gift and regards it as likely to happen and will be annoyed by the absence of the gift

Front 307

conqueror

Back 307

assumes total control over the exchange and influence over the giver

Front 308

Carter (1994) has attempted to provide a typology of abuse of authority by police officers. his categories include:

Back 308

physical abuse and excessive force

verbal and psychological abuse

legal abuse and violations of civil rights

Front 309

Known as the _____________, this approach combines a use of force continuum with an application of four broad categories of suspects:

Back 309

Dynamic Resistance Response Model (DRRM)

Front 310

The __________ syndrome essentially implies that officers must make deadly force decisions in a matter of a precious few seconds.

Back 310

split-second syndrome

Front 311

contagious shooting

Back 311

is gunfire that spreads among officers who believe they, or their colleagues, are facing a threat

Front 312

Research has long indicated that officers frequently base their decisions to arrest on factors such as:

Back 312

suspect's demeanor

socioeconomic status

race

age

relationship between the suspect and victim

preference of the complainant

Front 313

Because sexually related improprieties can and do occur, police supervisors and managers must be vigilant of such inappropriate behaviors, seven of which are:

Back 313

nonsexual contacts that are sexually motivated

voyeuristic contacts

contacts with crime victims

contacts with offenders

contacts with juvenile offenders

sexual shakedowns

citizen-initiated sexual contacts

Front 314

Any employee wishing to initiate an Equal Employment Complaint (EEO) arising out of prohibited conduct must contact an EEO official within ____ days of the incident. (Federal Communications Commission, 2007)

Back 314

45 days

Front 315

Supervisors may incur direct liability in the following ways:

Back 315

1. they authorize the act

2. they are present for the act

3. they ratify the act

Front 316

As a result of case law, there are currently five areas in which supervisors have been found liable as a result of negligence:

Back 316

negligent assignment

negligent failure to supervise

negligent failure to direct

negligent entrustment

negligent failure to investigate or discipline

Front 317

Negligent assignment occurs when the supervisor assigns a task to a subordinate without first determining that the subordinate is property trained and capable of performing the required work.

Back 317

Negligent failure to supervise occurs when the supervisor fails to properly oversee subordinates activities.

Front 318

Negligent failure to direct occurs when supervisors fail to advise subordinates of the specific requirements and limits of the job.

Back 318

Negligent entrustment occurs when supervisors entrust officers with equipment and facilities and fail to properly supervise the officer's care and use of the equipment and subsequently the officers commit an act using the equipment that leads to a violation of a citizen's federally protected rights.

Front 319

Proximate Cause

Back 319

is established by asking, "but for the officer's conduct, would the plaintiff have sustained the injury or damage?"