Police Supervision

Front 1

What are the challenges to the new supervisor of the future?

Back 1

*more women in the work force
*multi-cultural work force
*no more forced retirement at 62
*OSHA
*Labor Unions
*More leisure time in the work force
*Intrinsic motivation for choosing law enforcement as a career.

Front 2

What are the six basic responsibilities of a supervisor?

Back 2

*Planner
*Personnel Officer
*Trainer
*Controller
*Decision make and communicator
*Leader

Front 3

As a Planner:

Back 3

*Plan out operational activities(DARE program)
*Analyze date(work schedules)
*Forecast future needs(more ammunition)
*Anticipate problems(manpower, stake-outs, spec. details)

Front 4

As a Personnel Officer:

Back 4

*Knowing the capabilities one's subordinates
*Making "happy" subordinates by placing them in positions that they are capable of handling
*Research has indicated that there's a marked relationship between organizational productivity and job satisfaction of a subordinate.

Front 5

As a Trainer:

Back 5

*Through training, subordinates become more efficient, effective and productive.
*Through training, standards in the organization are maintained w/i the organization.
*Through training, services are updated w/i the organization.

Front 6

As a Controller:

Back 6

*Subordinates need to be controlled to properly execute the rules/regulations and orders of the organization.
*Proper follow ups must be conducted by the supervisor to determine if the subordinate has followed the rules/regulations and order given

Front 7

As a Decision Maker and Communicator

Back 7

*Decision making is a primary function of a supervisor
*By making decisions, policy is formulated for the org.
*When a decision is made, it should be communicated to subordinates in a clear and concise manner so there's no misunderstandings
*Proper communication MUST be timed to be effective for the decision to take effect.

Front 8

As a Leader

Back 8

*Leadership is a major responsibility for every supervisor
*Leadership traits: Honorableness, courageousness, vitality, knowledgeable, posses common sense, persuasive and flexible.
*Must provide subordinates w/ an opportunity for personal and professional growth w/i the org.
*Must stand by his/her convictions in the wake of adversity.

Front 9

What are the eight most common mistakes made by a newly appointed supervisor?

Back 9

*"New Broom tactic
*Making promises
*Dictatorial practices
*Playing favorites
*Careless remarks
*"Passing the Buck"
*Losing one's temper
*taking special privileges

Front 10

What is the "New Broom" tactic?

Back 10

*Makes the statement: "things will be different because I'm the supervisor!"
*Points out what was wrong w/ the old supervisor and how it will be done better by them

Front 11

Making Promises:

Back 11

*Never make a promise hidden or implied in an attempt to win the confidence of friends
*As a supervisor you can only make a promise that you can fulfill w/ your squad
*NEVER PROMISE items such as; promotions, pay raises and vacations

Front 12

What are Dictatorial Practices?

Back 12

*Subordinates will formulate their own opinion about the new supervisor that will carry throughout a career on the first days of the new position
*Therefore; NEVER show your authority by taking a fierce approach; raising your voice to subordinates, or using profanity to accentuate an order.

Front 13

Playing Favorites:

Back 13

*NEVER be partial to former friends by assigned only the best tasks to a certain few
*As a result, morale will quickly break down
*The supervisor who plays favorites often finds that this good will is quickly lost even from friends.

Front 14

Careless Remarks:

Back 14

*careless remarks may go unnoticed by non-supervisors, however, as a new supervisor they take on a different meaning.
*New supervisors now represent the Administration of the dept. and these words are interpreted as if the chief himself said them
*Some subordinates will use these comments and internalize them.

Front 15

Passing the Buck:

Back 15

*By passing the buck the new supervisor loses the subordinates
*NEVER blame the subordinates for an error or mistake that you the supervisor made
*The real leader is not afraid to admit mistakes

Front 16

Losing One's Temper:

Back 16

*Losing one's temper is a sure sign of weakness as a leader and a supervisor
*A supervisor MUST be able to control oneself before they can control others

Front 17

Taking Special Privileges:

Back 17

*A supervisor who takes "special privileges" is always severely criticized by subordinates

Front 18

POSDCORB

Back 18

-Planning
-Organizing
-Staffing
-Directing
-COordinating
-Reporting
-Budgeting

Front 19

Planning:

Back 19

The working out the tasks that have to be performed within the organization

Front 20

Organizing:

Back 20

-The formal structure of the organization and its sub-divisions.

Front 21

Staffing:

Back 21

The personnel function that maintains favorable conditions of work.

Front 22

Directing:

Back 22

The decision making part of the organization

Front 23

COordinating:

Back 23

Inter-relating all of the various parts of the organization

Front 24

Reporting:

Back 24

Keeping the chief executive (Police Chief) informed of the organization operations through record keeping, research and inspections.

Front 25

Budgeting:

Back 25

Fiscal planning, accounting and control of the expenditures of the organization.

Front 26

What are the seven types of plans?

Back 26

Procedural Plans
Tactical Plans
Operational Plans
Auxiliary Plans
Fiscal Plans
Policy Plans
Rules and Regulation Plans

Front 27

What are Procedural Plans?

Back 27

They relate to Standard Operating Procedures (SOP) and they guide personnel in such activities as; serving and processing arrest warrants, recording and processing crime or incident reports and processing traffic tickets.

Front 28

What are Tactical Plans?

Back 28

Plans that are prepared to meet emergencies that might be encountered by the police such as; civil disorders, unusual crime problems or major disasters.

Front 29

What are Operational Plans?

Back 29

Designed to give guidance and direction to personnel in the performance of normal police activities. These activities are; deployment searches for missing persons or suspects in a crime.

Front 30

What are Auxiliary Plans?

Back 30

Implement normal operations in a police agency. i.e. recruitment of personnel, public and community relations.

Front 31

What are Fiscal Plans?

Back 31

They relate to matters of budget preparation and the use of funds in the organization. i.e. budget of the agency

Front 32

What are Policy Plans?

Back 32

Consist of a set of broad principles that guide personnel in the accomplishment of general organizational objectives. i.e. use of force policy, DWI policy/procedure.

Front 33

What are Rules and Regulation Plans?

Back 33

Provide specific guides to conduct and performance. They are parameters for acceptable conduct provided by management.

Front 34

What is the Line Organization Style?

Back 34

-Often called the military, individual or department style
-Authority is definite and absolute
-Most direct lines of communication
-Advantage: It's simplistic
-Disadvantage: Supervisor is often required to perform the duties of a "specialist" because little use is made of the subordinates (P.O.)

Hint 34

CHIEF
SGT. or SR. Officer In Charge
P.O. P.O. P.O. P.O.

Front 35

What is the Functional Organization Style? (Nothing but Problems)

Back 35

-Rarely found in present day organizations except at the very top of the organization (Admin.)
-Violates the prime rule that workers work best when they are accountable to one and only supervisor
-Discipline is difficult because of it's multi-headed leadership
-Conflict among supervisors which causes difficulties for the subordinates

Hint 35

CHIEF
DIV. DIV. DIV. DIV.
SGT. SGT. SGT. SGT.
P.O. P.O. P.O. P.O.

Front 36

What is the Line and Staff Organization Style?

Back 36

-A combination of Line and Functional responsibilities
-Found in almost all but very small police agencies today.
-Combines staff specialists w/ line operations

Hint 36

CHIEF
CPT. CPT. CPT.
LT. LT. LT.
SGT. SGT. SGT.
P.O. P.O. P.O.

Front 37

What is the division of work?

Back 37

Function: crime lab
Area: Geographical division
Clientele: Sr. Citizens
Purpose: Traffic division

Front 38

What is the Unity of Command Principle?

Back 38

it refers to the principle that every subordinate should be under the direct command of one and only one supervisor.

Front 39

What is the principle of Span of Control?

Back 39

it refers to the number of subordinates that any one supervisor can supervise effectively.

Front 40

What are the factors that influence span of control?

Back 40

-The capacity of the supervisor and those being supervised.
-type of work being performed by the subordinate
-area of work covered
-distance between the elements of the work
-time needed to perform the task
-homogeneity of the subordinates
-type of persons served

Front 41

What is Delegation?

Back 41

relates to the process of committing an activity/task to another's care

Front 42

What is the Delegation Process?

Back 42

-the enhancement of job performance
-delegation DOES NOT relieve the supervisor of the RESPONSIBILITY to complete the task/activity assigned to the subordinate
-Authority must ALWAYS be delegated to perform the task
-Delegation of a task always requires a follow-up

Front 43

What is Leadership?

Back 43

the art of influencing, directing, guiding, and controlling others in such a way as to obtain their willing obedience, respect and loyal cooperation in the accomplishment of an objective

Front 44

What are the three types of leadership?
(Lewitt, Lippitt and White)

Back 44

*Autocrat
*Democrat
*Laissez-Faire

Front 45

What is an Autocratic Leader?

Back 45

He is:
-Highly authoritative
-Does not seek other's input on decision-making

Hint 45

Effective: when an emergency exists and there's no time to explain the reasoning behind the instructions.
Drawbacks: works for short term but cannot be continued over a long period of time

Front 46

What is a Democratic Leader?

Back 46

He is:
-Keenly aware of the "human relations factor" in supervising others
-Seeks ideas and suggestions from subordinates

Hint 46

Effective: when time constraints allow subordinates to participate in the decision-making process
Drawbacks: Once the subordinates experience this type of leadership style, it is hard to rescind

Front 47

What is a Laissez-Faire Leader? (Free Reign)

Back 47

He:
-Minimizes their role as a supervisor
-Seldom gives subordinates credit for a job well done

Hint 47

Not effective.
Erodes the morale and discipline of subordinates

Front 48

What are the five symptoms of leadership failure?

Back 48

-Appearance of selfishness and envy towards subordinate's they supervise
-Suspicious of subordinate's actions
-Fails to give credit to subordinates
-Is hyper-critical of subordinates actions
-Arbitrariness in dealing w/ subordinate issues

Front 49

What are the four types of Communication Orders?

Back 49

*Direct commands
*Requests
*Implied or Suggestive
*Request for volunteers

Front 50

What are the six types of training?

Back 50

*entry level training
*field training
*in-service training
*roll call training
*specialized training
*command training

Front 51

What are the six principles of learning?

Back 51

*Principle of Readiness
*Principle of Effect
*Principle of Repetition
*Principle of Primacy
*Principle of Recency

Front 52

What are the four types of Organizational Orders?

Back 52

*General orders
*Special orders
*Operational orders
*Notices

Front 53

What are the five major functions of an interview?

Back 53

-to obtain information
-to communicate or give information
-to motivate employees for the purpose of improving cooperation, production or performance
-to help solve personal and group problems through the consultation method
-to appraise the past, present and future situation of the employee

Front 54

What are the seven type of interviews?

Back 54

-Informal interview
-Employment interview
-Progress interview
-Grievance interview
-Disciplinary interview
-Problem solving interview
-Separation interview

Front 55

What are needs?

Back 55

*Something required or wanted.
-some commonly recognized needs are:
physiological
security
social
esteem
self-actualization

Front 56

What are drives?

Back 56

*a force to motivate
-Some commonly recognized drives are:
security
response
recognition

Front 57

What are satisfactions?

Back 57

*gratification of desire
-Some commonly recognized satisfactions are:
affection
accomplishment
adequacy

Front 58

Consequences of blocked NEEDS/DRIVES/SATISFACTIONS:

Back 58

When a subordinate's needs, drives or satisfactions are met w/ an obstacle that prevents them from their goal, they become FRUSTRATED.

Front 59

How do subordinates deal with frustration?

Back 59

They deal with it by:
*regression
*fixation
*overdrives
*lack of commitment to the organization
*on the job retirement
*insecurity