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Iannone
| Term | Definition |
|---|---|
| job match | put people in right place |
| management vs supervision | management- directing/controlling, supervision- overseeing |
| span of control | employees supervised efficiently by ONE supervisor, becomes less effective as rank goes up |
| unity of command | every employee under direct command of ONE supervisor |
| delegation | tasks subordinates are capable of performing |
| (5) types of leaders | autocratic, democratic, free reign, transactional, transformational |
| most common failing of new supervisors | over supervision |
| completed staff project | only thing left to do is approve it |
| exception principle | act on exceptional matters not routine |
| main failure in order giving | failure to follow-up |
| resistance to change | human nature |
| leadership | influencing to gain obedience |
| (7) major duties of a supervisor POSDCORB | planning, organizing, staffing, directing, coordinating, reporting, budgeting |
| (3) methods of giving orders | requesting, directing, suggesting |
| best motivational force | recognition |
| 1st step to gain confidence and respect | personal conduct |
| (3) organizational structures | straight line, functional, line and staff (most common in PD) |
| inductive vs deductive | inductive- evidence then conclusion, deductive, conclusion then evidence |
| best mark of organizational leadership | discipline |
| (4) police plans | procedural, tactical, operational, auxiliary |
| praise in public | criticize in private |
| interpretation issues on policy | have a meeting |
| policy | management intent |
| most important skill of a supervisor | communication |
| discipline | training + teaching |
| responsible for maintaining discipline | immediate-line supervisor |
| positive discipline | training without punishment |
| most serious drug problem in the U.S. | alcohol dependance |
| problem drinker | recognize + refer |
| underlying cause of emotional problems | stress |
| filtering | leads to rumors |
| rely on written communications | keep record, hard to follow procedures, accountability |
| rely on verbal communications | argumentative, anticipate questions, generate interest |
| interrogating interviewer | assumes dominance |
| functions of an interview | obtain information, motivate, problem solve, appraise |
| most common interview types | informal, progress, grievance, disciplinary/separation |
| advantages of e-mail | distribution + speed |
| most important rating system failure | failure to train rater |
| halo effect | general impression |
| questions to avoid | leading questions |
| most common rating error | leniency |
| (2) qualities of performance rating | reliability + validity |
| ladder of communication | verbal + written, verbal, written, bulletin board, rumors |
| most important determination if a case will be solved | info given to first responding officers |
| dominant characteristic of PO role in society | order maintenance |
| emphasis on performance evaluation | quality over quantity |
| info that is given last | easiest to remember |
| patrol supervisors principal objective | rapid response to prevent escalation |
| unusual occurrence first act | appoint an AIDE |
| entry team | 3-5 officers (covered by at least 2 officers) |
| (5) steps of teaching process | introduction (most important), presentation, review, application, testing |
| most commonly used teaching method | lecture (also least effective) |
| basic concept of civil disorder control | strike swiftly with adequate forces |
| liven up a lecture by | training aids, asking for opinions, asking for questions |
| forum vs panel | forum has audience participation |
| pincer movement | attack crowd from front and force escape to rear |
| odds overwhelming | retreat |
| labor dispute | protect rights of BOTH parties + public |
| decision to evacuate area | superior officer of the highest position available |
| bomb threat | no radio or sirens |
| best info for lost children | playmates |
| probationary period important because | serve as a check on hiring selection |
| field training | apply training in the field |
| fto's | experienced officers + interested in training |
| benefit of standardized reporting procedures | facilitate transmission of information from field to hq |
| informal communication | not good for order giving |
| reports should open with | description of what happened |
| use of staff meetings | forum to discuss job problems |
| on the job training objectives | competently perform duties |
| when discussing ratings with subordinates | start with something positive |
| keys to successful rating system | trained raters |
| objective of rating system | performance |
| supervisor who doesn't delegate | will get bogged down in detail |
| most important info to provide when delegating | authority they have |
| subordinate not competent to perform assigned task | delegate authority to another officer |
| discussing goals | can increase morale |
| goal of discipline | change of behavior |
| discipline | form of training |
| punishments need to be | certain, swift, fair, consistent (not equal) |
| goal of punishments | deter everybody |
| upward discipline | pushback by employees/subordinates |
| recognition leads to | job satisfaction |
| obvious indicator of low morale/disgruntled employees | deportation in appearance |
| employee suggestion programs | may improve morale |
| let praise | stand on its own |
| how much supervision/surveillance is needed | varies between each individual employee |
| high frequency of greivances | indicator of bigger issues |
| greivance interview can be | catharsis for employee |
| most orders should be framed as | requests |
| too many implied/suggested orders | not providing direction |
| follow the | last order given |
| use implied orders for inexperienced subordinates for | their development |
| contreversial topics | place in the middle |
| important topics | discuss first |
| long range plans | define department objectives |
| planning involves | research, interpretation, development |
| one objective for investigating complaints | protect employees from unjust accusations |
| second party complaints | dont disregard |
| anonymous complaints | investigate |
| intox complaints | should be interviewed at a later time |
| in all cases the complainant | should be advised of disposition (not specific penalty) |
| at higher levels of authority | work becomes more diversified |
| selective enforcement aka | index enforcement |
| can bypass chain of command when | conducting a study |
| re-assess distribution of personnel | annually |
| street miles more important than | square miles |
| if everything requires a specialist | patrol force will be depleted |
| job match contributes to | productivity |
| budgetary process beings with | first-line supervisor |
| most critical element for directed patrol tactics | crime and problem analysis |
| public relations | publics understanding and respect for organization |
| best clue of drinking problem | recurring memory blackout |
| acting neurotic | refer to department physician |
| automobile patrol | least expensive |
| foot patrol | most expensive |
| routine situations | avoid two officer patrol |
| orientation programs | help employees adjust |
| newly appointed officers | require different levels of encouragement |
| broad assignments | encourage initiative |
| implied orders to new officers | when trying to develop them |
| new supervisor doing evaluations | base on records + reports |
| objective evaluations | base on specific data and observed performance |
| reward system for evals need | continuous feedback |
| observe an off-duty officer at a gambling location | notify chief |
| directed patrols | target crime patterns |
| steady posts over | rotating assignments |
| interactive patrol | community affairs |
| purpose of ten codes | brevity |
| distribution of personnel should be based on | the need for police (not distributed equally) |
| frequently rotating shifts lead to | physical hardship for officers |
| choosing best instructor | choose the best teacher |
| subordinates should be trained to | operate independently |
| instructions on ethics should be related to | job performance |
| sensitivity training wont help | popularity |
| good reason for field training | applying skills learned at academy |
| subordinate performs tasks improperly | show them |
| one of the most common instructional failures | oversimplification |
| students learning for the first time you should | demonstrate for them |
| if subordinate is missing from assigned detail post | you take the post |
| loner subordinate | minimize impact and encourage |
| span of control is most influenced by | skills and experience of your officers |
| subordinate visibly upset about request | explain why |
| responsibility at a fire | crowd/traffic control |
| crime scene sketch | numbers not letters |
| evacuation of large area (not bomb threat) | notify supervisor |
Created by:
Mlevin1990
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