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MY REVIEW- IANNONE
IANNONE REVIEW
| Question | Answer |
|---|---|
| when delegating include | authority + responsibility |
| treat subordinates | fairly (not equally) |
| Functional organization | work separated into specialized activites |
| subjectivity ratings | One Or two characteristics with special appeal to the boss |
| Personal bias ratings | high rating to those who think like you |
| halo effect | general impression |
| most common rating error | leniency |
| Primary cause of rating failures | failure to train raters |
| the best supervisors are | the best raters |
| never tell a depressed subordinate to | take a vacation |
| 1st objective dealing with personal problems | determine wether employee came to the right person |
| Transfers shouldn’t be used to avoid | disciplinary issue |
| employee will not accept hel for drinking problem unless | He Is ready (must give up drinking entirely) |
| recurring memory loss is a sign of | drinking problem |
| most serious drug problem in the US is | alcohol dependence |
| most obvious indicator of slumping morale is | deterioration in appearance |
| upward discipline | discipline against a supervisor by subordinates |
| Most important reason to include subordinates in decision making | increased commitment to goals of the organization |
| Most important public relation function | keeping the public updated on police activity |
| 1st set in measuring effectiveness of new procedure is | Determining the performance standard |
| when a new initiative is proposed | form a committee |
| 1st consideration to improve productivity is | Ability of officers |
| narcotics crimes are not responsive to | increased patrol |
| 1st consideration for public relations | objectives |
| most critical element of directed patrol is | crime + problem analysis |
| Primary purpose of public relations is to | foster public understanding |
| common and achievable goals foster | teamwork |
| one boss in charge of ANY situation is | unity of command |
| budget process begins with the | first-line supervisor |
| determining # of personnel needed find out | tasks and time |
| straight line organization has the most | clearly defined lines of authority |
| organizing involves | distribution of work |
| policy is | management intent |
| coordination of effort becomes difficult in the | functional organization |
| clearly established lines of authority are important for | effective decision making |
| 247 coverage of 1 post for 1 year | 4,8 (or 5) |
| 1st determination on how many officers are needed for patrol force | how many fixed posts are needed |
| patrol distribution should be based on | average hourly need |
| at higher levels of authority the work becomes | more diverse |
| Most important in crisis intervention | relationship with other agencies |
| index of enforcement | selective enforcement |
| Physical working conditions are only | temporary job satisfaction factors |
| Ok to bypass chain of command for a | study |
| support of staff needed | form committee to make decision |
| most important police division | patrol |
| record keeping helps | accomplish objectives |
| d should re-assess and revise patrol | annually |
| greatest impact on work environment | first-line supervisor |
| Establishing community goals is not a function of | patrol |
| improper street action is a result of | Weak supervision |
| community relations needs officers who | Want to do the job |
| most important administrative function is | selection of personnel |
| steady post is more efficient than | rotating assignments |
| street miles more important than | square miles |
| good reason to assign officers to the same vehicles | vehicle maintenance |
| most important internal site in public relations program is | training of officers |
| open door policy can result in other bosses being | out of the loop |
| cant supervise squad you used to be in | transfer not promote |
| vacation scheduling consider | manpower |
| for sabbatical notify | HR |
| intangible reason for patrol staffing | crime prevention |
| if everything requires a specialist | patrol force will be depleted |
| attitude and conduct of individual officers shape | public opinion of the department |
| job match contributes to | overall efficiency |
| budget must be | justified (dont go over) |
| if you’re angry allow a | cooling off period |
| don’t criticize in public unless its an | emergency |
| keep your expectations (goals) | reasonable to achieve |
| most common error of newly appointed supervisor | oversupervision |
| mutual goals foster | teamwork |
| recognition and praise must be | earned |
| never delegate your | responsibility |
| get involved in personal problems only when | performance suffers or they ask for your help |
| dont enter into | confidential agreements with subordinates |
| delegate to avoid | becoming bogged down in detail |
| the best motivator is | recognition |
| dont need to be an | expert at every aspect of the job |
| most orders should be framed as | requests |
| implied orders good for | reliable employees, not inexperienced employee |
| introductions when teaching | secure interest and attention of learner |
| lectures are the | least effective training technique |
| filtering leads to | rumors |
| most important way supervisor knows hes getting message across | obtain feedback |
| most common type/productive interview | informal |
| major function of interview is to | motivate |
| positive discipline is training without | punishment |
| administrator should | plan and delegate |
| if only one person on staff disagrees with plan | continue with plan |
| operational plans give | guidance and direction |
| deployment and distribution of personnel is an | operational plan |
| search for suspects or lost persons is an | operational plan |
| long range plans are flexible and define | overall department objectives |
| local citizens must be involved to reach | community policing objectives |
| most likely to cause employee resistance to change is the | manner its introduced |
| policy should be | broad and used as a guide |
| go from known | to uknown |
| basic purpose for establishing policy is to provide | consistency in decision making |
| usually not appropriate to delegate | policy making |
| policy should be | written |
| when policy is misinterpreted | have a meeting |
| a police agency is best described by its | policy |
| overhear subordinates discussing something confidential | tell your boss |
| most important skill of a supervisor | ability to communicate |
| opening statement in reply to citizen request | you have given the manner careful consideration |
| subordinate constantly misinterprets orders have him | report them back |
| standard reporting procedures facilitate | information from field to hq |
| subordinate visibly upset | explain why you need the job done (dont ask why upset) |
| important info to other bosses should be told | face to face |
| open report with description of | what happened |
| facts kill | rumors |
| let officers discuss job problems at a | staff meeting |
| staff meetings are useful in | passing on new information (new laws) |
| submitting reports to your boss give all | relevant and important material |
| long-time supervisor coasting | talk to him |
| when 2 sgts are off during busy period | deny 3rd sgts request |
| female officer tells you her husband is annoyed tell her to | act professionally |
| loner police officer can become a team player if there are | common goals |
| minimize impact and encourage efforts of a | loner officer/temporary assignment officer |
| overfamiliarity between cop and boss may appear as | favortism |
| prior to interview inform member of the | purpose |
| use informal leaders to | get the job done |
| span of control is most influenced by the | skill and experience of the officers |
| problem subordinate transferred you should confer with | his new supervisor |
| motivation comes before skill when | selecting for assignment |
| resident complains about parties you should | interview the resident |
| cops taking meal out of jurisdiction | warn before discipline |
| inspect reports in a | timely fashion |
| 1st step in solving a problem | analyze the facts |
| most important factor for boss to gain confidence of subordinates | personal conduct |
| safety regulation disregarded (seatbelt/vest) | get the facts |
| most important objective of a supervisor is to achieve | department goals |
| cop acting neurotic | send to department physician |
| boss that always uses implied/suggested orders is not providing | direction |
| subordinate refuses order | find out why |
| multiple orders given follow the | last order given |
| written orders facilitate | accountability |
| implied orders for new officers only when trying to | develop them |
| written orders should be used when order is | complex |
| controlling involves | follow-up |
| suggestive orders good for | capable and reliable subordinates |
| direct orders good for | emergencies |
| most important when assigning task to subordinate is his | authority |
| best reason to delegate is it frees you up to | supervise (or plan) |
| if task is delegated to incompetent subordinate then | remove him from the task |
| what over when in regards to | delegating |
| must delegate to | competent subordinates |
| necessary pre-requisite to delegate is the | willingness of the supervisor |
| a boss should delegate | routine tasks (responsibility is still his) |
| delegates task not carried out | find out why |
| discussing goals and policy with subordinates can | increase morale |
| suggestion programs lead to employees working more | effectively |
| high absentee rate may mean | disgruntled employees (obvious indicator of low morale) |
| wrong to always follow praise with | criticism |
| when choosing instructor choose best | teacher (not worker) |
| subordinates should be trained to act | independently |
| liven up the lecture with | demonstrations, training aids, questions, discussion (not skill training) |
| role playing is good for | interviewing rape victims practice |
| lectures on ethics should be related to | job performance |
| sensitivity training may cut down on | shootings |
| field training lets rookie cops | apply PA training |
| most important step in teaching is the | introduction |
| subordinate keeps doing job wrong you should | show him how to do it (patience) |
| most common instructional failure is | oversimplifying |
| many subjects can be covered at | roll call |
| fto's should be | experienced and motivated |
| demonstrations are most effective when | learning something for the 1st time |
| orientation programs help new employees | adjust |
| probationary period is to see if employee is | fit for the job |
| probation is part of the | selection process |
| broad assignment of work encourages | initiative and resourcefulness |
| appointing temporary supervisors choose | the best leader |
| consider skills of the officer when | assigning tasks |
| objective evaluations are based on | specific data |
| newly assigned supervisor should base evaluations on | records and reports |
| if reward system is implemented give | constant feedback |
| when evaluating dont ignore | minor problems |
| controversial topics should be placed in the | middle |
| most novice conference leaders mistakes are | too little or too much control |
| introduce important matters | first |
| goal of discipline is to | change behavior |
| PO who drives through red light with no lights and sirens | take administrative action |
| notify chief if you see police officer | gambling |
| if off duty and see a cop taking money from a dealer | record and investigate |
| personnel complaint investigations protect employees from | unjust accusations |
| employees are entitled to | due process in regards to complaints |
| swiftness is a requisite of | punishment (not ample time for PO to appeal) |
| anonymous complaint of sexual advances | determine if similar complaints have been made vs officer |
| most important reason to investigate all civilian complaints is to | protect the department from accusation of preferential treatment |
| grievances are symptoms of | more serious problems |
| department union election effects job performance | bring parties together and resolve |
| cop with grievance is upset | calm and get the facts |
| foul language should not be considered | sexual discrimination (speak to partner about it) |
| subordinate upset while doing assignment | find out why |
| site security is job of | construction company |
| debrief first officers to arrive at | hostage situation |
| when at a strike | face the strikers |
| successful detectives have the ability to obtain | info |
| primary police responsibility at a fire is | traffic/crowd control |
| icy roads notify | hq |
| mass arrests at demonstration | process arrests far away with no public transportation |
| police at demonstration must safeguard | firearms |
| dont separate stapled | forged written documents |
| first-line supervisor call boss before evacuating | large area(mall) |
| hazmat evacuation done by | highest-ranking supervisor available |
| hazmat collision on bridge immediate concern is | bridge structure (and water) |
| most common used organization for PD | line + staff |
| span of control decreases as | rank goes up |
| span of control | how many subordinates one supervisor can effectively supervise |
| exception principle | only act on exceptional matters (not routine) |
| completed staff project | all you have to do is approve |
| leader that gets the best results is a | democratic leader |
| free reign leader leads to | low morale and confusion |
| biggest failure in order giving | failure to follow-up |
| tactical plans used for | unusual circumstances (civil disorders etc) |
| auxiliary plans used as | supplemental (community affairs) |
| planning process includes subordinates who | are effected by it |
| students learn at | varying rates |
| ratings used to improve | performance |
| patrol supervisor principal objective | rapid response to prevent escalation |
| forum vs panel | forum has audience participation |
| grievance interview can be | catharsis for employee |
| secondary complaints should be | investigated but interview primary complaintant |
| intox complaintants | follow-up when sober |
| dont tell complainant the | disposition |
| biggest disadvantage of foot patrol | expensive |
Created by:
Mlevin1990
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