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chrisjackmgmt
management book
| Question | Answer |
|---|---|
| autocratic leadership | managers make decisions without participant input; completely authoritative, showing little or no concern for subordinates. |
| consideration structure | looks at establishing the relationship between the group and the leader. |
| dispersed leadership | the 21st century trend to not tie leadership to rank, but rather to instill leadership qualities throughout the department. |
| initiating structure | looks at how leaders assign tasks. |
| leadership | influencing, working with and through individuals and groups to accomplish a common goal. |
| management | the process of combining resources to accomplish organizational goals. |
| management by objectives (MBO) | involves managers and subordinates setting goals and objectives together and then tracking performance to ensure that the objectives are met. |
| mechanistic model | divides tasks into highly specialized jobs where job holders become experts in their fields, demonstrating the one best way to perform their cog in the wheel (Taylorism); the opposite of the organic model. |
| micromanagement | oversupervising, providing oversight with excessive control and attention to details better left to the operational personnel. |
| organic model | a flexible, participatory, science-based structure that will accommodate change; designed for effectiveness in serving the needs of citizens rather than the autocratic rationality of operation; the opposite of the mechanistic model. |
| seagull management | manager hears something's wrong, flies in, makes a lot of noise, craps on everybody and flies away. |
| supervision | overseeing the actual work being done. |
| total quality management (TQM) | Deming's theory that managers should create constancy of purpose for improvement of product and service, adopt the new philosophy, improve constantly. |
| Wallenda Effect | the negative consequences of fear of failure. |
| Supervision is making sure the activities are effectively __________ by those responsible for doing so. | implemented |
| Management means to control and direct, to __________, to take charge of. | administer |
| __________ is the power to enforce laws, exact obedience and command. | Authority |
| "Legitimate authority does not demand followers __________ laws or established principles." | violate |
| Delegation, or transferring authority, is a necessary and often difficult aspect of __________ because it requires placing trust in others to do the job as well as, or better than, the manager would do it. | management |
| Basic management skills include technical skills, __________ skills, conceptual skills and people skills. | administrative |
| The ability to be able to communicate clearly, to motivate, to discipline appropriately and to inspire are called | people skills |
| The four management styles are | Grid Theory, X-Y Theory, Four-System Approach, Mature Employee Theory |
| The leadership theory that says as the followers' readiness level in relation to task increases, leaders should begin to lessen their direction or task behavior and simultaneously increase their relationship behavior, is known as | situational leadership |
| A common management/leadership error is | indecisiveness |
| administrative services | supports those performing field services; includes recruitment and training, records and communication, planning and research and technical services. |
| bifurcated society | a society in which the gap between the haves and the have nots is widethat is, there are many poor people, many wealthy people and a shrinking middle class. |
| broken-window theory | suggests that if it appears no one cares, disorder and crime will thrive. |
| chain of command | the order of authority; begins at the top of the pyramid and flows down to the base. |
| channels of communication | the official paths through which orders flow from management to personnel who carry out the orders; usually follow the chain of command. |
| community policing | decentralized model of policing in which individual officers exercise their own initiatives and citizens become actively involved in making their neighborhoods safer; this proactive approach usually includes increased emphasis on foot patrol. |
| CompStat policing | a method of management accountability and a philosophy of crime control. |
| decentralization | encourages flattening of the organization and places decision-making authority and autonomy at the level where information is plentiful; in police organizations, this is usually at the level of the patrol officer. |
| evidence-based policing | a methodological approach that uses empirically derived evidencewhat has been shown, through scientifi c research, to be eff ectiveand applies it to real-world policing. |
| field services | directly help accomplish the goals of the department using line personnel; main division is uniformed patrol; also includes investigations, narcotics, vice, juvenile and the like. |
| flat organization | one with fewer lieutenants and captains, fewer staff departments, fewer staff assistants, more sergeants, and more patrol offi cers. |
| fusion center | an entity that pools the resources and personnel of multiple agencies into one central location to facilitate information sharing and intelligence development regarding criminal activities. |
| hierarchy | a group of people organized or classified by rank and authority. In law enforcement, typically pyramid shaped with a single authority at the top expanding down and out through the ranks to the broad base of workers. |
| incident | an isolated event that requires a police response. |
| incivilities | signs of disorder |
| integrated patrol | the end goal resulting from the combination of the two elements of community policing and aggressive enforcement |
| intelligence-led policing | a methodical approach to prevent, detect and disrupt crime, including terrorist activities; uses early detection of crime trends to allows police to be proactive in preventing continued crime. |
| line personnel | those who actually perform most of the tasks outlined in the work plan. |
| paradigm | a model, theory or frame of reference. |
| paradigm shift | a dramatic change in how some basic structure is viewed. |
| proactive | recognizing problems and seeking the underlying cause(s) of the problems. |
| problem-solving policing | management ascertains what problems exist and tries to solve them, redefi ning the role of law enforcement from incident driven and reactive to problem oriented and proactive. |
| pyramid of authority | the shape of the typical law enforcement hierarchy, with the chief at the peak and having full authority, down through managers (captains and lieutenants) and supervisors (sergeants), to those who accomplish most of the tasks (offi cers). |
| reactive | simply responding to calls for service. |
| social capital | a concept to describe the level or degree of social structure within a community and the extent to which individuals within the community feel bonded to each other. |
| span of control | how many people one individual manages or supervises. |
| staff personnel | those who support line personnel. |
| transactional change | various features of an organization may be altered, but the core framework is untouched; this evolutionary change intervenes in structure, management practices, and motivations. |
| transformational change | intervenes in an organization's mission, culture and leadership style. |
| unity of command | means that every individual in the organization has only one immediate superior or supervisor. |
| working in silos | when local government agencies and departments work quite independently of each other. This lack of partnering with other city and county agencies hinders problem-solving success. |
| An artificial structure created to coordinate either people or groups and resources to achieve a mission or goal is known as | organization |
| The individual known as the "Father of Modern Policing" is | Sir Robert Peel |
| According to Weber, one of the most fundamental features of bureaucracy was a highly developed division of __________ and __________ of tasks. | labor, specialization |
| The traditional law enforcement organization model is in the shape of a | pyramid |
| The main division of most police departments is | patrol |
| When the organizational structure is divided into units with specific tasks to perform, this is called | specialization |
| The order of authority is also known as the | chain of command |
| This organization operates without official sanctions, but it influences the agency's performance and is known as the | informal organization |
| A "major player" that has emerged in safeguarding Americans and their property is | private security |
| This theory states that "if no one cares" crime and disorder will thrive in the community. This theory is known as the | broken-window theory |
| doom loop | characterized by incessant restructuring, following fads, management by cheerleading without careful thought, and especially inconsistency, constantly running after new ideas. |
| facilitators | assist others in performing their duties to meet mutual goals and objectives. |
| flywheel challenge | asks managers to imagine a huge, heavy fl ywheel about 30 feet in diameter, weighing about 5,000 pounds mounted horizontally on an axle; then to further imagine that management's task is to get the fly wheel rotating |
| goals | broad, general, desired outcomes; visionary, projected achievements; what business calls key result areas. |
| guiding philosophy | the organization's mission statement and the basic values honored by the organization. |
| holistic management/leadership | recognizes that both management and leadership skills are required for an agency to accomplish its mission and that all those within the organization are complete individuals who have answered a special calling and are part of the team. |
| incident command | an organizational structure designed to aid in managing resources during incidents. |
| interactors | communicate with other groups and agencies: the press, other local government departments, the business community, schools and numerous community committees and organizations. |
| interfacers | coordinate law enforcement agency's goals with those of other agencies within the jurisdiction. |
| mission | the reason an organization exists. |
| mission statement | a written explanation of why an organization exists and the driving force for that organization, providing a focus for its energy and resources. |
| objectives | specific, measurable ways to accomplish goals; more specific than goals and usually have a timeline. |
| SMART goals and objectives | objectives that are specific, measurable, attainable, relevant and trackable. |
| stakeholders | those affected by an organization and those in a position to affect it. |
| strategic planning | long-term planning. |
| synergy | occurs when the whole is greater than the sum of its parts; the team achieves more than each could accomplish as individuals. |
| tactical planning | short-term planning. |
| unified command | allows agencies with diff erent legal, geographic and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility or accountability. |
| vetting | a process in which policies are evaluated, examined and investigated thoroughly and expertly by sergeants, department attorneys and other stakeholders |
| In a law enforcement organization, those affected by the organization and those in a position to affect it includes everyone in the jurisdiction. | stakeholders |
| The organization's mission statement and its basic values, the beliefs, principles, or standards considered worthwhile or desirable are known as its | guiding philosophy |
| Broad, general, desired outcomes are known as | goals |
| This is characterized by incessant restructuring, following fads, management by cheerleading without careful thought, and especially inconsistency | doom loop |
| Goals and objectives that are specific, measurable, attainable, relevant and trackable are known as | SMART goals |
| The three levels of management are | first level, middle level, top level |
| This ensures that each individual unit performs harmoniously with the total effort to achieve the department's mission. | coordination |
| This transition is one of the most difficult in law enforcement, for it is here that they begin to make decisions that separate them from their fellow officers. | patrol officer to sergeant |
| Those individuals who assist others in performing their duties are known as | facilitators |
| This management/leadership approach recognizes that both management and leadership skills are required for an agency to accomplish its mission. | holistic management/leadership |
| abstract words | theoretical, not concrete, for example, tall rather than 6'10 . |
| active listening | includes concentration, full attention and thought. |
| agenda | a plan, usually referring to a meeting outline or program; a list of things to be accomplished. |
| anticipatory benefit | criminals may be deterred even before the efforts are implemented. |
| body language | messages conveyed by gestures, facial expressions, stance and physical appearance. |
| deconfliction | avoiding conflict when working with other agencies during an investigation; deployed with declassified and confidential investigations. |
| geographical diffusion of benefit | properties immediately adjacent to the intervention implemented also experienced a reduction in burglary. |
| grapevine | informal channel of communication within the agency or department; also called the rumor mill |
| interoperability | the ability of public safety emergency responders to work seamlessly with other systems or products without special eff orts. |
| jargon | nonsense or meaningless language, often called legalese, for example, party of the first part, hereafter referred to as . . . ; also, specialized language of a field, for example, perpetrator. |
| lines of communication | similar to channels of communication; may be downward, upward (vertical) or lateral (horizontal) and internal or external. |
| nonverbal communication | messages conveyed by body language as well as tone of voice. |
| sound bite | good information stated briefly; two essential elements are (1) that it contain good, solid nuggets of information, not speculation or opinion, and (2) that it is short. |
| vocoder | a device that is part of every digital radio that changes voices from analog to digital to be transmitted. |
| The main criteria to provide communication to employees should be whether the employees need the information to perform assigned tasks and whether it would | improve morale |
| Low morale, increased workplace tension, reduced work quality and quantity, rumors and gossip, increased union disputes, and sometimes even lawsuits are the result of: | not communicating well |
| One of the common problems with e-mail is | failure to proofread |
| What is the most neglected form or communication? | listening |
| The most obvious barrier for individuals interacting with people from different cultures is often: | language barrier |
| The most effective communication is | two way |
| Another form of communication that is informal communication is called | grapevine |
| Departments typically have four types of meetings: | informational, opinion seeking, problem solving, new-idea seeking |
| ICS and NIMS stand for | Incident Command System, National Incident Management System |
| The ability to work seamlessly with other systems or products without special efforts is called | interoperability |
| Abilene Paradox | begins innocently, with everyone in a group agreeing that a particular problem exists |
| convergent thinking | focused, evaluative thinking; includes decision making, choosing, testing, judging and rating; opposite of divergent thinking. |
| creative procrastination | delaying decisions, allowing time for minor difficulties to work themselves out. |
| cross flow | message stating a problem and asking other units if they have encountered the same thing and, if so, what they did about it. |
| cross tell | one department alerts other departments about a mistake revealed during inspection. |
| data mining | an automated tool that uses advanced computational techniques to explore and characterize large data sets. |
| Delphi technique | a way to have individual input; uses openended questionnaires completed by individuals; answers are shared, and the questionnaires are again completed until consensus is achieved. |
| divergent thinking | free, uninhibited thinking; includes imagining, fantasizing, free associating and combining and juxtaposing dissimilar elements; opposite of convergent thinking. |
| force-field analysis | identifies forces that impede and enhance goal attainment; a problem exists when the equilibrium is such that more forces are impeding goal attainment than enhancing it. |
| GIGO | computer acronym for garbage in, garbage out. |
| groupthink | the negative tendency for members of a group to submit to peer pressure and endorse the majority opinion even if it individually is unacceptable. |
| impact evaluation | an assessment to determine whether a problem declined |
| left-brain thinking | primarily using language and logic. |
| magnet phenomenon | occurs when a phone number or address is associated with a crime simply because it was a convenient number or address to use. |
| modified Delphi | technique uses objective rather than open-ended questions. |
| nominal group technique | an objective way to achieve consensus on the most effective alternatives by using an objective ranking of alternatives. |
| process evaluation | an assessment to determine whether the response was implemented as planned |
| qualitative data | examines the excellence (quality) of the responsethat is, how satisfied were the officers and the citizens; most frequently determined by surveys, focus groups or tracking of complaints and compliments. |
| quantitative data | examines the amount of change (quantity) as a result of the response; most frequently measured by pre/post data. |
| right-brain thinking | primarily using images and emotions. |
| vicarious liability | makes others specifically associated with a person also responsible for that person's actions. |
| whole-brain thinking | using both the logical left side and the emotional right side of the brain together for best results. |
| The environment that promotes decision making and problem solving must encourage what? | diversity and disagreement |
| Operational decision-making is most often handled at what level in the organization? | first-line level |
| A decision that is made by a manager with little or no input from others is called what type of decision? | command decision |
| The ability to recognize and manage one's emotions, as well as those of others is known as | emotional intelligence |
| Officers instinctively read and react to danger signals based on training and experience. It is an uneasy feeling, a gut reaction, a sixth-sense that results in law enforcement officers perceiving danger signals and reacting accordingly. This feeling is: | the pucker factor |
| An excellent motivating technique that may be used in law enforcement is | delegation |
| Crime analysis, deployment, risk assessment, behavioral analysis, homeland security and Internet/infrastructure protection, transforming information into knowledge are all examples of | data mining |
| The tendency for group members to submit to peer pressure, endorse the majority opinion and to be more concerned with team play and unanimity than with reaching the best solution is called | groupthink |
| A problem-solving technique that identifies forces that impede and others that foster goal achievement is called | force-field analysis |
| In the age of "green policing," the method used to combat crime in the community is known as | CPTED (crime prevention through environmental design) |
| 5P principle | proper planning prevents poor performance. |
| face time | time spent in the agency or department long after a shift ends and on weekends when not on duty to make sure you are seen putting in extra time by those with the power to promote you. |
| highlighting | using a special pen to graphically mark important written information; should be done after the initial reading of the information. |
| learning curve principle | states that grouping similar tasks together can reduce the amount of time each takes, sometimes by as much as 80 percent. |
| narrow eye span | occurs when a reader focuses on one word at a time rather than taking in groups of words or phrases in one look. |
| Pareto principle | 20 percent of what a person does accounts for 80 percent of the results. |
| Parkinson's Law | the principle that work expands to fill the time available for its completion. |
| posteriorities | tasks that do not have to be done, have a minimal payoff and have very limited negative consequences. |
| priorities | tasks that must be done, have a big payoff and prevent negative consequences. |
| procrastination | putting things off. |
| regression | looking back over previously read material. |
| scanning | reading material rapidly for specific information. |
| single handling | not picking up a piece of paper until you are ready to do something with it; applies particularly to the daily stack of mail. |
| skimming | reading information rapidly for the main ideas, usually the first and last paragraph, the first sentence of all other paragraphs and the captions of any charts or figures. |
| subvocalization | the contraction of the tongue and other speech-related organs made during learning to pronounce each letter of the alphabet; becomes ingrained and can slow down adult readers. |
| tickler file system | a set of file folders, organized by year, month and day, into which lists of tasks to be accomplished are placed |
| Successful law enforcement managers at all levels get more done in less time when they develop and follow __________ for using assigned time. | efficient techniques |
| The period between two events or during which something exists, happens or acts; it is thought of in terms of measurable intervals and is known as | time |
| "Time management is really a misnomer--the challenge is not to manage time, but to manage __________." | ourselves |
| Time management is planning and __________ time to accomplish your most important goals in the shortest time possible. | organizing |
| At the heart of time management are __________. | goals |
| A filing system recommended by consultants that should consist of 45 files--2 files, one each for the next 2 years beyond the current year; 12 files, one for each month of the current year; and 31 files, one for each day of the current month--is called | a tickler-file system |
| Effective time managers use this to identify the 20 percent (few) vital tasks that will account for 80 percent of the desired results. This is called | the Pareto principle |
| Setting priorities requires that the urgent is differentiated from the __________. | important |
| The most common external time waster is __________. | interruptions |
| An effective way to avoid procrastination is to set __________ and let others know about it. | deadlines |
| andragogy | principles of adult learning |
| content validity | the direct relationship between tasks performed on the job, the curriculum or training and the test. |
| eclectic | blending the best teaching approaches to meet students' needs. |
| field training officer (FTO) | an experienced officer who serves as a mentor for a rookie, providing on-the-job training. |
| Firefighter's Rule | states that a person who negligently starts a fire is not liable to a firefighter injured while responding to the fire. |
| formative assessment | uses informative gathered during instruction to adjust and improve program content and training. |
| interval reinforcement | presenting information several times, with breaks between the repetition. |
| prerequisites | necessary background needed to master a given skill. |
| rote learning | memorization, not necessarily with understanding. |
| summative assessment | involves tests given at the end of a predetermined period that assess proficiency: written exams, end of week quizzes, end of training exams. |
| The law of primacy means that things that are learned first are usually: | learned best |
| Vocational instruction that takes place on the job and deals with physical skills is generally referred to as | training |
| A manager's single most important objective should be | developing human resources |
| One of two areas often involving civil lawsuits against officers and their departments is | failure to train |
| If a person is injured as a result of the normal dangers associated with an activity in which a person voluntarily engages, the person cannot sue for liability because of this principle. | assumption of risk |
| The three different learning styles are | visual, auditory, kinesthetic |
| Content that directly relates to tasks performed is considered | valid |
| People retain 10 percent of what they read, 20 percent of what hear, 30 percent of what they see, 40 percent of what they | see and hear |
| This approach to training blends the best teaching approaches to meet students' needs and is called | eclectic |
| The most common and frequent training in law enforcement is | on-the-job |
| balanced performer managers | develop subordinates' and an organization's capabilities, empower others. |
| balancing | unfairly stopping unoff ending motorists to protect officers from the statistical microscope individually or collectively. |
| code of silence | encourages officers not to speak up when they see another officer doing something wrong. |
| cultural awareness | understanding the diversity of the United States, the dynamics of minoritymajority relationships, the dynamics of sexism and racism and the issues of nationalism and separatism. |
| daily values | how people actually spend their time and energy. |
| ethics | standards of fair and honest conduct. |
| ghosting | falsifying patrol logs to make the numbers come out right to avoid charges of racial profiling. |
| holistic personal goals | include all aspects of a person's life: career/job, financial, personal, family/relationships and spiritual/service. |
| integrity | steadfast adherence to an ethical code. |
| Johari Window | a model to illustrate how people can learn more about others and themselves. |
| norms | attitudes and beliefs held by a group of individuals |
| racial profiling | any police-initiated action that relies on the race, ethnicity or national origin rather than the behavior of an individual or information that leads the police to a particular individual |
| touchstone values | what people say is important to them. |
| unconditional backup | dictates that other officers must take action, get involved and back each other up physically, psychologically, emotionally and ethically. |
| A detailed, formally stated summary of duties and responsibilities for a position is known as a | job description |
| The sum of the beliefs and values shared by those within the organization, serving to formally and informally communicate its expectations is also known as the | workplace culture |
| Police recruits enter the profession with high ideals and standards and with exposure to the occupation; attitudes and values may undergo significant change and soon differ from attitudes of the general population. This is known as | police culture |
| The Us vs. Them mentality is usually present within the minds of those who participate in __________. | code of silence |
| The most effective way to transform the organizational culture of a law enforcement agency into an atmosphere that embraces loyalty to principle above all else is a combination of | leadership, role modeling, training |
| As a leader, you have a responsibility to create an environment in which the needs of the __________ and the needs of the __________ meld together to accomplish the mission. | organization, employees |
| The Johari Window model is based on the premise that individuals have how many parts to their identity? | four |
| The things that people say are really important to them are called | touchstone values |
| Understanding the diversity of the United States, the dynamics of minority-majority relationships, the dynamics of sexism and racism and the issues of nationalism and separatism is called: | cultural awareness |
| contingency theory | Morse and Lorsch's motivational theory that suggests fitting tasks, officers and agency goals so that officers can feel competent. |
| expectancy theory | Vroom's motivational theory that employees will choose the level of effort that matches the performance opportunity for reward. |
| Hawthorne effect | workers are positively affected by receiving attention, which affects research efforts. |
| hierarchy of needs | Maslow's motivational theory that people have certain needs that must be met in a specific order going from basic physiological needs to safety and security, social, esteem and self-actualization needs. |
| hygiene factors | tangible rewards that can cause dissatisfaction if lacking. |
| morale | a person's or group's state of mind, level of enthusiasm and involvement with work and with life; how employees feel, in contrast to discipline, which is how employees act. |
| motivation | an inner or outer drive or impetus to do something or to act in a specified manner; an inner or outer drive to meet a need or goal. |
| motivator factors | intangible rewards that can cause satisfaction. |
| negative reinforcement | increases a given behavior by removing an unwanted stimulus as a consequence of that behavior. |
| positive reinforcement | increases the likelihood that a behavior will occur in the future by introducing an appealing or pleasurable stimuli as a consequence of that behavior. |
| Pygmalion effect | what managers and supervisors expect of their officers and how managers treat officers largely determine officers' performance and career progress. |
| reinforcement theory | Skinner's motivational theory that behavior can be modified by using positive and negative reinforcement. |
| self-actualization | refers to meeting individual goals and fulfilling one's potential, including expressing creative talents. |
| self-fulfilling prophecy | the theory that people live up to expectationsif people believe they can do a job, they usually can, but if people believe they cannot do a job, they usually cannot. |
| two-factor theory | Herzberg's motivational theory that employees' needs can be classified as hygiene factors (tangible rewards that can cause dissatisfaction if lacking) and motivator factors (intangible rewards that can create satisfaction). |
| A major problem that law enforcement agencies throughout the nation are facing is | officer retention |
| The force that helps explain why officers pursue certain goals, how they attempt to accomplish those goals, how hard they will work to do so, and the degree of adversity they are willing to overcome is | work motivation |
| Fortunately for managers, most employees want to | do a good job |
| One of the motivational theories, the hierarchy of needs was postulated by | Maslow |
| The two-factor hygiene/motivator theory was developed by | Herzberg |
| The reinforcement theory is one of the more common theories used in police departments. This theory was developed by | Skinner |
| This theory combines some features of the preceding theories and advances the ideas that employees believe good work on the job will lead to high job performance and that high job performance will lead to job rewards and was developed by | Vroom |
| Contingency theory suggests fitting tasks, officers and the agency's goals so that officers can feel competent and was developed by | Morse and Lorsch |
| What managers and supervisors expect of their officers and how they treat them largely determine their performance and career progress and is called: | Pygmalion effect |
| It is in the best interest of the department and the public that police officers are compassionate, understanding and empathetic. True police leaders know that helping officers retain their__________ is essential to their psychological well-being. | humanity |
| appeal | request for a decision to be reviewed by someone higher in the command structure. |
| arbitration | turning a decision over to an individual or panel to make the final recommendation. |
| complainant | a person or group filing a complaint. |
| complaint | a statement of a problem. |
| comprehensive discipline | uses both positive and negative discipline to achieve individual and organizational goals. |
| conflict | a mental or physical fight. |
| confrontation technique | insisting that two disputing people or groups meet face-to-face to resolve their differences. |
| crunch | a major problem. |
| decoupling | discrepancies between an agency's formal policies and informal practices; occurs when an organization adopts a new policy but then never really implements it to change how the work gets done. |
| discipline | training expected to produce a desired behaviorcontrolled behavior or administering punishment; also a state of affairs or how employees act, in contrast to morale, which is how employees feel. |
| exonerated | a complaint or grievance in which the investigation determines that the matter did occur, but was proper and legal. |
| Garrity protection | a written notification that an officer is making his or her statement or report in an internal affairs investigation involuntarily. |
| general orders | written directives related to policy, procedures, rules and regulations involving more than one organizational unit; typically have a broad statement of policy as well as the procedures for implementing the policy. |
| grievance | a formally registered complaint; a claim by an employee that a rule or policy has been misapplied or misinterpreted to the employee's detriment. |
| grievant | the person or group filing a grievance. |
| gunnysack approach | occurs when managers or supervisors accumulate negative behaviors of a subordinate and then dump them all on the employee at the same time rather than correcting them as they occurred. |
| insubordination | failure to obey a lawful direct order from a supervisor. |
| intersubjectivity approach | uses 3-by-5-inch cards as a means to get people in conflict to share their most important ideas about a problem and to come to a mutual understanding of and respect for each other's viewpoints. |
| marginal performer | employee who has demonstrated ability to perform but who does just enough to get by. |
| mediation | a process of dispute resolution in which one or more impartial third parties intervenes in a conflict or dispute with the consent of the participants and assists them in negotiating a consensual and informed agreement. |
| negligent retention | failing to terminate an employee when justified. |
| nonactor liability | when an officer present at a scene where use of force is in question and is obviously excessive and the nonactor officer did nothing to prevent it, that officer is also held liable by the courts. |
| passive resistance | a form of civil disobedience reflecting a philosophy of nonviolence; often used by protestors and demonstrators. |
| pinch | a minor problem. |
| Pinch Model | illustrates the importance of communication in dealing with complaints and the consequences of not communicating eff ectively; a pinch, a minor problem, can turn into a crunch, a major problem. |
| probprincipled negotiation | pays attention to basic interests and mutually satisfying options; avoids positional bargaining that tends to produce rushed agreements that can lead to damaged relationships. |
| progressive discipline | uses disciplinary steps based on the severity of the offense and how often it is repeated; steps usually are oral reprimand, written reprimand, suspension/demotion, discharge/termination. |
| reprimand | formal criticism of behavior; may be oral or written. |
| sexual harassment | unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that affect an individual's employment, unreasonably interferes with an individual's work performance or creates a hostile work environment. |
| summary discipline/punishment | discretionary authority used when a supervisor feels an officer is not fit for duty or for any reason the supervisor feels a need for immediate action. |
| sustained | complaint or grievance in which the investigative facts support the charge. |
| unfounded | complaint or grievance in which the act did not occur or the complaint/grievance was false. |
| __________ discipline uses training to foster compliance with rules and regulations and performance at peak efficiency. | Positive |
| An invariable part of a law enforcement manager's responsibilities, one the manager must be prepared to exercise when necessary is | imposing some form of discipline |
| The purpose of __________ is to promote desired behavior, which may be done by encouraging acceptable behavior or punishing unacceptable behavior. | discipline |
| The foundation on which an agency's discipline must be based is | policy and procedure manual |
| An employee who has demonstrated the ability to perform but does just enough to get by is called a | marginal performer |
| Types of people that include yes people, passives, avoiders, pessimists, complainers, know-it-alls, exploders, bullies and snipers are known as | difficult people |
| There are two types of recognized sexual harassment, quid pro quo and | hostile-environment |
| When an agency or employer who knowingly retains an employee who should have been terminated, and then that employee does something "wrong" in the eyes of the public, that agency or employer could be sued for | negligent retention |
| The majority of excessive force claims are filed against police officer and agencies using | Section 1983 |
| A valuable administrative tool that can enhance accountability and integrity in a law enforcement agency is called an | Early Intervention System (EIS) |
| arbitration | turning a decision over to an individual or panel to make the final recommendation. |
| complainant | a person or group filing a complaint. |
| confrontation technique | insisting that two disputing people or groups meet face-to-face to resolve their differences. |
| principled negotiation | pays attention to basic interests and mutually satisfying options; avoids positional bargaining that tends to produce rushed agreements that can lead to damaged relationships. |
| reframing | a conflict resolution skill; a psycholinguistic technique that shifts a person's perspective to recast conflict as a positive, rather than a negative, force. |
| Even for the most efficient managers, these are an unavoidable part of being a manager and may be made by a citizen or employee: | complaints |
| The process of dispute resolution in which one or more impartial third parties intervenes in a conflict or dispute with the consent of the participants and assists them in negotiating a consensual and informed agreement is called | mediation |
| A way to improve community-police relations is the implementation of | community-police mediation |
| The investigation of internal complaints should have as its primary purpose to | correct behavior |
| One of the reasons for internal complaints from employees is | job dissatisfaction |
| A careful and competent investigation of complaints instills __________ in management's fairness and protects those accused of wrongdoing. | confidence |
| The unit or division of most police agencies that have the unenviable task of investigating itself and its own officers is called | IA (Internal Affairs) |
| This law gives law enforcement officers, sheriffs and correctional officers the right to be notified of any pending disciplinary action within a reasonable time before action takes effect. | the Law Enforcement Officer Bill of Rights |
| Garrity vs. New Jersey (1967), used during an internal affairs investigation, protects an officer under investigation, and gives the officer the right to | remain silent |
| Insisting that two disputing people or groups meet face-to-face to resolve their differences, may effectively resolve conflicts, or it may make them worse. This is called | confrontation technique |
| acute stress | severe, intense distress that lasts a limited time, and then the person returns to normal; sometimes called traumatic stress. |
| afterburn | a stressful incident that greatly affects an officer's family and leaves damaging emotional scars. |
| blue flame | the symbol of a law enforcement officer who wants to make a difference in the world. |
| burnout | occurs when someone is exhausted or made listless through overwork; results from long-term, unmediated stress; symptoms include lack of enthusiasm and interest, a drop in job performance, temper flare-ups, and a loss of will, motivation or commitment. |
| burst stress | to go from complete calm to high activity and pressure in one burst. |
| chronic stress | less severe than acute stress, but continuous; eventually becomes debilitating; sometimes called cumulative stress. |
| circadian system | the body's complex biological timekeeping system. |
| critical incident | any event, such as a mass disaster or a brutally murdered child, that elicits an overwhelming emotional response from those witnessing it and whose emotional impact goes beyond the person's coping abilities. |
| critical incident stress debriefing (CISD) | officers who experience a critical incident such as a mass disaster or crash with multiple deaths are brought together as a group for a psychological debriefing soon after the event. |
| CSI effect | the heightened expectation by the public, often the result of watching popular television series such as CSI, of what police can do and the tools available to them in solving crimes. |
| cumulative stress | less severe but continues and eventually becomes debilitating. |
| distress | negative stress. |
| diurnal | day-oriented; humans are by nature diurnal in their activities. |
| employee assistance program (EAP) | may be internally staffed or use outside referrals to of er help with stress, marital or chemical-dependency problems. |
| eustress | helpful stress, stress necessary to function and accomplish goals. |
| homeostasis | the process that keeps all the bodily functions in physiological balance. |
| posttraumatic stress disorder (PTSD) | a psychological ailment following a major catastrophe; symptoms include diminished responsiveness to the environment, disinterest, pessimism and sleep disturbances, including recurrent nightmares. |
| resiliency | the ability to adapt to significant adversity or trauma; is the key to stress management. |
| sleep inertia | the grogginess, the period of hypovigilance, impaired cognitive and behavioral performance that is experienced upon wakening. |
| split-second syndrome | a condition that affects police decision making in crisis; asserts that if a person has provoked or threatened a police officer, at that instant the provoker rather than the police should be viewed as the cause of any resulting injuries or damages. |
| stress | tension, anxiety or worry; can be positive, eustress, or negative, distress. |
| traumatic stress | severe, extremely intense distress that lasts a limited time, and then the person returns to normal. |
| type A personality | describes people who are aggressive, hyperactive drivers who tend to be workaholics. |
| type B personality | describes people who are more laid back, relaxed and passive. |
| Boredom, defensiveness, delusions, depression, apathy, emotional illness, hostility, loneliness, nervousness, paranoia, sudden mood changes and tension are all signs of what type of stress? | psychological stress |
| The excitement, the energy and the heightening of the senses that enables people to function and accomplish goals and allows law enforcement officers to react instantaneously in life-threatening situations is called | eustress |
| The process that keeps all bodily functions, such as breathing and blood circulation, in balance is called | homeostasis |
| There are two generally recognized personality types, type A and Type B. Of these two personality types, which is usually subject to higher levels of stress? | type A |
| Although common sense may suggest that the primary source of police stress is the hazardous and at times horrific nature of law enforcement duty, research has shown the most common stress is from | administrative aspects of police work |
| An unavoidable part of the life of a law enforcement officer are/is | change and uncertainty |
| Officers' that worry about their competency to handle assignments as well as feelings of helplessness and vulnerability are/is called | internal stressors |
| The key to stress management is the ability to adapt to significant adversity or trauma and is called | resiliency |
| An effective way to prevent or reduce stress, especially after a critical incident, is to bring together as a group those officers who have been involved in the incident. This is called | CISD - critical incident stress debriefing |
| A fitness for duty evaluation ensures safe and efficient operations and helps departments and officers avoid | liability |
| aggressive patrol | focuses on preventing and detecting crime by investigating suspicious activity; also called proactive patrol. |
| civilianization | hiring citizens to perform certain tasks for law enforcement agencies |
| cone of resolution | narrowing in on the geographic locations of crime. |
| crime triangle | a model illustrating how all three elementsmotivated offender, suitable victim and adequate locationare required for crime to occur. |
| hot spots | specific locations with high crime rates. |
| lag time | time elapsed between the occurrence of an incident and it being reported to the police; often more important than response time. |
| management information systems (MIS) | software programs that organize data to assist in decision making |
| productivity | converting resources to achieve results in the most efficient and effective way possible |
| proportionate assignment | area assignments are determined by requests for services, based on available data. |
| quota | a specific number or proportional share that each officer is expected to contribute or receive. |
| random patrol | officers on patrol are unsystematically (randomly) assigned areas to cover. |
| shift or watch | time span to which personnel are assigned. |
| triage | rapidly, systematically and effectively sorting victims in a multiple casualty incident |
| The largest division in any law enforcement agency is the | patrol division |
| The shift that is most attractive scheduling option, that provides more days off, more officers on patrol, and better matching the workload is | 10-hour shifts |
| Assignment that are determined by citizen request for services are usually based on available date. This is called | proportionate assignment |
| A response as rapid yet as safe as possible builds public confidence in law enforcement capabilities and competence. An important factor more important than police response time is | lag time |
| The appropriate way to overcome routine and established patterns of patrol is to use a __________ pattern. | random patrol |
| Rather than driving around aimlessly, this type of patrol pattern focuses on preventing and detecting crime by focusing attention on problem area and investigating suspicious activity: | aggressive patrol |
| The most common method of patrol is | automobile patrol |
| Officer safety is at the core of this type of argument favoring what type of patrol? | two-officer units |
| Civilianization is a __________ way to make use of the numerous and varied capabilities of citizens, while at the same time freeing up law enforcement personnel to concentrate their efforts on tasks they have been specifically trained for. | cost-effective |
| A strategic goal of this government agency is are the prevention of, protection from, response to and recovery from terrorist attacks. | DHS, department of homeland security |
| activity-based costing (ABC) | a modern version of the program budgeting system, except that rather than breaking costs down by program, the approach breaks down costs by activity. |
| all-levels budgeting | everyone affected by the budget helps prepare it. |
| block grant | awarded to states or localities based on population and crime rate; also called a formula grant. |
| bottom-line philosophy | allows shifting funds from one expense category to another as long as expenses do not exceed the total amount budgeted. |
| budget | a list of probable expenses and income during a given period, most often one year. |
| capital budget | deals with big ticket items such as major equipment purchases and vehicles. |
| contingency funds | money allocated for unforeseen emergencies. |
| cutback budgeting | providing the same or more services with less funding; also called budget reduction or reduced expenditure spending. |
| discretionary budget | funds available to be used as the need arises |
| discretionary grant | awarded based on the judgment of the awarding state or federal agency |
| financial budget | a plan or schedule adjusting expenses during a certain period to the estimated income for that period. |
| fiscal year (FY) | the 12-month accounting period used by an agency. |
| fixed costs | costs that are relatively constant, for example, rent or insurance; also called overhead. |
| formula grant | awarded to states or localities based on population and crime rates; also called a block grant. |
| line items | specific expense categories, for example, personnel, maintenance, training. |
| line-item budgeting | identifies specific categories (line items) and dollars allocated for each, and usually based on the preceding year's budget and anticipated changes in the upcoming year. |
| operating budget | contains projections for income statement items as well as expenses, including all expenses needed to run the department: salaries, insurance, electricity and the like. |
| overhead | expenses that do not vary in total during a period even though the amount of service provided may be more or less than anticipated, for example, rent and insurance. |
| performance budgeting | allocates dollars based on productivity. |
| program budgeting | identifies programs and allocates funds for each. |
| variable costs | costs that will change depending on the level of service provided, for example personnel. |
| variance analysis | comparing actual costs against what was budgeted and examining the differences |
| zero-based budgeting (ZBB) | begins with a clean slate, justifying each expenditure anew and based on merit, rather than being based on the preceding year's funding level. |
| "The process of planning and controlling the future operations of a business by developing a set of financial goals and evaluating performance in terms of these goals" is called | budgeting |
| Funds that are set aside to be used as needed and are a favorite target in annual budget battles is called | discretionary budget |
| Some departments operate on a philosophy that allows them to shift funds from one category to another as long as the total budget is not exceeded. This is called: | bottom-line philosophy |
| This type of budgeting allocates dollars based on productivity: | performance budgeting |
| The requirement that all expenditures, down to minutest detail, must be justified, not only those that exceed the prior year's allocations is called | zero-based budgeting |
| Comparison of actual costs against what was budget and analyzing the differences is called | variance analysis |
| One way to reduce costs is to establish a __________ approach to common problems to allow multiple jurisdictions to pool resources and share those that are not needed full-time. | regional |
| Volunteers do more than just save money, they add __________ to department services and enhance community policing. | value |
| Although it is an enforcement tool, __________ can assist in the budgeting ream by helping to offset the costs associated with fighting crime. | asset forfeiture |
| This grant was first funded under the Omnibus Crime Control and Safe Streets Act of 1968; they are awarded for 28 purpose areas and support a comprehensive range of projects. | Byrne Formula Grants |
| adverse impact | when the rate of selection is different for special classes than for the most selected class of applicants; rule of thumb is that an adverse impact occurs when the selection rate of any class of persons is less than 80% of the selection rate of the top gr |
| affirmative action program (AAP) | a written plan to ensure fair recruitment, hiring and promotion practices |
| background check | investigating references listed on an application as well as credit, driving record, criminal conviction, academic background and any professional license required. |
| bonafide occupational qualification (BFOQ) | a requirement reasonably necessary to perform the job; it may on the surface appear to be discrimination |
| branding | the process an organization uses to distinguish itself from other employers; a brand image immediately triggers a mental image of a product of service's quality. |
| Civil Rights Act of 1964 | prohibits discrimination based on race, color, religion, gender or national origin by private employers with 15 or more employees, governments, unions and employment agencies. |
| closed shop | prohibits management from hiring nonunion workers. |
| collective bargaining | the process whereby representatives of employees meet with representatives of management to establish a written contract setting forth working conditions for a specific time, usually one to three years. |
| Equal Employment Opportunity Commission (EEOC) | enforces laws prohibiting job discrimination based on race, color, religion, gender, national origin, handicapping condition or age between 40 and 70. |
| Fair Labor Standards Act (FLSA) of 1938 | established the 40-hour week as the basis of compensation and set a minimum wage. |
| halo effect | the tendency to assume that candidates who are strong (or weak) in one area will also be strong (or weak) in other areas |
| just cause | two distinct parts: (1) management must first prove that the act in question was actually committed in violation of an agency policy and (2) management must show that the discipline imposed was not arbitrary, capricious, unreasonable or discriminatory. |
| Landrum Griffin Act of 1959 | required regularly scheduled elections of union officers by secret ballot and regulated the handling of union funds. |
| National Labor Relations Act of 1935 (Wagner Act) | legalized collective bargaining and required employers to bargain with the elected representatives of their employees. |
| National Labor Relations Board (NLRB) | the principal enforcement agency for laws regulating relations between management and unions. |
| negligent hiring | failure to use an adequate selection process resulting in hiring personnel unqualified or unsuited for law enforcement work; often includes failure to check for prior offenses of misconduct |
| reverse discrimination | giving preferential treatment in hiring and promoting to women and minorities, to the detriment of White males. |
| right-to-work laws | make it illegal to require employees to join a union; established by the Taft Hartley Act of 1938. |
| special employment groups | groups included in affirmative action programs |
| Taft Hartley Act of 1947 | balanced the power of unions and management by prohibiting several unfair labor practices, including closed shops, which prohibited management from hiring nonunion workers. |
| union | any group authorized to represent the members of an agency in negotiating such matters as wages, fringe benefits and other conditions of employment. |
| union shop | must belong to or join the union to be hired. |
| vicarious liability | makes others specifically associated with a person also responsible for that person's actions. |
| yellow-dog contract | makes union membership illegal under the penalty of discharge. |
| zipper clause | clearly states that the contract is a complete, full agreement between the two parties and neither party is obligated to negotiate on other items during the term of the contract. |
| "Law enforcement agencies are hindered in recruitment by a lack of __________ for recruitment, a lack of understanding of the market, and advertising and marketing methods that are out of touch and out of date for today's potential applicant." | strategic planning |
| The reason the hiring process is so critical in law enforcement in part because of __________, which is the legal responsibility one person has for the acts of another. | vicarious liability |
| `Some police departments actively recruit new officers from other professions, not necessarily because of their knowledge of police work but because of their | maturity and stability |
| Many minorities view police as __________, and would never consider joining their ranks; others view law enforcement as a way to a better life. | the enemy |
| The selection process is sometimes lengthy, and the best-qualified candidates are | unwilling to wait for a decision |
| This part of the hiring process is usually conducted by a member of the agency and can prevent many potential problems and save the cost of training an unsuitable employee. | background checks |
| The most widely used psychological screening test by all law enforcement agencies nationwide that measures cognitive ability, quantitative and language reasoning is | Minnesota Multiphasic Personality Inventory |
| The tendency to assume that candidates who are strong (or weak) in one area will also be strong (or weak) in other areas is called | halo effect |
| This law prohibited race discrimination in hiring, placement and continuation of employment for all private employers, unions and employment agencies: | Civil Rights Act of 1964 and 1970 |
| The ADA prohibits employers from discriminating against a __________ in all areas of employment, including hiring, training, promoting, terminating and compensating. | qualified individual with a disability (QID) |
| accreditation | the process by which an institution or agency proves that it meets certain standards. |
| behaviorally anchored rating scales (BARS) | specific characteristics for a position are determined; employees are then rated against these characteristics by on-the-job behaviors in each area. |
| by-the-numbers evaluation | makes evaluations more objective by using a numerical scale for each characteristic or dimension rated. |
| cybernetics | suggest that organizations regulate themselves by gathering and reacting to information about their performance. |
| descriptive statistics | focus on simplifying, appraising and summarizing data. |
| evaluate | to determine the worth of, to find the amount or value of or to appraise. |
| halo effect | tendency to rate one who performs above average in one area above average in all areas or vice versa. |
| horn effect | allowing one negative trait to influence the rater negatively on other traits as well. |
| inferential statistics | focus on making statistically educated guesses from a sample of data. |
| performance appraisal | formal evaluation of on-the-job functioning; usually conducted once or twice a year. |
| performance interviews | private, one-on-one discussions of the performance appraisal by manager and subordinate. |
| pre-evaluation | a procedure to allow those being evaluated to have input by completing a form outlining their accomplishments. |
| promotability/assignment factors | an attempt to make evaluation count for something. |
| standards | targets to be met, including level of performance. |
| valid | appraisals that are well grounded and sound in which the factors rated are job related and the raters are trained. |
| The purpose of __________ is to determine how well individuals within an agency and the agency itself are accomplishing its mission and to make improvements. | evaluation |
| The day-to-day review of a subordinates appearance demonstrates to subordinates that the supervisor is interested in their appearance and this is called | line inspection |
| This type of evaluation is thought by some experts to better than another kind of evaluation. | informal |
| The main purpose of a performance evaluation is to improve employee | performance |
| Those evaluations that usually include a physical and psychological evaluation are very detailed and complicated and are called | fitness-for-duty evaluations |
| Current legislation requires that fitness standards and programs be job related and | scientifically valid |
| This type of interview should be based on comprehensive, accurate records and should focus on employee performance and growth. | performance |
| The most common recommendation for frequency of performance appraisals is __________ and more frequently for employees who perform below expectations. | twice a year |
| This type of rating system is looked upon as being inherently unfair. | percentage ratings |
| Efforts to measure the performance of programs is consistent with the trend toward | evidence-based policing |
| boiled frog phenomenon | based on a classic experiment, suggests that managers must pay attention to change in their environment and adaptor perish. |
| environmental scanning | identifying the factors that are likely to drive the environment, influencing the future; includes social and economic conditions. |
| futuristics | the science of using data from the past to forecast alternatives for the future and to then select those most desirable. |
| The values of society can change faster than the law, and sometimes change for a time in ways __________. This could lead to the spread of activities that are criminal under the law, even though they may be accepted by a substantial portion of society. | the law must not follow |
| Technical competence used to be the most important for management skills, now and in the years ahead __________ are the most important. | people skills |
| The U.S. Supreme Court decision to block __________ by the Department of Homeland Security is a major loss to U.S. security efforts. | data mining |
| International fraud, money laundering and other economic crimes (particularly carried out via the Internet) are a growing problem and one that can be expected to | spread |
| The United States is a target for terrorism now because of its support for | Israel |
| This is changing the ethnic makeup of the United States population. | immigration |
| Internet communications are nearly impossible to protect against interception, and governments around the world are working to ensure their | unfettered access to them |
| Longer life expectancies mean extended careers and longer retirements, raising pension costs for police departments can make __________ difficult for younger officers. | promotion |
| Younger officers do not have the same loyalty, dedication and commitment as previous generations. There is little prospect that __________ will improve. | work ethic |
| The most common existing practice among local law enforcement agencies is that __________ status checks are conducted when police make an arrest. | immigration |
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