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Chapter 06 Flashcards

1
Q
  1. Policing strategy: Emphasizes reducing response time to calls-for-service.
A

Traditional policing strategy.

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2
Q
  1. The policing strategy In which management may strive to concentrate authority at the top of the organizational hierarchy.
A

Traditional policing strategy.

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3
Q
  1. Which policing strategy requires strict obedience to formalized lines of communication and reporting?
A

Traditional policing strategy.

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4
Q
  1. This is strongly determined by the policing strategies adopted by the agency.
A

Police agency’s structure

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5
Q
  1. Police agencies using volunteers should be committed to giving it the same commitment it gives to other programs-by clearly establishing:
A

Volunteer values, vision, mission, and goals.

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6
Q
  1. Policing strategy: Management’s aim is for Decentralization.
A

Problem solving and community oriented strategies.

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7
Q
  1. Policing strategies: An agency oriented toward dispersing authority among lower-level employees uses:
A

Problem solving and community oriented strategies.

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8
Q
  1. Policing strategies: Management allows communication outside formal, vertical lines of authority.
A

Problem solving and community oriented strategies.

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9
Q
  1. Management may aim for decentralization-dispersing authority among lower level employees.
A

Problem solving and community oriented strategies.

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10
Q
  1. Being different types within an agency, these may also emphasize different policing strategies.
A

Divisions, units, departments.

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11
Q
  1. Different divisions, units, and departments within an agency may have different relationship configurations that do not:
A

Reflect the structure of the agency’s formal organizational chart.

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12
Q
  1. In a division that operates on the principles characterizing community policing strategy, unit commanders may communicate freely outside:
A

Formal lines of authority.

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13
Q
  1. Peers in other units and citizen volunteers are considered individuals outside:
A

Formal lines of authority.

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14
Q
  1. How a police agency is structured has close links to what it’s:
A

organizational culture is like.

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15
Q
  1. An agency may be more likely to have a less formal organizational structure when characterized by:
A

By a relatively informal, open culture.

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16
Q
  1. Agencies characterized by a relatively informal, open culture may likely have an organizational structure that is:
A

Less formal and encourages communication across divisions and between individuals who do not have formal authority over one another.

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17
Q
  1. Less formal organizational structures encourage communications across divisions and:
A

Between individuals who do not have formal authority over one another.

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18
Q
  1. This is shaped by the thoughts, speech, actions, values, and beliefs held by people who work in the organization.
A

Organizational culture.

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19
Q
  1. Police agencies may differ in their culture but they share:
A

Common cultural characteristics that make them collectively distinctive from other types of organizations.

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20
Q
  1. These are shared by police agencies, making them collectively distinctive from other types of organizations.
A

Common cultural characteristics.

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21
Q
  1. A police chief can set the tone for the:
A

Organizational culture.

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22
Q
  1. The lines of authority and rules governing communication are rigid in this culture.
A

A reason the traditional command-and-control culture arose.

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23
Q
  1. It enables officers to respond swiftly to calls for service and to resolve crisis.
A

A reason the traditional command-and-control culture arose.

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24
Q
  1. People move quickly to fill their roles the instant the need arises when everyone understands who is in charge of which aspects of a service call or a crisis.
A

A reason the traditional command-and-control culture arose.

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25
Q
  1. Clarity about responsibilities reduces the risk of confusion and delay in officers response time.
A

A reason the traditional command-and-control culture arose.

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26
Q
  1. Organizational cultures: It restricts communication among peers., and limits innovation and creativity.
A

Traditional command-and-control culture.

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27
Q
  1. The reason traditional command-and-control culture limits innovation and creativity.
A

Officers conclude that their ideas are not welcome in the agency’s upper ranks.

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28
Q
  1. This type of culture is believed to prevent police corruption because it does not foster police-citizen familiarity and restricts officer use of discretion.
A

Traditional command-and-control culture

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29
Q
  1. Elements of the command-and-control culture will always be present in every police agency because:
A

Calls for service and crisis will always arise.

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30
Q
  1. Anyone wishing to change an agency’s culture to incorporate elements of community policing should build those elements around the
A

cmnd-n-control structures already present rather than trying to replace the traditional culture.

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31
Q
  1. They have the ability to affect those within their sphere of influence.
A

All personnel in the agency.

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32
Q
  1. All personnel in the agency have the ability to affect those within their sphere of influence, whether or not they are in:
A

Positions of formal authority.

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33
Q
  1. They can slowly alter the culture by demonstrating and encouraging elements of community policing among those within their sphere of influence.
A

Managers and officers at all levels.

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34
Q
  1. Managers and officers at all levels can slowly alter the culture by demonstrating and encouraging elements of community policing among:
A

Those within their sphere of influence.

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35
Q
  1. As these persons hire recruits and instruct them in community policing concepts and applications the agency’s culture may change.
A

Managers

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36
Q
  1. As they modify their beliefs and community policing practices are integrated with traditional policing strategy, the agency’s culture may change.
A

Officers who view community policing with suspicion.

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37
Q
  1. How many forces have been identified by researchers, that give rise to the traditional police culture?
A

six

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38
Q
  1. Six forces that give rise to the traditional police culture:
A

law. ……………………morality…………………………………..
bureaucracy. ………competence…………………………….
safety. ………………..demonstrated individual courage

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39
Q
  1. Of the 6 forces that give rise to traditional culture: It is constant and immutable.
A

Law

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40
Q
  1. Of the 6 forces that give rise to traditional culture: There can be no compromise when it comes to enforcing it.
A

Law

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41
Q
  1. Of the 6 forces that give rise to traditional culture: Theoretically, the police must be impervious to:
A

Pleas of innocence, tears, or bribes.

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42
Q
  1. Toward citizens who violate the law, police must maintain an attitude of:
A

Command and control.

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43
Q
  1. It exists in public organizations, as in private organizations, to ensure adherence to established critical policies & Procedures.
A

The bureaucratic structure.

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44
Q
  1. In combination with the law it forms the formal aspects of traditional police culture.
A

Bureaucracy

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45
Q
  1. A police officers number one priority.
A

Citizen safety

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46
Q
  1. The forces of safety, competence, and morality are all directly related to:
A

Police personnel interactions with the citizens the agency serves.

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47
Q
  1. To ensure citizen and officer safety, officers must make these a priority.
A

Safety, competence, and morality.

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48
Q
  1. Using training to solve whatever problems present themselves during the course of an officer’s designated shift.
A

Competence

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49
Q
  1. In this context it means officers will deal fairly and impartially with all citizens.
A

Morality

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50
Q
  1. Various cultures may define this differently and officers must acknowledge such differences.
A

Morality

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51
Q
  1. Most cultures still uphold these that are common virtually for any society.
A

Universal moral standards

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52
Q
  1. These are associated with the moral and legal wrong of murder.
A

Universal moral standards

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53
Q
  1. This quality appears to determine an officers reputation.
A

Individual courage.

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54
Q
  1. These officers are more revered than those who solve problems through negotiation or occupy desktops.
A

Officers who demonstrate consistent and visible bravery.

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55
Q
  1. This culture rewards courage.
A

Command and control culture.

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56
Q
  1. Many police officers feel isolated from those who do not work in law enforcement as a consequence of:
A

The command and control culture characterizing most police agencies.

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57
Q
  1. As a consequence of the command and control culture characterizing most police agencies, police officers tend to distrust their:
A

Superiors within the department.

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58
Q
  1. As a consequence of the command-and-control culture, many police officers often feel comfortable only in the company of…
A

other officers who are closely associated in rank.

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59
Q
  1. Most police officers believe that any person who is not a police officer cannot understand these.
A

Pressures and unwritten rules inherent in police work.

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60
Q
  1. If an officer’s action is unethical, immoral, or even illegal, there is an almost universal understanding that one doesn’t inform:
A

Police administrators

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61
Q
  1. An officer who assaults an unruly subject after a chase expects the backup officer or partner will support the individual and not advise a:
A

Superior officer.

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62
Q
  1. These officers can be placed in real danger if peers refuse to watch their backs and perilous situations.
A

Reporting officers. (Snitches) (get stitches)

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63
Q
  1. Can take control of emerg situation and de-escalate conflict by using a long-range acoustic device to brdcst warn instr.
A

Police officers as leaders.

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64
Q
  1. Indiv officers can help soften the hard edges of traditional cmnd-and-control police culture by:
A

Shifting fluidly between command-and-control tactics and community policing as dictated by the situation.

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65
Q
  1. Officers with the ability to shift between cmnd and control tactics and Community policing.
A

Leader officers

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66
Q
  1. They are highly effective on the street and elsewhere because they can adapt their behavior as needed to manage different types of situations.
A

Leader officers

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67
Q
  1. They are more likely to negotiate with suspects then approach them with firearm drawn.
A

Leader officers

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68
Q
  1. These officers do not shy away from confrontation.
A

Leader officers

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69
Q
  1. They employ verbal skills first, rather than physical force, to gain control of the situation or offender.
A

Leader officers

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70
Q
  1. These officers, commonly exhibit aggressive behavior.
A

Street officers

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71
Q
  1. Enjoy arresting persons who may become violent so they can subdue and control them.
A

Street officers

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72
Q
  1. These officers participate enthusiastically in situations fraught with danger.
A

Street officers

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73
Q
  1. Many of these officers view leader officers as weak or ineffective.
A

Street officers

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74
Q
  1. Tend to be less effective in most situations than leader officers.
A

Street officers

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75
Q
  1. Most police encounters do not necessitate:
A

Strong verbal commands or the use of force.

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76
Q
  1. Owing to their lack of commo skills and their exclusionary att., they may be unable to deliver calm, reasonable, respectful direction, eg, tactical commo, for de-escalation of conflict and successful resolution.
A

Street officers

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77
Q
  1. Through training these officers can strengthen “soft” skills.
A

Street officers

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78
Q
  1. “Soft” skills (Communication, negotiation, and tolerance) are essential to being a:
A

Leader officer

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79
Q
  1. These officers can and should enhance ability to respond with command-and-control tactics in situations of imminent danger.
A

Leader officers

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80
Q
  1. These standards constitute a key component of a police agencies organizational design and are strongly interlinked with culture.
A

Behavior standards (Standards of conduct)

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81
Q
  1. These standards influence what people say, think, and do in the organization.
A

Behavioral standards

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82
Q
  1. New members of police agencies go through a process to internalize these.
A

Agency’s behavioral standards

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83
Q
  1. Particularly valuable and advantageous behaviors in a police agency:
A

Adapting to change, learning, demonstrating ethical leadership, and placing customers first.

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84
Q
  1. Almost all organizations – police agencies include – establish standards for:
A

Acceptable behavior

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85
Q
  1. Organizations ensure compliance with standards for acceptable behavior through:
A
  1. Employee pre-service/in-service training.

2. Documented/published policies/procedures.

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86
Q
  1. Standards of conduct as defined by the police agency.
A

Behavioral standards

87
Q
  1. These standards are particularly valuable and advantageous to the agencies culture and structure.
A

Behavioral standards

88
Q
  1. Many citizens believe that police officers should be held to a higher standard of behavior, owing to the:
A

authority they possess to enforce the law and the fact they carry weapons.

89
Q
  1. Which officers are encouraged to change their behavior and, if needed, take part in remedial training programs?
A

Those who deviate from accepted behavioral norms.

90
Q
  1. If a person continues to violate codes of behavior, the agency will likely initiate a disciplinary process starting with a formal (__), then move to (__), (__) or (__) if problematic behavior continues.
A

(reprimand) (suspension) (resignation) (termination)

91
Q
  1. In a police organization, new members are first acculturated to the new organization’s behavioral standards through the:
A

Acdmy experience, field trng, and probationary period.

92
Q
  1. Seasoned members of the organization observe and judge new members on how well they:
A

Demonstrate acceptable behavior.

93
Q
  1. This makes making police work unique since it may strongly influence an officer’s personal life, relationships, career opportunities, agency longevity, and professional reputation.
A

Behavior both on and off duty.

94
Q
  1. Police agencies are constantly subjected to change in the form of:
A

New challenges, new theories and practices on how to better serve communities, and new technologies.

95
Q
  1. What two events can trigger change?
A

Internal and external events.

96
Q
  1. This internal change may lead to other mgnt personnel changes, modifications in agency strategies, and daily activities carried out by line officers.
A

A new police chief is appointed.

97
Q
  1. This change occurs when a new governor or mayor mandates new safety initiatives that police agencies are required to implement.
A

External

98
Q
  1. Which agencies adapt fluidly to new developments?
A

The most effective agencies.

99
Q
  1. Updating IT platforms to better track and respond to crime is an example of the most effective agencies doing this.
A

Adapting fluidly to new developments.

100
Q
  1. Modifying their hiring practices to bring in recruits with stronger leadership qualities is an example of the most effective agencies doing this.
A

Adapting fluidly to new developments.

101
Q
  1. They help their agency achieve flexibility needed to keep pace with new developments and deliver better service,
A

Police managers and officers who can adapt to change.

102
Q
  1. Within a police agency, change can take these four forms.
A

radical
incremental
nondirected
directed

103
Q
  1. A major goal of MCI.
A

Empower patrol officers to conduct thorough initial investigations of crime and determine whether follow up by detective or police investigator has merit.

104
Q
  1. The aim of MCI.
A

To create a criminal investigation process that makes more effective/efficient use of police investigators’ time and other agency resources.

105
Q
  1. Three valuable innovations and processes for police agencies that MCI has helped introduce.
A

Improved use of resources. ..
Better collaboration. …………..
More effective trng. …………..

106
Q
  1. ID the innovation: Patrl off considers solvability factors and decides whether to recommend case be closed or referred for follow-up.
A

Improved use of resources

107
Q
  1. If solvability factors are numerous and significant, and agency follow-up investigation policy allows, the patrol officers may recommend he solve the case himself.
A

Improved use of resources

108
Q
  1. MCI: A case continued for follow-up investigation if officers believe it would cause considerable concern in community or as part of a current crime pattern.
A

Improved use of resources

109
Q
  1. ID the innovation: Patrl off considers solvability factors and decides whether to recommend case be closed or referred for follow-up.
A

Improved use of resources

110
Q
  1. If solvability factors are numerous and significant, and agency follow-up investigation policy allows, the patrol officers may recommend he solve the case himself.
A

Improved use of resources

111
Q
  1. MCI: A case continued for follow-up investigation if officers believe it would cause considerable concern in community or as part of a current crime pattern.
A

Improved use of resources

112
Q
  1. Under MCI, who could become investigation supervisors with the knowledge and skills necessary to assign cases for closure or follow up?
A

Patrol supervisors

113
Q
  1. Gradual adoption of new ways of operating designed to improve community service over time
A

Incremental change

114
Q
  1. Carefully planned, strategic process designed to improve EVERY area of a police agency.
A

Directed Change

115
Q
  1. Through this change a police agency adapts slowly, over time, to new or tested approaches.
A

Incremental change

116
Q
  1. change example: an agency agrees to participate in (911) emergency communication arrangements.
A

Incremental change

117
Q
  1. Progress is formally evaluated during and after this change is implemented.
A

Directed change

118
Q
  1. This change is agency wide, comprehensive, and formal.
A

Directed change

119
Q
  1. This change occurs when a police agency installs a new computer system.
A

Directed change

120
Q
  1. This change must not be implemented in a disjointed, random manner, rather it must be planned for and executed carefully, step-by-step.
A

Directed change

121
Q
  1. With this change one person takes charge of overall implementation, delegating various stages to subordinates.
A

Directed change

122
Q
  1. This change is a less formal process and affects only those individuals who implement it.
A

Nondirected change

123
Q
  1. This change occurs when command officers direct crime prevention personnel to make early-morning stops of pedestrians to ID them.
A

Nondirected change

124
Q
  1. When/why police experts intro new ldrshp concepts and re-examined principles attributed to Sir Robert Peel?
A

In the 1980s in response to changes in society at large.

125
Q
  1. The Emphasizing of strengthening community relationships during the 1980’s were fueled by these pivotal developments.
A
  1. Advent of community policing.
  2. Tech advances.
  3. Demand for new standards of police professionalism and accountability.
126
Q
  1. New Developments in policing demand a new style of police leadership that promises to extend from the:
A

Top level of agency management down to line officers on the street.

127
Q
  1. They are notoriously resistant to change.
A

Police officers

128
Q
  1. These can sabotage a transformation effort in any organization, not just a police agency.
A

Lack of willingness or inability to adapt to change.

129
Q
  1. To boost chances of succeeding, this should be introduced slowly and methodically.
A

A change initiative

130
Q

150.They should make change transparent all of their agency by issuing regular progress reports and notices of upcoming changes to the entire agency.

A

Police leaders

131
Q
  1. They should establish a sense of urgency – a feeling that change must happen for the agency to survive and thrive.
A

Police leaders

132
Q
  1. Pointing out the agency will lose funding or be required to implement a Reduction in force, is an example of:
A

Establishing a sense of urgency

133
Q
  1. To boost the chances of organizational change succeeding, police leaders should build a committed coalition including:
A

Key internal stakeholders, key external stakeholders.

134
Q
  1. Which stakeholders can help drive change by convincing skeptics of its value?
A

Key internal and external stakeholders.

135
Q
  1. These guidelines help police leaders effect organizational change.
A
  1. Intro chg initiative slowly/methodically.
  2. Est sense of urgency.
  3. Bld committed coalition of stkhldrs.
  4. Develop plan to implement chg.
  5. Continually commo chg effort’s status to all.
136
Q
  1. Openness and the ability to learn is a highly desirable behavior in a police agency because it enables people to…
A

adapt to change.

137
Q
  1. In the past, leaders often drove change by having:
A

Subordinates engage in training.

138
Q
  1. Given the complexity of changes facing police agency’s today, it is no longer sufficient for leaders to drive change by having…
A

subordinates take part in training.

139
Q

151.To position agency personnel to adapt to change, leaders must now create:

A

An environment that fosters organizational learning.

140
Q
  1. In the environment that fosters organizational learning, individuals of a police agency are…
A

Constantly strengthening their KSA’s to adapt to change.

141
Q
  1. Social process in which individuals interact to exchange info that enables them to make well-informed decisions.
A

Organizational learning

142
Q
  1. Police can use these meetings to learn about citizen concerns first hand.
A

Community meetings

143
Q
  1. These meetings have traditionally been used to enable residents to express their opinions.
A

Town meetings

144
Q
  1. People use the following types of learning processes in mastering the ability to change:
A

Adaptive learning
Proactive learning
Experimentation

145
Q
  1. Learning process in which people make changes in reaction to alterations in their environment.
A

Adaptive

146
Q
  1. When people drive over a pothole then swerve the next time to avoid the it illustrates this learning process.
A

Adaptive learning

147
Q
  1. Learning process when people modify behavior, and work process deliberately by anticipating what might change in their environment then deciding how to prepare.
A

Proactive learning

148
Q
  1. Learning process: In preparation employees review information about other agencies a new chief worked previously.
A

Proactive learning

149
Q
  1. Learning that goes beyond reacting to environmental change, and it positions people to prepare for the future.
A

Proactive learning

150
Q
  1. Learning process: trying something new then using info/insights from the effort to effect change.
A

Experimentation

151
Q
  1. An org in which people can learn and adapt as part of SOP is…
A

Remarkably effective

152
Q
  1. Systems for generating and exchanging information create conditions that…
A

foster organizational learning

153
Q
  1. Willingness/ability to draw lessons from experiences and apply the lessons in new situations describe…
A

abilities essential to learning.

154
Q
  1. Becoming a learning organization is a long-term process and commitment that begins at the top level of the organization and is (__) to (__) leaders.
A

directed, subordinate

155
Q
  1. Most police agencies do not possess (__), (__), (__ __), with the leadership talent necessary to spearhead a transition from (__)-and-(__) to organizational learning.
A

(managers) (supervisors) (line officers)

command) (control

156
Q
  1. The best leadership programs (__) the challenges of transforming an organization’s (__) into one of (__).
A

(acknowledge) (culture) (learning)

157
Q
  1. The best leadership programs familiarize (__ __) with the change process.
A

(aspiring leaders)

158
Q

The best leadership programs explain how continual learning supports an agency’s (__) and (__).

A

(Mission) (objectives)

159
Q
  1. Programs that merely refresh topics recruits have already encountered in school or through other training experiences.
A

In service training programs

160
Q
  1. To support organizational learning, leadership programs must be go beyond refreshing topics already learned and cover:
A
  1. Org change processes
  2. Proactive learning
  3. Value of conducting research
161
Q
  1. These leadership programs need to teach (__ __) how to make continual learning a (__ __) in their agency.
A

(aspiring leaders) (core value)

162
Q
  1. Organizational learning cannot occur unless:
A

Leaders create conditions that foster it and encourage abilities essential to learning.

164
Q
  1. A police agency cannot become a learning organization until it develops:
A

Leaders at all levels that will drive the effort.

165
Q
  1. Agencies must groom personnel for leadership roles through an:
A

Organized leadership program

166
Q
  1. The best leadership programs provide support for learning in the form of:
A

Learning teams and executive coaching.

167
Q
  1. Most police agencies only scratch the surface of organizational learning by providing:
A

In-service training programs

168
Q
  1. Willingness/ability to do what ought to be done in any situation and encourage, motivate, and influence others to behave ethically.
A

Ethical leadership

169
Q
  1. Three questions to determine whether behavior is ethical or unethical is whether it adheres to:
A
  1. Laws and govt codes?
  2. Stds of ethical behavior defined by my agency?
  3. Stated professional stds of ethical behavior?
170
Q
  1. to this type of dilemma cannot be resolved police personnel by relying solely on documented codes of conduct .
A

A true ethical dilemma.

171
Q
  1. THE dilemma which police personnel cannot resolve by relying on documented codes of conduct.
A

A true ethical dilemma.

172
Q
  1. To resolve true ethical dilemmas, police personnel must augment resources by learning to…
A

weigh the complex ramifications of each proposed course of action and make informed judgment calls.

173
Q
  1. Putting customers first by understanding and exceeding their expectations and requirements has become an Important…
A

behavioral standard.

174
Q
  1. Thanks to this concept of a (__ __) cop, many police agencies are searching for new ways to engage the public.
A

(customer oriented)

175
Q
  1. Police agencies represent their local and state governments as visible and recognizable…
A

providers of service to customers.

176
Q
  1. Customer is any (__), (__), or (__) that receives a product or service and is directly served by an individual or organization.
A

(individual) (group) (organization)

177
Q
  1. Three types of police agency customers:
A
  1. Citizens
  2. Other pub agcys served by police
  3. Internal customers
178
Q
  1. Individuals, neighborhoods, community grps, and businesses in the jurisdiction represent this customer type.
A

Citizens

179
Q
  1. Code officers and EMS services requesting assistance from police.
A

Other pub agencies served by police

180
Q
  1. Groups or individuals w/in a police agency, served by other groups.
A

Internal customers

181
Q
  1. A team provides in-service training to officers, and the ME’s office works closely with the Crime invest Unit, illustrates this customer type.
A

Internal customers

182
Q
  1. Services that police AGENCIES offer customers.
A
  1. Primary activities police perform.

2. Providing info to customers.

183
Q
  1. Explaining how residents can make their home burglar resistant, patrolling neighborhoods, solving crime and apprehending criminals.
A

Primary activity police perform.

184
Q
  1. Crime stats, accident reports, written overview of pub safety initiatives, and driving directions to citizens.
A

Providing info to customers

185
Q
  1. Have a tendency to focus more on completing tasks than knowing and meeting customers changing needs.
A

Police managers

186
Q
  1. Like all customers, those served by this entity have constantly evolving needs.
A

Police agency

187
Q
  1. A police (__) may also offer services that differ from what customers are say they need.
A

(organization)

188
Q
  1. (__ __) can know how customer needs are shifting by gathering information, then using it to (__) the services they provide.
A

(Agency personnel) (modify)

189
Q
  1. Use of data to identify seasonal patterns in convenience store robberies, then design a patrol strategy.
A

Agency knowing how customer’s needs are shifting.

190
Q
  1. By knowing how their customers needs change, (__ __) can effectively allocate (__ __) to efforts that produce the best possible service for the (__).
A

(Police managers) (agency resources) (community)

191
Q
  1. In monitoring changing needs, (__ __) must determine not only what each customer wants but also when service will be provided.
A

(Police administrators)

192
Q
  1. They must determine why a particular service is needed, how long it will last, and what other services may be attached to the request.
A

Police administrators

193
Q
  1. To further determine and fulfill customers service needs, (__ __) can segment customers into groups based on similar (__), (__), (__), and other variables affecting how a police agency delivers services.
A

(Police Managers) (needs) (expectations) (conduct)

194
Q
  1. Satisfied customers are crucial to any police agency’s (__), if not it’s very (__).
A

(success) (survival)

195
Q
  1. They can help ensure their agency receives the resources to serve communities in its jurisdiction well by working to anticipate/satisfy customer’s needs.
A

“Customer-oriented cops”

196
Q
  1. This refers to the configuration of relationships within an organization.
A

Organizational structure

197
Q
  1. This is reflected in it’s vertical relationships, horizontal relationships, community relationships.
A

Police agency’s organizational structure.

198
Q
  1. Explaining how residents can make their home burglar resistant and patrolling neighborhoods.
A

Primary activity police perform.

199
Q
  1. Who has authority over whom; who reports to whom.
A

Vertical relationships

200
Q
  1. Who collaborates and communicates with whom.
A

Horizontal relationships

201
Q
  1. Depicts vertical and horizontal relationships.
A

Organizational chart

202
Q
  1. How agency personnel collaborate with citizens and community leaders to deliver better service.
A

Community relationships

203
Q
  1. The levels of authority and numbers of ranks, positions and functions illustrated in an organizational chart differ depending on:
A

agcy size, community size, scope/nature of pub safety probs, policing stratgys emphasized by agcy

204
Q
  1. Illustrates the levels of authority and numbers of ranks, positions and functions of an agency.
A

Organizational chart

205
Q
  1. Should flow down through the chain of command from higher to lower levels in a police agency.
A

Authority and decision making

206
Q
  1. Concept that each individual working in the agency should report to only one supervisor.
A

Unity of Command

207
Q
  1. Concept that each unit or situation should be under the control of a single individual.
A

Unity of Command

208
Q
  1. Idea that each manager in a police agency should supervise only a reasonable number of individuals or units.
A

Span of Control

209
Q
  1. Depicts those with the highest levels of authority at the top and those with lower levels of authority below them.
A

Police agency’s organizational chart

210
Q
  1. Typically flow up or down through the chain of command.
A

Official discussions

211
Q
  1. In the middle, a police agency’s organizational chart typically shows..
A

Captains, lieutenants, sergeants.

212
Q
  1. Near the bottom, a police agency’s organizational chart typically shows..
A

officers, civilian personnel (admin asst, clerks, secretaries, budget personnel).

213
Q
  1. Vertical relationships depicted in a police agency’s organizational chart are strongly informed by…
A

chain of command
unity of command
span of control

214
Q
  1. At the top, a police agency’s organizational chart typically shows..
A

Chief of police, Sheriff, director, police commissioner.

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