Chapter 13

Question 1

The supervisor who is dissatisfied with his agency’s stature and accomplishments can ____pg 260

Answer 1

Work within his own sphere of influence to change attitudes and actions

Question 2

______ is one of the “buzzwords” of the latest generations of cops , and supervisor who brings them into the problem solving exercise may see good results pg 265

Answer 2

Empowerment

Question 3

Most of the time problems with operational efficiency of a police organization can be accurately attributed to short comings in resources available , procedures and 259

Answer 3

Administrative functions
Personnel skills
Supervisory leadership

Question 4

Some have declared the oncoming generation of employees to be yet another “special problem” for today’s police supervisor. Known as the ‘_____ or simply the next generation pg 264

Answer 4

Nexters

Question 5

Who are the nexters __ pg 264

Answer 5

The generation after generation X AND BABY BOOMERS

Question 6

It has been stated that the first line supervisor is something of a ______ creation of 249

Answer 6

Hybrid

Question 7

The old “ follow the golden rule” advice maybe pertinent to many aspects of good organizational survival skills It is just common sense that the individual who treats others fairly and with genuine empathy receives the same treatment in turn, at least most of the time. There is no better advice for organizational survival in the contemporary police agency.
pg 254

Question 8

Surviving the police organization means walking with care in several areas. One of those areas involves the reputation for restraint (or lack of same) that the supervisor builds for himself. The leader who earns the label of big mouth or rabble rouser will not go very far in the organization. Neither will the supervisor who develops the reputation of being a jellyfish who wants to agree to everything and please everybody. Some unfortunate police organizations have all of both types that they need. No others need apply. Pg 254

Question 9

Internal strife, in whatever form it arises in the police organization, is as destructive to employee morale as it is to the quality of service provided to the___ pg 257

Answer 9

Public

Question 10

The strife generated by internal bickering creates public doubts in the police agency’s effectiveness if it is allowed to continue unabated. Continuing dissension cannot help but become fodder for community conversation. a police organization that makes the news more often through internal convulsions than via crime prevention and suppression cannot hope to retain public confidence for long. The police supervisor will suffer along with the other members of the organization when that shortage of public faith surfaces.

Question 11

Most of the time, problems with the operational efficiency of a police organization can be accurately attributed to shortcomings in resources available, procedures, personnel skills, administrative functions or ____ pg 259-260

Answer 11

Supervisory leadership

Question 12

A head in the sand attitude is unacceptable conduct for the police pg 261

Answer 12

Professional

Question 13

Absolutely and finally failing in his attempts to dislodge corruptive practices in his organization, the supervisor is faced with disobeying yet one more cardinal rule of his calling. He may ultimately be forced to go outside his agency for help. Never an easy decision, it is one made as last and desperate resort in the cause of law enforcement pg 263

Question 14

Diversity issues also will be of continuing interest to the ethical police supervisor. Fairness and an absence of bias are the guideposts of the competent supervisor’s personal policy on diversity. Pg 264

Question 15

Some have declared the oncoming generations of employees to be yet another “___” for today’s supervisor pg 264

Answer 15

Special problem

Question 16

One experienced detective sergeant left his police department to invest his life savings and his family’s happiness in a venture he had always wanted
to try: pg 251

Answer 16

Dairy farming

Question 17

The old” ______adage could prove
invaluable to the marginally dissatisfied supervisor. Pf 251

Answer 17

Look before you leap

Question 18

The ____supervisor will avoid making momentous decisions career-related or otherwise-during moments of personal depression or unhappiness.pg 252

Answer 18

Dissatisfied but intelligent

Question 19

The _____also knows better than to second-guess the decisions and actions of his peers. Pg 253

Answer 19

Organizational survivor

Question 20

Probably no one in the police organization is held in more contempt by the street cop or street supervisor than is the _____regardless of his rank or position in the agency.253

Answer 20

Deskbound Monday morning
quarterback

Question 21

The organizational survivor does not jump the chain of command in his efforts to get a task accomplished, no matter how lofty the task or how noble his motives.

Question 22

When the situation at hand does require immediate intervention by a supervisor, that supervisor relates his actions and why they were necessary to the corrected employee’s supervisor as soon as possible. He knows that getting there ahead of the employee’s own explanation, which may be somewhat self-serving, does not hurt, either.

Question 23

The wise supervisor remembers that an informed boss is generally a reasonably content leader, and he avoids keeping important facts from him. Pg 254

Question 24

The supervisor intent upon surviving in a healthy organization does more than challenge gossip originating from his subordinates. He also abides by a self-imposed rule of never engaging in rumor-carrying himself. Pg 255

Question 25

The good leader does not agitate and foment just to see the smoke rise. If he has a worthwhile standard to bear, he first gets his facts in order. He then presents them in a calm, logical fashion. Reason is his weapon;emotion is not.

Question 26

Only after the supervisor has done his utmost to change an unacceptable situation and found it unchanging can he be excused for divorcing himself from an unacceptable organization.

Question 27

Diplomacy is one thing; hypocrisy is quite another.

Question 28

Neutrality in a destructive internal fight does not indicate weakness. It may instead be an island of reason and common sense in an otherwise stormy and unproductive atmosphere.

Question 29

It is neither unusual nor inappropriate for police employees and supervisors to be dissatisfied to some extent with the status quo. That is a good indicator of their own job interest, professionalism, and devotion to a calling they see as important. Likely, they are all “Alpha” dogs.

Question 30

Organizational incompetence is not something that the police supervisor has to accept as “just the way things are.” An organization’s inability to carry out successfully the role assigned to it is something that should do more than concern and upset the ethical police leader. It should also motivate him to do something about the negative state of affairs.

Question 31

The supervisor confronted by solid evidence of bribery, payoffs, protection rackets, purchased promotions, or other police abuses of the criminal justice system has several options available to him. Perhaps his easiest course of action is total inaction: he does nothing. He can vow that his own actions will be pure in character, and what others do is none of his business.

Question 32

The ethical leader who knows of the existence of corruption, regardless of the level at which it exists in the police organization, must do something constructive about it. He becomes touched by the corrupting influence himself if he tacitly acknowledges its existence yet refuses to act against it. A head in the sand attitude is unacceptable conduct for the police professional.

Question 33

An ethical response by the police supervisor is absolutely necessary.

Question 34

The supervisor faced with an organization containing more than isolated incidences of corruption is in rough straits. He must search for the individual or individuals within his chain of command who will help him bring the monster to bay.

Question 35

Although the concerns may seem minor indeed when placed alongside the worries of a supervisor faced with corruption in his agency, staying up to date on the burning issues of the day is important for the successful police leader, too.

Question 36

Openness and honesty on the part of the leader likely will be returned in kind. It is also likely that the more
“extreme” members of this generation probably have not chosen law enforcement for a career, thereby making it less likely that the police supervisor will have to deal with their foibles in the first place.

Question 37

The smart supervisor will give them room and permission to solve a given problem for themselves. “Empowerment” is one of this generation’s buzzwords, and the supervisor who wisely brings them into the problem-solving exercise may see good results. A word of caution: they may not arrive at the same solution he would devise, or get there via the same route he would take.

Question 38

Bad bosses come in a variety of types, shapes, sizes, and genders. They range from the merely irritating to the dangerous and perhaps certifiable. Their bad behavior can be manifested in almost endless forms.

Question 39

the real world, however, the supervisor with a bad boss adjusts and compensates for a bad superior rather that expecting him to change greatly. If he does change, that’s all the better. If the situation remains static, the survival-conscious supervisor will have minimized the obstruction to his own efforts at being a good leader. It can be done.

Question 40

Organizational survival can prove just as much of a challenge as street survival in many law enforcement organizations.

Question 41

His own ethics forbid a supervisor from participating in or covering up for dishonest or unethical behavior.

Question 42

____can help the supervisor assure that major difficulties in the areas of discrimination and harassment do not arise in the first place? 263

Answer 42

A “no tolerance” attitude, communicated by his words and actions to his subordinates.

Question 43

_______ is oftentimes the best way of addressing a boss problem?

Answer 43

Confronting the boss honestly and tactfully