Chapter 5

Question 1

Community policing is a philosophy that does this to the role of police in society.

Answer 1

Broadens

Question 2

This model of police administration has its roots in the London Metropolitan Force in London.

Answer 2

Military or Bureaucratic

Question 3

The German sociologists Max Weber, was the first to outline the principles of orgainzation. Weber studied (1) these two organizations to understand why complex organizations were effective.

Answer 3

1. the church

2. the Army

Question 4

What is a negative side effect of the principle of hierarchy?

Answer 4

Communication is inhibited wheras orders and commands flow down to the bottom of the department, but little information is passed upward

Question 5

What is a negative side effect of specialization or the division of labor?

Answer 5

Units often fail to coordinate their activities or work together when tackling complex problems

Question 6

What is a negative side effect of official policies and procedures (or rulification)?

Answer 6

Failure to use innovative solutions to problems to concentrate on procedures as opposed to solving problems.

Question 7

What is a negative side effect of recorded decisions?

Answer 7

Too much emphasis is paced on enduring that the documents are properly completed and recorded while actual police work may be neglected.

Question 8

What is a negative side effect on positional authority?

Answer 8

It often does not recognize the ability or expertise of lower-level subordinates who may be able to contribute to the solution of the problems.

Question 9

These organizations are more open and delegate higher levels of responsibility at the operational levels of the organization.

Answer 9

Organic organizations

Question 10

Organic organizations delegate decision making to the lowest level in the organization. Unit commanders, rather than top administrators, should be making decisions about priorities and which problems have a higher priority. This is best accomplished through these, where officers of all ranks meet yo discuss problems.

Answer 10

Vertical staff meetings

Question 11

This type of planning simply is the identification of goals and objuectives, and a determination of how they will be achieved?

Answer 11

Strategic planning

Question 12

Strategic planning in the traditional police department generally has two components. What are they?

Answer 12

1. First, the department tends to respond to crime and calls of servoce as it has traditionally,
2. Second, the department reacts when a significant problem arises.

Question 13

In addition to obtaining information from the jurisdiction’s elected officials, police administrators should solicit information from all sorts of citizens within the community including: (5)

Answer 13

1. civic organizations
2. business leaders
3. community leaders
4. neighborhood groups
5. individuals

Question 14

There are several mechanisms available to the police administrator that can be used to facilitate communications with the community, They include: (3)

Answer 14

1. Neighborhood Counsels
2. Chief’s Advisory Committee
3. Special Committees

Question 15

Neighborhood Counsels–These counsels often are comprised of leaders such as:

Answer 15

a. religious leaders,
b. business people,
c. community activists, and
d. ordinary citizens who have community concerns.

Question 16

These provide feedback on what are the most pertinent problems in a neighborhood and neighborhood expectations of the police.

Answer 16

Neighborhood Counsels

Question 17

Committee members should represent large diverse constituences. Such a committee can provide broad based opinions and ideas about community problems and police initiatives. What type of committee does this describe?

Answer 17

Chief’s Advisory Committee

Question 18

These committees are generally devoted to a particular problem or area. What type of committee does this describe?

Answer 18

Special Committee

Question 19

police administrators should attempt to improve communications within the department. As such there are several vehicles that can be used including: (3)

Answer 19

1. Command or Administrative Staff Meetings (at a minimum, they should occur weekly)
2. Quality Circles
3. Unit Meetings

Question 20

These are formed to deal with significant problems in the department such as use of force, increase in auto thefts, or change in policies?

Answer 20

Quality Circles

Question 21

The most effective way of collating the information is by:

Answer 21

Geography

Question 22

It is a managerial process that uses crime analysis information. It consists of periodic meetings, usually weekly or monthly, where unit commanders and management staff are assembled to discuss crime problems. The foundation of the meetings is crime maps showing the crimes and crime trends in various patrol areas:

Answer 22

COMPSTAT

Question 23

The COMPSTAT process also consists of a comprehensive reporting system whereby crime information is shared by all participants in New York consisting of three distinct, weekly reports:

Answer 23

1. The COMPSTATE Report (which provides a ranking of the precincts by crime and arrests)
2. The Commander Profile Report (serves as a report card on how managers are dealing with their crime problems and their units)
3. The Crime Mapping Report (provides commanders with visual accounts of crime and calls of service in their commands)

Question 24

A deficiency in many of the current COMPSTAT programs is that the analysis and discussions center exclusively on this:

Answer 24

Crime statistics

Question 25

The current COMPSTAT system presents three problems:

Answer 25

1. it deems citizen and community inout as being irrevelant 2. problems identified through citizen input may be more important or critical 3. merging citizen input with crime analysis and COMPSTAT data may result in a comprehensive understanding of crime problems and the identification of more effective solutions

Question 26

Supervision is the key to the successful implementation of community policing, and administrators must ensure that middle managers and supervisors understand and embarce it. This is best achieved through:

Answer 26

1. training 2. policies 3. direction

Question 27

Engel has identified four distinct types or styles of police supervisors:

Answer 27

1. the Traditional Supervisors (expects aggressive policing from subordinates) 2. Innovative Supervisors (embrace community policing) 3. Supportive Supervisors (relationship oriented) 4. Active Supervisors (very active-making arrests, writing citations, as well as supervising officers)

Question 28

Community policing often fails because of resistance from:

Answer 28

1. line officers 2. managers 3. police unions 4. specialized units

Question 29

Police departments that are committed to community policing should attempt to select and train supervisors in the:

Answer 29

Innovative style

Question 30

These meetings can be used as a technology transfer and organizatinoal develomental tool:

Answer 30

COMPSTAT

Question 31

One aspect of community policing that has received insufficient attention is:

Answer 31

Implementation

Question 32

There appear to be 8 steps in the change process that should occur or be approximated when implementing community policing: (8)

Answer 32

1. Performance gap 2. Recognize a need for change 3. Creating a proper climate for change 4. Diagnosing the problem 5. Identifying alternative strategies 6. Selecting the strategy 7. Determining and operationalizing implementattion strategy 8. Evaluating and modifying the strategy

Question 33

This refer to a situation where the department's performance does not match citizen expectations.

Answer 33

Performance gap

Question 34

This relates to actions whereby admnistrators prepare and sell change to departmental constituents, perceptions, values, and commitments must be changed throughout the chain of command.

Answer 34

Creating the proper climate for change

Question 35

Changing values is not definitive; they must be unannounced change in departmental goals, reward-punishment systems, mangement, supervision, personnel practices, and leadership. Sparrow summarizes the extent to which change must be implemented:

Answer 35

- Most talented and promising personnel into newly defined jobs - Making it clear that route to promotion lies within such jobs - Disbanding those squads and body and add weight to the traditional values - Re-catagorizing the crime statistics according totheir effect on the community - Redesigning the staff evaluation system to take account of contributions to the nature and quality of community life - Providing in-service training and problem solving skills for veteran officers and managers - Altering the nature of the training given to new recruits to include problem solving skills - Establishing new communication channels with other public services - A contracting for annual community surveys for a period of years

Question 36

Actions which should prepare a department for community policing: (4)

Answer 36

1. breaking down barriers to change 2. educating its leaders and rank-and-file members for CP 3. reassuring members CP has not been imported from outside but was an outgrowth of programs already in place 4. reduce the likelihood that members will reject as foreign or not appropriate

Question 37

Basically there are 2 strategis for implementing CP: piecemeal strategies and comprehensive strategies. This model attemots to introduce CP concepts and techniques through the department.

Answer 37

The Comprehensive Model

Question 38

Basically there are 2 strategies for implementing CP: piecemeal strategies and comprehensive strategies,. This approach introduces it to a specialized unit charged with CP throughout the community or area that supplants traditional policing.

Answer 38

The Piecemeal Approach

Question 39

Toch and Grant used this term to describe units that were out of the mainstream. In their worst for, such units becomes ridiculed, criticized, and undermined by other units or personnel.

Answer 39

Innovative ghettos

Question 40

Walsh found four major stumbling blocks for officers involved in community policing: (4)

Answer 40

1. lackof support and understanding from supervisors and officers 2. minimal managerial support 3. no job descriptions for CP officers and supervisors 4. no policy or directives regarding community policing

Question 41

These people have the responsibility of monitoring and evaluating community policing once its in place. They must identify any irregularities or problems and ensure operatinal corrections are made.

Answer 41

Middle and upper management

Question 42

Once CP is implemented, administration must take measures toensure that it becomaes institutionalized. They must develop this type of structure which will continously encourage officers touse community policing.

Answer 42

A reward and reinforcement structure

Question 43

Officers should have what percentage of their patrol time committed to engage the community.

Answer 43

30-40 %

Question 44

How can a Police Department's organization be altered to meet the needs of community policing?

Answer 44

1. First, police leadership must be changed. Police administrators must be committed to community policing. 2. Second, community policing consists of two very important elements: community partnerships and problem solving. These two elements must permeate that apartment from top to bottom. 3. Third, the police department must change its culture. This means that a department must examine its policies and procedures to ensure they facilitate and encourage community policing.

Question 45

The first step of any problem-solving effort should be to:

Answer 45

prioritze crime and disorder problems

Question 46

Weisburd and his colleagues found that the concentration of crime in hotspots is fairly stable over time. Also, there are different types of hotspots (4):

Answer 46

1. Street drug markets 2. Gun violence 3. Violent crime 4. Crime and disorder

Question 47

Community policing often fails because of resistance from:

Answer 47

1. line officers, 2. managers, 3. police unions, 4. specialized units

Question 48

The most appropriate style of leadership when implementing and sustaining community policing is:

Answer 48

transformational leadership

Question 49

This is a process where "the leader attempts to broaden the onterests and horzons of subordinats and move the organization in new direction".

Answer 49

transformational leadership

Question 50

Schermerhorn has identified the elements of transformational leadership (5):

Answer 50

1. IT REQUIRES THAT THE LEADER HAVE A VISION.. The vision must consist of a sense of direction; this direction must be indicated to the organization. 2. THE LEADER MUST HAVE CHARISMA, OR THE ABILITY TO MOTIVATE AND INSPIRE others toward accomplishing objectives. 3. SYMBOLISM IS IMPORTANT.. Whether it is the creation of new units, or commendations, the organization must have visible vestges of the new direction-community policing. 4. SUBORDINATES MUST BE EMPOWERED to become involved in the new strategy, including self-motivation as well as direction from top administrators. 5. THE LEADER MUST HAVE INTEGRITY. This means the leader must be open and honest about changes.