Chapter 6 Organization Designs Flashcards
1
Q
Policing strategy: Emphasizes reducing response time to calls-for-service. p. 141
A
Traditional policing strategy. (p.141)
2
Q
The policing strategy of an agency that emphasizes reducing the response time calls for service.
A
Traditional policing strategy. (p.141)
3
Q
The policing strategy In which management may strive to concentrate authority at the top of the organizational hierarchy.
A
Traditional policing strategy. 141
4
Q
Which policing strategy requires strict obedience to formalized lines of communication and reporting?
A
Traditional policing strategy.
5
Q
This is strongly determined by the policing strategies adopted by the agency.
A
Police agency’s structure
6
Q
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.
7
Q
Policing strategy: Management’s aim is for Decentralization.
A
Problem solving and community oriented strategies.
8
Q
Policing strategies: An agency oriented toward dispersing authority among lower-level employees uses:
A
Problem solving and community oriented strategies.
9
Q
Policing strategies: Management allows communication outside formal, vertical lines of authority.
A
Problem solving and community oriented strategies.
10
Q
Management may aim for decentralization-dispersing authority among lower level employees.
A
Problem solving and community oriented strategies.
11
Q
Being different types within an agency, these may also emphasize different policing strategies.
A
Divisions, units, departments.
12
Q
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.
13
Q
In a division that operates on the principles characterizing community policing strategy, unit commanders may communicate freely outside:
A
Formal lines of authority.
14
Q
Peers in other units and citizen volunteers are considered individuals outside:
A
Formal lines of authority.
15
Q
How a police agency is structured has close links to what it’s:
A
organizational culture is like.
16
Q
An agency may be more likely to have a less formal organizational structure when characterized by:
A
By a relatively informal, open culture.
17
Q
An agency characterized by a relatively informal, open culture may be more likely to 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.
18
Q
Less formal organizational structures encourage communications across divisions and:
A
Between individuals who do not have formal authority over one another.
19
Q
This is shaped by the thoughts, speech, actions, values, and beliefs held by people who work in the organization.
A
Organizational culture.
20
Q
Police agencies may differ in their culture but they share:
A
Common cultural characteristics that make them collectively distinctive from other types of organizations.
21
Q
These are shared by police agencies, making them collectively distinctive from other types of organizations.
A
Common cultural characteristics.
22
Q
- A police chief can set the tone for the:
A
Organizational culture.
23
Q
Organizational cultures: The lines of authority and rules governing communication are rigid in this culture.
A
Traditional command-and-control culture.
24
Q
Organizational cultures: It enables officers to respond swiftly to calls for service and to resolve crisis.
A
Traditional Command and control culture
25
Organizational cultures: Everyone understands who is in charge of which aspects of a service call or a crisis.
Traditional command-and-control culture
26
Organizational cultures: People move quickly to fill their roles the instant the need arises.
Traditional command-and-control culture
27
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.
28
Organizational cultures: Clarity about responsibilities reduces the risk of confusion and delay in officers response time.
Traditional command-and-control culture
29
This reduces the risk of confusion and delay in officers response time.
Clarity about responsibilities.
30
Organizational cultures: It restricts communication among peers.
Traditional command-and-control culture.
31
Organizational cultures: It limits innovation and creativity.
Traditional command-and-control culture
32
The reason traditional command-and-control culture limits innovation and creativity.
Officers conclude that their ideas are not welcome in the agency's upper ranks.
33
Organizational cultures: This type of culture is believed to prevent police corruption.
Traditional command-and-control culture
34
Organizational cultures: Does not foster police-citizen familiarity.
Traditional command-and-control culture.
35
Organizational cultures: Restricts officer use of discretion.
Traditional command and control culture.
36
The reason traditional command-and-control culture is believed to prevent police corruption:
Because it does not foster police citizen familiarity and restricts officer use of discretion.
37
Elements of the command-and-control culture will always be present in every police agency because:
Calls for service and crisis will always arise.
38
Organizational cultures: These will always be present in every police agency because calls for service and crisis will always arise.
Elements of the command-and-control culture.
39
Anyone wishing to change an agency's culture to incorporate elements of community policing should:
Build those elements around the command-and-control structures already present rather than trying to replace the traditional culture.
40
All personnel in the agency have the ability to affect those:
Within their sphere of influence.
41
They have the ability to affect those within their sphere of influence.
All personnel in the agency.
42
All personnel in the agency have the ability to affect those within their sphere of influence, whether or not they are in:
Positions of formal authority.
43
They can slowly alter the culture by demonstrating and encouraging elements of community policing among those within their sphere of influence.
Managers and officers at all levels.
44
Managers and officers at all levels can slowly alter the culture by demonstrating and encouraging elements of community policing among:
Those within their sphere of influence.
45
As these persons hire recruits and instruct them in community policing concepts and applications the agency's culture may change.
Managers
46
As they modify their beliefs and community policing practices are integrated with traditional policing strategy, the agency's culture may change.
Officers who view community policing with suspicion.
47
How many forces, that give rise to the traditional police culture, have been identified by researchers?
6
48
Six forces that give rise to the traditional police culture:
Law, bureaucracy, safety, competence, morality, and demonstrated individual courage.
49
Six forces that give rise to traditional police culture: It is constant and immutable.
Law
50
Six forces that give rise to traditional police culture: There can be no compromise when it comes to enforcing it.
Law
51
Six forces that give rise to traditional police culture: There can be no compromise when it comes to enforcing the law because:
It is constant and immutable.
52
Six forces that give rise to traditional police culture: Theoretically, the police must be impervious to:
Pleas of innocence, tears, or bribes.
53
Six forces that give rise to traditional police culture: They want to avoid being arrested and will do whatever it takes to do so including violence.
Those who violate the law.
54
Toward citizens who violate the law, police must maintain an attitude of:
Command and control.
55
It exists in public organizations, as in private organizations, to ensure adherence to established critical policies & Procedures.
The bureaucratic structure.
56
In combination with the law, bureaucracy fosters the:
Formal aspects of traditional police culture.
57
Exists to ensure adherence to establish, critical policies and procedures.
The bureaucratic structure.
58
Citizen safety is the number one priority of a:
Police officer
59
A police officers number one priority.
Citizen safety
60
The forces of safety, competence, and morality are all directly related to:
Police personnel interactions with the citizens the agency serves.
61
To ensure citizen and officer safety, officers must make these a priority.
Safety, competence, and morality.
1. Citizen safety.
2. Competence to solve problems.
3. Morality: fair/impartial w/ all.
62
Officers can do so by avoiding police vehicle chases an helping people to safety before:
Performing any other duty.
63
Using training to solve whatever problems present themselves during the course of an officer's designated shift.
Competence
64
In this context means officers will deal fairly and impartially with all citizens
Morality
65
Officers must acknowledge differences in how various cultures may define:
Morality
66
These standards are common virtually for any society, an most cultures still hold them.
Universal moral standards
67
The standard associated with the moral and legal wrong of murder.
Universal moral standard
68
This quality appears to determine an officers reputation.
Individual courage.
69
Those officers who demonstrate this are often more revered than those who solve problems through negotiation or who occupy desktops.
Officers who demonstrate consistent and visible bravery.
70
This organizational culture rewards courage.
Command and control culture.
71
He offers the image of hero that many citizens want to associate with their police agency.
The officer who garners headlines with reckless, albeit courageous behavior.
72
Many police officers feel isolated from those who do not work in law enforcement as a consequence of:
The command and control culture characterizing most police agencies.
73
As a consequence of the command and control culture characterizing most police agencies, police officers tend to distrust their:
Superiors within the department.
74
Many police officers tend to distrust their superiors within the department as a consequence of the:
Command and control culture characterizing most police agencies.
75
As a consequence of the command-and-control culture characterizing most police agencies, many police officers often feel comfortable only in:
The company of other officers who are closely associated in rank.
76
Most police officers believe that any person who is not a police officer cannot understand the:
Pressures and unwritten rules inherent in police work.
77
As consequence of this most police officers believe that any person not a police officer can't understand the pressures and unwritten rules inherent in police work.
Command and control culture characterizing most police agencies.
78
If an officer's action is unethical, immoral, or even illegal, there is an almost universal understanding that one doesn't inform:
Police administrators
79
An officer who assaults an unruly subject after a chase expects the backup officer or partner will support the individual and not advise a:
Superior officer.
80
Officers who violate this unwritten rule of not informing on one another main end up being:
Ostracized by their peers.
81
These officers can be placed in real danger if peers refuse to watch the ir backs and perilous situations.
Reporting officers.
| Snitches) (get stitches
82
They can take control of emergency situations and de-escalate conflict by using a long-range acoustic device to broadcast warnings instructions.
Police officers as leaders.
83
Individual officers can help soften the hard edges of traditional command-and-control police culture by:
Shifting fluidly between command-and-control tactics and community policing as dictated by the situation.
84
These officers can help soften the hard edges of traditional command-and-control police culture by shifting between command-and-control tactics and community policing.
Individual officers
85
Officers with the ability to shift between command and control tactics and Community policing, we can think of them as:
Leader officers
86
These officers are highly effective on the street and elsewhere because they adapt their behavior to manage different types of situations.
Leader officers
87
The reason leader officers are highly effective on the street and elsewhere.
They can adapt their behavior as needed to manage different types of situations.
88
They are more likely to negotiate with suspects then approach them with firearm drawn.
Leader officers
89
These officers do not shy away from confrontation.
Leader officers
90
These officers employ verbal skills first, rather than physical force, to gain control of the situation and the offender.
Leader officers
91
These officers, commonly exhibit aggressive behavior.
Street officers
92
These officers enjoy arresting persons who may become violent so they can subdue and control them.
Street officers
93
These officers participate enthusiastically in situations fraught with danger.
Street officers
94
Many of them view leader officers as weak or ineffective.
Street officers
95
They tend to be less effective in most situations than leader officers.
Street officers
96
Strong command-and-control tactics may be required in some situations, most police encounters do not necessitate:
Strong verbal commands or the use of force.
97
They may be unable to deliver calm, reasonable, and respectful direction for deescalation of conflict and successful resolution.
Street officers
98
They may be unable to perform tactical communication, owing to their relative lack of communication skills and their exclusionary attitude.
Street officers
99
Through training these officers can strengthen the "soft" skills.
Street officers
100
"Soft" skills (Communication, negotiation, and tolerance) are essential to being a:
Leader officer
101
These officers can and should further enhance their ability to respond with command-and-control tactics as needed in situations of imminent physical danger.
Leader officers
102
Like structure and culture, these standards constitute a key component of a police agencies organizational design.
Behavior standards (Standards of conduct)
103
Like structure and culture behavioral standards constitute a key component of a police agencies:
Organizational design
104
Behavioral standards are strongly interlinked with:
Culture
105
These standards influence what people say, think, and do in the organization.
Behavioral standards
106
New members of place agencies go through a process to _________ the agency's behavioral standards.
Internalize
107
Behaviors that are particularly valuable and advantageous in a police agency:
Adapting to change, learning, demonstrating ethical leadership, and placing customers first.
108
Almost all organizations – police agencies include – establish standards for:
Acceptable behavior
109
Organizations ensure compliance with standards for acceptable behavior through:
1. Employee preservice and in-service training.
| 2. Documented and published policies and procedures.
110
Standards of conduct as defined by the police agency.
Behavioral standards
111
Standards of conduct are particularly valuable and advantageous to the agencies culture and structure.
Behavioral standards
112
Behavioral standards (standards of conduct) are particularly valuable and advantageous to the agency's:
Culture and structure.
113
Many citizens believe that police officers should be held to a higher standard of behavior, owing to the:
Authority they possess to enforce the law and the fact they carry weapons.
114
Those who deviate from accepted behavioral norms are encouraged to change their behavior and, if needed, take part in:
Remedial training programs.
115
Which officers are encouraged to change their behavior and, if needed, take part in remedial training programs?
Those who deviate from accepted behavioral norms.
116
If a person continues to violate codes of behavior, the agency will likely initiate a disciplinary process that may start with a ______ ______ and could move to ______, ______, or ______ if the problematic behavior continues.
formal reprimand and could to suspension, resignation or termination.
117
In a police organization, new members are first acculturated to the new organization's behavioral standards through the:
Academy experience, field training, and probationary period.
118
In this organization, new members are first acculturated to the new organization's behavioral standards through the Academy experience, field training, and probationary period.
Police organization
119
More seasoned members of the organization observe and judge new members on how well they:
Demonstrate acceptable behavior.
120
This may strongly influence a police officer's personal life, relationships, career opportunities, longevity with the agency and professional reputation, thereby making police work unique.
Behavior both on and off duty.
121
Police agencies are constantly subjected to change- in the form of:
New challenges, new theories and practices on how to better serve communities, and new technologies.
122
What two events can trigger change?
Internal and external events.
123
What kind of change, (not event), occurs when a police chief is appointed?
Internal change.
124
This internal change may lead to other management personnel changes.
A new police chief is appointed.
125
This internal change may lead to modifications in the agency's strategies.
A new police chief is appointed.
126
This internal change may lead to the day to day activities carried out by line officers.
A new police chief is appointed.
127
This change occurs when a new governor or mayor mandates new safety initiatives that police agencies will be required to implement.
External
128
Which agencies adapt fluidly to new developments?
The most effective agencies.
129
147. Updating IT platforms to better track and respond to crime is an example of the most effective agencies doing this.
Adapt fluidly to new developments.
130
147. Modifying their hiring practices to bring in recruits with stronger leadership qualities is an example of the most effective agencies doing this.
Adapt fluidly to new developments.
131
147. "Who"helps their agency achieve flexibility needed to keep pace with new developments and deliver better service?
Police managers and officers who can adapt to change.
132
147. Police managers and officers who can adapt change, help their agency achieve:
The flexibility needed to keep pace with new developments and deliver increasingly better service to the community.
133
147. What must be willing and able to adapt to change?
a. Police organization
b. Police agency
c. Police personnel
d. Police managers
Police agency
134
147. Who must be ready to adjust and reorder priorities especially when political leadership changes?
Police
135
147. New ways of operation stemming from a specific innovation.
Radical change
136
147. This change transforms the way a police agency delivers customer service.
Radical change
137
147. Within a police agency, change presents both:
Challenges and opportunities.
138
147. Within a police agency, change can take these four forms.
Radical, incremental, directed, or nondirected.
139
147. A specific innovation transforms the way a police agency delivers customer service through this change.
Radical
140
147. The introduction of the managing criminal investigations concept is one example of this change.
Radical
141
147. Officers who subscribe to MCI determine whether:
A Follow up investigation needs to be implemented for a specific incident.
142
147. A major goal of MCI is to empower ______ _______ to conduct a thorough initial investigation of a crime and determine whether follow up investigation by a detective or police investigator has merit.
Patrol officers
143
147. A major goal of MCI is to empower Patrol officers to conduct a thorough initial investigation of a crime and determine whether follow up investigation by a _________ or _______ _________ has merit.
detective or police investigator
144
147. MCI thus aims to create a:
Criminal investigation process that makes more effective and efficient use of police investigators' time and other agency resources.
145
147. MCI thus aims to create a criminal investigation process that makes more effective and efficient use of:
Police investigators' time and other agency resources.
146
148. Three valuable innovations and processes for police agencies that MCI has helped introduce.
Improved use of resources, better collaboration, more effective training.
147
148. MCI innovations.
Patrol officers consider several solvability factors deciding whether to recommend a case they investigated be closed or referred for follow-up.
Improved use of resources
148
148. If solvability factors are numerous and significant, and agency follow-up investigation policy allows, the patrol officers may recommend that:
They solve the case themselves.
149
148. Under MCI the case may be continued for follow-up investigation if officers believe the case would cause:
Considerable concern in the community or as part of a current crime pattern.
150
148. Under MCI, who could become investigation supervisors with the knowledge and skills necessary to assign cases for closure or follow up?
Patrol supervisors
151
148. Refers to the police agency's gradual adoption of new ways of operating designed to improve me to service over time
Incremental change
152
148. Carefully planned, strategic process designed to improve every area of a police agency.
Directed Change
153
148. Through incremental change, a police agency adapts slowly, over time, to:
New or tested approaches.
154
148. An agency agrees to participate in emergency communication arrangements (911) is an example of this change.
Incremental change
155
148. With this change progress is formally evaluated during and after the change is implemented.
Directed change
156
148. This changes agency wide, comprehensive, and formal.
Directed change
157
148. This type of change occurs with a police agency's installation of a new computer system.
Directed change
158
148. This type of change must not be implemented in a disjointed, random manner.
Directed change
159
148. This type of change must be planned for and executed carefully, step-by-step.
Directed change
160
149. With this change one person takes charge of overall implementation, delegating various stages to subordinates.
Directed change
161
149. This type of change is a less formal process and affects only those individuals who implement it.
Nondirected change
162
149. Command officers directing crime prevention personnel to make early-morning stops of pedestrians to identify them is an example of what type of change?
Nondirected change
163
149. The goal of this change is to stop violence related to the drug culture.
Nondirected change
164
149. In response to changes in society at large, when did police experts introduce new leadership concepts and re-examined policing principles attributed to Sir Robert Peel?
During the 1980s.
165
149. The Emphasizing of strengthening community relationships during the 1980's were fueled by these pivotal developments.
Advent of community policing, technology advances such as CompStat, and demand for new standards of police professionalism and accountability.
166
149. New Developments in policing demand a new style of leadership that promises to extend from the:
Top level of agency management down to line officers on the street.
167
149. These developments demand a new style of _______ ______ that promises to extend from the top level of ______ ______ down to _____ _____ on the street.
Police leadership, agency management, line officers
168
149. They are notoriously resistant to change.
Police officers
169
150. These can sabotage a transformation effort in any organization, not just a police agency.
Lack of willingness or inability to adapt to change.
170
150. To boost the chances of this succeeding, it should be introduced slowly and methodically.
A change initiative
171
150. Police leaders should make change transparent to every member of their agency by issuing:
Regular progress reports and notices of upcoming changes to the entire agency.
172
150. Police leaders should establish a sense of urgency – a feeling that change must:
Happen for the agency to survive and thrive.
173
150. Pointing out the agency will lose funding or be required to implement a Reduction in force, is an example of:
Establishing a sense of urgency
174
150. To boost the chances of organizational change succeeding, police leaders should build a committed coalition of stakeholders including:
Key internal stakeholders, key external stakeholders.
175
151. Which stakeholders can help drive change by convincing skeptics of its value?
Key internal stakeholders and key external stakeholders.
176
151. Which stakeholders help drive change by reassuring resistors that the change will generate important benefits?
Key internal stakeholders and key external stakeholders.
177
150. These guidelines help police leaders effect organizational change.
– Introduce a change initiative slowly and methodically.
– Establish a sense of urgency.
– Build a committed coalition of stakeholders.
– Develop a plan for implementing the change.
– Continually communicate the change effort's status to everyone in the agency.
178
151. In a police agency, an openness and ability to learn is another highly desirable:
Behavior
179
151. Openness and the ability to learn is a highly desirable behavior in a police agency because learning enables:
People to adapt to change.
180
151. In the past, leaders often drove change by having:
Subordinates engage in training.
181
151. In the past, who often drove change by having subordinates engage in training?
Leaders
182
151. Given the complexity of changes facing police agency's today, taking part in training is:
No longer sufficient.
183
151. Taking part in training this no longer sufficient, given the complexity of changes facing:
Police agencies today.
184
151. To position agency personnel to adapt to change, leaders must now create:
An environment that fosters organizational learning.
185
151. To position ____ ______ to adapt to change, leaders must create an environment that fosters organizational learning.
Agency personnel
186
151. Who must create an environment that fosters organizational learning to position agency personnel to adapt to change?
Leaders
187
151. In the environment that fosters organizational learning, individuals throughout a police agency are constantly strengthening their:
Knowledge, skills, and abilities to adapt to change.
188
151. Social process in which individuals interact with one another to exchange information that enables them to make well-informed decisions.
Organizational learning
189
Organizational learning is a:
Social process
190
151. Remarkably effective is an organization in which people can learn and adapt as part of:
Standard operating procedure
191
151. What can police use to learn about citizen concerns first hand?
Community meetings
192
152. Have traditionally been used to enable residents to express their opinions.
Town meetings
193
152. In mastering the ability to change, people use several types of:
Learning processes
194
152. People use the following types of learning processes in mastering the ability to change:
Adaptive learning, proactive learning, and experimentation.
195
152. Through this learning, people make changes in reaction to alterations in their environment.
Adaptive
196
152. When people drive over an unexpected pothole then the next time they swerve to avoid the pothole, Illustrates this learning process.
Adaptive learning
197
They modify behavior, and their work process more deliberately by anticipating what might change in their environment then deciding how to prepare.
Proactive learning
198
152. Learning process: In preparation employees review information about other agencies the new police chief worked at previously.
Proactive learning
199
152. Because proactive learning goes beyond reacting to environmental change, it positions people to:
Prepare for the future
200
152. This type of learning goes beyond reacting to environmental change.
Proactive learning
201
152. The type of learning that positions people to prepare for the future.
Proactive
202
152. In this learning process, people try something new then use information and insights from the effort to effect change.
Experimentation
203
152. Unless they create conditions that foster it, and encourage abilities essential to learning, organizational learning cannot occur
Leaders
204
152. Organizational learning cannot occur unless:
Leaders create conditions that foster it and encourage abilities essential to learning.
205
152. Systems for generating and exchanging information create conditions that foster:
Organizational learning
206
152. A willingness and ability to draw lessons from experiences and apply those lessons in new situations are those abilities essential to:
Learning
207
152. This long-term process and commitment begins at the top level of the organization and is directed to subordinate leaders.
Becoming a learning organization.
208
152. Leading for organizational learning is a long-term process and commitment that begins at the top level of the organization and is _____ to _____ leaders.
directed, subordinate
209
152. A police agency cannot become a learning organization until it develops:
Leaders at all levels that will drive the effort.
210
152. Until it develops leaders at all levels will drive the effort, the police agency cannot become a:
Learning organization
211
152. Most police agencies do not process _____, _____, or _____ ____ with the leadership talent necessary to spearhead a transition from command-and-control to organizational learning.
Managers, supervisors, line officers
212
153. Agencies must groom personnel for leadership roles through an:
Organized leadership program
213
153. The best leadership programs acknowledge the challenges of transforming an organization's. culture into:
One of learning
214
153. The best leadership programs familiarize aspiring leaders with:
The change process
215
The best leadership programs explain how continual learning supports an agency's:
Mission and objectives.
216
153. The best leadership programs provide support for learning in the form of:
Learning teams and executive coaching.
217
153. Most police agencies only scratch the surface of organizational learning by providing:
In-service training programs
218
153. Programs that merely refresh topics recruits have already encountered in school or through other training experiences.
In service training programs
219
153. To support organizational learning, leadership programs must be go beyond and cover:
Organizational change processes, proactive learning, and the value of conducting research.
220
153. These programs need to teach aspiring leaders how to make continual learning a core value in their agency.
Leadership program
221
153. Leadership programs need to teach these leaders to make continual learning the core value in their agency.
Aspiring leaders
222
153. Demonstrating this should become a vital behavioral standard in police agencies.
Ethical leadership
223
153. When they behave ethically they generate important benefits for their agency.
Police administrators and officers
224
154. The willingness and ability to do what ought to be done in any given situation and encourage, motivate, and influence others to behave ethically.
Ethical leadership
225
154. Three questions to determine whether behavior is ethical or unethical.
– Does the behavior adhere to laws and government codes?
– Does the behavior adhere to standards of ethical behavior defined by my agency?
– Does the behavior adhere to stated professional standards of ethical behavior.
226
155. Police personnel cannot rely solely on document codes of conduct to resolve this type of dilemma.
A true ethical dilemma.
227
155. To resolve true ethical dilemmas, police personnel must augment resources by learning to weigh the complex ramifications of each:
Proposed course of action and make informed judgment calls.
228
155. Putting customers first by understanding and exceeding their expectations and requirements has become an:
Important behavioral standard.
229
155. Thanks to this concept many police agencies are searching for new ways to engage the public.
Customer oriented cop
230
155. Police agencies represent their local and state governments as:
Visible and recognizable providers of service to customers.
231
155. Any individual, group, or organization that receives a product or service and is directly served by an individual or organization.
Customer
232
155. Three types of police agency customers:
– Citizens.
– Other public agencies served by the police.
– Internal customers.
233
155. These type of customers are individuals, neighborhoods, QE2 groups, and businesses in the jurisdiction.
Citizens
234
155. Code officers and EMS services requesting assistance from police officers represent these customers.
Other public agencies served by the police.
235
156. These groups or individuals within the police agency that are served by other groups.
Internal customers
236
A team providing in-service training to other sworn officers illustrates these customers.
Internal customers
237
156. The Medical Examiner's Office working closely with the agency's crime investigation unit represents this type customers.
Internal customers
238
156. Which agency service is a police primary activity?
a. Crime statistics or accident reports.
b. Info on Public Safety initiatives.
c. Driving directions.
d. Explaining how to make home burglar resistant.
d. Explaining how to make home burglar resistant.
239
156. What kind of services do police agencies offer their customers? (Not Police organizations)
1. Primary activities police perform.
| 2. Providing info to customers.
240
156. This may also want to offer services that differ from what its customers are saying they need.
A police organization.
241
156. With any police agency service, customers generally expect timely, complete, responsive, and empathetic service that is of a higher quality then:
They may provide for themselves.
242
156. With this service the agency may wish to place patrol cars at strategic locations around schools to control potential rowdy behavior and provide safe passage.
Service that differ from what its customers are saying they need.
243
156. Many of them have a tendency to focus more on completing tasks then on knowing and meeting customers changing needs.
Police managers
244
156. Like all customers, those served by this entity have constantly evolving needs.
Police agency
245
156. To Deliver consistently high quality service, they must know how customer needs are shifting.
Agency personnel
246
156. Agency personnel can do "this" by gathering information, then using it to modify the services they provide.
Know how customer needs are shifting.
247
156. Who may use data to identify seasonal patterns in convenience store robberies, then design a patrol strategy?
An agency.
248
156. By knowing how customers needs change, ____ ____ can more effectively allocate ____ resources to efforts that produce the best possible service for the ____.f
Police managers,
agency's resources,
community.
249
156. In monitoring customers' changing needs, they must determine not only what each customer wants but also when the service will be provided.
Police administrators
250
156. In monitoring customers' changing needs, they must determine why the particular service is needed, how long it will last, and what other services may be attached to the request.
Police administrators
251
157. To further determine and fulfill customers service needs, ___ ____ can segment customers into groups based on similar needs, expectations, conduct, and other variables that affect how the ____ ____ deliver's services.
Police Managers, police agency
252
157. Satisfied customers are crucial to it's success, if not it's very survival.
Any police agency's
253
157. They are crucial to any police agency's success, not its very survival.
Satisfied customers
254
157. By working to anticipate and satisfy customers needs, they can help ensure their agency receives the resources needed to serve the communities in its jurisdiction well.
"Customer-oriented cops"
255
136. Refers to the configuration of relationships within an organization.
Organizational structure
256
136. Is reflected in it's vertical relationships, horizontal relationships, community relationships.
Police agency's organizational structure.
257
136. Who has authority over whom; who reports to whom.
Vertical relationships
258
136. Who collaborates and communicates with whom.
Horizontal relationships
259
136. How agency personnel collaborate with citizens and community leaders to deliver better service.
Community relationships
260
136. Depicts vertical and horizontal relationships.
Organizational chart
261
136. Illustrates the levels of authority and numbers of ranks, positions and functions of an agency.
Organizational chart
262
136. The levels of authority and numbers of ranks, positions and functions illustrated in an organizational chart differ depending on:
- agency size.
- community size.
- scope and nature of public safety problems.
- policing strategies emphasized by agency.
263
136. Should flow down through the chain of command from higher to lower levels in a police agency.
Authority and decision making
264
136. Typically flow up or down through the chain of command.
Official discussions
265
136. Each individual working in the agency should report to only one supervisor.
Concept of Unity of Command
266
136. Each unit or situation should be under the control of a single individual.
Concept of Unity of Command
267
136. Each manager in a police agency should supervise only a reasonable number of individuals or units.
Idea of Span of Control
268
136. Depicts those with the highest levels of authority at the top and those with lower levels of authority below them.
Police agency's organizational chart
269
136. At the top, a police agency's organizational chart typically shows..
Chief of police, Sheriff, director, police commissioner.
270
136. In the middle, a police agency's organizational chart typically shows..
Captains, lieutenants, sergeants.
271
136. Near the bottom, a police agency's organizational chart typically shows..
officers as well as civilian personnel ( admin asst, clerks, secretaries, budget personnel.
272
136. Vertical relationships depicted in a police agency's organizational chart are strongly informed by...
- chain of command.
- unity of command.
- span of control.
