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Common Sense Policing > Chapter 7 - Discipline > Flashcards

Chapter 7 - Discipline Flashcards

1
Q

Discipline includes more than punishment it involves

A

-correction and change in behavior
-An attitude, and feeling for the job, law enforcement agency, and ones fellow employees

**Discipline in this sense can be thought of as the type of discipline that brave and elite miltiary units have when they have performed well under harsh conditions

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2
Q

Discipline in police work is defined as the TRAINING and PREPERATION to develop (3)

A

-Self Control
- Sound Character
- Job Efficiency

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3
Q

Discipline is an attitude that ensures (2)

A
  • Prompt and complete obedience to an order
  • employee to act proper in the absence of supervision
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4
Q

The disciplined officer does the job correctly because it is the right thing to do not because of

A

Consequence

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5
Q

When discipline is lacking in one form (isolated or widespread) how should you respond

A

apply another form of discipline (correction or punishment etc)

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6
Q

In order to correct improper, unethical, or illegal activity you must respond in a

A

Direct and responsible manner

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7
Q

Before providing discipline you must calmly, quietly, and carefully inquire about the problem, the corrective actions must be based on

A

the totality of the circumstances

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8
Q

Formal corrective action, letters of reprimand, suspension, or discipline may be needed for this employee

A

Repeat offender

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9
Q

Whichever form of correction is advised for the subordinate, the FLS must be _____ with it

A

closely associated

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10
Q

In regards to correction, in order to maintain his reputation the supervisor must be able to

A

recommend the corrective action

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11
Q

Any policy without FLS input will be

A

less than effective

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12
Q

Any corrective action that does not involve the FLS will destroy his effectiveness, a policy that allows upper command to make corrections will effect the supervisors ___ and __

A

own sense of ability and personal responsibility

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13
Q

Corrective action must be appropriate for both the ____ and ____

A

Employee and organization

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14
Q

If discipline is extreme in either way then the overall discipline and effectiveness will

A

suffer

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15
Q

When you determine someone is drinking on shift what course of action should you take

A

Direct and private confrontation

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16
Q

During this conversation you may be subject to anger, insults, and denial from the employee, how should you react

A

Persevere and persist until employee agrees to get help

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17
Q

One extreme measure that may have to come from one drinking on the job is

A

removal from duty

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18
Q

When attempting to convince an employee to get help for drinking what may be the only thing that is needed

A

a personally concerned supervisor

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19
Q

If the personally concerned supervisor doesn’t work what should you do

A

Employ military type control over employee to get them into treatment while being understanding and compassionate

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20
Q

Alcoholism is covered under the ADA, does this mean you can’t immediately act when you see it? who should you ask for help if attempting to suspend or take pay

A

No you can intervene, ask for advice from HR and

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21
Q

Reasons to intervene promptly for someone under the influence

A

Safety of employee
safety of public and other employees
violation of the rules

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22
Q

As their role of an information gatherer what should the supervisor do when they realize someone has a drinking problem (3)

A

Identify problem and inquire what happening
- notify command for alcohol exams
- Document

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23
Q

In cases of excessive force what should you do before you make a decision

A

Look at all the facts and question witnesses

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24
Q

Things to consider before providing corrective action (4)

A

-Past history
- Training
- policy
- Other mitigating factor

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25
Q

Behavioral psychologists have known for a long time that discipline to be effective needs to be

A

Sure and immeadite enough for the person to connect the actions to the results

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26
Q

Why should corrective action be swift in regards to supervisors

A

Because the supervisor may find it unpleasant and want to delay it

27
Q

FLS not being involved in discipline does three things

A
  • reduces chance it will be appropriate
    -diminish the stature and standing with subordinates
    -dimiish the ability to direct and control subordinates
28
Q

Corrective action should be delayed until you have all the facts of the situation then you should allow

A

the employee to tell their side

29
Q

Talking with employees about corrective action you should give them the opportunity to explain their actions but should make sure to avoid

A

giving the impression that the decision is already made

30
Q

Places that are good for corrective action talks, —- this place may make it worse

A

Coffee, car, just alone without interruption

  • Closed office setting may make it worse
31
Q

When immediate corrective action is needed what should you do

A

Immediate correct the action to carry out orders immediately then wait til after to have a conversation about it

32
Q

Post immédiate correction conversation should emphasize two things

A
  • Why the correction had to be immediate and why you couldn’t wait til private setting
33
Q

For corrective action to be accepted it must be consistent with what has happened before and

A

accepted as fair by the one who is receiving it

34
Q

When someone commits an action consistent in kind and severity they receive an identical or similar penalty - what type of discipline

A

Comparative

35
Q

More severe penalties are imposed for repeated, improper actions on the part of the employee

A

Progressive

36
Q

While both of these disciplines are good the FLS supervision needs to realize that

A

There needs to be no all encompassing “shopping list” for discipline

LEEWAY must be used for extenuating circumstances

37
Q

When attempting to promote consistency in discipline you should rely on

A

experience and recollection of other supervisors who have dealt with a similar situation

38
Q

For disicipine to be fair in the eyes of the recipient it must be void

A

of anger or other strong emotion - a cooling off period is recommended

39
Q

What is the set standard for a cooling off period

A

There isn’t one

40
Q

You must remember that these are additional factors to consider for discipline

A

Correction mist be closely tied to the improper act

Some field situations require immediate intervention for safety or legal reasons

41
Q

Rule of Thumb for supervisor attitude in administering corrective action

A

Before confronting an employee for corrective action you must ANALYZE YOUR OWN EMOTIONS and MOTIVES to be certain that anger, revenge, or desire to put someone down are fueling you

42
Q

When disciplining an employee you see that they are getting angry, emotional, or are started for a head on reaction, what should you do

A

Adjourn the meeting

43
Q

To ensure that your corrective action is being effectively implemented you must do what? This requires the collaboration of who

A

FOLLOW UP - All supervisors must help

44
Q

_______ is an important part of a supervisors job, it can be done in written form, looking at work progress, or brief conversations

A

Follow up

45
Q

For corrective action to be most effective it must be._______, this ensures that the action can be subject to review by other supervisors in the future

A

Documented

46
Q

The level of documentation is based on

A

The seriousness of the infraction

47
Q

These two types of incidents should be documented

A

Serious or repeated

minor but continuing or worsening

48
Q

The written documentation is invaluable to supervisors why (3)

A
  • Allows track record for when someone asks if employee has been warned or counseled
  • informs future supervisors of past history
    -helps new supervisor with how to deal with new issues for that employee
49
Q

The hardest part of discipline is convincing the employee that it is fair, you can improve your effort in doing this by (4)

A
  • DO NOT SELL IT
    -Explain reasoning
  • show it is in line with past
    -Action aimed at conduct not employee
50
Q

If none of those efforts work you have to

A

accept that you gave honest reasoning and explained everything

51
Q

For the employee who understands reasoning but doesn’t agree you should

A
  • know when to cease your efforts
  • wait til another time to bring it up if you feel
52
Q

Five commandments of corrective action

A
  1. Have the necessary information and know the full story

2.Have the required official support to take the action

3.Praise the good points too

4.Massive doses of authority should be avoided

5.Try for agreement from employee

53
Q

If you dont have the facts before you provide the discipline what will suffer

A

supervisor reputaiton

54
Q

Not having command support before providing corrective action can destroy your effectiveness, what should you do to ensure you have the support

A

Discuss any potential UNUSUAL discipline situations with superiors
- have the action reviewed by another supervisor

55
Q

What will help you to determine what type of corrective action might work better for an employee

A

Knowing how they will react

56
Q

A smart and sensitive supervisor will not overlook the importance of the good points when pointing out shortcomings, you should always end

A

on a POSITIVE NOTE

57
Q

For discipline to be most effective it must be accepted as fair by who

A

The one receiving it

58
Q

Having the FLS supervisor directly involved in the discipline process ensures (4)

A
  • Personalized to employee
    -Timely
    -Appropriate
  • Strengthens supervisor
59
Q

Correction must be devised by the person who knows the employee best -

A

the first line supervisor

60
Q

Discipline that is provided should be done by _____ and seek advice from

A

By the book – bosses

61
Q

What is the highest form of discipline

A

Self-discipline

62
Q

Efficient discipline is (7)

A

timely, fair, devoid of anger, private, consistent, followed up, and documented

63
Q
A

Common Sense Policing (9 decks)

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