Chpt 1 List

Question 1

Key points to remember are

Answer 1

1. Stress the results, the final outcome, not details.
2. Turn employees questions around and ask for possible answers
3. Establishment measurable objectives
4. Develop reporting systems
5. Set realistic deadlines
6. Recognize accomplishments

Question 2

To avoid problems managers need to match tasks with one of the three levels of authority

Answer 2

1. Recommending: assign an employee to research available options and present the manager with the recommendation of the best choice
2. Informing and implementing: assign an employee to research and choose the best option, inform the manager and be ready to implement it
3. Acting: Give the employee the authority to act, if the manager is confident the employee can handle the task independently

Question 3

Peter Drucker most quoted statements are the following

Answer 3

• “Efficiency is doing better what is already being done”
• “There is nothing so useless as doing efficiently that which should not be done at all “
• “Today no it has power it controlled access to opportunity and advancement”
• “The individual is the central, rarest, most precious capital resource of our society”

Question 4

Deming’s famous “14 points” applicable to law enforcement:

Answer 4

• Create constancy of purpose for improvement of product and service
• Adopt the new philosophy
• Improve constantly
• Institute modern methods of training on the job
• Institute modern methods of supervision
• Drive fear from the workplace
• Break down barriers between staff areas
• Eliminate numerical goals for the work force
• Remove barriers the rob people of pride of workmanship
• Institute vigorous program of education and training

Question 5

Among the symptoms of micromanagement are the following:

Answer 5

• Being overly critical of subordinates when reviewing work , finding something wrong every time - Often referred to as the “red pen syndrome”
• Being easily irritated if decisions are made without their input
• Spending an inordinate amount of time overseeing simple task
• Seldom praising
• Noticing that subordinate appear unmotivated and never take initiative

Question 6

Three principles of leadership Behavior emerged from the Michigan state study

Answer 6

• leaders must give task direction to their followers
• closeness of supervision directly affects employee production. High producing units had less direct supervision: Highly supervised units had lower production. Conclusion: employees need some freedom to make choices. Given this, they produce at a higher rate
• Leaders must be employee oriented. It is the leaders responsibility to facilitate employees accomplishment of goals

Question 7

Consider the explanation of vision set forth by Vernon

Answer 7

• Vision makes the future. It does not predict or anticipate the future, it creates it
• Vision sets the standard describing in detail the actions and qualities of behavior that will deliver desirable results
• Vision describes uniqueness, what will make it stand out
• Vision is idealistic and inspiring calling its members to a noble, meaningful purpose
• Vision is clarifying, giving specific direction like a roadmap or a blueprint
• Vision is challenging, motivating people to stretch beyond their comfort zone
• Vision is not complex it can be communicated simply yet is comprehensive enough to give clear direction and guidance

Question 8

Consider a few key findings related to attitude and leadership

Answer 8

• Organizations do not become greater because you’re satisfied with being good
• Greatness is not a function of circumstance greatness is largely a matter of conscious choice and discipline
• Whether you prevail or fail depends more on what you do to yourself then on what the world does to you
• Humility + will = a level 5 leader

Question 9

“Leadership and police organizations, training bulletin” describes the essentials of dispersed leadership:

Answer 9

• Shared understanding of what leadership means
• Commitment to share goals and values
• Leaders at all levels of the organization
• Leaders Leading differently for different organizational levels
• A way to develop leadership knowledge and skills throughout the organization
• A way to determine where you are as an organization and as an individual leader