Common Sense Ch. 11 - The Police Leader as a Manager

Question 1

The primary supervisor or sergeant must concern himself with the (blank, blank) problems of the working police unit. The first line supervisor shares his superior’s concerns for getting the agency’s jobs done and done well. He works to keep channels of communication open not only laterally, but up and down the chain of command.

Answer 1

daily, practical

Question 2

The primary supervisor or sergeant must concern himself with the daily, practical problems of the working police unit. The first line supervisor shares his superior’s concerns for getting the agency’s jobs done and done well. He works to keep channels of communication open not only laterally, but:

Answer 2

up and down the chain of command.

Question 3

The supervisor assists the mid-level manager by recommending his people for (blank, blank, and blank). As he directs, controls, and coordinates, the supervisor serves as a manager in every sense of the term.

Answer 3

awards, recognition, and other incentives

Question 4

The supervisor assists the mid-level manager by recommending his people for awards, recognition, and other incentives. As he (blank, blank, and blank), the supervisor serves as a manager in every sense of the term.

Answer 4

directs, controls, and coordinates

Question 5

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)

Answer 5

1. Interagency liaison
2. Personnel matters
3. Role model
4. Information Transmitter and Relay
5. Interpretation and Clarification
6. Quality Control
7. General Supervision
8. Information Source
9. Special assignments
10. Community Relations.

Question 6

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

Carries out day to day contacts with his counterparts from other agencies within the criminal justice system.

Answer 6

Interagency Liaison

Question 7

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

The manager devotes a great deal of his time to both the prevention and treatment of Personnel problems

Answer 7

Personnel Matters

Question 8

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

Set the mood for the work group. A little fairness, good temperament, sound judgment, and a liberal application of plain old common sense can achieve remarkable results as morale builders and mood setters.

Answer 8

Role Model

Question 9

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

The effective manager utilizes information well when he relays it to those who will use it.

Answer 9

Information Transmitter and Relay

Question 10

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

When the police manager find information that is incomplete, confusing, or unclear -The alert manager will seek clarification before passing it along.

Answer 10

Interpretation and Clarification

Question 11

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

The manager also serves as a quality control inspector for people who employ him.

Answer 11

Quality Control

Question 12

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

Daily functions of a first line supervisor.

Answer 12

General Supervision.

Question 13

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

A resource person for those beside him, above him, and below him in the chain of command. The supervisor’s subordinate will call upon his job knowledge and expertise more than any other single group of people.

Answer 13

Information Source

Question 14

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

May be called upon to execute projects of research and development, budgeting and finance, or investigation and reporting. The expanded experience the supervisor gains from exercising his managerial skills will make him a better candidate for promotion.

Answer 14

Special Assignments

Question 15

When the first line supervisor is fulfilling his obligations as a manager, he is engaging in some of these “more specific” activities. The activities include: (10)- Which does the following refer to:

Supervisor is an ambassador of his agency. He is a viable representative of its goals, objectives, and practices as these thing relate to the public at large. As a police representative to the community, the police supervisor will find that his manager’s role includes the task of translator and, sometimes, defender of police actions and methods to a concerned public.

Answer 15

Community Relations.

Question 16

Handling Specialized Tasks- Much of the specialized work done by the police supervisor serving in a managerial capacity will be reduced to written form. When this written work is done completely and adequately, the person to whom it is submitted should have little more to do than:

Answer 16

read it and approve or disapprove the final product.

Question 17

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 17

1. Statement of the problem
2. Background information
3. Recommend Action or Proposed Solution
4. Alternatives
5. Action or Approval Section
6. Attachments or Appendices

Question 18

1

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 18

1. Statement of the problem

Question 19

2

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 19

2. Background information

• May be the lengthiest part of the composition. In this section, he will attempt to give his reading audience an appreciation of all the important information relevant to the issue.

Question 20

3

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 20

3. Recommended Action or Proposed Solution

-Sets forth conclusions as to needed actions or repairs. Establishes a timetable if needed.

Question 21

4

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 21

4. Alternatives

-List other problems or solutions to the problem

Question 22

5

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 22

5. Action or Approval Section

-Allows reviews up the chain of command to indicate personal feelings and preferences

Question 23

6

For the sake of consistency, the supervisor preparing a written version of his work should follow a standard format. The problem-oriented project might be laid out in six sections:

Answer 23

6. Attachments or Appendices

-Any lengthy, involved material inappropriate for the main body of the document should go here as supportive evidence or explanation.

Question 24

By the time his work is completed on the assignment, the supervisor functioning in his managers role should have covered three vital areas of concern:

Answer 24

1. He has conducted a study of the situation or problem.
2. He has presented a solution or recommended a change and has back up the proposal with facts
3. He has submitted the work to his boss for review

Question 25

The Finished Product:

Work submitted by the manager can range from a quickly and relatively easily prepared inquiry to a:

Answer 25

time-consuming, exhaustive study.

Question 26

One kind of sensitive and special assignment that may fall to the supervisor/manager is the:

Answer 26

“after action” critique of a police tactical operation.

Question 27

One kind of sensitive and special assignment that may fall to the supervisor/manager is the “after action” critique of a police tactical operation. The preparation and review of this report is extremely important to the:

Answer 27

healthy police agency.

Question 28

In the preparation of the final written accounting, the manager’s most useful tools will be the:

Answer 28

rewrite and the revision.

Question 29

Attitudes Towards Change:

Change is inevitable. Human beings grouped into work organizations have long appeared resistant, in varying degrees, to change, or at least to it’s:

Answer 29

effects upon them.

Question 30

Policing has been accused of being a field particularly resistant to change. Change merely for the sake of change is as (blank) in policing as it is in any other area of human endeavor.

Answer 30

unacceptable

Question 31

Policing has been accused of being a field particularly resistant to:

Answer 31

Change

Question 32

The sensible police leader is constantly looking for ways in which he might alter his unit or department to get the job done (blank, blank, and blank).

Answer 32

better, quicker, more effectively.

Question 33

The sensible police leader is constantly looking for ways in which he might alter his unit or department to get the job done better, quicker, more effectively. Where he finds need and room for such a change, he becomes a (blank) for it to both his supervisors and subordinates.

Answer 33

salesperson

Question 34

The supervisor should remember that he must often convince many people, besides himself, that a proposed alteration will be beneficial and worth the efforts expended on it. He does this by:

Answer 34

first getting his own facts straight and then by presenting them logically and clearly.

Question 35

The supervisor should remember that he must often convince many people, besides himself, that a proposed alteration will be:

Answer 35

beneficial and worth the efforts expended on it.

Question 36

Confronted with a change in policy or procedure, the supervisor reviews it for (blank and blank) before he passes it on to others

Answer 36

completeness and clarity.

Question 37

In serving in his managers role, the police supervisor is not doing anything all that different from what he does daily as a front-line leader of police personnel. He is still (blank, blank, and blank) activities in which people and things get the job done as well as possible.

Answer 37

directing, controlling, and coordinating

Question 38

The first line supervisor is a key part of:

Answer 38

management

Question 39

The first line supervisor is a key part of management. The manager must serve always as:

Answer 39

a positive role model.

Question 40

The manager must accept change and be prepared to:

Answer 40

explain it and support it to his subordinates.

Question 41

How does the role of a mid-level manager differ from that of a first line supervisor?

Answer 41

Mid- level managers consider the bigger picture and coordinate among various units.

Question 42

What shared concern do first line supervisors and mid-level managers have?

Answer 42

Ensuring effective communication and skilled service delivery.

Question 43

What role does the first line supervisor play in the disciplinary process?

Answer 43

He participates full to maintain agency integrity and credibility.

Question 44

What is an important aspect of the supervisor’s role as a manager in a police agency?

Answer 44

Engaging in various planning activities and assembling resources.

Question 45

What specific activity is part of the police manager’s role in interagency liaison?

Answer 45

Maintaining daily contacts with counterparts from other agencies.

Question 46

In what personnel matters should a first- line supervisor be involved?

Answer 46

Decisions related to hiring, firing, merit awards, and discipline.

Question 47

How does a supervisor serve as a role model for subordinates?

Answer 47

By setting a healthy job atmosphere and displaying fairness and common sense.

Question 48

What is an effective way for a manager to relay information?

Answer 48

Ensuring that the message is passed and received without distortion.

Question 49

what should a police manager do when faced with unclear or incomplete information?

Answer 49

Seek clarification before passing it along.

Question 50

What is an example of quality control activity for a police manager?

Answer 50

Checking the quality of investigative reports or summonses.

Question 51

How can a manager effectively serve as an information transmitter and relay?

Answer 51

By ensuring accurate and unaltered transmission of messages.

Question 52

How does a skilled police manager serve as an information source within the organization?

Answer 52

By providing advice based on his previous job experiences.

Question 53

What should the “statement of the problem” section in a report include.

Answer 53

Identification of the problem, the necessity of action, and relevant issue.

Question 54

What formula can be used in the “background information” section of a report?

Answer 54

Five W’s: Who, What, when, Where, Why, and How.

Question 55

In the “recommended action or proposed solution” section, what should be included?

Answer 55

Timetable for implementation, reasons for the recommendations, and proposed actions.

Question 56

Why might a supervisor choose to include and “alternatives” section in a report?

Answer 56

To list other possible solutions and explain why they were not recommended.

Question 57

What is the purpose of the “action or approval” section of a report?

Answer 57

To seek feedback and approval from higher-ups.

Question 58

What type of material should be included in the “attachments or appendices” section?

Answer 58

Lengthy, involved material inappropriate for the main body of the document.

Question 59

What are the three vital areas of concern a supervisor should cover in an assignment?

Answer 59

Conducting a study, presenting a solution with supporting facts, and submitting work for review.

Question 60

Before submitting a completed project or presentation, what should a supervisor ask himself?

Answer 60

Is this finished, and does it provide enough information for intelligent decision making?

Question 61

What is a key concern when conducting an administrative investigation of a minor accident involving a police vehicle?

Answer 61

Ensuring the facts are accurate and complete.

Question 62

Why are humans generally resistant to change within work organizations?

Answer 62

They find security in the known and familiar.

Question 63

How have police leaders over the past decade influenced change in law enforcement?

Answer 63

By actively promoting and implementing change.

Question 64

What is the problem with change merely for the sake of change in policing?

Answer 64

It is wasteful and often unnecessary.

Question 65

What should a sensible police leader aim for when implementing change?

Answer 65

To get the job done better, quicker, and more effectively.

Question 66

How should a police supervisor present a proposed change to ensure acceptance?

Answer 66

By getting his facts straight and presenting them logically and clearly.

Question 67

What are some key benefits of change that can help in gaining acceptance from police officers?

Answer 67

The change will make the job easier, safer, faster, or more comfortable.

Question 68

What is the supervisor’s responsibility when faced with reservations about proposed changes?

Answer 68

To set forth reservations appropriately and avoid public dramatics.

Question 69

Why is it important for a supervisor to get answers to questions about a proposed change before passing it on?

Answer 69

To ensure clarity and save time and potential grief later on.

Question 70

What attitude towards change is considered acceptable and logical for employees to have?

Answer 70

A “whats in it for me?” attitude.

Question 71

How can a supervisor anticipate and address the personal stakes of employees regarding proposed changes?

Answer 71

By tailoring the presentation to show benefits that align with their interests.

Question 72

What should a supervisor do when reviewing a proposed change in police or procedure?

Answer 72

Review it for completeness and clarity, and seek answers to any additional questions.