Common Sense Ch. 7 The Police Leader as a Disciplinarian Flashcards
Discipline entails much more than (blank). It involves correction and allows for a (blank).
more than punishment; allows for beneficial change in behavior.
Discipline entails much more than punishment. It involves correction and allows for a beneficial change in behavior. Discipline, as it pertains to police work, might then be defined as training and preparation that help develop: (3)
- Self- control
- Sound character
- Job efficiency
in the police employee
Purposes of correction: The corrective action selected must fit the known (blank)
totality of circumstances.
Purposes of correction: Rare is the police officer who has not “dozed off” while on duty at some point during his police career. If this is the patrol officer’s first time, what, in itself, is probably enough to shake the culprit out of his doldrums?
The Sergeant’s attention.
Purposes of correction: Whatever form of corrective action is chosen for a specific incidence of misconduct, the first line supervisor must be:
closely associated with it.
Purposes of Correction: Any department policy that allows a first- line supervisor to shrug and point upstairs as the source of any corrective measure detracts from that supervisors (blank) in his own ability and (blank)
1.faith- in his own ability
2. sense of personal responsibility.
Purposes of Correction: Too harsh a corrective response may embitter the employee and destroy:
the morale of his coworkers.
Purposes of Correction: Too harsh a corrective response may embitter the employee and destroy the morale of his coworkers. Too lenient or laissez-faire a response may create the impression among officers and supervisors alike that improper conduct will be: (2)
overlooked and tolerated.
*If corrective action is extreme in either direction, the overall discipline and effectiveness of the employee’s peers will suffer as a result.
Purposes of Correction: Too harsh a corrective response may embitter the employee and destroy the morale of his coworkers. Too lenient or laissez-faire a response may create the impression among officers and supervisors alike that improper conduct will be overlooked and tolerated. If corrective action is extreme in either direction, the overall discipline and effectiveness of the (blank) will suffer as a result.
employee’s peers
In his (blank) role, the supervisor who has reasonable grounds to think his on-duty employee is intoxicated or under the influence of alcohol or drugs may want to confirm his fears with a breath or blood test to determine the level of intoxication or impairment. Naturally, he will need to have good cause for ordering the exam.
Information- gathering role.
Behavioral psychologists have known for a long time that in order to be effective, reward/punishment must be (blank-2) enough for the person being rewarded or punished to:
-sure and immediate
-connect his actions with the results
Corrective action should be swift, because otherwise the supervisor finds it an unpleasant task and may postpone it for as long as possible. Corrective action should be delayed until all pertinent facts are available to the supervisor. The wise leader will never act rashly on the basis of: (3)
rumor, gossip, or hearsay
Corrective action should be delayed until:
the supervisor can be alone with the employee.
- in a setting offering adequate quiet and privacy for discussion
Occasionally, an ongoing situation will require (blank) at the time and place that the problem is detected. A street search of a prisoner -improperly and incompletely carried out- cannot be corrected later and still get the job done. The supervisor who wants to retain his employees’ respect will be sure that the involved employees are told why correction could not safely wait for privacy and an absolutely polite approach.
immediate correction.
Corrective action, to be accepted as fair and just by the party on the receiving end, must be:
consistent with what has gone before.
Corrective action, to be accepted as fair and just by the party on the receiving end, must be consistent with what has gone before. This is often referred to as (blank). It simply means that identical or similar infractions earn identical or similar penalties.
comparative discipline
(Blank) requires that more severe penalties are imposed for repeated improper actions on the part of the employee.
Progressive discipline.
The supervisor concerned with promoting consistency in disciplinary practices can rely upon the experiences and recollections of:
his fellow supervisors- who have handled similar situations in the past.
The supervisor concerned with promoting consistency in disciplinary practices can rely upon the experiences and recollections of his fellow supervisors who have handled similar situations in the past. When accessible, (blank), (blank) and (blank) can sometimes provide the same kind of information and insight.
- Disciplinary action memorandums
- Personnel records
- The transcripts of trial boards or formal disciplinary hearings
In order to be recognized as fair and just by its recipient, corrective action must be handed in an atmosphere devoid of anger or other strong emotion. This generally will require a brief cooling off period. There is no set standard for how long this cooling off period should be, but two factors should be considered: (2)
- The correction should be closely tied to the improper act itself to be psychologically effective; and
- Some field situations require immediate intervention for safety or legal considerations.
The supervisor who detects a counseling session headed in the direction of an emotional, head-on collision would do well to:
adjourn the proceedings until later.
Corrective action that has been carefully formulated, thoughtfully administered, but the immediately forgotten is worse than useless. To be effective, corrective action (blank- 4 words) to determine if a change in behavior or performance actually results.
must be followed up
Corrective action, in order to be most efficient, must be something else in addition to being timely, fair, sound, privately administered, devoid of anger or spite, consistent , and followed up. It also must be:
Documented.
The seriousness of the infraction being corrected will help determine the kind of record made.
The written record (blank- 2 words) if later difficulties blossom and the question arises as to whether or not the employee has been previously warned or counseled.
becomes invaluable
