Common Sense Ch. 9 The Police Leader as a Communicator Flashcards
Words are, of course, among the most obvious of communication tools. The person doing the communicating must not only concern himself with the message that he wanted and intended to convey, but must be equally concerned with: (blank), (blank) and perhaps (blank) information or feelings that he puts across as well.
Unintentional, supplemental and perhaps contradictory
Good communication between management and supervisor, and between supervisor and the supervised is vital to more than just organizational effectiveness and efficiency. Reliable communication helps guarantee the presence of an additional component to overall agency effectiveness:
good employee morale.
(blank) between management and supervisor, and between supervisor and the supervised is vital to more than just organizational effectiveness and efficiency. Reliable communication helps guarantee the presence of an additional component to overall agency effectiveness: good employee morale.
Good communication
Good communication between management and supervisor, and between supervisor and the supervised is vital to more than just organizational effectiveness and efficiency. (Blank) helps guarantee the presence of an additional component to overall agency effectiveness: good employee morale
reliable communication
Whether one is communicating orally or in writing, several factors can aid greatly in assuring that the intended message is the one that gets through. These basic elements for good communication include: (7)
- Clear message
- Simplified message
- Openness
- Two-way information flow
- Application of good listening /reading habits
- Calm approach
- Proper timing
Clear Message:
If communicating orally, the supervisor can help make sure his point is being made by:
not trying to convey too much too quickly.
Clear Message:
If communicating orally, the supervisor can help make sure his point is being made by not trying to convey too much too quickly. If the information is lengthy and complicated, it is best to:
put it in writing.
Clear Message:
If communicating orally, the supervisor can help make sure his point is being made by not trying to convey too much too quickly. If the information is lengthy and complicated, it is best to put it in writing. If the message is to be in written form, the supervisor should keep the words, sentences, and paragraphs:
as short as possible for clarity and understanding.
Simplified Message:
Simple, direct message about the plan or directive may be accompanied by some background, but it will not dwell upon:
very minor points or explain itself into tedium.
Openness:
For real communication to take place, all of the participants in the information exchange must be:
attentive and open with one another.
Openness:
For (blank) to take place, all of the participants in the information exchange must be attentive and open with one another.
real communication
Openness:
Trickery and deception, in any sort of communication, often will:
backfire on its originator.
Openness:
(Blank and blank), in any sort of communication, often will backfire on its originator. Lies and half-truths, including lies by omission, have no place in any communication from a supervisor to his subordinates.
Trickery and deception
Openness:
Anything less than (blank and blank) in one’s daily interaction with coworkers, bosses, and subordinates is not in the interests of good communication.
forthright openness and honesty
Two-way information flow:
Personal contact between the message sender and its intended recipient allows for a more meaningful exchange of information and ideas. A (blank) cannot be read for its facial expressions and body language.
A written communication
Two-way information flow:
(Blank) between the message sender and its intended recipient allows for a more meaningful exchange of information and ideas. A written communication cannot be read for its facial expressions and body language.
Personal contact
Two-way information flow:
Personal contact between the message sender and its intended recipient allows for a more meaningful exchange of information and ideas. A written communication cannot be read for its:
facial expressions and body language.
Two-way information flow:
One of the supervisor’s functions is to explain and clarify to his people the instructions and policies that are handed down to him. To some extent, his role here is that of a:
translator between management and the work force.
Two-way information flow:
One of the supervisor’s functions is to (blank) and (blank) to his people the instructions and policies that are handed down to him. To some extent, his role here is that of a translator between management and the work force.
explain and clarify
Two-way information flow:
The police leader determined to maintain a good information exchange with his subordinates, will see to it that he keeps himself informed, and knows where to go for:
facts or explanations when he does not have the answers himself.
Two-way information flow:
Good two-way communication is also encouraged by the supervisor who asks questions to be sure he is understood. After explaining a particularly complex procedure or operation, he finds it informative to:
ask a few pointed questions of his audience.
Two-way information flow:
Good two-way communication is also encouraged by the supervisor who:
asks questions to be sure he is understood.
Two-way information flow:
Unfortunately, face to face contact is not always practical or possible when information is being conveyed. the second best alternative- the written communication- must then take over as the:
vehicle carrying the message.
Two-way information flow:
Unfortunately, face to face contact is not always practical or possible when information is being conveyed. the second best alternative- (blank)- must then take over as the vehicle carrying the message.
- the written communication-
Two-way information flow:
The most skillful supervisors will strive to anticipate the questions or other problems likely to arise from one-way written messages by:
doing their homework so the answers will be ready if and when queries arise.
Two-way information flow:
To be useful, the written message must be accompanied by someone who can:
A supervisor lacking in writing skills will seek to remedy the problem via practice, thorough proofreading and, perhaps, a writing or grammar class or two. It is critical to his future.
explain and clarify, and discuss where needed.
Application of Good Listening/Reading Habits:
The supervisor must truly listen to what his subordinate is saying to him. This means he does not look blandly (or blindly) at his employee while:
his mind is somewhere else.
Application of Good Listening/Reading Habits:
The supervisor can and should question and clarify in his own mind exactly what it is the speaker is saying. This is necessary for understanding, and a prerequisite of:
good communication.
Application of Good Listening/Reading Habits:
The written communication deserves at least as much effort and attention as does the spoken word. A first reading done to get the general idea, and a (blank and blank) second one intended to bring out the particulars is a good idea.
slower and more careful
Application of Good Listening/Reading Habits:
The written communication deserves at least as much effort and attention as does the:
spoken word.
Calm Approach:
Statements made under the color of (blank) are often regretted later. All participants to the information exchange must be in control of their feelings for useful communication to take place.
strong emotions
Calm Approach:
Statements made under the color of strong emotions are often:
All participants to the information exchange must be in control of their feelings for useful communication to take place.
regretted later.
Two-way (blank) and (blank) are musts for effective communication.
trust and respect
Proper Timing:
WHEN a given communication is carried out, it can be every bit as important as how it is sent. Written attempts at communication are not exempt from:
the timeliness requirement.
Hazards to good communication include: (5)
- Distractions
- Prejudices
- Emotional involvement
- Inappropriate language
- Poor attitudes
Distractions:
Whether the information being relayed is written or oral, its chances for reaching its intended listener/reader intact are reduced if it is surrounded by other happenings competing for attention. All parties to the intended communication owe one another complete dedication to:
the task at hand.
Whether the information being relayed is written or oral, its chances for reaching its intended listener/reader intact are reduced if:
All parties to the intended communication owe one another complete dedication to the task at hand.
it is surrounded by other happenings competing for attention.
Prejudices:
Prejudices may cause the speaker or writer to talk down to his audience. This same type of opinionating may cause members of the audience to ignore what is being directed at them, possibly because the communicator’s reputation, established earlier, is not a good one. The subordinate or supervisor owes himself and his organization:
an open and receptive mind to the new message at hand.
Emotional Involvement:
The supervisor who disciplines while still angry is not (blank). The smarter supervisor cools off first, confirms his information, and disciplines later. Good communication requires a calm, emotional atmosphere.
totally effective
Emotional Involvement:
The supervisor who disciplines while still angry is not (blank). The smarter supervisor does three things instead :
Good communication requires a calm, emotional atmosphere.
cools off first, confirms his information, and disciplines later.
Inappropriate language:
The leader should concern himself with making himself plainly understood in the terms he selects to carry his intended thought, idea, or feeling to his audience. A good rule of thumb for the communicator might go something like this:
BE BRIEF, BE CONCISE, BE GONE.
The good communicator refrains from talking down to his audience. The truly effective communicator tries to know his audience well enough to adjust his presentation (whether written or oral) to:
the ill defined “average” man or woman.
He shoots for the median of the audience.
