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Crim Law Other > Common Sense Police Supervision > Flashcards

Common Sense Police Supervision Flashcards

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1
Q

The police supervisors code of ethics revolves around being

A

Loyal

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2
Q

Loyalty requires that the supervisor place enough faith in his own superiors to grant that in absence of _________ they are probably well intended in the course of action they have selected

A

Overwhelming evidence to the contrary

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3
Q

If a supervisor disagrees with a proposed course of action loyalty commands that he question the directive (2)

A

At the right time and in the right way

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4
Q

A Sgt. receiving directive to order his men to shoot on site an obviously unarmed offender should

A

Challenge the order. To do less would be to share in criminal comic

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5
Q

If a sergeant disagrees with a commander decision to use a police traffic car on the all night shift, these thoughtful Sgt. might:

A

Offer a logical list of reasons why the decision is not one he agrees with

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6
Q

When a supervisor relays information to their boss what should the primary concern be?

A

Accuracy

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7
Q

A less than honest attitude on the part of their supervisor may bring about long-term bad feelings and an immediate loss of ______

A

Respect

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8
Q

One of the supervisors most vital functions is

A

Evaluation and review

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9
Q

Inconsistency leads to

A

Chaos

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10
Q

A good supervisor will actively search for their own weaknesses and shortcomings by asking the opinions of

A

Peers, superiors and even officers they supervise

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11
Q

The socially responsible police supervisor is _______about his strengths, but he is willing to examine the possibility of problems in his performance too

A

Self-confident

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12
Q

The law-enforcement supervisor must adhere to his own

A

Code of ethics

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13
Q

The police supervisor demonstrates ______ to his agency and its leaders

A

Loyalty

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14
Q

The _______ an important task of the police leader

A

Suppression of rumors

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15
Q

The leader owes his loyalty to his subordinates and his responsible for their

A

Welfare

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16
Q

The law enforcement leader has obligations to himself and assures that he remains _______, _______ and ______healthy

A

Physically
Emotionally
Morally

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17
Q

The law-enforcement leader is aware of his obligation to serve his community in a _______ and _____ fashion

A

Moral and ethical

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18
Q

Bond viewed as a two-way street and contract by many

A

Trust

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19
Q

Bond viewed as a two-way street and contract by many

A

Trust

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20
Q

What are among the most important traits that a law-enforcement leader con demonstrate?

A

Integrity and personal courage

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21
Q

What two things are highly destructive to a leaders effectiveness

A

Frequent displays of temper and playing favorites

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22
Q

The subordinates of a strong and effective leader are more likely to display:

A

High morale

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23
Q

The word discipline is often used interchangeably with the word

A

Punish

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24
Q

To a great degree discipline involves an attitude and a feeling for (3)

A

The job, the agency, fellow employees

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25
Q

______ as it pertains to Police work might be defined as training and preparation that helped develop self-control sound character, and job efficiency

A

Discipline

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26
Q

A ______ police officer does a job properly because he knows that it’s the right thing to do not because he’s fearful or being punished for failure to perform

A

Disciplined

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27
Q

In an instance of intentional or negligent misbehavior, correction and/or punishment will be invoked for the good of the (2)

A

Employee and agency

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28
Q

A sleeping patrolman, drunk patrolman, and officer that pistol whips someone all share in common that they require

A

Each demand supervisory attention with a potential for corrective action

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29
Q

Once an employee is promoted to a supervisor rank and is part of the leadership structure, the supervisor must be concerned for the agencies ______, the public’s ______ and the employees ______

A

Agency’s interest
Public’s concerns
Employees welfare

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30
Q

If an officer excitedly tells the supervisor that he hit an arrestee in the head with his gun, the supervisor needs to take corrective action. Can the supervisor act alone or does he need to put up a chain?

A

He can act alone or with others

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31
Q

If an officer is found asleep on the job, a supervisor must calmly, quietly and carefully inquire into the potential problem. If it’s the officers first time dozing off, what is the appropriate action?

A

The sergeants attention in itself is probably enough

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32
Q

If an officer is found asleep on the job and then tells his supervisor that he is sick or there’s an illness at home, what is the appropriate action?

A

assigned to sickleave for the rest of the shift

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33
Q

If an officer is found asleep on the job and then tells his supervisor that he is quite sick, what is the appropriate action?

A

Officer should be taken home rather than allowed to drive himself

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34
Q

If an officer is found asleep on the job and the supervisor has reason to believe he is seriously ill, what is the appropriate action?

A

Emergency room

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35
Q

If an employee has a chronic habit of sleeping on the job, and disregards the supervisors previous suggestion to change sleep schedule, what is the next step?

A

Formal corrective action, such as a letter of reprimand or suspension without pay

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36
Q

If a line supervisor is to retain his authority and his reputation as one who can help, he must be able to recommend formal corrective actions to:

A

Higher authority

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37
Q

Corrective measures arbitrarily dictated from above can _______ of the first line supervisor

A

Destroy the effectiveness

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38
Q

Any corrective action in which the supervisors honest recommendations aren’t considered, the action will be less______

A

Effective

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39
Q

Any department policy that allows the first line supervisor to shrug and point upstairs as a source of any corrective measure, detracts from that supervisors faith in ______

A

Faith in his own ability and sense of personal responsibility

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40
Q

If a supervisor shrugs things off in points upstairs as a source of corrective measure, what do his subordinates him as?

A

Impotent or helpless leader when really important issues are to be decided

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41
Q

_____, _____ and _____ can take no part in decisions regarding correction of personnel

A

Personal friendships, grudges, or prejudices

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42
Q

What is the consequence for a corrective response that is too harsh

A

Makes the employee bitter and destroys the morale of his coworkers

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43
Q

Too lenient of a corrective response creates the impression among officers and supervisors alike that

A

Improper conduct will be overlooked and tolerated

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44
Q

If corrective action is extreme, whether too harsh or too lenient, the overall discipline and effectiveness of _______ will suffer

A

The employees peers

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45
Q

If a supervisor accidentally makes a false accusation of an employee drinking on the job. What is the result?

A

It could ruin a working relationship forever

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46
Q

Alcoholism can be described as

A

The need for liquor early in the day

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47
Q

Alcoholism can be described as

A

The need for liquor early in the day

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48
Q

Before confronting an officer about drinking on the job, the supervisor needs sufficient information from his own _____

A

Observations

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49
Q

A ______ and _______ confrontation with an officer suspected of having an alcohol problem is the fairest and most humane approach to

A

Direct and private

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50
Q

How may an officer respond when initially confronted that they have an alcohol problem

A

Anger, denial, even personal insults aimed at supervisor

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51
Q

If an officer has a poor response to a supervisors initial confrontation of an alcohol problem what should the supervisor do?

A

Persist until need for help is recognized

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52
Q

A supervisor demonstrating _______ and ______may be all that is needed to convince a police employee to seek help with alcohol

A

Personal concern and involvement

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53
Q

An employees alcohol problem requires that he be treated with (2)

A

Understanding and compassion

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54
Q

Alcoholics have symptoms and side effects, which can be harmful to

A

Those around him

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55
Q

An employee intoxicated at work should be promptly

A

Removed from the workplace

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56
Q

Drug and alcohol addiction are viewed as medical matters and covered under the provisions of the

A

Americans with disabilities act

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57
Q

A persons drug or alcohol addiction, diagnosis, treatment, and recordkeeping are granted _____ status under ADA

A

Confidential

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58
Q

A good supervisor will consult with his organizations ______ department for assistance with a situation that appears to involve alcoholism or drug addiction

A

Human resources or personnel department specialist

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59
Q

If a supervisor suspects an employee is intoxicated and wants to confirm with a breath or blood test he should do first

A

Notify chain of command

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60
Q

Whether or not a breath or blood test is as ministered to an employee, the supervisor has additional obligations to assure that:

A

The incident is thoroughly documented and provisions made to get the employee safely home

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61
Q

If an officer uses excessive force, the supervisor must look at what when deciding what sort of corrective action to take

A

Training
History of use of force complaints
If officer is informed of policies and laws regarding use of force
Any other circumstances that existed in this instance
THIO

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62
Q

What corrective action for an officer that unintentionally used excessive force

A

Additional training in personal defensive tactics

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63
Q

An employee that used excessive force and has a record of the same, mandates a more punitive corrective action such as

A

Suspension without pay
Mandatory counseling
Fired
Criminal charges

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64
Q

In order to be effective, reward/punishment must be immediate enough for

A

The officer to connect his actions with the results

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65
Q

Corrective action should be swift otherwise the supervisor might

A

Find it an unpleasant task and postpone it for as long as possible

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66
Q

Most of the time corrective action should be handled by

A

Primary supervisor and not sent up the chain of command

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67
Q

The _____ should know more about the employee than anyone in the chains higher reaches

A

Immediate supervisor

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68
Q

Removing _____ from the correction process is almost certain to lessen the likelihood that the corrective action chosen will be appropriate and fair

A

Immediate supervisor

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69
Q

The supervisors absence from direct invisible participation in the disciplinary process may diminish his _____ and ____ in the eyes of his subordinates

A

Stature and importance
Also will have less ability to direct and control the employee in the future

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70
Q

The wise leader will never act rashly on the basis of (3)

A

Rumor, gossip, hearsay

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71
Q

Once all the pertinent facts are available to supervisor, he should give his employee an opportunity to

A

Tell their side of the story

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72
Q

A good supervisor will develop and expand his ability to separate extenuating circumstances and justifiable deviations as things apart from (2)

A

Excuses and lies

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73
Q

Supervisor must avoid giving what impression before the employee has had a chance to tell their story

A

That the issue has already been decided

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74
Q

Can inquiry in correction be effective in a car or at coffee

A

Yes, if the two are alone

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75
Q

When discussing correction, the formality of the closed door office session can sometimes do

A

More harm than good

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76
Q

When should corrective action be taken if a prisoner is improperly searched

A

Immediately at the scene

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77
Q

If an officer tries to debate how a building search is to be conducted for a burglar, what should be done

A

The sergeants orders must be carried out without delay. Discussions and disagreements must wait until the volatile situation is secure. More thorough discussions later

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78
Q

In order to retain an employees ______ the supervisor should tell them why a correction could not safely wait for the privacy and polite approach

A

Respect

79
Q

Corrective action, in order to be accepted as fair, must be consistent with

A

Corrective action that has gone on before

80
Q

The sense of Fairplay demands that disciplinary action be consistent in both ____ and _____

A

Kind and severity

81
Q

Identical or similar infractions, earn identical or similar penalties. This is referred to as

A

Comparative discipline

82
Q

Police unions and other employee groups are often very sensitive to what type of discipline

A

Comparative discipline

83
Q

Police union and employee groups will object to corrective measures seen as:

A

Overly severe

84
Q

Imposing more severe penalties for repeated improper action is known as

A

Progressive discipline

85
Q

A supervisor who wants to promote consistency in discipline, can rely on the experiences and recollections of

A

Fellow supervisors who have handled similar situations in the past

86
Q

If a supervisor doesn’t have access to a fellow supervisors experience regarding disciplinary reaction, where can they look for the same kind of information and insite?

A

Disciplinary memorandum
Personnel records
Transcripts of trial boards
Transcripts of formal disciplinary hearings

87
Q

There should be a brief cooling off period between correcting an employees behavior and counseling them in order for it to be recognized as:

A

Fair

88
Q

Time limit between correcting an employees behavior and counseling them

A

No set standard

89
Q

What is the rule of thumb regarding a supervisors attitude before administrating corrective action to an employee

A

Supervisor must analyze their own emotions to ensure that they aren’t motivated by anger, revenge, or a desire to put down an employee

90
Q

If a supervisor believes he is motivated by anger, revenge, or the desire to put an employee down. What should he do?

A

Postpone the counseling session until the feelings have dissipated

91
Q

What should be done if a counseling session starts to turn into an argument

A

Stop the proceedings until later in the work shift or next day

92
Q

To be effective, corrective action must be ______ to determine if it worked

A

Followed up

93
Q

Follow up to corrective action requires a cooperation of

A

All agency supervisors

94
Q

If one sergeant counsels an officer about late assignments, can a follow up evaluation be done by a different sergeant

A

Yes if officer changed supervisors in the intervening time period

95
Q

If one sergeant counsels an officer about late assignments, can a follow up evaluation be done by a different sergeant

A

Yes

96
Q

Should supervisory follow up action to detect a change in performance, be informal or formal

A

Either

97
Q

Continuing to thoroughly monitor the effects of past corrective action is an important part of the _____ job

A

Supervisors

98
Q

In order for corrective action to be most efficient it must be

A

Documented

99
Q

Documenting corrective action helps to assure:

A

Fairness

100
Q

What type of record to keep on corrective action depends on (2)

A

What the agency dictates
The seriousness of the infraction

101
Q

A relatively minor employee problem may be documented in a brief entry in the

A

Employees log

102
Q

A more serious problem that results in a suspension without pay mandates a written account of the whole incident in the employees:

A

permanent personnel file

103
Q

If there is a disagreement among police supervisors whether an action should be written or handled verbally, the supervisor should decide to record the incident if it is ______ and ______

A

Serious or repeated

104
Q

If a continuing or worsening problem is indicated, even though it started as a relatively minor one, should it be recorded in a written form or handled verbally?

A

Recorded

105
Q

________ becomes invaluable if later questions arise as to whether the employee has been warned or canceled

A

Written records

106
Q

Written records are helpful for later questions about an employee being warned. They are also helpful in their ability to

A

Inform future supervisors of the employees pass trends, and performance

107
Q

Effective disciplinary action must be recognized as fair and proper by:

A

The person receiving it

108
Q

The hardest part of effective disciplinary action is often:

A

Getting the involved person to see it as fair and proper

109
Q

If an employee truly believes that they have been mistreated by the system or its agents, the supervisor should avoid:

A

Trying to sell the corrective action to the employee

110
Q

If an employee truly believes that they were mistreated by the dictionary process, a supervisor can explain (3) to the employee

A
  1. Reason behind it
  2. It’s in line with what has gone before
  3. It was aimed at changing the employees conduct not the employee themselves
111
Q

If an employee apparently understands what is being said, but just does not agree with their disciplinary action, the supervisor should

A

Do nothing else at the moment

112
Q

To prevent being embarrassingly overruled by a superior, supervisors should discuss an unusual disciplinary situation with ______ before attempting it

A

Superiors

113
Q

It can be helpful to have a proposed corrective action reviewed by

A

Fellow supervisors

114
Q

A supervisor will know when formal action is needed, and when informal action will suffice by knowing:

A

How a subordinate will react to correction

115
Q

_________ will prepare the supervisor for the reaction to expect from an employee regarding a corrective matter

A

Knowing the employee to the fullest extent possible

116
Q

If possible, corrective counseling sessions should end on a:

A

Positive note

117
Q

If counseling an officer about poor spelling and grammar, the supervisor can also complement him for his thoroughness. When presented in a relaxed and informal manner, this type of correction won’t sound (2)

A

False or contrived

118
Q

The supervisor who has mastered the skill of displaying _______, _______ and ______ does not have to tell his people that he is the boss because it already shows in his mannerisms

A

Self-composure
Self-assuredness
Command presence

119
Q

To be respected by others, the supervisor must first respect:

A

Himself

120
Q

The leader who is secure and comfortable with ________ will be secured and comfortable when working with and leading others

A

Himself

121
Q

Should a supervisor discourage an employee from discussing corrective action if the subordinate indicates he strongly disagrees with it

A

No

122
Q

As long as people are ______ a chance remains that they will reach agreement

A

Talking

123
Q

The primary supervisor must be intimately and realistically ______ in the whole disciplinary process

A

Involved

124
Q

What reduces the likelihood that corrective action will be fair, appropriate and effective

A

Eliminating the supervisor from the process

125
Q

Ignoring a supervisor‘s personal knowledge of an employee, in favor of correction or punishment handed down from above, hurts who (3)

A

Employee, supervisor, and agency

126
Q

Having the primary supervisor thoroughly involved in a correctional process accomplishes what (4):

A
  1. Correction personalized for the employee
  2. Correction is appropriate.
  3. Correction is timely.
  4. Participation and correction strengthens the supervisor
127
Q

Correction is dispensed most often by the:

A

Primary supervisor

128
Q

“_______“ can be eliminated from disciplinary action that supervisor is involved

A

Overkill

129
Q

Heavy emphasis upon the first line supervisors ______ can drastically reduce the time needed to decide a course of action

A

Fact, based recommendations

130
Q

The primary supervisor is more effective on a ________ basis when his subordinates know the organization sees him as a vital member of the leadership whose opinions and recommendations are worth hearing

A

Day to day basis

131
Q

The subordinates are shown the supervisors _______ when his recommendations on corrective actions are valued and an active

A

Importance (and hereby value to them)

132
Q

Subordinates who recognize their supervisors ______ are more likely to listen to the supervisors requests, warnings, and guidance in the future

A

Importance

133
Q

Supervisor must make sure that any disciplinary action he takes is done ________ and according to existing department procedures

A

By the book

134
Q

A supervisor should make sure that the employees rights to ________are protected and explained to them in detail

A

Hearing or grievance process

135
Q

Can union contracts and CivilService regulations impact what a supervisor can and cannot do

A

Yes

136
Q

It is the responsibility of ______ to guarantee that a supervisor meets his obligations through fairness, intelligence, job skills, and common sense

A

The supervisor himself

137
Q

There are both _____ and _____forms of discipline

A

Positive and negative

138
Q

_________ is the highest level discipline

A

Self-discipline

139
Q

Disciplinary action must be appropriate for the _______ involved

A

Infraction

140
Q

The ADA does not restrain a supervisor from disciplining an employee who is:

A

Under the influence

141
Q

________ assures that different employees involved in similar misbehavior are corrected in a similar fashion

A

Comparative discipline

142
Q

Progressive discipline assures that discipline increases in severity for:

A

Repeat incidents of misconduct

143
Q

Efficient discipline is (7)

A

Timely
Fair
Not angry
Private
Consistent
Followed up
Documented

144
Q

Appropriate discipline always requires the participation of

A

First line supervisor

145
Q

Building _____, requiring ______, communicating ______, and giving ______ are the basic building blocks of effective leadership

A

Trust, accountability, clearly, recogition

146
Q

Your ______ and ______ make it impossible for you to be at carbon copy of other leaders

A

Life experiences and personality

147
Q

When leader is find that “being yourself” does not seem to be working. It is often because they have allowed themselves to

A

Slide an extreme end of the leadership spectrum

148
Q

The leadership spectrum is from _______ to ______

A

Conflict avoidance to command & control

149
Q

Is conflict avoidance a problem limited to new supervisors

A

No

150
Q

Conflict avoidance is a problem of any supervisor who dislikes or avoids conflict so often that:

A

Their ability to do their job is negatively impacted

151
Q

Supervisors that consider themselves people focused or a friend of their employees may be:

A

Conflict avoidant

152
Q

Conflict avoidant supervisors are sometimes so concerned with what others think of them that they do not effectively:

A

Perform their duties

153
Q

Conflict avoidant supervisors are sometimes so concerned with what others think of them that they do not effectively:

A

Perform their duties

154
Q

____________ supervisors worry excessively about being accused of nitpicking, upsetting employees, and with being liked by everyone

A

Conflict avoidant

155
Q

Leaders who operate at the _________ end of the leadership spectrum often see themselves as traditional leaders

A

Command and control

156
Q

Leaders on the _______ end of the leadership spectrum can be demanding, hard workers, or workaholics, whose focus is to get results at all cost

A

Command and control

157
Q

Conflict avoidance is one of the most common problems experienced by supervisors today, it affects employee ______ and ______

A

Morale and motivation

158
Q

What is one of the most common problems experienced by supervisors today?

A

Conflict avoidance

159
Q

What is the most significant problem encountered by supervisors operating at the extreme ends of the leadership spectrum

A

The perceptions held by their employees

160
Q

Perceptions that employees have about conflict avoidance supervisors are that they often _______ to avoid conflict

A

Ignore problems

161
Q

Reliable employees, watch and become ______ as problem employees test the limit of what a conflict avoidance supervisor will allow

A

Frustrated

162
Q

Some people believe that these type of supervisors are only concerned with being liked

A

Conflict avoidant

163
Q

Employees may perceive a supervisor who tries to improve their likability by complaining about the organization as someone who

A

Does not care about their organization

164
Q

Effective supervisors are committed to:

A

Their organization

165
Q

Occasionally conflict avoidant supervisors join in with their complaining employees to talk about

A

Perceived injustices

166
Q

Advocates listen to their subordinates and try to

A

Correct legitimate problems

167
Q

Advocates do not complain with subordinates about treatment of supervisors or organization, especially when it occurs for the purpose of:

A

Improving likability

168
Q

If you talk negatively about your supervisors to your subordinates, you have given your subordinates permission to:

A

Talk about you when you’re not present

169
Q

Talking negatively about your supervisors to your subordinates will contribute to the subordinates declining _____ and loss of _____ and ____ for you

A

Declining morale
Loss of trust and respect

170
Q

The employee perception of ______ supervisors is that they are demeaning, sarcastic, and condescending

A

Command and control

171
Q

Employees believe that these type of supervisors use derogatory humor

A

Command and control

172
Q

What type of supervisor can come across like a bully

A

Command and control

173
Q

What type of supervisor micromanages and is overbearing?

A

Command and control

174
Q

Supervisors and subordinates alike should understand that knowledge and skill development is something that happens:

A

Throughout a career

175
Q

A supervisor who utilizes a subordinates full potential helps raise the ______ and _____ of that employee

A

Self-esteem and job satisfaction

176
Q

_______ type of supervisors can come across as aloof, stuck up or disinterested in their subordinates

A

Command and control

177
Q

Showing that you care about _________ is critical to your success as a supervisor

A

The well-being of your employees

178
Q

Should leaders operate in the middle of the leadership spectrum to be effective

A

No, they can operate a little to the left or the right

179
Q

The large gray area on the leadership spectrum stands for

A

Authentic leadership

180
Q

Authentic leadership means being true to _______, working within your comfort zone, and having the ability to adjust outside of your comfort zone one situation requires

A

True to yourself

181
Q

Authentic leaders want their employees to perceive them as committed to:

A

Their organization

182
Q

Authentic leaders generate an employee perception that they care about their employees as:

A

Individuals

183
Q

Sometimes employees have ideas or concerns that should be addressed, but occasionally they just want supervisor to:

A

Listen

184
Q

Authentic leaders recognize exemplary work as well as employee _______ that they like, appreciate, and want to see repeated

A

Behavior

185
Q

What gets recognized, gets _______

A

Repeated

186
Q

Does accountability benefit good employees, or problem employees more

A

Good employees because it demonstrates that they’re supervisor cares enough to pay attention

187
Q

What are the two ingredients necessary to make up rumors?

A

Lack of reliable information and a strong, personal interest

188
Q

What are the basic elements for good communication? (Message(2), communication(3), approach (2)

A

Message (clear and simple)
Communication (2 way flow, good listening/reading habits, openness)
Approach (calm approach, good timing)

189
Q

If information in the message is lengthy and/or complicated it’s generally best to

A

Put it in writing

190
Q

After explaining a complex procedure or operation, what should a supervisor do to maximize good two-way communication

A

Ask questions

191
Q

If face-to-face contact is not an option what is the second best alternative to communication?

A

Written

192
Q

What are the hazards to good communication? (5) (PBLED)

A

Prejudice
Bad attitude
Language
Emotions
Distractions

193
Q

Prejudices may cause a speaker to ______ to the audience

A

Talk down

Crim Law Other (27 decks)

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