CPT 2 - THE SUPERVISOR'S FUNTION IN ORGANIZATION, ADMINISTRATION, AND MANAGEMENT

Question 1

Paul Hersey and Kenneth Blanchard state that “the focus of [an organization’s] administrative subsystem is on ____________________________ within the organization: who does what for whom and who tells whom to do what, how, when and why.” Such direction is the essence of the supervisory function.

Answer 1

authority, structure, and responsibility

Question 2

The foundation of ____ lies in the adoption of standards containing a clear statement of professional objectives.

Answer 2

accreditation

Question 3

Such direction is the essence of the supervisory function.

Answer 3

authority, structure, and responsibility

Question 4

The major portion of the supervisor’s job may be categorized into three broad areas:
________________ individuals and groups that are formally or informally arranged.

Answer 4

leading, directing, and controlling

Question 5

ADMINISTRATIVE FUNCTIONS

The major duties of supervisory personnel in an establishment differ only in degree from those of the chief executive, as described in Gulick’s POSDCORB.

Answer 5

• Planning
• Organizing
• Staffing
• Directing
• Coordinating
• Reporting
• Budgeting

Question 6

is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise;

ADMINISTRATIVE FUNCTIONS

Answer 6

Planning

Question 7

is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and coordinated for the defined objective;

ADMINISTRATIVE FUNCTIONS

Answer 7

Organizing

Question 8

is the whole personnel function of bringing in and training the staff and maintaining favorable conditions for work;

ADMINISTRATIVE FUNCTIONS

Answer 8

Staffing

Question 9

is the continuous task of taking decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise;

ADMINISTRATIVE FUNCTIONS

Answer 9

Directing

Question 10

is the all-important duty of interrelating the various parts of the work;

ADMINISTRATIVE FUNCTIONS

Answer 10

Coordinating

Question 11

is keeping those who the executive is responsible for informed as to what is going on, and includes keeping themselves and the subordinates informed through records, research, and inspection;

Answer 11

Reporting

ADMINISTRATIVE FUNCTIONS

Question 12

is all that goes on in the form of fiscal planning, accounting, and control.

Answer 12

Budgeting

Question 13

is at the heart of efficiency

ADMINISTRATIVE FUNCTIONS

Answer 13

planning

Question 14

Sound organization directly relates ____________ to ________________. Good planning is at the heart of efficiency, since it provides the framework for organization by specifying what should be done to meet objectives, who should do the work, and how their efforts can be coordinated.

ADMINISTRATIVE FUNCTIONS

Answer 14

work to be done
/
objectives to be achieved

Question 15

Plans may be classified into several types according to the purposes they serve.

ADMINISTRATIVE FUNCTIONS

Answer 15

Procedural
Tactical
Operational
Auxiliary services
Fiscal
Policies
Rules and regulations

Question 16

relating to standard operating procedures (SOPs) are useful as guides to personnel in such activities as serving and processing arrest warrants, recording and processing crime or incident reports, and processing traffic citations. Each supervisor should constantly review
these day-to-day and make recommendations for changes as needs arise to increase operational efficiency.

ADMINISTRATIVE FUNCTIONS

Answer 16

Procedural
plans

Question 17

are those that are prepared to meet exigencies encountered by police, such
as widespread civil disorders, unusual crime problems, civil defense needs, or major disasters.
These plans are usually developed considerably in advance of expected incidents and are largely based on field intelligence supplied by supervisory personnel and the expertise they are able to provide in assessing future needs. The plans are designed to guide personnel in controlling unusual happenings and restoring order as quickly and as efficiently as possible. The methods of control are substantially the same as in ordinary police operations but must be expanded to meet the requirements of each occurrence. Therefore, it is necessary that such plans be basic, flexible in nature, and adaptable to modification as the need arises.

ADMINISTRATIVE FUNCTIONS

Answer 17

Tactical plans

Question 18

are those designed to give guidance and direction to personnel in the performance of normal police activities. These are the plans that are guides to personnel in activities such as the deployment and distribution of personnel or the search for suspects or lost persons.

ADMINISTRATIVE FUNCTIONS

Answer 18

Operational plans

Question 19

are those that implement normal operations, such as in the recruitment of personnel or public and community relations activities.

ADMINISTRATIVE FUNCTIONS

Answer 19

Auxiliary services plans

ADMINISTRATIVE FUNCTIONS

Question 20

relate to such matters as budget preparation and the use and control of funds allotted for personnel, equipment, and supplies. The supervisor should adopt the practice of recording justifications for these items as the need arises.

ADMINISTRATIVE FUNCTIONS

Answer 20

Fiscal plans

Question 21

are plans consisting of a set of broad principles that guide personnel in the accomplishment of general organizational objectives. These are generally established by top management, although supervisors and unit commanders often establish them for the operation of their particular units.

ADMINISTRATIVE FUNCTIONS

Answer 21

Policies

Question 22

is worthwhile as a guide for personnel to apply to all facets of police operations.

ADMINISTRATIVE FUNCTIONS

Answer 22

A policy manual

Question 23

are plans providing specific guides to conduct and performance. They are parameters for acceptable conduct provided by management. As principles of action and conduct, they are a means by which deviations from policy may be prevented. In content, they control explicit behavior; therefore, they are subject to more rapid change than are policies.

ADMINISTRATIVE FUNCTIONS

Answer 23

Rules and regulations

Question 24

In order for plans to be effective, rules and regulations must be

ADMINISTRATIVE FUNCTIONS

Answer 24

current, reasonable, and
clear.

Question 25

As with planning, organizing is a | **ADMINISTRATIVE FUNCTIONS**

Answer 25

perpetual task.

Question 26

Far more effective results will be realized by placing a subordinate in a position that is challenging than in one that requires something less than total effort. ________________ are most destructive of initiative and industry in an employee. | **ADMINISTRATIVE FUNCTIONS**

Answer 26

Boredom and monotony

Question 27

Supervisors not only must collect the necessary information and evaluate it before deciding issues but also must communicate these decisions to subordinates through orders, instructions, and all other means available. They must serve as leaders in the enterprise—not to drive but to ____________ personnel. | **ADMINISTRATIVE FUNCTIONS**

Answer 27

lead, direct, and control

Question 28

Supervisors not only must collect the necessary information and evaluate it before deciding issues but also must communicate these decisions to subordinates through orders, instructions, and all other means available. They must serve as leaders in the enterprise—not to drive but to lead, direct, and control personnel. This is accomplished by securing effective action through the judicious use of authority and by the application of | **ADMINISTRATIVE FUNCTIONS**

Answer 28

common sense and practical psychology.

Question 29

The directing function involves not only putting a prepared plan into operation but also ________________________ to determine that the work ordered was actually and properly done. | **ADMINISTRATIVE FUNCTIONS**

Answer 29

following through with observation and inspection

Question 30

The directing function involves not only putting a prepared plan into operation but also following through with observation and inspection to determine that the work ordered was actually and properly done. A____________ is a must for organizations and leaders. Without it, authority is weakened, delegation is impaired, and the whole process of direction becomes more difficult. | **ADMINISTRATIVE FUNCTIONS**

Answer 30

follow-up or control system

Question 31

Perhaps no function of management is more important than that of ________________ to ensure unity of action not only between individuals but also between organizational units. This activity must occur at all levels to prevent disharmony. | **ADMINISTRATIVE FUNCTIONS**

Answer 31

coordination of human effort

Question 32

The essential activity of coordination can best be accomplished through ____________. It can seldom be accomplished by mandate. | **ADMINISTRATIVE FUNCTIONS**

Answer 32

direct communication.

Question 33

is a mechanical means of depicting, by an arrangement of symbols, the relationships that exist among individuals, groups, and functions within an organization. Lines of authority and responsibility and functional relationships between groups and individuals are presented graphically. ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 33

organizational structure

Question 34

Even the most innovative of modern organizational structures are but modifications or conglomerates of one or more of the **basic types** of organizations. ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 34

* straight-line organization * functional organization * line- and staff-type organization

Question 35

often called the individual, military, or departmental type, is the simplest and perhaps oldest form and is seldom encountered in any but the smallest of organizations. The channels of authority and responsibility extend in a direct line from top to bottom within the structure. Authority is definite and absolute ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 35

straight-line organization ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Question 36

a prime cause of friction in any organization ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 36

functional overlapping between units,

Question 37

in its pure form is rarely found in present-day organizations except at or near the top level. divides responsibility and authority among several specialists, such as the person responsible for all training, the employee directing the community relations activities of all units within the department, or the officer having line authority over any employee handling a case involving a juvenile. The responsibility of managers is limited to the particular activity over which they have control, regardless of who performs the function ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 37

functional organization

Question 38

One format in which the functional organization has been very successful is the ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 38

task force.

Question 39

is a combination of the line and functional types and is found in almost all but the very smallest police agencies today. It combines staff specialists or units with line organization so that the service of knowledge can be provided to line personnel by specialists such as the criminalist, the training officer, the research and development specialist, the public relations officer, and the intelligence specialist. Channels of responsibility and authority are thus left intact, since the specialist’s responsibility is to “think and provide expertise” for the line units, which are then responsible for “doing.” Line supervisors must remember that they obtain advice, not command, from the staff specialists ## Footnote BASIC ORGANIZATIONAL STRUCTURES

Answer 39

line- and staff-type organization

Question 40

are established to designate how work is to be divided among the various components of the establishment. ## Footnote DIVISION OF WORK

Answer 40

Organizational structures

Question 41

Regardless of what basis is used for this division—whether work is apportioned according to function performed, as in the laboratory; by area, as in a system of precincts, geographic divisions, or beats; by clientele handled, as in youth activities or juvenile offenses; or by purpose, as in public relations activities, traffic control, and the like—the division must be ## Footnote DIVISION OF WORK

Answer 41

logical and practicable.

Question 42

The division of work involves not only the breaking down of a particular job into its component parts but also the ____________ (synthesis) into a completed unit of work. The combining requires coordination if it is to be accomplished effectively. ## Footnote DIVISION OF WORK

Answer 42

recombining of these parts ## Footnote DIVISION OF WORK

Question 43

The division of work involves not only the breaking down of a particular job into its component parts but also the recombining of these parts (synthesis) into a completed unit of work. The combining requires coordination if it is to be accomplished effectively. The process of dividing work involves both ## Footnote DIVISION OF WORK

Answer 43

analysis and synthesis.

Question 44

For best results, the principle of ____and the law of ____, as stated by Leon Alford, require assigning to each worker the fewest possible kinds of tasks or operations in order to improve the quality and increase the quantity of work, thereby giving the highest class of work to suit the worker’s natural abilities. Only then is the greatest individual productivity possible. ## Footnote DIVISION OF WORK

Answer 44

specialization productivity

Question 45

In addition to providing a logical arrangement of work, organizational structure should provide ________of authority ## Footnote UNITY OF COMMAND

Answer 45

clear-cut channels

Question 46

This principle requires that every employee be under the direct command of one superior. Thus each worker should be accountable directly to only one supervisor in normal operations. ## Footnote UNITY OF COMMAND

Answer 46

unity of command

Question 47

The principle of unity of command applies to those ________ not to those______ ## Footnote UNITY OF COMMAND

Answer 47

who are commanded / who command.

Question 48

The Department of the Army stresses that “unity of command assures unity of effort by the coordinate action of all forces toward the common goal. . . . Where unity of command cannot be realized [because of legal sanctions involving agencies from several levels of government, as in joint efforts to control civil disorder or provide mutual aid] at least ________should be realized. ## Footnote UNITY OF COMMAND

Answer 48

unity of effort

Question 49

relates to the number of subordinates who can be supervised effectively by one supervisor. ## Footnote SPAN OF CONTROL

Answer 49

span of control

Question 50

The span of control relates to the number of subordinates who can be supervised effectively by one supervisor. This limit is small, from ________ at the top level of the organization, and is broad at the lower levels. ## Footnote SPAN OF CONTROL

Answer 50

three to five

Question 51

Supervisors can effectively reduce the span of control by ## Footnote SPAN OF CONTROL

Answer 51

delegating work

Question 52

The principle of delegation relates to the process of committing an activity to another’s care. It is closely related to the principle of in that even though the span is excessive, the harm from it can be reduced by the delegation of much detail to subordinates. Those supervisors who refuse to allow anything to be done except under their direct control are the primary causes of the bottlenecks that slow or stop effective operations. ## Footnote DELEGATION

Answer 52

span of control

Question 53

Although many activities can be passed down to others through the process of delegation, the supervisor cannot avoid the responsibility for such activities. Many supervisors have suffered dire consequences by assuming that a job entrusted to a subordinate relieved them of their responsibility for completing the job. They should be encouraged to delegate all possible tasks to____________ where the necessary ability to perform them exists, but in so doing they do not shed their responsibility for the completion of the task and their accountability for the results. ## Footnote DELEGATION

Answer 53

the lowest possible level in the organization

Question 54

Stephen Covey recommends a radical increase in the empowerment of employees when delegating. Covey uses ________ which are essentially negotiated documents describing the goals of the task, the management support promised, and the rewards and penalties to be expected. Used properly, effective supervisors “can greatly increase their span of control. ## Footnote DELEGATION

Answer 54

“win/win performance agreements,”

Question 55

Delegation is done poorly when subordinates are allowed to ________ more quickly than supervisors learn to ________.

Answer 55

delegate upward / delegate downward ## Footnote DELEGATION FAILURES

Question 56

The primary function of the manager is to ____over the process of delegation. This requires all of the manager’s judgment and much of the manager’s time. ## Footnote DELEGATION PROCESS

Answer 56

preside

Question 57

The strength of any organization increases with the ability of people at all levels to ## Footnote DELEGATION PROCESS

Answer 57

accept responsibility

Question 58

The process of delegation loses its value as a supervisory tool if ________ to ensure that objectives are accomplished and deadlines are met. ## Footnote DELEGATION PROCESS

Answer 58

follow-up inspections are not made

Question 59

The practice of delegation contributes to the development of subordinates to perform the supervisor’s job when the supervisor is absent or unable to act. A program of this nature is variously denominated ____or ____ or simply ____, which is a more all-inclusive program of training subordinates at all levels of the hierarchy to “take over” when necessary. ## Footnote PERSONNEL DEVELOPMENT BY DELEGATION

Answer 59

“executive” / “supervisory development,” / “personnel development,”

Question 60

specifies that the head of an organization or unit within it should not find it necessary to act personally on each matter coming under their general jurisdiction. Rather, supervisors should have to act only on those exceptional matters that require their personal attention.

Answer 60

the exception principle

Question 61

The ____ is inseparable from the principle of delegation. It prevails at all levels of the organizational hierarchy and is dependent on the effective application of the delegation function, which will free the superiors from a mass of routine detail that might be better handled by subordinates.

Answer 61

exception principle

Question 62

The principle of ________requires that the person to whom work has been assigned through the delegation process can complete it so that the only thing left to be done by the person who delegated it is to approve it. If the outcome is not satisfactory, then delegation of work was not successful, since the principle requires that everything must be done as the person making the assignment would have done had they had the time to do the work themselves.

Answer 62

completed staff projects