Effective Police Supervision - Chapter 1 Notes

Question 1

What/who is the crucial managerial point where policy is transmitted into action?

Answer 1

The first line supervisor

Question 2

First line supervisors must make decisions in the best interest of the _____ and _____ through _____.

Answer 2

Organization; community members; goals and objectives

Question 3

What is the task of a supervisor?

Answer 3

To assist employees to become productive members of the organization

Question 4

To “conceptualize” is to _____.

Answer 4

Form new ideas or concepts

Question 5

What is accountability?

Answer 5

The obligation a person, group, or organization assumes for the execution of authority and/or the fulfillment of responsibility

Question 6

_____ is the obligation to perform, and _____ is the liability one assumes for ensuring that the obligation is fulfilled.

Answer 6

Responsibility; accountability

Question 7

What is the real goal of accountability?

Answer 7

Maximizing achievement through goal attainment

Question 8

What are the consequences of accountability?

Answer 8

Enhance execution, fulfill responsibilities, and improve performance

Question 9

What are the 5 levels of accountability?

Answer 9

Personal, individual, team, organizational, and stakeholders (PITOS)

Question 10

This level of accountability is characterized by trustworthiness, honor, principled conduct, scruples, and reliability.

Answer 10

Personal

Question 11

This level of accountability is characterized by a task force, team, group, or other organizational entity and is a joint effort where everyone works together and strives for the highest possible achievement

Answer 11

Individual

Question 12

This level of accountability is characterized by shared responsibility that brings everything together and a definite ownership comes into existence as a result of agreed-upon measured performance.

Answer 12

Team

Question 13

This level of accountability involves both internal and external relationships. Internal refers to the upward, downward, and lateral flow of information between management and officers and/or teams, groups, or task forces. External accountability answers to or reports to its stakeholders with regard to performance as well as conduct.

Answer 13

Organization

Question 14

This level of accountability deals with the political supervisory body and the public. Examples include unions, pressure entities, interests groups, assemblages, the legal system, other agencies, sworn officers, or civilians.

Answer 14

Stakeholders

Question 15

What is the single most important element of accountability?

Answer 15

Leadership

Question 16

This is the boding agent in the accountability process.

Answer 16

Trust

Question 17

What is the cornerstone of the accountability process?

Answer 17

Equity

Question 18

_____ can create organizational imbalance, splinter the organization, and inhibit institution of a positive accountability environment.

Answer 18

Inequity

Question 19

What enables an environment that is clearly “two-way”? It has been suggested that this process comes into existence when an assigned authority delegates responsibility and a “quid pro quo” relationship results.

Answer 19

Reciprocation

Question 20

Law enforcement uses concepts and processes from what two forms of policing to improve the quality of life in communities and facilitate crime reduction, disruption, and prevention?

Answer 20

Intelligence-led policing and predicting policing

Question 21

This refers to a manager’s expectation of completing tasks on time.

Answer 21

Performance

Question 22

The U.S. is now _____ non-white. Those groups have accounted for _____ percent of the population growth from 2000-2008.

Answer 22

1/3; 83%

Question 23

Nearly _____ of American children have at least 1 immigrant parent.

Answer 23

1/4

Question 24

The 10 most populous states contain what percentage of the total U.S. population?

Answer 24

54%

Question 25

These 3 states contain 1/4 of the U.S. population.

Answer 25

California, Texas, and New York

Question 26

What are the 5 supervisory skill areas?

Answer 26

Human, Tactical, Affective, Conceptual, and Knowledge (Hu-TACK)

Question 27

What is at the core of supervisory skills?

Answer 27

Human skills

Question 28

Which supervisory skill area is characterized by coaching, communicating, counseling, mentoring, delegating, integrating, leading, and resolving conflict?

Answer 28

Human skills

Question 29

Which supervisory skill area is characterized by capabilities, control, expertise, procedures, task orientation, and techniques?

Answer 29

Tactical skills

Question 30

Which supervisory skill area is characterized by attitudes, empathy, equality, fairness, integrity, interrelations, and values?

Answer 30

Affective skills

Question 31

Which supervisory skill area is characterized by analysis, assessment, decision-making, identification of objectives, prioritizing problems, solving problems, interpreting, and loyalty?

Answer 31

Conceptual skills

Question 32

Which supervisory skill area is characterized by critically reviewing reports, directing, evaluating, organizing work, scheduling training, providing administrative credibility, and policy implementation?

Answer 32

Knowledge skills

Question 33

Which skill area consumes the least amount of a first-line supervisor's time?

Answer 33

Conceptual skills

Question 34

This involves combining different supervisor philosophies and approaches.

Answer 34

Network management

Question 35

At the supervisory level, this is concerned with the integration of each officer into the organization.

Answer 35

Managerial networking

Question 36

What is the purpose of a network?

Answer 36

To foster self-help, exchange | information, and share resources.

Question 37

What is the most important element of a network?

Answer 37

The individual

Question 38

What are management's expectations of supervisors?

Answer 38

Positive attitude, loyalty, integrity, performance, responding to management requests

Question 39

_____ is a way of dealing with obstacles in a constructive manner.

Answer 39

Positive thinking

Question 40

How can supervisors express (display) positive thinking?

Answer 40

Noticeable enthusiasm, expressive body language, eye contact, and clarity of speech

Question 41

What is the cornerstone of character?

Answer 41

Loyalty

Question 42

This is an indispensable characteristic of a positive working relationship between differing levels of management.

Answer 42

Loyalty

Question 43

_____ includes a tradition of excellence, professionalism, and commitment to the protection of the constitutional rights of everyone.

Answer 43

Integrity

Question 44

What is the cornerstone of integrity?

Answer 44

The equal administration of justice

Question 45

What do subordinates expect of a supervisor?

Answer 45

``` Participation, partnership, accessibility, role model, assistance, fairness, support, conflict resolution (conflict identification and resolution) ```

Question 46

This is the ability of a supervisors to assist subordinates with problems internal and external, while distinguishing between real complaints and petty bickering/mere griping.

Answer 46

Conflict resolution

Question 47

What percentage of a supervisor's time is spent resolving conflict?

Answer 47

73%

Question 48

What percentage of employees respond to positive efforts by their supervisor?

Answer 48

85%

Question 49

What percentage of subordinates consume the majority of a supervisor's time?

Answer 49

15%

Question 50

This style of management involves opening the decision-making process up to employees to participate. Employees are empowered and power is shared. The end result is an environment where officers want to work.

Answer 50

Participative management

Question 51

This style of management may reduce the number of traditional managers needed, but will increase the need for leaders.

Answer 51

Participative management

Question 52

What do supervisors expect from other supervisors (peer expectations of supervisors)?

Answer 52

Cooperation, joint problem resolution, positive working relationships, and the sharing of ideas