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LEA 4 > FIRST SEM MIDTERM - FIRST QUIZ > Flashcards

FIRST SEM MIDTERM - FIRST QUIZ Flashcards

1
Q

Is an organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment.

A

PLAN

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2
Q

It is a method or way of doing something in order to attain objectives. Provides answer to 5W’s and 1H.

A

PLAN

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3
Q

Is a management function concerned with visualizing future situations, making estimates concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways and means for reaching desired goals according to a certain schedule, estimating the necessary funds and resources to do the work, and initiating action in time to prepare what may be needed to cope with the changing conditions and contingent events.

A

PLANNING

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4
Q

Is also the process of preparing for change and coping with uncertainty formulating future causes of action.

A

PLANNING

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5
Q

The process of determining the problem of the organization and coming up with proposed resolutions and finding best solutions.

A

PLANNING

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6
Q

Elements of Planning

A
  1. OBJECTIVES
  2. ACTIONS
  3. RESOURCES
  4. IMPLEMENTATION
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7
Q

Are statements of future conditions, that a manager hopes to achieve.

A

OBJECTIVE

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8
Q

Three characteristics of Objective

A
  1. PRIORITY
  2. TIMING
  3. MEASUREMENT
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9
Q

Are the means, or specific activities, planned to achieve the objectives. The term strategies and tactics refer to planned courses of action.

A

ACTIONS

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10
Q

Are constraints on the course of action. It also involves budgeting - identifying sources and levels of resources that can be committed to the courses of action.

A

RESOURCES

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11
Q

Can select the type of budget that best suits the planning needs of the organization.

A

MANAGEMENT

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12
Q

Involves the assignment and direction of personnel to carry out the plan.

A

IMPLEMENTATION

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13
Q

The three approaches to implementation are:

A
  1. AUTHORITY
  2. PERSUASION
  3. POLICY
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14
Q

Is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands.

A

POLICE PLANNING

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15
Q

It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management.

A

POLICE PLANNING

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16
Q

Is the use of a rational design or pattern for all departmental undertakings rather than relying n chance in an operational environment.

A

OPERATIONAL PLANNING

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17
Q

It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.

A

OPERATIONAL PLANNING

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18
Q

Is the act of determining policies and guidelines for police activities and operations and providing controls and safeguards for such activities and operations in the department.

A

POLICE OPERATIONAL PLANNING

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19
Q

It may also be the process of formulating coordinated sequence of methodical activities and allocation of resources to the line units of the police organization for the attainment of the mandated objectives or goals.

A

POLICE OPERATIONAL PLANNING

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20
Q

Is a broad design or method; or a plan to attain a stated goal or objectives.

A

STRATEGY

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21
Q

Are specific design, method or course of action to attain a particular objective in consonance with strategy.

A

TACTICS

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22
Q

Are sequences of activities to reach a point or to attain what is desired.

A

PROCEDURES

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23
Q

Is a product of prudence or wisdom in the management of human affairs.

A

POLICY

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24
Q

Is a course of action which could be a program of actions adopted by an individual, group, organization, or government, or the set of principles on which they are based.

A

POLICY

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25
Q

Are rules of action for the rank and file to show them how they are expected to obtain the desired effect.

A

GUIDELINES

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26
Q

Is a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the nature and direction of an organization. This is usually long ranged in nature.

A

STRATEGIC PLANNING

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27
Q

What are the approaches in Police Planning?

A
  1. SYNOPTIC APPROACH
  2. INCREMENTAL APPROACH
  3. TRANSACTIVE APPROACH
  4. ADVOCACY APPROACH
  5. RADICAL APPROACH
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28
Q

Is the dominant tradition in planning. It is also the point of departure for most other planning approaches.

A

SYNOPTIC PLANNING OR RATIONAL COMPREHENSIVE APPROACH

29
Q

Concludes that long range and comprehensive planning are not only too difficult, but inherently bad.

A

INCREMENTALISM

30
Q

The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.

A

INCREMENTAL PLANNING

31
Q

Is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue market by a process of mutual learning.

A

TRANSACTIVE PLANNING

32
Q

Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.

A

ADVOCACY PLANNING

33
Q

The first mainstream involves collective actions to achieve concrete results in the immediate future. The second mainstream in critical of large-scale social process and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.

A

RADICAL PLANNING

34
Q

Involves collective actions to achieve concrete results in the immediate future.

A

FIRST MAINSTREAM

35
Q

Is critical of large-scale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.

A

SECOND MAINSTREAM

36
Q

These are basic principles in planning, organization and management of the PNP in support of the overall pursuits of the PNP Vision, mission and strategic action plan of the attainment of the national objectives.

A

FUNDAMENTAL DOCTRINES

37
Q

These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission in the maintenance of peace and order, crime prevention and suppression, internal security and public safety operation.

A

OPERATIONAL DOCTRINES

38
Q

These provide guidance for specialized activities of the PNP in the broad field of interest such as personnel, intelligence, operations, logistics, planning, etc.

A

FUNCTIONAL DOCTRINES

39
Q

Formulated jointly by two or more bureaus in order to effect a certain operation with regard to public safety and peace and order.

A

COMPLIMENTARY DOCTRINES

40
Q

These define the fundamental principles governing the rules of conduct, attitude, behavior and ethical norm of the PNP.

A

ETHICAL DOCTRINES

41
Q

Are developed as a result of crisis. A particular problem may occur for which the department has no plan and must quickly develop one, sometimes without careful preparation.

A

REACTIVE PLANS

42
Q

Are developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police department to prepare a response in advance.

A

PROACTIVE PLANS

43
Q

Are essential statements that identify the role of the police in the community and a future condition or state to which the department can aspire.

A

VISIONARY PLANS

44
Q

May also include a statement of values to be used to guide the decision making process in the department.

A

VISION

45
Q

Are designed to meet the long-range, overall goals of the organization. Such plans allow the department to adapt to anticipated changes or develop a new philosophy or model of policing.

A

STRATEGIC PLANS

46
Q

Are designed to meet the specific tasks required to implement strategic plans.

A

OPERATIONAL PLANS / OPLANS

47
Q

The organizational vision and values, strategic statement, policies, procedures, and rules and regulations are examples.

A

STANDING PLANS

48
Q

Include guidelines for responding to different types of incidents.

A

STANDING PLANS

49
Q

It also includes the design of the structure, how different functions and units are to relate and coordinate activities, and how resources are to be allocated.

A

FUNCTIONAL PLANS

50
Q

If one of the goals of the police department is to reduce the crime rate, any change that occurs can be compared to past crime rates in the same community or crime in other communities, a state, or the nation.

A

OPERATIONAL-EFFICIENCY, EFFECTIVENESS, AND PRODUCTIVITY PLANS

51
Q

Specific police programs or projects such as drug crackdown, crime prevention program, and neighborhood clean-up campaign are good examples.

A

TIME-SPECIFIC PLANS

52
Q

It relates to plans which are strategic or long range in application, and it determine the organization’s original goals and strategy.

A

STRATEGIC OR LONG RANGE PLANS

53
Q

It relates to plans, which determine quantity and quality efforts and accomplishments. It refers to the process of determining the contribution on efforts that can make or provide with allocated resources.

A

INTERMEDIATE OR MEDIUM RANGE PLANNING

54
Q

Refers to the production of plans, which determine the schedule of special activity and are applicable from one week or less than year duration. Plan that addresses immediate need which are specific and how to can be accomplished on time with available allocated resources.

A

OPERATIONAL OR SHORT RANGE PLANNING

55
Q

Resulted in the apprehension of 110,975 persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorist’ assistance.

A

OPLAN DISIPLINA

56
Q

That sets forth operational guidelines on the heightened security measures and sea borne security patrols.

A

OPLAN BANTAY DALAMPASIGAN

57
Q

To properly achieve administrative planning responsibility within the unit, the Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-office activities and management.

A

POLICY AND PROCEDURAL PLANS

58
Q

Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field.

A

FIELD PROCEDURES

59
Q

Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual.

A

HEADQUARTERS PROCEDURES

60
Q

Procedures that involve coordinated action on activity of several officers, however, shall be established separately as in the case of using telephone for local or long distance calls, the radio teletype, and other similar devices.

A

HEADQUARTERS PROCEDURES

61
Q

Certain special operations also necessitate the preparation of procedures as guides.

A

SPECIAL OPERATION PROCEDURES

62
Q

These are the procedures for coping with specific situations at known locations.

A

TACTICAL PLANS

63
Q

These are plans for the operations of special divisions like the patrol, detective, traffic, fire and juvenile control divisions.

A

OPERATIONAL PLAN

64
Q

These are plans made to organize the community to assist in the accomplishment of objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention.

A

EXTRA-OFFICE PLANS

65
Q

Plans of management shall map out in advance all operations involved in the organization management of personnel and material and in the procurement and disbursement of money.

A

MANAGEMENT PLAN

66
Q

Highest law of the land.

A

CONSTITUTION

67
Q

Can be a prerogative or a duty, a power or a restraint of power, recognized and established by a sovereign state or union of states.

A

CONSTITUTIONAL RIGHT

68
Q

Refers to a right granted under a federal or state status.

A

STATUTORY RIGHT

69
Q

Are laws enacted by a specific legislature or governing body that can be used to resolve a variety of different legal disputes.

A

STATUTES

LEA 4 (1 decks)

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