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Tim Study > Management > Flashcards

Management Flashcards

1
Q

POSDCORB

A

Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting

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2
Q

A-Dime Problem Solving Method

A

Analysis
Develop a Plan
Implement
Monitor
Evaluate

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3
Q

5 Steps of Teaching (IPRAT)

A

Instruction
Presentation
Review
Application
Test

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4
Q

Day to day relationships with people a leader is expected to function in what ways?

A

planner, personnel officer, trainer, controller, coach, counselor, decision maker, communicator and leader

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5
Q

First Challenge for supervisor of community policing program?

A

high level of necessary commitment and community involvement

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6
Q

Principle of Recency (principles of learning and teaching)

A

frequent reviews and summarization along with repetition fix matters taught in the mind since what is acquired last is generally remembered best

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7
Q

Rating Method where supervisor averages the ratings of several individual appraisals

A

Composite Ratings

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8
Q

The personality of a person is …..

A

composite of their personal characteristics

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9
Q

Common Sense

A

Often described as the Hallmark of True Leadership

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10
Q

Discipline that takes the form of punishment or “chastisement”

A

negative discipline … key word being chastisement

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11
Q

Principle of learning and teaching often referred to as the law of use and disuse

A

Principle of Repetition

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12
Q

Hersey and Blanchard … when workers are unable to do the job but are willing or confident the leader uses …..

A

Leadership style 2 - Selling

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13
Q

Element of good leadership that is, in the broadest sense in an organization, the best mark of good leadership ?

A

Discipline

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14
Q

“the oil that lubricates the process of listening and provides a foundation for it”

A

Talking

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15
Q

4 D’s of Decision Making model of communication

A

Delete it
Do It
Delegate It
Defer It

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16
Q

If orders are given they will tend to _________ ideas already present

A

strengthen

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17
Q

Which of the supervisor’s basic responsibilities would describe inspecting work systems and analyzing data?

A

Planner

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18
Q

The benefits to be derived from an effective training program are:

A

Not immediate and Not immediately measured

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19
Q

within the instructional process the _________ is the basis for the presentation step of the lesson plan

A

job analysis

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20
Q

Explosion with little or no structural damage could be a sign of a

A

chemical attack

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21
Q

POSDCORB “putting a prepared plan in to operation and following up with an observation and inspection”

A

Directing

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22
Q

Aguilar v Texas - Supreme Court held that information provided in a search warrant affidavit should be analyzed with regard to:

A

Totality of the circumstances

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23
Q

Type of communication that readily passes information in both directions

A

Democratic Communications

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24
Q

Basic human drive based on fear, apprehensiveness and avoidance

A

Wish of security

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25
Q

Exception principle is inseparable from the principle of?

A

Delegation

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26
Q

5 Steps of teaching in which step is the ACID test applied?

A

Introduction

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27
Q

A rating report is said to be _______ if it is an accurate measurement of the ability it purports to measure

A

valid

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28
Q

Personnel rating systems are inherently _______ because the instruments are __________

A

unstable / subjective

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29
Q

Performance rating error - results in a skewed curve, with an excessive number of personnel rated in the upper range

A

leniency

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30
Q

Hersey and Blanchard leadership style when workers are very capable but unwilling or insecure

A

Leadership Style 3 - Participating

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31
Q

Reaction to frustration where employee physically or mentally withdraws from facing a dilemme

A

escape

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32
Q

A-DIME method - when would you remind employee of your availibilty

A

Implementation

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33
Q

Which basic human drive is derived from love, friendship and affection?

A

drive for response

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34
Q

Instructional Process - one of the most common faults in presenting instructional material arises from ?

A

Oversimplification

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35
Q

Performance rating error where raters are unduly influenced by one or two characteristics that have special appeal to them?

A

Subjectivity

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36
Q

Organizational structure rarely found in its pure form in present day organizations except at or near the top?

A

Functional organization

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37
Q

investigative report structure

A

heading
statement of complaint
summary of investigation
details of investigation
conclusions and recommendations
addendums

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38
Q

fairness and impartiality

A

punitive action must be fair and impartial. arbitrary or capricious punishment will be resented

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39
Q

hot stove concept

A

swiftness in punishment sooner the better

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40
Q

Certainty in punishment

A

punishment must be certain - perhaps the greatest deterrent to future misbehavior

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41
Q

purpose of discipline

A

facilitate coordination of effort, develop self control and character and foster orderliness and efficiency

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42
Q

Escape - reaction to frustration

A

efforts to fulfill an objective are greater than thought … problem is insoluble so one escapes .. physically and mentally withdraws

43
Q

attitude of resignation - reaction to frustration

A

giving up all attempts to satisfy a motive

44
Q

Reactions to frustration

A

aggression
attitude of resignation
escape
excuses and rationalization
regression
fixations

45
Q

Needs

A

security
sense of adequacy
sense of self esteem
sense of social approval

46
Q

satisfactions

A

affection, acceptance and security
sense of adequacy
recognition as a personality
opportunity for accomplishment
opportunity for independence
opportunity to obtain new experiences
opportunity to possess something or someone

47
Q

drives

A

wish for security - based on fear apprehension and avoidance
drive for response - love friendship and affection
wish for recognition - status prestige and social approval
drive for new experiences

48
Q

Types of personnel interviews

A

informal
employment
progress
grievance
problem solving
disciplinary
separation

49
Q

major functions of employee interview

A

obtain information
communicate or give information
solve personal or group problems
appraise past, present of future situation of employee

50
Q

job analysis (teaching)

A

forms the basis for the presentation step of the lesson plan

51
Q

overloading

A

teacher “cramming” too much information in to a timeframe

52
Q

oversimplification

A

common cause of teacher ineffectiveness - leaves students to draw conclusions without adequate facts

53
Q

learning objectives

A

brief, clear, specific statements about what a student should know at the end of a course

54
Q

instructional plan

A

broad statement about what is to be learned

55
Q

organizational structures

A

developed to designate how work is to be divided among components of establishment

56
Q

completed staff project

A

task that was properly delegated to subordinate has been completed to the point where all that is left is supervisor review / sign off

57
Q

function - interrelating various parts of work

A

coordinating (POSDCORB)

58
Q

function to forecast needs and problems and prepare plans to meet them

A

Planning (POSDCORB)

59
Q

plans prepared to meet exegencies encountered by police

A

tactical plans

60
Q

plans to give guidance and direction to personnel in performance of normal police activities

A

operational plans

61
Q

function requiring continuous analyzing of the organizational structure to ensure it meets the needs of the total organization providing a means of communication through the hierarchy

A

organizing (POSDCORB)

62
Q

function involving control of a subordinates activities

A

directing (POSDCORB)

63
Q

functional organization

A

divides authority among several specialists (rare except at the top) violates the rule that workers work best with one boss. responsibility divided among several specialists

64
Q

line organization

A

military type - rarely found except in very small pd’s

65
Q

line and staff

A

most pd’s

66
Q

greatest amount of production in shortest time with minimal energy and maximum satisfaction for produces is the objective of good ….

A

human relations

67
Q

marginal employee

A

just the amount of work done to not get in trouble

68
Q

complex process of communicating ideas in such a manner that receipient interprets what is heard in a way the communicator intends

A

giving orders

69
Q

a students past training and experience

A

apperceptive base

70
Q

ability to integrate new learning and experencies with past learning and experience will materially affect a students …….

A

learning rate

71
Q

Supervisory Responsibilities Planner

A

inspecting work systems, conducting studies, analyze date and develop mature recommendations for constructive change

72
Q

Supervisory Responsibilities Persnnel officer

A

assign subordinates to best role suited for them

73
Q

Trainer - Supervisory Responsibilities

A

Undersand the learning process

74
Q

Coach Supervisory Responsibilities

A

confront employee with his or her job performance record with the objective of overcoming deficiencies and improving performance

75
Q

Supervisory Responsibilities - Counselor

A

Required to address issues if they affect job performance

76
Q

Supervisory Responsibilities - Controller

A

Proper control of subordinates. Proper follow ups to ensure rules and regs have been followed and orders executedd

77
Q

Supervisory Responsibilities - Decision Maker / Communicator

A

Vital function - clear and concise and has to happen - bad decision is better than no decision

78
Q

Supervisory Responsibilities - Leader

A

traits of honorableness, courageousness and viatality

79
Q

Instructional Goals

A

broad, defined, general statements about what is to be learned

80
Q

learning objectives

A

brief, clear, specific statements about what students should be able to do at the end of a course

81
Q

Basis for presentation step of lesson plan

A

Job analsysis

82
Q

instructional plan

A

simple listing, in proper sequence, of the steps to be followed in completing a particular job

83
Q

signs

A

meanings emanating from what is perceived in communication

84
Q

what type of orders establish policy

A

general orders

85
Q

noise in communication

A

static - brings upon redunduncy

86
Q

General orders

A

establish policy

87
Q

Drives

A

Security, response, recognition and for new expereinces

88
Q

satisfactions

A

affection, acceptance, secuirty
personal adequacy
recognition as personality
chance for accomplishment
chance for independence
chance for new experiences
possess something or someone

89
Q

Needs

A

feeling of security
adequacy
self esteem’
social approval

90
Q

non-cooperation

A

can occur in the form of loafing, work slowdowns, sabotage, absenteesim

91
Q

process of dividing work involves ______ and ________

A

synthesis and analysis

92
Q

reactions to frustration

A

aggession, escape, excuses and rationalization, regression and fixations

93
Q

concept of resignation

A

all hope is lost - approach patiently - give new hope

94
Q

rationalization

A

manifests itself in excuses

95
Q

Dissatisfactions are a prime cause of complaints and serve to lower

A

morale

96
Q

indifference of supervisors to the squandering of resources and other wasteful practices contribute to

A

inefficient operation

97
Q

Requisite of Punishment - Certainty

A

to be most effective punishment for even the mildest infractions must be certain. Greatest deterrent to further misbehavior Deterrence is a function of certainty not severity

98
Q

Requisite of Punishments 5

A

Certainty
Swiftness
Fairness and Impartiality
Consistency
Deterrence for Others

99
Q

Discipline

A

often thought of as punishments but means more nearly instructing, teaching and training. Main purpose is to facilitate coordination and effort, develop self control and character and foster orderliness and efficiency

100
Q

Requisite of Punishment - Fairness and impartiality

A

punshiment will not have desired effect if not met with fairness and impartiality.

101
Q

Causes of evaluation system failures 6

A

indifference
employee pressures
failure to train raters
rating abusers
slipshod procedures
rating shortcuts

102
Q

Rating Standards 5

A

Employee ranking
representative employee standard
ideal employee standard
numerical standard
forced choice standard

103
Q

Common Rating Errors

A

Leniency
Personal Bias
Central Tendency
Halo or Horns
Related Traits
Overweighting or Recency
Subjectivity

104
Q

Rating error subjectivity

A

rater unduly influenced by one or two characteristics that have special appeal to them

Tim Study (4 decks)

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