Session 1- Supervisory and Organization

Question 1

Why is supervision at the first level very important?

Answer 1

Because at the FIRST LEVEL, the productive capacity of the enterprise is directly controlled.

Question 2

What factor is considered to be the strongest influence on a worker’s performance?

Answer 2

His immediate supervisor. This is so because the superior exercises a strong influence upon the subordinates’ physical and social environment.

Question 3

Why is the first-line supervisor in a law enforcement agency an especially important person?

Answer 3

Because in a law enforcement agency, there is a great need for TEAMWORK; and the first line supervisor must provide the cohesive force which welds the working force into a well functioning, smoothly operating unit.

Question 4

What is the primary factor in achieving teamwork among persons and units?

Answer 4

The establishment of COMMON GOALS or PURPOSES.

Question 5

What is the first step a supervisor must take to gain the confidence and respect of his subordinates?

Answer 5

The supervisor must exemplify by their PERSONAL CONDUCT that which they demand from their subordinates.

Question 6

Should a supervisor ‘take a vote’ with their subordinates before making every decision?

Answer 6

No. They should adopt a Democratic approach in directing their subordinates, but should NOT cripple themselves as a supervisor.

Question 7

When support of your staff is required in order to achieve a particular result, must staff be consulted?

Answer 7

Yes. Note the use of the word REQUIRED.

Question 8

Does an advancement into a position of authority usually require a change in philosophy?

Answer 8

YES, especially in the area of human relations.

Question 9

Because Sgt Mullins’ morale was high, he believes the morale of his subordinates was high. Is this a correct assumption on the part of Sgt Mullins?

Answer 9

NO. As a supervisor, Sergeant Mullins should not become tranquilized into this belief.

Question 10

What does the statement ‘morale cannot be legislated or induced by logical argument; neither can it be bought for a price’ mean to a first line supervisor?

Answer 10

It means that the supervisor should remember that people are interested in themselves and in the things that AFFECT THEM.

Question 11

What is considered to be one of the basic needs of workers?

Answer 11

A feeling of STABILITY, and SECURITY in their work.

Question 12

Although security is a basic need of all subordinates, what single factor works best as a motivational force?

Answer 12

RECOGNITION for a job well done.

Question 13

A first line supervisor is often referred to as a ‘buffer’. What does this mean?

Answer 13

He is expected to represent management’s interests to the workers and their interests to management.

Question 14

In the long run, are the interests of management and the worker identical?

Answer 14

YES. The small differences between the two can ordinarily be resolved by the effective supervisor.

Question 15

Should a first line supervisor only tell his superiors what he thinks will make them happy?

Answer 15

NO. Such a practice is called ‘FILTERING’.

Question 16

It is said that the supervisor is both the victim and master of double talk. What does this mean?

Answer 16

The supervisor often finds it difficult to reconcile the goals of management with the goals of the employees.

Question 17

Must supervisors become highly skilled in every technical aspect of the job they supervise?

Answer 17

NO. However, they should have a GOOD WORKING KNOWLEDGE of the principal aspects of the job.

Question 18

Sgt Mullins delegated routine tasks to subordinates in order to shed his responsibility. Is this practice advisable?

Answer 18

NO. The FINAL responsibility for getting the job done properly remains with the SUPERVISOR.

Question 19

Must a supervisor be a ‘planner’?

Answer 19

YES. They must be able to forecast future needs, anticipate problems and make decisions ahead of time.

Question 20

Must a supervisor be a ‘personnel officer’?

Answer 20

YES. He must try to assign his subordinates properly.

Question 21

Must a supervisor be a trainer?

Answer 21

YES. He must carry out this function in ALL types of settings.

Question 22

Must a supervisor try to control his subordinates properly?

Answer 22

YES, and in doing so he/she must keep several factors in mind.

Question 23

Must a supervisor be a ‘decision maker’?

Answer 23

YES. A bad decision is sometimes better than none at all.

Question 24

When communicating, should the supervisor consider timing a factor?

Answer 24

Yes, the TIMING of a communication and the place where it takes place affect the degree of acceptance.

Question 25

Is it true that money is the single most effective motivational influence upon a worker?

Answer 25

NO. Money is usually a vastly overrated motivational influence.

Question 26

Sgt Mullins made it a practice to give his workers credit for their accomplishment. Is this practice desirable?

Answer 26

Yes, of course. RECOGNITION is a strong motivating force in people.

Question 27

An effective supervisor is born with certain traits of leadership, such as honorableness, courageousness, and vitality. Is this statement true?

Answer 27

NO. He is NOT born with these characteristics.

Question 28

Are plans developed at the lower levels of an organization more detailed than higher level plans?

Answer 28

YES. At the lower levels, the plans must be more detailed.

Question 29

What are some types of police plans?

Answer 29

1. Procedural. 2. Tactical. 3. Operational. 4. Auxiliary.

Question 30

Plans which are designed to give guidance and direction to personnel in performance of normal police activities are called?

Answer 30

Operational plans.

Question 31

A supervisor must coach his subordinates to improve their performance?

Answer 31

YES, coaching describes sharing knowledge and expertise.

Question 32

Sergeant Sullivan takes it upon himself to confront officers about their job performance. Is Sergeant Sullivan acting inappropriately?

Answer 32

No, coaching is the process of providing guidance and direction.

Question 33

Should a supervisor hold counseling sessions with their subordinates?

Answer 33

Yes. Counseling is the supervisor practice of actively listening.

Question 34

The new supervisor will be challenged and may find it difficult to move from the subordinate role to the role of supervisor?

Answer 34

Yes. Going from being the worker to being the overseer is an adjustment.

Question 35

How can a new Sgt make a successful transition from officer to supervisor?

Answer 35

1. Become educated about the new position. 2. Look, listen and learn. 3. Show genuine interest. 4. Communicate regularly. 5. Lead by example. 6. Support management policies. 7. Ask for guidance. 8. Treat people fairly. 9. Be honest, ethical and moral. 10. Enjoy the challenge.

Question 36

Is a supervisor involved in the recruitment of personnel?

Answer 36

Yes, a supervisor should stress that the department is a good place to work.

Question 37

How does saying ‘colorblind persons are not the best strawberry pickers’ relate to supervisory practices?

Answer 37

It means that a supervisor must try to assign their subordinates properly.

Question 38

What function consumes much of the supervisor’s time?

Answer 38

The function of providing DIRECTION to the subordinates and control of their activities.

Question 39

Is the need for coordination related to the size and complexity of an organization?

Answer 39

Yes, as organizations increase in size and complexity, the need for coordination becomes GREATER.

Question 40

Regarding types of organizational structures, which type is the simplest and perhaps the oldest type?

Answer 40

The STRAIGHT LINE organization.
1. The STRAIGHT LINE organization. The channels of Authority and responsibility extend in a DIRECT FROM top to bottom. Authority is definite and absolute.
2. This type of structure is TOO SIMPLE. (Only used in very small departments)
3. Because responsibility is clearly fixed, discipline is easily administered. There is a minimum of functional overlapping between units. However, supervisory personnel are too often required to perform duties of specialists and little use is made of specialists for giving advice and council to line units. This is a disadvantage of the straight line structure.

Question 41

What is the functional organization?

Answer 41

1. This type of structure which is rarely used today is organized on a purely FUNCTIONAL basis and divides responsibility and authority between SEVERAL SPECIALISTS. The functional responsibility of each FUNCTIONAL MANAGER is limited to the particular activity over which he has control, regardless of who PERFORMS the function.
   
   2. Coordination is difficult since employees responsible for RESULTS may be subject to the FUNCTIONAL DIRECTION of SEVERAL persons. Discipline is difficult to administer; there is considerable confusion and fragmenting (it violates a prime rule that subordinates perform best when they have ONE immediate supervisor)

Question 42

What type of structure is used in most police departments?

Answer 42

1. The LINE and STAFF type. 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, training officer, etc.
   
   2. The SPECIALIST’S responsibility is to “THINK AND PROVIDE EXPERTISE” for the line units, which are responsible for the DOING. The LINE supervisor must remember that he obtains ADVICE from the staff specialist NOT commands.
   3. In NORMAL operations, the staff specialist has line command ONLY of those subordinates in HIS particular unit. This limitation must clearly be recognized, as failure to do so is considered to be the greatest and most frequent CAUSE OF FRICTION in an organization.

Question 43

What is a good rule of thumb when assigning work to subordinates?

Answer 43

Assign each worker to the fewest KINDS of tasks or operations. Only in this way is the greatest individual productivity possible.

Question 44

What is a simple explanation of the principle of UNITY OF COMMAND?

Answer 44

1. The principal requires that every employee should be under DIRECT COMMAND OF BUT ONE SUPERIOR. 2. Since this principle spotlights the effect on EACH WORKER, it is usually stated that the principal of UNITY OF COMMAND applies to those who are commanded, not those who command.

Keep in mind that in an EMERGENCY situation this principle may be violated. However, in NORMAL operations, it should be adhered to.

Question 45

What does the principle of SPAN OF CONTROL refer to?

Answer 45

1. It refers to the NUMBER of persons ONE individual can supervise EFFECTIVELY. 2. There are many types of factors which affect the SPAN, such as the capacity of the supervisor and those supervised, the types of work being performed, and the complexity of the work. 3. The tendency in modern police operations is to EXCEED the bounds of effective control.

Remember that as you send the organizational structure, the individual spans of control decrease because the work is more diverse.

Question 46

Should supervisors be encouraged to delegate some of their tasks?

Answer 46

Yes. They should be encouraged to DELEGATE ALL POSSIBLE TASKS to the lowest possible level in the organization where the necessary ability to perform them resides, but in doing so the supervisors must remember that they do not shed the RESPONSIBILITY for the completion of the task.

Question 47

What are some guidelines supervisors should be aware of when delegating?

Answer 47

1. Don’t DELEGATE tasks beyond the capacity of the subordinate. 2. Don’t DELEGATE only those tasks which are distasteful. 3. Don’t attempt to DELEGATE AWAY your responsibility. 4. Make certain ENOUGH AUTHORITY to complete the task is delegated. 5. Make certain the process is consistent. 6. Don’t take back what has been delegated simply because the subordinate finds the task DIFFICULT. 7. DELEGATION may be accomplished by a specific or general directive.

Remember that DELEGATION contributes to the development of subordinates.

Question 48

What is meant by the exception principle?

Answer 48

1. It means that the head of an organization should not find it necessary to act PERSONALLY on each matter coming under his general jurisdiction. 2. This principle prevails at all levels of the organization and involves the delegation of functions. 3. Superior officers should pass on all work possible to subordinates EXCEPT that which is appropriate to the particular level that the superior occupies.

TRAINING IS KEY TO THE EFFECTIVE APPLICATION OF THIS PRINCIPAL.

Question 49

What is meant by completed staff projects?

Answer 49

1. It means that the person to whom the work has been assigned through the delegation process completed it to such an extent that the only thing left to be done by the person who delegated it is to APPROVE it. 2. The person to whom the work has been delegated should work out all the details completely.

A summary report should be prepared so that the superior can acquaint himself with the facts QUICKLY.

Question 50

How should police personnel be assigned?

Answer 50

They should be assigned to PLACES where they are NEEDED at the TIMES they are NEEDED in proportion to the relative NEED for their services.

The police administrator must use rules of thumb and experience to determine how much money must be allotted for police service.

Question 51

What are some crimes that are indicators of the need for police services?

Answer 51

Robbery, burglary, auto theft, theft from autos, theft from persons, and aggravated assault.

Question 52

When should overlapping shifts be used?

Answer 52

When there are unusually heavy workloads at all CERTAIN HOURS of police activity.

Question 53

How can police activity at a particularly troublesome location be increased?

Answer 53

By making the location a point where two patrol sectors intersect.

Question 54

Can task forces sometimes be used to attack specific problems?

Answer 54

Yes, the TASK FORCE is a form of FUNCTIONAL ORGANIZATION, which may go across jurisdictional boundaries.

Question 55

Does the task force violate the concept of unity of command?

Answer 55

Yes, this causes them to get bogged down over time.

Question 56

Does proper delegation free the supervisor from many routine tasks?

Answer 56

Yes, and in turn this enables the supervisor to engage in broader planning activities.

Question 57

When results only are to be evaluated, should the supervisor delegate to the most competent subordinates?

Answer 57

Yes, but the supervisor must weigh the benefits to other subordinates of the training they may derive from performing the delegated task.

Question 58

Can a supervisor increase his span of control through the use of win-win performance agreements?

Answer 58

Yes, says Iannone. These are negotiated documents, describing the goals of the task, the management support promised, and the rewards and penalties to be expected.