Study Guide Chapter 10

Question 1

Nature of Discipline
The goal of discipline is to produce desirable behavior. It is considered an essential element of work that ensures overall productivity and an orderly environment. Discipline has numerous meanings and uses, but it tends to have negative connotations for many people. In its best context discipline is considered positive and involves teaching, instruction, training and remediation. Its purpose is to facilitate corrective action, resulting in self-control that is based on the norms and values of the workforce, producing predictable behavior and organizational efficiency. From this perspective, discipline is a management function.

Answer 1

SG

Question 2

Sgts are responsible for nurturing professionalism in officers, and they are also responsible for initiating disciplinary measures when formal action is required. First-line supervisors have to find a balance between self-regulation and organizational control in order to achieve the organization’s mission and objectives.

Answer 2

SG

Question 3

Positive Discipline
Positive Discipline is a systematic approach designed to instruct and or guide employees, so that they become loyal, dedicated, responsible and productive employees.

Answer 3

SG

Question 4

First-line supervisors should strive to create an environment in which self-discipline is rewarded and where imposed discipline is held to a minimum. Effective supervisors help keep subordinates interested in their jobs and satisfied with working conditions. They must be multidimensional, fulfilling a variety of roles, accentuating the positive and cultivating employee self-worth. Money and other material rewards are very powerful, but recognition that is genuine can have an even greater impact on job-related behavior.

Answer 4

SG

Question 5

To be effective a supervisor needs to develop the ability to criticize the work the employee does and not the employee. Once certain parameters for accepted behavior are internalized they serve as a basis for self-control. When employees learn the job and know the standards that they are judged on, they will gain a great deal of self-confidence and personal security.

Answer 5

SG

Question 6

Total Quality Management (TQM) empowers employees to create a positive, performance-oriented culture and employee commitment. First-line supervisors must be facilitators in this participative approach.

Answer 6

SG

Question 7

The authors state that a supervisor can guarantee an improvement in performance through the PRICE protocol which is

1. Pinpoint: Identify performance problems that must be addressed
2. Record: Document the current performance level of those having problems
3. Involve: Involve officers in determining the best way to deal with problems, the coaching strategies to be used and how the supervisor will monitor the progress and the rewards or punishments that will occur based on the success or failure of the corrective process.
4. Coach: Carry out the agreed-upon coaching strategies by observing and offering timely advice, encouragement, positive reinforcement and retraining.
5. Evaluate: Evaluate and provide feedback on a continuous basis to decide whether the goals of the PRICE protocol have been achieved.

Answer 7

SG

Question 8

Negative Discipline

Negative Discipline is discipline based on the use of punishment, rather than rewards.

Answer 8

SG

Question 9

In police organizations, supervisors spend a great deal of time and energy coping with marginal employees. When all else fails, sgts are forced to rely on the imposition of negative discipline to deal with both deviant and marginal personnel.
The Sgt must:
1. Identify weaknesses or deficiencies, failure or over behavior that require corrective action
2. Analyze all the factors to assess appropriate action
3. Initiate and possibly carry out the disciplinary action
4. Document the case as to cause, analysis, action and appropriateness.

Answer 9

SG

Question 10

Sgts must act reasonably, decisively and promptly to resolve discipline problems. They have to consider the needs of the employee, the department, the law enforcement profession and the community. They should strive for constructive discipline that is firm, fair and impartial. Discipline should not be applied randomly. Sgts must recognize the needs of their subordinates in order to avoid job dissatisfaction, interpersonal conflicts, poor performance, discipline problems and high turnover.

Answer 10

SG

Question 11

Disciplinary System
Good disciplinary systems do not come about by accident, but rather by being designed carefully by mgmt. The include the following characteristics:
1. Proper assignment of personnel to a job according to their interest, shill and training
2. Necessary and reasonable job-related policies, procedures, rules and regulations to meet employee needs and accomplish the depts. goals and objectives
3. Effective communication regarding performance and acceptable behavior along with explanations of consequences if not followed.
4. Continuous review, evaluation and appraisal of personnel
5. Consistent, fair and equitable enforcement of all policies, procedures, rules and regulations
6. Mutually acceptable disciplinary procedures based on the “due process” model
7. A formal appeals procedure designed to ensure fairness of all disciplinary actions and serve as a check and balance on the imposition of punitive sanctions.

Answer 11

SG

Question 12

Two distinct objectives of disciplinary actions are to (1) reform the individual offender and (2) deter others who may have been influenced by the incident. Sgts must review which penalties are available, feasible and appropriate in each circumstance. There is no place for anger, revenge or retribution in the discipline process. It is illegal for a supervisor to misuse power or harass an employee.
The imposition of discipline without just cause is viewed as unconscionable and unacceptable abuse of authority.

Answer 12

SG

Question 13

Effective disciplinarians are proactive as well as reactive. Good supervisors know the keys to effective discipline

1. Do not be a discipline ostrich-do not overlook discipline problems
2. Be a “Caesar’s wife” - all of the Sgts behavior should be above reproach
3. Practice the “hot stove” rule - discipline should be immediate, based on known rules, consistent and impersonal
4. Never lose control
5. Be instructive
6. Be firm but fair
7. Stay out of employee’s private life
8. State rules/regulations in a positive manner
9. Do not be a disciplinary magician–do not make up rules as you go along
10. Be precise: comply with labor laws, collective bargaining agreements and civil service regulations. Follow procedures and document actions

Answer 13

SG

Question 14

Supervisors also understand that individuals involved in a disciplinary action may react with denial, anger, by bargaining, depression and acceptance. A good supervisor allows the officer to experience and progress through each of the reaction stages

Answer 14

SG

Question 15

The Hot Stove Concept
Douglas McGregor compared an organization’s disciplinary system to a red-hot stove. When you touch a red-hot stove, the discipline is immediate, predictable, consistent and totally impersonal. Under McGregor’s theory, the stove not only serves as a deterrent against whom it is applied, but will also train other employees about what the organization will not accept. Telling employees what is expected of them and explaining the negative consequences they may face is an absolute requirement for effective discipline in law enforcement.

Answer 15

SG

Question 16

Disciplinary Action
Sgts play a key role in the police discipline system and have a tremendous influence on the process. Firm and fair discipline depends on four critical factors
1. Quality of the personnel being recruited by the dept
2. Effectiveness of the promotion system
3. Training given to newly promoted Sgts
4. Support that firs-line supervisors receive from their superiors

Answer 16

SG

Question 17

The decision to sue discipline should be made with care. Most departments use a progressive discipline system that provides for increases in punishment for each subsequent offense

1. Informal discussion
2. Oral warning
3. Written reprimand
4. Final written warning
5. Suspension
6. Demotion
7. Discharge

Answer 17

SG

Question 18

Progressive discipline use the belief that punishment should fit the crime. However, it is not the answer to every problem. It is merely a tool. It will not work with some employee personalities. If the decision to fire an employee is made, it will be accomplished through the progressive discipline system. The goal of discipline is to redirect an employee’s negative behavior and salvage the employee.

Answer 18

SG

Question 19

Discipline can be used to promote efficiency and increase job productivity. How the supervisor carries it out will determine the liability the dept will incur if the discipline is challenged as unfair labor practice

Answer 19

SG

Question 20

Making Disciplinary Action Stick
Disciplinary action can be a tool to promote efficiency, effectiveness and productivity. Reasonable disciplinary action can be made to stick if it is fair and if first-line supervisors learn to avoid certain mistakes:
1. No specific offense or violation determined
2. Insufficient warning that the employee’s performance or misconduct is unacceptable
3. No positive evidence to support the charges against the employee
4. Supervisor demonstrates real or perceived favoritism or discrimination toward employees
5. No documentation kept of warnings or reprimands
6. Punishment is severe or excessive
7. No concern for just cause and procedural due process

Answer 20

SG

Question 21

When discipline is not maintained within a dept or treated indifferently by supervisors or managers, the quality of service delivered to the community is lowered and the integrity of the profession suffers.

Answer 21

SG

Question 22

Employers and supervisors can be subject to civil action in the form of monetary and or injunctive relief if it is found that the dept has fallen short in certain obligations:

1. Negligent or wrongful acts of employees
2. Failure to train
3. Failure to supervise
4. Failure to discipline

Answer 22

SG

Question 23

1. Discipline is
   A. an adversarial process
   B. a tool for achieving shared purpose and goal-oriented behavior
   C. a means of teaching, training and remediation
   D. all of the above

Answer 23

D. all of the above

Question 24

2. Every first-line supervisor should strive to create an environment in which
   A. sanctions are relied on for results
   B. external or imposed discipline is held to an absolute minimum
   C. an employee’s sense of competence, craftsmanship and pride is cultivated through discipline
   D. none of the above

Answer 24

B. external or imposed discipline is held to an absolute minimum

Question 25

3. ______ are among the most powerful motivators at the disposal of the first-line supervisor
   A. disciplinary actions
   B. shift assignments
   C. commendation and citations

Answer 25

C. commendation and citations

Question 26

4. \_\_\_\_\_\_\_\_are two of the things mentioned in the text that create natural parameters for accepted and expected behavior in a given organization
A. rules and regulations
B. effective supervision and discipline
C. technical expertise and discipline
D. camaraderie and technical expertise

Answer 26

D. camaraderie and technical expertise

Question 27

5. According to More and Miller,  \_\_\_\_\_ and \_\_\_\_\_ come with the stripes.
A. power, authority
B. respect, power
C. problem solving, counseling
D. power, discipline

Answer 27

C. problem solving, counseling

Question 28

6. Police officers have emotional job-related security needs, including all of the following except
   A. the need to know exactly what mgmt expects as to work performance and conduct
   B. the need for regular feedback from mgmt concerning job performance
   C. the need to be treated fairly and impartially by those in mgmt
   D. none of the above

Answer 28

D. none of the above

Question 29

7. According to Peters and Waterman, based on the "people orientation" of contemporary mgmt theory, there is no place for \_\_\_\_\_\_in the disciplinary process
A. friendship
B. guilt
C. anger
D. reform

Answer 29

C. anger

Question 30

8. The misuse of power by the first-line supervisor does all but which of the following?
   A. destroy the Sgts credibility
   B. enhances legitimate authority over subordinates
   C. undermines the Sgt’s effectiveness
   D. subjects mgmt to ridicule, charges of unfair labor practices, political repercussions and civil suits

Answer 30

B. enhances legitimate authority over subordinates

Question 31

9. Disciplinary action should be
   A. proactive
   B. reactive
   C. both proactive and reactive

Answer 31

C. both proactive and reactive

Question 32

10. According to the hot stove rule, employees learn quickly bc discipline is all but which of the following?
A. immediate
B. predictable
C. consistent
D. personal

Answer 32

D. personal

Question 33

11. Whether the discipline is firm and fair will depend on critical factors that include all but which of the following?
    A. quality of the personnel being recruited by the dept
    B. accountability of the mgmt system
    C. training given to newly promoted Sgts
    D. Support that first-line supervisors receive from their superiors

Answer 33

B. accountability of the mgmt system

Question 34

12. Effective disciplinary action is always
    A. based on just cause
    B. appropriate to the offense and the needs of the offender
    C. progressively more severe if the subordinate fails to change errant, disruptive or deviant behavior
    D. all of the above

Answer 34

D. All of the above

Question 35

13. Discipline based on the use of punishment, rather than reward is
A. positive discipline
B. negative discipline
C. retributive discipline
D. penal discipline

Answer 35

B. negative discipline

Question 36

T/F

1. Discipline is the essential element in work that ensures overall productivity and an orderly environment

Answer 36

T

Question 37

T/F

2. Discipline may be used to produce a shared sense of purpose and common goal-oriented behavior

Answer 37

T

Question 38

T/F

3. First-line supervisors are expected to nurture professionalism in the employee

Answer 38

T

Question 39

T/F
4. According to More and Miller, the first-line supervisor will determine the success of failure of the police department in achieving its mission, goals and objectives.

Answer 39

T

Question 40

T/F
5. According to OW Wilson, positive discipline manifests itself in the officer’s willingness to conform and participate in self-restraint based on professional dedication or a personal commitment to the ethos of the police dept

Answer 40

T

Question 41

T/F

6. Disciplinary action is inherently punitive and used to regulate work-related behavior

Answer 41

T

Question 42

T/F

7. Sgts are expected to increase the employee’s productivity through negative discipline

Answer 42

F

Question 43

T/F
8. It is the first-line supervisor’s responsibility to identify the weaknesses, deficiencies, failure or overt behavior of subordinates

Answer 43

T

Question 44

T/F
9. Inconsistency and favoritism in disciplining subordinates will have an adverse, potentially destructive effect on employee productivity

Answer 44

T

Question 45

T/F

10 A Sgts actions must be legal, reasonable, inconsistent and timely

Answer 45

F

Question 46

T/F
11. If a Sgt misunderstands the nature of the job or lacks rudimentary leadership skills, the potential for abuse of the disciplinary apparatus is great.

Answer 46

T

Question 47

T/F
12. The accused employee is presumed innocent until proven guilty, and the burden of proof is on those involved in direct supervisory mgmt

Answer 47

T

Question 48

T/F
13. First-line supervisors have a duty to act in the best interests of all of the following: the employee, the dept, the LE profession and the community at large

Answer 48

T

Question 49

T/F
14. Supervisory personnel who bend or break the rules promote disruptive and deviant behavior by others in the workforce.

Answer 49

T

Question 50

T/F
15. One key to success as a disciplinarian is to ensure that all employees know and fully understand the depts policies, procedures, rules and regulations

Answer 50

T

Question 51

T/F

16. Failure to sustain a disciplinary action against an employee puts the supervisor at risk for a subsequent civil suit

Answer 51

T

Question 52

T/F
17. When a subject going through the process of a disciplinary action exhibits anger or disrespectful behavior, immediate suspension should occur

Answer 52

F