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Sergeant Exam > Supervising Police Personnel > Flashcards

Supervising Police Personnel Flashcards

1
Q

The most important responsibility

A

making timely and accurate decisions

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2
Q

Only thing worse that making a bad decision

A

making no decision

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3
Q

The essence of being human

A

making decision, the exercise of free will

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4
Q

between stimulus and response

A

space

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5
Q

the start of a good decision

A

a stop, forced space for reflection , evaluation, and alternatives

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6
Q

watch your thoughts

A

lead to attitudes

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7
Q

watch your attitudes

A

lead to words

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8
Q

watch your words

A

they lead to actions

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9
Q

watch your actions

A

they lead to habits

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10
Q

watch your habits

A

they lead to character

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11
Q

watch your character

A

it determines your destiny

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12
Q

four intelligences

A

physical, mental, emotional, spiritual

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13
Q

emotional intelligence

A

ability to express or repress our emotions intelligently to the advantage of self and others

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14
Q

character

A

what we stand for and how we stand for it

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15
Q

competence

A

what we perform and how we perform it

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16
Q

purpose driven leadership

A

gives meaning, focuses leadership, motivates, is fulfilling

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17
Q

ethical decisions

A

the most complex and tough decisions made by supervisors

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18
Q

delegation

A

never make a decision that should be delegated, delegate to empower, mentor, and manage your time. delegation is inseparable from leadership

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19
Q

timing

A

is as important as the actual decision itself. do not force a decision that you can reasonably delay.

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20
Q

is it your decision

A

make sure it is within your responsibility, otherwise offer an opinion when asked only.

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21
Q

take extra care if

A

the decisions can cause serious injury, jeopardize important relationships, damage reputation, adversely affect values and vision.

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22
Q

enforce the rules

A

a desire to not enforce rules to remain popular or avoid negative emotions will ruin the leader

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23
Q

use personal experience

A

your experience matters more than others

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24
Q

focusing illusion

A

not seeing the big picture. one fact or choice particularly stands out and cause one to overlook others

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25
Q

wanting verse liking

A

just because you want something does not mean you will like it once you have it

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26
Q

satisficer

A

have a min. threshold, know what is acceptable

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27
Q

maximizer

A

strive to squeeze the very best out of every decision, spend so much effort on making a decision they do not appreciate the results of that decision

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28
Q

heart

A

listen to your heart, the hardest thing to do and the right thing to do are often the same thing

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29
Q

discipline

A

common to all successful people, willpower embodied

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30
Q

confidence

A

apply the nine rules, know your strengths, know the strengths of your team, know your purpose, once a decision is made confidence becomes fortitude

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31
Q

participation

A

those that will be affected by the decision should participate in the process. but a simple majority does not rule. you are still responsible for the decision

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32
Q

chance

A

a part of every decision, minimize chance, but do not let it paralyze you

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33
Q

intuition

A

rely on your good sense and instinctive feelings. personal insights are an important tool

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34
Q

balance Chap. 1

A

successful decision making relies on a balance between and intuition and deliberate decision making

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35
Q

adaptive unconsciousness

A

a giant computer that rapidly and quietly processes a lot of data that we need to function as human beings

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36
Q

deliberate thinking

A

sets the stage for accurate rapid cognition and correct first impressions

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37
Q

future

A

look ahead, foresight, free yourself from past wrong decisions,

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38
Q

signature strength

A

a trait we always carry with us and use frequently

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39
Q

nine rules when approaching a decision

A

never make a decision that should be delegated, never make a decision that you can reasonably delay. is the decision yours to make. extra care on important decisions. enforce the rules. use personal experience. want versus like. satisficng maximizing

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40
Q

seven steps in decision making

A

heart, discipline, confidence, participation, chance, intuition, future.

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41
Q

supervision

A

pertains to things: deployment, schedules, resources, statistics. is the right to command

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42
Q

leadership

A

pertains to people: empowerment, vision, teamwork. is the capacity to command

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43
Q

leader commands

A

based on an individually developed capacity to use power, supervisors are based on possession/rank

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44
Q

understanding values serves four critical functions

A

individual compass. connect communication. purposes. strengths.

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45
Q

compass from values

A

set of values within a person and the organization that directs action

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46
Q

communication from values

A

understanding of human values. mutual trust based on appreciation of values and understanding of points of view.

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47
Q

Purposes from values

A

serve as an end goal

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48
Q

strengths

A

all that we value becomes a part of us. we lead others according to our strengths based value system

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49
Q

a value is

A

an enduring belief that a specific goal and means of attaining that goal are very important.

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50
Q

value programming periods are (3)

A

imprinting. modelling. socialization

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51
Q

2 ways to change our values

A

significant emotional event and major and profound dissatisfaction.

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52
Q

trust

A

the genesis of all human relationships. can i trust you can you trust me? can i trust the department? does the department trust me? am I being heard? am I hearing you?

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53
Q

a trustworthy Character has three elements

A

integrity, maturity, win win mindset. determined and defined not by what we want say or think, but rather by what we do.

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54
Q

integrity

A

behaving in a way that is grounded in principles

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55
Q

maturity

A

emotional maturity. an understanding of self and others.

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56
Q

win win

A

the third alternative based on integrity and maturity and abundance mentality.

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57
Q

three elements of competence

A

technical competence. knowledge. teamwork.

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58
Q

develop strengths

A

discover what is unique about a person and capitalize on it. help develop strengths to improve satisfaction, happiness and performance. successful leaders develop strengths and don’t focus on weak areas

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59
Q

management

A

the organizational right to command

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60
Q

ethics

A

a body of moral principles and values, how we should behave, they are the same in all aspects of our lives. there are no professional ethics

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61
Q

ethos

A

guiding beliefs

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62
Q

morals

A

right conduct

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63
Q

honesty

A

intending to act morally and thus subscribing to ethical principles

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64
Q

integrity

A

behaving morally and thus manifesting ethical principles. having integrity means you are whole and at peace. not easy.

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65
Q

integral

A

wholeness

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66
Q

three approaches to ethical dilemmas

A
  1. neglect 2. compliance based programs 3. values orientated programs
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67
Q

values orientated programs

A

integrate ethics with department culture,

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68
Q

six pillars of character

A
  1. trustworthiness 2.respect 3. responsibility 4. fairness 5. caring 6. civic virtue
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69
Q

two basic laws of supervision

A
  1. whatever you allow, you encourage 2. whatever employees will do for you, they will do to you.
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70
Q

being a police supervisor is a public trust

A

true

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71
Q

the law and ethics

A

legal rules are the bottom or minimum they are not ethical guidelines. obeying the law is easy compared to making ethical decision making

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72
Q

self deception and rationalization

A

can make ethical decisions more difficult

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73
Q

2 approaches to conceiving a vision

A

top down bottom up

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74
Q

bottom up vision advantage

A

shared ownership and shared accountability

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75
Q

change is a______________

A

constant

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76
Q

how does a vision relate to change

A

acts a guidebook, a way to navigate the different changes that an organization is constantly faced with.

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77
Q

importance of clarity

A

the highest. followers need to know who we serve? what are our core strengths? what is our core score? what actions can we take today?

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78
Q

a change poses two questions to an organization:

A
  1. does it challenge our visions? how does it affect our goals?
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79
Q

3 steps to strategic thinking

A
  1. recognize insight 2. ask the right questions 3. tune in
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80
Q

the major feature of a vision or strategy must be____

A

clarity

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81
Q

a vision expresses

A

purposes and values as tangible signposts

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82
Q

a strategy provides

A

steps needed to make the vision and mission a reality

83
Q

objectives are long or short range?

A

short range, 3-12 mos

84
Q

what is required to anticipate trends?

A

a heightened perception of the ways our lives change and adapt

85
Q

decisions by managers and supervisors are largely shaped and driven by their ___________

A

emotional intelligence. most often EI prevails in conflicts with other intelligences

86
Q

three significant research findings regarding EI

A

it is learn-able. it is test-able. research shows that our mental skills determine top performers and EI plays a more important function at higher supervisor levels.

87
Q

4 primary domains of Emotional Intelligence

A
  1. self awareness 2. self discipline 3. social awareness 4. relationship management
88
Q

Your EI starts and stops with which domain?

A

self awareness

89
Q

psychological wealth consists of four dimensions

A
  1. life satisfaction 2. low negative feelings 3.positive feelings 4. contributing to society
90
Q

_________________ is the core of psychological wealth

A

happiness

91
Q

emotions have four components

A
  1. feelings 2. sensory 3. thinking 4. action
92
Q

happiness is something you ________________

A

have control over

93
Q

____________ is an often overlooked factor in better workers

A

happiness

94
Q

three ways you can value your work

A
  1. as a job 2. as a career 3. as a calling
95
Q

when there is a confluence of values strengths and challenges there is

A

job fit or a flow, a calling work value

96
Q

we are as happy as ____________

A

we want to be. most of us our mildly happy most of the time.

97
Q

the first step toward positivity and elevating your set point is:

A

challenge all incoming negative thoughts

98
Q

the three key variables for causing happiness

A
  1. purposes 2. relationships 3. gratitude
99
Q

you happiness set point is embedded

A

but it can still be moved

100
Q

____________ style of leadership is on the rise as police organizations face increasingly complicated problems

A

team

101
Q

leaders must let go the belief that we must __________ that which we care about.

A

control

102
Q

______________ is the right to command

A

authority

103
Q

position, right to reward, right to sanction provide you with __________

A

authority

104
Q

your expertise and experience gives you ________ to lead

A

power

105
Q

___________ is the capacity to command

A

power

106
Q

______________ is a relationship to influence people toward the attainment of a goal

A

leadership

107
Q

supervisors need to manage relationships with everyone, even ______________

A

their boss

108
Q
  1. assume responsibility 2. work hard 3. challenge 4. champion change 5. withdrawl
A

courageous membership

109
Q

to be a team leader you have to ______ the team building activities

A

live, it is a constant and on going process

110
Q
  1. accentuate the positive 2. know what is going on 3. get attention through vision 4. create meaning through communication 5. build trust through integrity 6. deploy through positive self-regard 7. master change 8. afford empowerment
A

team building activities

111
Q

what is the first thing you should do with your vision?

A

convey it to others

112
Q

to be effective you need to establish __________ first, vision and ideas come second

A

integrity

113
Q

the majority of leadership failures are

A

integrity failures

114
Q
  1. competence 2. positive regard for others 3. wallenda factor
A

triangle of positive self-regard

115
Q

wallenda factor

A

think about success not failure, stay on the rope

116
Q

the worst mistakes a leader can make are (3)

A

ducking responsibility taking too much credit engaging in group think

117
Q

police employees are___________ employees

A

volunteer

118
Q

informal team leadership is a ___________ phenomenon

A

natural

119
Q

the better we __________ ourselves the better we can lead tohers

A

manage

120
Q

fourth generation management is _____________ driven.

A

purpose driven

121
Q

fourth generation management is a remainder that: people or things are more important?

A

people

122
Q

time management divides tasks into four categories based on what two dimensions?

A

importance and urgency

123
Q

we can change our experience of time by changing what we_________ and _____________

A

feel and think

124
Q

time is not an ________

A

absolute

125
Q

fourth generation management defines our individual ________, including _______ and _______ are prioritized

A

mission, roles, goals

126
Q

activities should be scheduled by the day or the week?

A

week.

127
Q
  1. develop a mission statement 2. record and define your roles 3. Identify your goals 4. Plan and schedule your week 5. Act and be flexible
A

Steps to become a category II supervisor

128
Q

define category II

A

focus on things that our important but not urgent, the crux to managing ourselves and others.

129
Q

as a police leader you are responsible for preventing stress from attacking the _________ of you and your staff.

A

vitality

130
Q

_______ is a demand on us to change

A

stress

131
Q

how we_________ stress determines whether or not it is harmful or helpful

A

handle

132
Q
  1. personal 2. environmental 3. organizational/social
A

the three sources of stress

133
Q

hyperstress hypostress eustress distress

A

four dimensions of stress

134
Q

pessimism devolves into __________________

A

helplessness

135
Q

well managed stress can promote __________

A

vitality

136
Q

one of the most negative stessors is

A

an attack on one’s integrity

137
Q

optimism is a ___________ that can be learned

A

skill

138
Q

anger, while a normal response, should not be ____________ and ____________________

A

excessive and prolonged

139
Q

supervisors can convert stress to a positive by doing two things

A
  1. self discipline 2. empowering others
140
Q
  1. supportive relationships 2. mental discipline 3. helping others 4. the three r’s (reading, relaxation, recreation) 5. altruistic egoism 6. being happy
A

six strategies for maintaining vitality

141
Q

to ensure wellness and vitality we need _____________ plan

A

custom designed plan

142
Q

a negotiation strategy that tries to decide issues on their merits, rather than who wins. it is both easy and tough

A

principled negotiations

143
Q
  1. Do not bargain over positions 2. Being nice is not the answer 3. Separate the people from the issue 4. Concentrate on issues not positions 5. Generate a number of options 6. Adopt objective criteria
A

the six steps to getting toy es in principled negotiations

144
Q

the most common type of poor employee and also the most difficult to correct

A

the malcontent

145
Q

these issues are natural and therefore a normal phenomenon

A

human driven issues

146
Q

who is responsible for converting dysfunctional conflict to productive energy

A

supervisors

147
Q
  1. Existing conditions 2. Our attitudes 3. Our thoughts 4. Our behavior
A

what causes issues, what emanate form

148
Q

!. Malcontent 2. Immoral 3. Unprofessional 4. Illegal

A

four types of problem employees

149
Q

steps of a citizen complaint

A
  1. receipt 2. investigation 3. adjudication
150
Q

media relations have ____________ consequences

A

far reaching

151
Q

the first step in proper media handling is

A

taking responsibility for tackling the problem

152
Q
  1. synergy 2. interdependence 3. a support base
A

three benefit teams provide to group effectiveness

153
Q

training objectives must support ____________ and be _______________

A

organizational activities and be realistic

154
Q

team training requires ___________ thinking and effort

A

interdependent

155
Q

is this about their issue or mine?

A

question asked by good supervisor coaches

156
Q

your delivery of training should be subject to ___________ by your boss, yourself and trainees

A

constant evaluation

157
Q

teamwork can only occur with _______________ and ______________

A

mutual trust and team training

158
Q

trust is based on knowing the other’s ___________

A

values

159
Q

the basis for team based decision making is

A

team training

160
Q

___________ training is a key responsibility of a police supervisor

A

team

161
Q

___________ ________________ is the cornerstone for team training in a diverse workforce

A

emotional intelligence

162
Q
  1. non-negotiable high standards 2. Opportunities 3. Character 4. Emotional Intelligence 5. Teamwork
A

five base line conditions or practices that evidence a spirit of excellence and high performance

163
Q

SBO

A

Supervise by objectives

164
Q
  1. Identify the issue 2. make a specific statement 3. Alternative strategies 4. Select alternative 5. Implementation 6. Evaluation 7. Feedback
A

Steps to set an objective

165
Q

PDRS

A

performance domain rating scale

166
Q

police supervisors who _______ their work typically out perform others

A

plan

167
Q

in SBO the objectives must be _____________

A

specific

168
Q

in SBO the objectives need to be set in ____________

A

collaboration with the employee

169
Q

in SBO, the objectives should be used

A

to measure performance

170
Q
  1. Behavioral motivation 2. Control 3. Feedback
A

the three key reasons for assessing a person’s performance

171
Q

for a performance system to be valid and reliable it must be

A

job related

172
Q

Delegation + Participation
_____________________ =
Trust

A

Empowerment

173
Q

supervisors are responsible for ___________ their staff to accomplish the mission for the department

A

motivating

174
Q

motivated workers have ___________ performance and job satisfaction

A

improved/high

175
Q

motivating others starts_______________

A

with yourself

176
Q

individual job satisfaction_____________ group moral

A

determines

177
Q

the most critical requirement for praising people is

A

sincerity

178
Q

retaining employees depends on

A

the supervisor’s ability to motivate

179
Q

empowerment is a known positive but

A

few supervisors practice it

180
Q

four parties benefit from successful delegation. they are:

A
  1. Community
  2. Department
  3. Supervisor
  4. Staff
181
Q
  1. Stewardship
  2. Go-fer
  3. Dump
  4. Micro
A

four types of delegation. only stewardship is effective in empowering

182
Q

building a workplace context requires training, high standards, values, needs communication, rewards, reprimands, feedback and most of all _______

A

trust

183
Q

______________________ is participative supervision

A

teamwork

184
Q

the key to _____________ is sharing

A

participation

185
Q

uncontrolled empowerment results in ______________ mentality

A

entitlement

186
Q

delegation participation and trust lead

A

empowerment

187
Q

POP and COP are_______________ not _________

A

complementary identical

188
Q

a police department can adopt two different crime control strategies - but they must be __________

A

compatible

189
Q

POP improves on crime fighting tactics by adding ______________ and __________

A

pro activity

thoughtfulness

190
Q

the common linkage between COP, POP, and professional crime fighting model is:

A

crime control

191
Q

for POP to succeed patrol work needs to be give __________ status

A

enhanced

192
Q

POP emphasizes _____________ over efficiency

A

effectiveness

193
Q

POP has 11 steps that commence with the _________ of problems

A

grouping

194
Q

problems are best identified by who?

A

line employees

195
Q

those who identified the problem are probably in the best position to decide what?

A

The information needed to solve it

196
Q

the act of _______________ will improve performance

A

measuring performance

197
Q

collecting data is not enough you need to do what?

A

use it was a measuring tool

198
Q

the main reason agencies resist performance measures is what?

A

see the measurement as a threat

199
Q

can crime prevention be measured?

A

yes, everything can be measured

200
Q 
Inputs
activities
outputs
outcomes
explanatory notes 
are the \_\_\_\_\_\_\_\_\_\_\_\_\_ of performance measurement
A

essentials

201
Q

identifying important measurables depends on agreeing on what?

A

principled and practical values

202
Q
  1. statistical
  2. oversight
  3. community
  4. pro-steering
A

the four approaches to measuring agency performance

203
Q

to learn from our successes we need to __________ them

A

study

Sergeant Exam (2 decks)

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