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Supervision > Supervision > Flashcards

Supervision Flashcards

0
Q

Supervision

How should a supervisor prepare himself for his position?

A

By gaining a good working knowledge of the principles of organization, administration, and managment.

He should become an EXPERT in directing the efforts of his subordinates into the most productive channels

He should know how to relieve himself through the PROCESS OF DELIGATION.

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1
Q

Supervision

Supervisors need ____ become highly skilled in _____ technical aspect of the job they supervise to be effective.

A

NOT, EVERY

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2
Q

Supervision

A supervisor should be ______________ in the functions and operations of his local sub-division of government and should have a ____________ of its relationship with other units of government.

A
  • Thoroughly Versed

- Understanding

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3
Q

Supervision

A supervisor should be familiar with the local political atmosphere, although he should ________________ political entanglements and alliances which might hinder the accomplishment of his duties.

A
  • Scrupulously Avoid
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4
Q

Supervision

Must be capable of inspection, conducting studies, analyzing data, and developing recommendations for constructive changes. He must be able to FORECAST future needs, anticipate problems, and make decisions ahead of time to solve them. This is the definition of?

A

“A Planner”

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5
Q

Supervision

As a “Personnel Officer” he must assign his subordinates as SCIENTIFICALLY as possible to the positions for which they are best suited. In effect, he must place ______________________.

A
  • Round Plugs in Round Holes
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6
Q

Supervision

“Mistakes of the Heart”

A

Negative corrective action may be indicated to prevent reoccurrence.

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7
Q

Supervision

Expectations of the “Transition from Officer to Supervisor”

A
  • Expected to council, train, and discipline subordinates
  • Investigate citizen complaints
  • Show concern for employees, as well as concern for the organization
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8
Q

Supervision

“Guidelines for Successfully Making the Transition from Officer to Supervisor”

A

1 ). Educate yourself for the new position
2 ). Look, Listen, and Learn about your new work environment
3 ). Show a genuine interest in and concern for your employees
4 ). Communicate regularly with your employees

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9
Q

Supervision

Gulick’s Administrative Functions (The Functional Elements) “POSDCORB”

A 
PLANNING
ORGANIZING
STAFFING
DIRECTING
CO-
ORDINATING 
REPORTING 
BUDGETING
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10
Q

Supervision

“Planning”

A
  • Broad outline of the things that need to be done
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11
Q

Supervision

“Organizing”

A
  • Formal structure of authority through which work subdivisions are arranged
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12
Q

Supervision

“Staffing”

A
  • Personal Function of brining in and training staff
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13
Q

Supervision

“Directing”

A
  • Continuous task of making decisions and embodying them in specific general orders
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14
Q

Supervision

“Co-ordinating”

A
  • The all important duty of interrelating the various parts of the work
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15
Q

Supervision

“Reporting”

A
  • Keeping those to whom the executive is responsible informed as to what is going on
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16
Q

Supervision

“Budgeting”

A
  • In the form of fiscal planning, accounting, and control
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17
Q

Supervision

These EXECUTIVE FUNCTIONS DEVOLVE upon subordinates at all levels of the hierarchy through the ___________________.

A

PROCESS OF DELIGATION

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18
Q

Supervision

“Definition of POLICY MANUAL”

A

A policy manual is worthwhile as a guide for personnel to apply to all facets of police operations.

19
Q

Supervision

“Policies are Plans”

A

Broad principles. They evolve from the experiences of the organization; from the established, traditional custom standards essential to its welfare; and form legal and social constraints imposed on its activities.

20
Q

Supervision

“How Communication Becomes Indistinct and Clouded”

Channels of communication and lines of authority become MORE INDISTINCT as…

A

The nature of the organization INCREASED in COMPLEXITY, and often its prime mission becomes clouded in the minds of individuals who comprise it.

21
Q

Supervision

The essential activity of coordination can best be accomplished through ______________________; it can seldom be accomplished by __________.

A
  • Direct communication

- mandate

22
Q

Supervision

One disadvantage in the Line-Type Organization

A

Supervisory personnel are too often required to perform the duties of specialists because little use is made of the latter for giving advice and counsel to line units.

23
Q

Supervision

“Divisions of Work Chart “ Apportionment According To:

A

Function
Area
Clientele
Purpose

24
Q

Supervision

“Division of Work Chart” Examples of Type or Location of Work:

A

Laboratory
Systems of Precincts, Divisions or Beats
Youth Activities or Juvenile Offenses
Public Relations, Traffic Control, etc

25
Q

Supervision

According to Alford, the Principle of SPECIALIZATION an the law of PRODUCTIVITY is?

A

Assigning to each worker the fewest possible kinds of tasks or operations in order to improve the quality and increase the quantity of his work, and giving him the highest class of work for which his natural abilities fit him.

26
Q

Supervision

The principle of UNITY OF COMMAND?

A

Requires that every employee should be under the direct command of but one supervisor.

27
Q

Supervision

The principle of UNITY OF COMMAND applies?

A

To those who are commanded, not to those who command.

28
Q

Supervision

“Span of Control” The number of persons one can individually supervise effectively?

A

3-5 at the Top Level of the organization

29
Q

Supervision

Delegation Failures of the Supervisor are:

A
  • He has either not learned how
  • He has never really appreciated the need for avoiding routinized tasks which others can do better (and more economically), or the training value of delegation
  • He has an overabundance of confidence in his own capacity of detail, or
  • He does not have confidence in his subordinates
30
Q

Supervision

Personnel Development is?

A

An all-inclusive program of training subordinates at all levels of the hierarchy to “take over” when necessary.

31
Q

Supervision

This principle is inseparable from the principle of delegation. It prevails at all levels of the organizational hierarchy and involves the delegation of functions which, if done efficiently, will free the superior from a mass of routine detail which might better be disposed of by others below him. This principle is?

A

The Exception Principle

32
Q

Supervision

This resistance is usually the result of the inability of some supervisors to adopt and apply realistically the principles of leadership to their own particular assignments.

A

Resistance to Leadership Training

33
Q

Supervision

Morale and Performance are likely to suffer if?

A

Leadership ability is learned slowly through the process of trial and error.

34
Q

Supervision

This type of leadership is highly authoritative. He makes decisions without allowing subordinates to participate. They are often made to feel that they are not a part of the team because they are not allowed a voice in the decison-making process. They do, however, know where they stand because he goes by the book.

A

Autocratic Leadership

35
Q

Supervision

“The Democratic Leader” treats his subordinates as associates in a joint venture and thereby:

A
  • Increases their feelings of responsibility
  • Increases their sense of achievement, recognition, and personal growth
  • MOST IMPORTANT Increases their commitment to the goals of the organization
36
Q

Supervision

This leadership style is a combination of TASK BEHAVIOR (giving specific instructions) and RELATIONSHIP BEHAVIOR (convincing workers to exert effort).

A

“Situational Leadership”

37
Q

Supervision

“Readiness Style 1”

A

When the workers are both unable to do the job and UNWILLING to try the leader uses “Leadership Style 1” (TELLING)

38
Q

Supervision

“Readiness Style 2”

A

When the workers are UNABLE TO DO THE JOB but are willing or confident, the leader uses “Leadership Style 2” (SELLING)

39
Q

Supervision

“Readiness Style 3”

A

When the workers are VERY CAPABLE but are unwilling and insecure, the leader uses “Leadership Style 3” (PARTICIPATING)

40
Q

Supervision

“Readiness Style 4”

A

When the workers are VERY CAPABLE and very willing, the leader uses “Leadership Style 4” (DELEGATING)

41
Q

Supervision

“Situational Leadership” was developed to help leaders be more effective in their dealings with subordinates. It is based on a interplay among:

A

1 ). The amount of GUIDANCE and DIRECTION (task behavior) a leader gives.

2 ). The amount of SOCIO-EMOTIONAL SUPPORT (relationship behavior) a leader provides.

3 ). The READINESS (maturity) level that followers exhibit in performing a specific task, function, or objective.

42
Q

Supervision

James McGregor characterized leaders as ___________ (when one person takes initiative, making contact with others for the purpose of the exchange of valued things) or __________________ (when one or more persons engage with others in a way in which the leader and non leader raise one another to higher levels of motivation and morality.

A

Transactional, Transformational

43
Q

Supervision

“Selecting Leadership Style” There is __________________ for supervising in every work situation.

A

“No set hard-and-fast-rules”

44
Q

Supervision

“Indicators of Good Leadership” (A HIGH LEVEL of DISCIPLINE is perhaps the BEST MARK OF GOOD ORGANIZATIONAL LEADERSHIP) if present; the following will result?

A
  • A high level of ESPIRIT de Corps
  • High level of MORALE
  • INCREASED EFFICIENCY

Supervision (1 decks)

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