Supervision I

Question 1

Five foundations for effective supervision:

Answer 1

· Give clear & complete instructions

· Communicate & let people know how they are doing

· Give credit when due

· Involve people in decisions

· Maintain an open door

Question 2

Levels of Management:

Answer 2

· Executive

· Middle management

· First line supervisor

Question 3

Skills needed by supervisors:

Answer 3

· Technical

· Interpersonal

· Analytical

· Technical skills are most often used by first level supervisors

Question 4

Responsibility

Answer 4

the duty or obligation to perform a prescribed task or service or to attain a specific objective

Question 5

Line of Authority:

Answer 5

· Allows supervisors to exercise direct control over subordinates

· Issue orders to a person and expect compliance

· Authority flows in a direct line down to their subordinates

· Command authority with the responsibility for coordinating the functions under it.

Question 6

Span of control:

Answer 6

· Preferable is 6 to 1 ratio

Question 7

Four primary functions of management:

Answer 7

· Planning

· Organizing

· Leading

· Controlling

Question 8

Organization:

Answer 8

An organization is the structure derived from the grouping of people together so that they can work effectively toward a goal that the entire membership wants to win.

Question 9

Formal Organization:

Answer 9

Official blueprint if the organization – organizational chart and rules and regulations of the organization. Jobs are defined. Tasks are specified. Relationships between operational units are stated through policy and goals.

Question 10

Informal Organization:

Answer 10

Unplanned/unofficial components of the organization based on personal contacts, interactions, and relationships. Unofficial leaders.

Question 11

Ways to promote professionalism:

Answer 11

· Reward ethical acts

· Avoid making fun of honesty, dedication, and being ethical

· Encourage a positive organizational culture

· Role models are the single greatest factor that create professional attitudes or ethical views within any organization

Question 12

Continuum of Compromise (a perceived sense of victimization can lead to the rationalization & justification of:

Answer 12

· Acts of Omission (leaving stuff out)

· Acts of Commission – Administrative

· Acts of Commission – Criminal

· Entitlement verses Accountability

Question 13

Reasons for unethical behavior:

Answer 13

· Greed

· Anger

· Lust

· Peer pressure

Question 14

How to survive professionally:

Answer 14

· Exhibit professional attitudes and conduct

· Must be instilled and reinforced throughout each employee’s career

· Be aware of the “organizational culture/climate”

· Remember decisions, not conditions, determine your ethics

Question 15

Tort

Answer 15

A private wrong other than a breach of contract in which the action of one person causes injury to the person or property of another in violation of a legal duty imposed by law. Can be categorized as intentional, negligent and other related torts.

Question 16

Title 42 USC, Sect 1983:

Answer 16

· Civil action for deprivation of civil rights

· Section 1983 lawsuit for money damages and/or declaratory relief (as in prison cases)

Question 17

Title 18, Code Section 242:

Answer 17

· Punishes the act

· Criminal liability for deprivation of civil rights

· Must be acting under color of law

· Deprivation of rights secured by federal law & United States constitution

Question 18

Title 18, Code Section 241

Answer 18

· Must be a conspiracy (2 or more involved) to injure, oppress, threaten, or intimidate

· One or more of intended victims must be a US citizen

· Conspiracy must be directed at free exercise or enjoyment by such a citizen of any right or privileged under federal laws or the US Court

Question 19

Slight negligence:

Answer 19

failed to exercise the minimal amount of care

Question 20

Gross negligence:

Answer 20

intentional failure to perform a reasonable amount of duty and reckless disregard.

Question 21

Negligent Assignment:

Answer 21

· Assigning an employee to a job without ascertaining employee competence or the keeping of an employee on a job after he or she is known to be unfit.

· Must be aware of their subordinates and must not assign them to perform tasks for which they lack skills or competencies.

Question 22

Requirements to establish liability:

Answer 22

· a legal duty

· did not obey the law & caused an accident

· harm to the plaintiff, done through negligence

· Plaintiff must prove the extent of the damage.

Question 23

Absolute immunity:

Answer 23

· There is no liability for damages at all – judges, legislators, prosecutors, some state agencies

Question 24

Quasi immunity:

Answer 24

Certain officials are immune if performing judicial-type functions but not when performing other functions in connected with their officer.

Question 25

Personal liability:

Answer 25

· Knew or should have known

· Of the existence of a pattern of gross abuse, and

· Did nothing after such knowledge

Question 26

Rules defined:

Answer 26

· Rules are inflexible

· No exceptions

· Specifically direct people how to act

· May limit discretion and good sense

· Are necessary

Question 27

Procedure defined:

Answer 27

· Chose methods for carrying out tasks

· Tell how to do something

· More specific than policies

· Less restrictive than rules

Question 28

SWOT:

Answer 28

S – Strengths

W – Weaknesses

O – Opportunities

T – Threats

Question 29

Autocratic

Answer 29

– One where the manager makes decisions
unilaterally, and without regard for even the most
talented and experienced subordinates

Question 30

Consultative

Answer 30

Style is where managers consult other team

members before arriving at a decision

Question 31

Persuasive

Answer 31

Involves the manager sharing some characteristics

with that of an autocratic manager

Question 32

Chaotic

Answer 32

Gives employees the power to make all of their

decisions

Question 33

Laissez-faire

Answer 33

Leaders are hands-off and allow group members
to make the decisions
Leads to the lowest productivity among group
members

Question 34

Management by Walking Around (MBWA)

Answer 34

A style of business management which involves
managers wandering around. – Done in an unstructured manner, through the
workplace, at random, to check with employees,
equipment, or on the status of ongoing work

Question 35

Asian Paternalistic

Answer 35

Involves a dominant authority figure who acts as a
patriarch or matriarch and treats employees and
partners as though they are members of a large,
extended family

Question 36

Policy Defined

Answer 36

• Policies tell us what to do, not how to do it
• Guides to thinking, decision making and
general statements that guide decisions.

Question 37

Rule Defined

Answer 37

• Rules are inflexible
• No exceptions
• Specifically direct people how to act
• May limit discretion and good sense
• Are necessary

Question 38

Procedure Defined

Answer 38

• Chosen methods for carrying out tasks
• Tell how to do something
• More specific than policies
• Less restrictive than rules

Question 39

Plans Used by Public Safety

Answer 39

• Long-range:
• Short-range:
• Standing plans:
• Single-use plans:
• Operational versus Administrative
2- 5 years
1 year or less
Ongoing with little change
Typically from year to year
Used once and revised to meet
special situations such as budgets

Question 40

Planning

Answer 40

Process, concerned with defining goals for the
agency’s future direction and determining the
missions and resources to achieve those targets

Question 41

Responsibility:

Answer 41

The duty or obligation to perform prescribed

task or service or to attain a specific objective.

Question 42

Accountability:

Answer 42

A non-assignable liability for the manner in

which a supervisor’s responsibility is carried out.

Question 43

Organizing and Staffing:

Answer 43

– Establishes the work to be done in an organization
– Decides the relationships among tasks required to
achieve the objectives

Question 44

Leading

Answer 44

The process of influencing and supporting others
to follow you to do willingly the things that must
be done

Question 45

Controlling

Answer 45

– Involves activities which are essential to make

sure events proceed as planned

Question 46

Line Authority

Answer 46

Allows supervisors to exercise direct control over
subordinates
• Issue orders to a person and expect compliance
• Authority flows in a direct “line” down to their
subordinates

Question 47

Chain of command:

Answer 47

An official hierarchy of authority that dictates
who is in charge of whom and of whom
permission must be asked.

Question 48

Understand how supervisory style can affect the quality of work life for the employee.

Answer 48

The supervisor must be fair and concern for the welfare of his subordinate. Must create a culture of success.

Question 49

Understand how ambiguity can create resistance to change.

Answer 49

change can disturb established procedures and generate resistance. Effects of changes are unknown.

Question 50

Understand that it requires more than a code of ethics to motivate employees to be accountable.

Answer 50

Public officer holders need to genuinely want to be public services. Must have good character and be a positive role model.

Question 51

Know the definition of negligent assignment.

Answer 51

The keeping of an employee on a job after he or she is known to be unfit. Don’t assign tasks for which personnel lacks skills or competencies.

Question 52

Know the requirements to establish liability.

Answer 52

Some got hurt or harm because I breach the duty that was owed. The plaintiff must prove the extent of damages.

Question 53

Know the definition of strategic plans.

Answer 53

The process of developing and analyzing the organization’s mission overall goals, general strategies and overall goals. The process to achieve long term goals.