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Supervision of the Problem Employee > Supervision of the Problem Employee > Flashcards

Supervision of the Problem Employee Flashcards

1
Q

Many leaders have speculated about the cause of scandals from inadequate hiring standards and background investigations to out-dated policies and performances evaluations, but the author believes it to be what?

A

inadequate supervision

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2
Q

Investigations revealed that the offending officer was not ____ ____ by his supervisor and failed to follow-up on rumors of misconduct and ignored violations of department policy.

A

adequately monitored

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3
Q

In simply waiting for the next scandal to erupt, you are a ____. This book takes a more ____ approach.

A

reactionist; proactive

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4
Q

Poor supervision results in employee ____, because employees will only do what they are allowed to get away with.

A

misconduct

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5
Q

In regards to leadership positions, what phrase is used to describe poor selection and promotional processes, inadequate training and policies, lack of performance accountability, and a reluctance to demote those that fail to meet acceptable standards?

A

inadequate supervision

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6
Q

In regards to supervisory positions, what is phrase is used to describe those that do not want to supervise, lack the skills and knowledge to supervise, align themselves more with their subordinates than management, and fail to enforce policies and hold employees accountable?

A

inadequate supervision

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7
Q

Three dangers to an organization occur when what?

A

(1) Supervisors don’t supervise(2) Dysfunctional employees are not held accountable(3) The majority ignore the misconduct of a few

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8
Q

What was the Rampart scandal?

A

Widespread corruption in the Community Resources Against Street Hoodlums (or CRASH) anti-gang unit of LAPD Rampart Division in the late 1990s. More than 70 police officers either assigned to or associated with the Rampart CRASH unit were implicated in some form of misconduct, making it one of the most widespread cases of documented police misconduct in United States history. +140 lawsuits; 125 million in settlements.

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9
Q

What is the Oakland Riders scandal?

A

Four Oakland officers that worked the midnight shift and likened themselves to peacekeepers or some mythical outlaw frontier. They allegedly assaulted, kidnapped, framed, and falsely arrested residents. 10.5 million in settlements.

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10
Q

What is the Office Sex scandal?

A

A female firefighter accused a dozen fireman, including 5 supervisors, of sexual harassment. She also alleged that she was sexual assaulted by two. $550,000 settlement.

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11
Q

What is the Dog Food Prank scandal?

A

A fireman was unknowingly feed dog food in spaghetti and claimed racial discrimination. 1.5 million settlement.

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12
Q

When it comes to dysfunctional supervision, there are three types of supervisors. What are they?

A

(1) those that let things happen(2) those who encourage things to happen(3) those who wonder what happened

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13
Q

All of the scandals at the Sacramento Fire Department directly involved who?

A

front-line supervisors

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14
Q

The ___-___ ____ is relied upon by the organization to maintain discipline and control of its employees.

A

front-line supervisor

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15
Q

Although there were no indications that a supervisor was directly involved in police misconduct, the sergeants’ ____ ____ served as a green light, allowing the events to occur.

A

blissful ignorance

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16
Q

If a front-line supervisor ____ or ____ misconduct, the control and proper direction of employees will collapse.

A

encourages or intiates

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17
Q

If misconduct and improper behavior is ____ by the front-line supervisor, employees will continue their improper behavior.

A

ignored

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18
Q

Rather than calling them excuses, the author refers to them as what? This term emphasizes that supervisors fail to act because of pressures they impose on ____.

A

self-induced pressures; themselves

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19
Q

With a desire to be liked, don’t worry about being liked, just do what?

A

the right thing

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20
Q

Employees fall into what two broad categories?

A

normal and problem

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21
Q

A normal employee wants a supervisor that will hold the problem employee ____.

A

accountable

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22
Q

A problem employee will only like you if you allow them to do what?

A

anything they want with no supervision

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23
Q

Being a jerk is the opposite of being liked, so treat people ___, ____, and with ____.

A

fairly, consistently, and with respect

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24
Q

What is the 18-40-60 rule?

A

At 18 yoa, you ask, “what did they say about me?” At 40 yoa, you say, “I don’t care what people think about me.” At 60 yoa, you realize that no one was even talking about you.

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25
Q

What are the 9 self-induced pressures for supervisors outlined in this chapter?

A
  1. desire to be liked2. they are my friends3. I use to do it4. the old-timer5. peer pressure6. no support from management7. concerned about the discipline8. I agree with the employee9. It’s just a little thing (added as a chapter)
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26
Q

When a problem supervisor faces a colleague that supervises, he faces what two options?

A
  1. change and rise to peer’s standards2. attempt to influence his peer and lower him to his standards
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27
Q

No problem employee wants to admit that their behavior is ____.

A

wrong

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28
Q

Why can’t problem employees change?

A

they are dysfunctional to begin with

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29
Q

When supervisors are concerned about the discipline, they may fail to ___ ___ or may ___ __ ____.

A

take action or cover up misconduct

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30
Q

What are two inherent problems with a supervisor being concerned with discipline?

A
  1. erodes discipline system2. the problem employee has no reason to change his conduct
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31
Q

A simple fact of human nature is that is if a individual faces no consequences, he will not do what?

A

change his behavior

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32
Q

In regards to disparaging remarks made by an employee, one of the responsibilities of a supervisor is to maintain ___ and ___.

A

order and professionalism

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33
Q

The most common excuse from a supervisor for choosing to ignore improper behavior was what?

A

it’s just a little thing

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34
Q

What is the most important sign for any supervisor to recognize when an employee is going downhill?

A

the officer’s appearance started to change

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35
Q

What is another sign that an officer is going downhill?

A

reports are sloppy or unreadable (words are misspelled, and important information, such as elements of the crime, are missing or incomplete)

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36
Q

What are 6 important truths about supervision of employees?

A
  1. an officer who does not look like a pro will not act like a pro2. no consequences, no change3. if one violation is ignored, it’s likely others are4. if you give an employee an inch, he’ll take a mile5. beware of ripple effect6. enforcement must be consistent
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37
Q

When employees are experiencing difficulties in his personal life, the number one clue is a change in what?

A

his appearance

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38
Q

An employee who exhibits poor performance or chooses to violate policies will not change his behavior unless ___ ____.

A

held accountable

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39
Q

Other warning signs that something is amiss in an employee’s life include what 5 things?

A
  1. excessive sick leave2. attitude change3. withdrawal4. poor work product5. conflict with fellow employees
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40
Q

Many companies are too lax in paying attention to the little things, not realizing that letting the little misbehaviors slide is a perfect way of ____ and ____ larger transgressions down the road.

A

abetting and encouraging

41
Q

What is it when others are affected negatively by the actions of someone?

A

Ripple Effect

42
Q

A ____ transgression will continue to escalate until ____ consequences are necessary.

A

minor, serious

43
Q

____ really is a function or the result of how we, as leaders, respond to it.

A

Behavior

44
Q

“We are what we repeatedly do,” said who?

A

Aristotle

45
Q

Instead of termination, what are erroneous alternatives that the author does not agree with?

A
  1. live with a behavior in hopes they will change on their own2. transfer to another supervisor or office3. take away important assignments4. motivate, understand, communicate, and develop an improvement plan
46
Q

What are the two broad categories that motivate everyone?

A
  1. desire for pleasure2. avoidance of pain
47
Q

As a supervisor, your job is not to make a problem employee improve; however, you can make ____ ____.

A

improvement possible

48
Q

The job of a supervisor is to hold problem employees ____ for their poor choices in behavior.

A

accountable

49
Q

What behaviors define a problem employee as stated by Peter Morris?

A
  1. makes cynical comments about other people and their work2. people are tense when he is in the room3. know-it-all4. insecure and needy in an annoying way5. extremely selfish6. frantically competitive7. gets on people’s nerves and makes them feel guilty8. always angry9. makes cutting remarks to other coworkers
50
Q

What behaviors define a problem employee as stated by the author?

A
  1. priority is himself2. does whatever necessary to keep from getting in trouble3. drags coworkers down to his poor level of performance and lack of professionalism4. never takes blame5. immature6. likely to engage in unethical behavior7. may have a psychological disorder
51
Q

There is no stronger ___-____ incentive to change behavior than taking away the only function that makes an employee feel special.

A

self-motivating

52
Q

Being a good employee requires what?

A

self-control, discipline, professionalism, adherence to rules and regs, and maturity

53
Q

What does the police profession refer to the unwritten rule that you never report on another colleague’s errors, misconduct, or crimes? What is it called for the fire departments?

A

code of silence or the blue wall; the brotherhood

54
Q

In 2001, Dr Neal Trautman interviewed 1116 officers from all of the US. How many admitted to covering up the actions of another officer’s misconduct?

A

532

55
Q

Of the number of officers that admitted to covering up another officer’s misconduct, what percentage was pressured by the officer that had done the misconduct?

A

47%

56
Q

Of the number of officers that admitted to covering up another officer’s misconduct, what percentage was pressured by someone not directly involved in the misconduct? What percentage were leaders in the organization?

A

23%; 73%

57
Q

What was the #1 reason officers (41%) had been asked to perpetuate the code of silence?

A

excessive use of force

58
Q

Unless you are applying for membership in the 10% club, you should never compromise your own integrity and reputation, by adhering to what?

A

the code of silence

59
Q

Every officer tacitly agrees to uphold the secrecy code in order to claim ____ ____ to the unit or agency which he belongs.

A

solidarity rights

60
Q

A personal code of ethics that some officers develop in which loyalty to their fellow officers trumps ____ and ____ the community.

A

serving and protecting

61
Q

The tribal mentality of loyalty to fellow officers of community can be attributed to what three causes?

A
  1. police are an identifiable group with uniforms, badges, and guns2. this group shares a common way of life3. the dangers foster an “us against them” mentality
62
Q

Who bears responsibility for the code of silence as opposed to the police subculture?

A

individuals

63
Q

What are two main reasons that functional employees do not need others to cover up their misconduct or lie for them?

A
  1. well-functioning employees are not involved in misconduct2. if they do make a mistake, they accept responsibility and own up to their mistake
64
Q

What are three factors that help determine whether a supervisor can ameliorate the effects of the code of silence?

A
  1. whether supervisor is respected2. whether supervisor is fair and reasonable3. whether supervisor takes action when issues are brought to his attention
65
Q

What are some steps to be taken by an employee if asked to lie, cover up misconduct, or ignore dysfunctional behavior?

A
  1. take a good look at who is asking you2. think about the important people in your life3. get angry that the person thinks so little of you to ask you to jeopardize your career
66
Q

How should most acts of misconduct be handled?

A

progressive discipline

67
Q

Some problem employees require more severe discipline before what?

A

before they change their behavior

68
Q

Rarely are two individual misconduct cases ____.

A

alike

69
Q

Some acts of misconduct will immediately lead to what?

A

termination

70
Q

Definition: “Seriously bad or dishonest behavior, especially by someone who has a position of responsibility.”

A

misconduct

71
Q

Definition: “the practice of making people obey rules of behavior and punishing them if they do not” or “strict control to enforce obedience.”

A

discipline

72
Q

____ is the amount of punishment necessary for an employee to change their behavior.

A

Discipline

73
Q

When addressing improper behavior or misconduct, what are three questions to ask?

A
  1. result of lack of knowledge or training?2. result of a personal issue?3. result of deliberate and intentional act?
74
Q

If misconduct is due to the lack of training or knowledge, how should it be handled?

A

educate and train them

75
Q

What is the approach for dealing with employees who have violated policy due to lack of knowledge or clear understanding of it?

A
  1. discuss the policy and how their behavior resulted in the violation2. instruct to read the policy and report back in 2-3 days3. when the employee returns, have them teach the policy as if you have no knowledge of it
76
Q

In the author’s approach to dealing with violations of policy due to lack of knowledge or training, what three learning styles did he engage?

A

auditory, visual, kinesthetic

77
Q

If misconduct is the result of a personal issue, it is important to address what?

A

the underlying personal issue

78
Q

What are some excuses for deliberately not following the policy?

A
  1. bad policy2. busy and needed to quickly handle the situation3. under stress and forgot4. normally follow policy, but forgot this time5. told by previous supervisor I could do it this way6. though the policy had changed
79
Q

The responsibility for performance is placed on the ____, not on the ____ of the organization - Paul Hersey

A

employee, manager

80
Q

What are the author’s principles for dealing with problem employees?

A
  1. employees will modify behavior when consequences outweigh benefits of misbehavior2. do not concern yourself with whether the discipline is seen as fair, because problem employees never see being held accountable as fair3. should you really care that the problem employee acknowledges and respects your right as a supervisor to impose discipline?4. don’t be concerned that the employee may feel resentful or cause further disruption at work
81
Q

What is the process of using increasingly severe steps of discipline, when an employee fails to correct a behavior problem or continues the misconduct?

A

progressive discipline

82
Q

What is the underlying principle of progressive discipline?

A

use the least amount of discipline to correct the behavior

83
Q

What are some examples of progressive discipline in increasing order?

A

verbal, informal documented counseling, formal written reprimand, suspension, demotion, transfer, termination

84
Q

Progressive discipline should be used as a ____, not as an absolute rule of progression.

A

guide

85
Q

What are some considerations when determining the appropriate level of discipline?

A
  1. how serious was the misconduct?2. was the employee previously disciplined for the same misconduct?3. does the employee have a prior history of misconduct or behavior issues?4. is this a problem employee (10%)?
86
Q

The ___ ___ is a formal schedule that specifies the level of discipline that is appropriate for a particular set of facts. This exemplifies the basic concept of progressive discipline.

A

discipline matrix

87
Q

What is the primary purpose of the discipline matrix?

A

achieve consistency in discipline,eliminate disparities,and similar forms of misconduct will receive similar discipline

88
Q

What must the discipline matrix do to accomplish its goal?

A
  1. ensure misconduct will not be overlooked and that some form of discipline will result2. ensure that the discipline is reasonable related to the seriousness of the misconduct3. ensure that the disciplinary response takes into consideration both aggravating and mitigating factors
89
Q

The discipline matrix is not a ___, ___ document. It must be subject to review and revision, in order to better address changes in organizational values and priorities.

A

permanent, unchangeable

90
Q

Police and fire departments do not exist to ___ ___; they exist to provide a valuable service to the community.

A

create jobs

91
Q

In ____ v ____, SCOTUS ruled that the prosecutor must release information favorable to an accused upon request.

A

Brady v Maryland (1963)

92
Q

Under this case law, evidence affecting the credibility of the officer as a witness may be ____ and should be given to the defense during discovery.

A

exculpatory - evidence favorable to the defendant in trial

93
Q

A program that allows a citizen making a complaint to meet with the employee and discuss the issue in lieu of the more formal misconduct investigation.

A

mediation meeting

94
Q

An alternative to going through the normal misconduct investigation where an employee knows his actions were wrong, does not intend to dispute the complaint, and simply wants to know how he will be disciplined.

A

pre-investigation meeting

95
Q

What is the advantage of having a formal misconduct investigation unit (IA)?

A
  1. help identify problem employees2. help identify employees in need of EAP3. help identify outdated or missing policies4. help identify inadequate or nonexistent training
96
Q

Investigating misconduct should always include a ____ _____component.

A

trend analysis

97
Q

A trend analysis component may help identify what?

A
  1. policy deficiencies2. inadequate training or lack of training3. improper supervision4. staffing and other resource requirements
98
Q

What is a common theme with problem employees?

A

Give them an inch and they will take a yard

99
Q

What are three questions to ask yourself as a supervisor no matter what the behavior?

A
  1. will it embarrass the agency?2. could the behavior offend another employee or the public?3. does the behavior have anything to do with being a professional?

Supervision of the Problem Employee (1 decks)

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