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CODC > Week 3 > Flashcards

Week 3 Flashcards

1
Q

Two major aspects of organizational communication:

A

Technological and Interactional

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2
Q

The ability of a group to outperform even its best individual member.

A

Synergy

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3
Q

Four Functions of Communication

A

Control Behavior
Motivation
Emotional Expression
Information

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4
Q

(4 Functions of Communications)

Formal and informal communications act to ______________ of individuals in organizations.

A

Control Behavior

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5
Q

(4 Functions of Communication)

Communications clarify for employees what is done, how well they have done it and what can be done to improve performance.

A

Motivation

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6
Q

(4 Functions of Communication)

Social interaction in the form of work group communications provides a way for employees to express themselves.

A

Emotional Expression

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7
Q

(4 Functions of Communication)

Individuals and work groups need ____________ to make decisions or to do their work.

A

Information

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8
Q

The policy and procedures used by a company to provide a flow of information from top to bottom and to provide equally effective procedure for permitting the flow of information from the bottom to the top.

A

Organizational Communication

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9
Q

Chain of command. Decisions should be made as close as possible to point of action.

A

Scalar Chain

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10
Q

No one should receive orders from more than one superior.

Violation can cause role conflict, employee dissatisfaction and ineffective performance.

A

Unity of Command

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11
Q

Maximum number of subordinates that can be effectively supervised.

A

Span of Control

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12
Q

Factors that effect span of control

A

A. Complexity, variety and proximity of jobs.
B. Quality-ability of people holding the jobs.
C. Ability of the manager.

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13
Q

Labor should be divided so that common activities are meaningfully clustered into one job or department. This describes:

A

Specialization

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14
Q

Responsibility should be clearly written and understood by employees

A

Clarity of Responsibility

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15
Q

Fewer links in the chain reduce likelihood of filtering and distortion.

Organization filters out about 80% of message from top to bottom (Sheriff to deputy).

Communication needs to be competent and credible.

These are examples of:

A

Communication Factors

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16
Q

Group dynamics/peer pressure will cause people to do things they truly don’t want to do.

A

Abilene Paradox

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17
Q

One problem with the Scientific Method (Taylor) is that:

A

It focused on processes, tasks and procedures and did not include the humanistic side of organization.

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18
Q

The Fish Philosophy

A

Play
Make Their Day
Be There
Choose Your Attitude

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19
Q

Communication must be _______________ to be effective.

A

Two-way

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20
Q

Job instructions, specific task directives, job rationales to produce understanding, organizational procedures and practices, performance feedback to subordinates and indoctrination of goals are examples of:

A

Downward Communication

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21
Q

What someone says about himself, his performance, his problems, others and their problems, organizational practices and policies and what needs to be done and how can it be done are examples of:

A

Upward Communication

22
Q

What is the major problem with upward communication?

A

It often terminates with the supervisor.

23
Q

A. Tends to be less formal.
B. Usually takes place face-to-face
C. Contains fewer threats to status and ego
D. Less likely to create defensive attitudes emotions
E. AKA “The Grapevine”

These are benefits of what?

A

Horizontal or peer-to-peer communication.

24
Q

An informal communication network

A

Grapevine

25
Q

How can rumors be diminished?

A

Providing the truth - must come from someone who is trustworthy.

26
Q 
Maintain vigilance 
Value/model trustworthiness 
Reward trustworthy Behavior 
Encourage communication and feedback
Condemn degrading communication 
Remain loyal to the absent

These are examples of ways to:

A

Build trust in the organizational culture.

27
Q

Information Technology Benefits:

A

Increased ability to monitor individual/group performance.
Better decision making based on more complete information.
Faster communication to large groups of people.
More collaboration and sharing of information.
More accessibility to coworkers.

28
Q

Electronic Communications Considerations

A 
Right to Privacy
Open Records
Sexual Harassment
No Boundaries
Bypass Chain of Command
Encourages Grapevine Approach
Can Give Fuel to Rumors
29
Q

Words that are created by adding the suffixes “ize and wise”

A

Neologism

30
Q

Environmental demands that tax or exceed the adaptive capacity of an organism, resulting in physiological and psychological changes that may place the organism at risk.

A

Psychosocial Stress

31
Q

Psychosocial stress may occur as a result of:

A

Unresolved conflicts
Role uncertainty
Inappropriate person-environment fit

32
Q

Ways to improve upward communication:

A 
Suggestion System
Grievance Procedures
Employee Committees
Employee Surveys
Exit Interviews
Employee Focus Groups
33
Q

This generation was an “evolving society.”

Mantra was “money, power and corner office.”

A

Baby Boomers

34
Q

This generation wants to be valued and do meaningful work.

A

Millennials

35
Q

Effective measurement of police performance means:

A

A. Measuring against values, plan and goals for the organization, team and individuals.

36
Q

Achieving effectiveness in the police organization effects:

A

D. Organization, team, each individual and quality of service delivered.

37
Q

Four of the qualities of the most effective companies:

A 
B. 
Quality
Customer Service 
Sharing Information 
Participation of Staff
38
Q

Describing Cunningham’s letter, Kerrick’s article emphasized:

A

C. What was needed to deliver quality of service essential to the public and testing that quality.

39
Q

Police effectiveness in performance is valuable for:

A

D. All of the above

Citizens, police managers, police officers themselves (all of the above)

40
Q

Organizational success in policing should be measured on the basis of:

A

C. Outcome, effectiveness, quality and achievement.

41
Q

We carry out evaluation because:

A

If it gets measured it gets done
Problems can be identified early
It can help win support internally and externally
D. All of the Above

42
Q

We measure call response and correspondence to:

A

determine levels of public satisfaction

43
Q

The COMPSTAT process demands:

A

Accurate timely information
Rapid, focused deployment
Effect tactics
Relentless follow-up

44
Q

The VERA Institute of Justice established that:

A

C. Police complaint levels can be substantially reduced by exemplary management even when tactics are forceful

45
Q

A Logic Model is:

A

A framework for performance management used by HIDTA unit

46
Q

Data reliability is effected by:

A

Incomplete data, double counting, distortion and lack of standards

47
Q

Real indicators of agency effectiveness are:

A

Problems solved
Community responsiveness and involvement
Managerial competence

48
Q

Internal performance indicators need to focus on:

A

Realistic appraisal criteria linked to strategic values, goals and objectives.

49
Q

The principal measure of effectiveness of strategic plans that deliver quality services is:

A

The implemented plan influences police activity and behavior on the street

50
Q

Maximizing performance is:

A

Any data collection system that links police success to a strategic plan and accountable results

CODC (9 decks)

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