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Police Administration 2 > Chapter 6 Organization Designs > Flashcards

Chapter 6 Organization Designs Flashcards

1
Q

Policing strategy: Emphasizes reducing response time to calls-for-service. p. 141

A

Traditional policing strategy. (p.141)

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2
Q

The policing strategy of an agency that emphasizes reducing the response time calls for service.

A

Traditional policing strategy. (p.141)

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3
Q

The policing strategy In which management may strive to concentrate authority at the top of the organizational hierarchy.

A

Traditional policing strategy. 141

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4
Q

Which policing strategy requires strict obedience to formalized lines of communication and reporting?

A

Traditional policing strategy.

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5
Q

This is strongly determined by the policing strategies adopted by the agency.

A

Police agency’s structure

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6
Q

Police agencies using volunteers should be committed to giving it the same commitment it gives to other programs-by clearly establishing:

A

Volunteer values, vision, mission, and goals.

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7
Q

Policing strategy: Management’s aim is for Decentralization.

A

Problem solving and community oriented strategies.

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8
Q

Policing strategies: An agency oriented toward dispersing authority among lower-level employees uses:

A

Problem solving and community oriented strategies.

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9
Q

Policing strategies: Management allows communication outside formal, vertical lines of authority.

A

Problem solving and community oriented strategies.

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10
Q

Management may aim for decentralization-dispersing authority among lower level employees.

A

Problem solving and community oriented strategies.

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11
Q

Being different types within an agency, these may also emphasize different policing strategies.

A

Divisions, units, departments.

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12
Q

Different divisions, units, and departments within an agency may have different relationship configurations that do not:

A

Reflect the structure of the agency’s formal organizational chart.

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13
Q

In a division that operates on the principles characterizing community policing strategy, unit commanders may communicate freely outside:

A

Formal lines of authority.

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14
Q

Peers in other units and citizen volunteers are considered individuals outside:

A

Formal lines of authority.

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15
Q

How a police agency is structured has close links to what it’s:

A

organizational culture is like.

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16
Q

An agency may be more likely to have a less formal organizational structure when characterized by:

A

By a relatively informal, open culture.

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17
Q

An agency characterized by a relatively informal, open culture may be more likely to have an organizational structure that is:

A

Less formal and encourages communication across divisions and between individuals who do not have formal authority over one another.

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18
Q

Less formal organizational structures encourage communications across divisions and:

A

Between individuals who do not have formal authority over one another.

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19
Q

This is shaped by the thoughts, speech, actions, values, and beliefs held by people who work in the organization.

A

Organizational culture.

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20
Q

Police agencies may differ in their culture but they share:

A

Common cultural characteristics that make them collectively distinctive from other types of organizations.

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21
Q

These are shared by police agencies, making them collectively distinctive from other types of organizations.

A

Common cultural characteristics.

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22
Q
  1. A police chief can set the tone for the:
A

Organizational culture.

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23
Q

Organizational cultures: The lines of authority and rules governing communication are rigid in this culture.

A

Traditional command-and-control culture.

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24
Q

Organizational cultures: It enables officers to respond swiftly to calls for service and to resolve crisis.

A

Traditional Command and control culture

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25
Q

Organizational cultures: Everyone understands who is in charge of which aspects of a service call or a crisis.

A

Traditional command-and-control culture

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26
Q

Organizational cultures: People move quickly to fill their roles the instant the need arises.

A

Traditional command-and-control culture

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27
Q

People move quickly to fill their roles the instant the need arises when everyone understands:

A

Who is in charge of which aspects of a service call or a crisis.

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28
Q

Organizational cultures: Clarity about responsibilities reduces the risk of confusion and delay in officers response time.

A

Traditional command-and-control culture

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29
Q

This reduces the risk of confusion and delay in officers response time.

A

Clarity about responsibilities.

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30
Q

Organizational cultures: It restricts communication among peers.

A

Traditional command-and-control culture.

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31
Q

Organizational cultures: It limits innovation and creativity.

A

Traditional command-and-control culture

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32
Q

The reason traditional command-and-control culture limits innovation and creativity.

A

Officers conclude that their ideas are not welcome in the agency’s upper ranks.

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33
Q

Organizational cultures: This type of culture is believed to prevent police corruption.

A

Traditional command-and-control culture

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34
Q

Organizational cultures: Does not foster police-citizen familiarity.

A

Traditional command-and-control culture.

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35
Q

Organizational cultures: Restricts officer use of discretion.

A

Traditional command and control culture.

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36
Q

The reason traditional command-and-control culture is believed to prevent police corruption:

A

Because it does not foster police citizen familiarity and restricts officer use of discretion.

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37
Q

Elements of the command-and-control culture will always be present in every police agency because:

A

Calls for service and crisis will always arise.

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38
Q

Organizational cultures: These will always be present in every police agency because calls for service and crisis will always arise.

A

Elements of the command-and-control culture.

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39
Q

Anyone wishing to change an agency’s culture to incorporate elements of community policing should:

A

Build those elements around the command-and-control structures already present rather than trying to replace the traditional culture.

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40
Q

All personnel in the agency have the ability to affect those:

A

Within their sphere of influence.

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41
Q

They have the ability to affect those within their sphere of influence.

A

All personnel in the agency.

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42
Q

All personnel in the agency have the ability to affect those within their sphere of influence, whether or not they are in:

A

Positions of formal authority.

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43
Q

They can slowly alter the culture by demonstrating and encouraging elements of community policing among those within their sphere of influence.

A

Managers and officers at all levels.

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44
Q

Managers and officers at all levels can slowly alter the culture by demonstrating and encouraging elements of community policing among:

A

Those within their sphere of influence.

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45
Q

As these persons hire recruits and instruct them in community policing concepts and applications the agency’s culture may change.

A

Managers

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46
Q

As they modify their beliefs and community policing practices are integrated with traditional policing strategy, the agency’s culture may change.

A

Officers who view community policing with suspicion.

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47
Q

How many forces, that give rise to the traditional police culture, have been identified by researchers?

A

6

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48
Q

Six forces that give rise to the traditional police culture:

A

Law, bureaucracy, safety, competence, morality, and demonstrated individual courage.

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49
Q

Six forces that give rise to traditional police culture: It is constant and immutable.

A

Law

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50
Q

Six forces that give rise to traditional police culture: There can be no compromise when it comes to enforcing it.

A

Law

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51
Q

Six forces that give rise to traditional police culture: There can be no compromise when it comes to enforcing the law because:

A

It is constant and immutable.

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52
Q

Six forces that give rise to traditional police culture: Theoretically, the police must be impervious to:

A

Pleas of innocence, tears, or bribes.

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53
Q

Six forces that give rise to traditional police culture: They want to avoid being arrested and will do whatever it takes to do so including violence.

A

Those who violate the law.

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54
Q

Toward citizens who violate the law, police must maintain an attitude of:

A

Command and control.

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55
Q

It exists in public organizations, as in private organizations, to ensure adherence to established critical policies & Procedures.

A

The bureaucratic structure.

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56
Q

In combination with the law, bureaucracy fosters the:

A

Formal aspects of traditional police culture.

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57
Q

Exists to ensure adherence to establish, critical policies and procedures.

A

The bureaucratic structure.

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58
Q

Citizen safety is the number one priority of a:

A

Police officer

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59
Q

A police officers number one priority.

A

Citizen safety

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60
Q

The forces of safety, competence, and morality are all directly related to:

A

Police personnel interactions with the citizens the agency serves.

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61
Q

To ensure citizen and officer safety, officers must make these a priority.

A

Safety, competence, and morality.

  1. Citizen safety.
  2. Competence to solve problems.
  3. Morality: fair/impartial w/ all.
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62
Q

Officers can do so by avoiding police vehicle chases an helping people to safety before:

A

Performing any other duty.

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63
Q

Using training to solve whatever problems present themselves during the course of an officer’s designated shift.

A

Competence

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64
Q

In this context means officers will deal fairly and impartially with all citizens

A

Morality

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65
Q

Officers must acknowledge differences in how various cultures may define:

A

Morality

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66
Q

These standards are common virtually for any society, an most cultures still hold them.

A

Universal moral standards

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67
Q

The standard associated with the moral and legal wrong of murder.

A

Universal moral standard

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68
Q

This quality appears to determine an officers reputation.

A

Individual courage.

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69
Q

Those officers who demonstrate this are often more revered than those who solve problems through negotiation or who occupy desktops.

A

Officers who demonstrate consistent and visible bravery.

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70
Q

This organizational culture rewards courage.

A

Command and control culture.

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71
Q

He offers the image of hero that many citizens want to associate with their police agency.

A

The officer who garners headlines with reckless, albeit courageous behavior.

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72
Q

Many police officers feel isolated from those who do not work in law enforcement as a consequence of:

A

The command and control culture characterizing most police agencies.

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73
Q

As a consequence of the command and control culture characterizing most police agencies, police officers tend to distrust their:

A

Superiors within the department.

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74
Q

Many police officers tend to distrust their superiors within the department as a consequence of the:

A

Command and control culture characterizing most police agencies.

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75
Q

As a consequence of the command-and-control culture characterizing most police agencies, many police officers often feel comfortable only in:

A

The company of other officers who are closely associated in rank.

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76
Q

Most police officers believe that any person who is not a police officer cannot understand the:

A

Pressures and unwritten rules inherent in police work.

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77
Q

As consequence of this most police officers believe that any person not a police officer can’t understand the pressures and unwritten rules inherent in police work.

A

Command and control culture characterizing most police agencies.

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78
Q

If an officer’s action is unethical, immoral, or even illegal, there is an almost universal understanding that one doesn’t inform:

A

Police administrators

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79
Q

An officer who assaults an unruly subject after a chase expects the backup officer or partner will support the individual and not advise a:

A

Superior officer.

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80
Q

Officers who violate this unwritten rule of not informing on one another main end up being:

A

Ostracized by their peers.

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81
Q

These officers can be placed in real danger if peers refuse to watch the ir backs and perilous situations.

A

Reporting officers.

Snitches) (get stitches

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82
Q

They can take control of emergency situations and de-escalate conflict by using a long-range acoustic device to broadcast warnings instructions.

A

Police officers as leaders.

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83
Q

Individual officers can help soften the hard edges of traditional command-and-control police culture by:

A

Shifting fluidly between command-and-control tactics and community policing as dictated by the situation.

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84
Q

These officers can help soften the hard edges of traditional command-and-control police culture by shifting between command-and-control tactics and community policing.

A

Individual officers

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85
Q

Officers with the ability to shift between command and control tactics and Community policing, we can think of them as:

A

Leader officers

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86
Q

These officers are highly effective on the street and elsewhere because they adapt their behavior to manage different types of situations.

A

Leader officers

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87
Q

The reason leader officers are highly effective on the street and elsewhere.

A

They can adapt their behavior as needed to manage different types of situations.

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88
Q

They are more likely to negotiate with suspects then approach them with firearm drawn.

A

Leader officers

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89
Q

These officers do not shy away from confrontation.

A

Leader officers

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90
Q

These officers employ verbal skills first, rather than physical force, to gain control of the situation and the offender.

A

Leader officers

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91
Q

These officers, commonly exhibit aggressive behavior.

A

Street officers

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92
Q

These officers enjoy arresting persons who may become violent so they can subdue and control them.

A

Street officers

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93
Q

These officers participate enthusiastically in situations fraught with danger.

A

Street officers

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94
Q

Many of them view leader officers as weak or ineffective.

A

Street officers

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95
Q

They tend to be less effective in most situations than leader officers.

A

Street officers

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96
Q

Strong command-and-control tactics may be required in some situations, most police encounters do not necessitate:

A

Strong verbal commands or the use of force.

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97
Q

They may be unable to deliver calm, reasonable, and respectful direction for deescalation of conflict and successful resolution.

A

Street officers

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98
Q

They may be unable to perform tactical communication, owing to their relative lack of communication skills and their exclusionary attitude.

A

Street officers

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99
Q

Through training these officers can strengthen the “soft” skills.

A

Street officers

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100
Q

“Soft” skills (Communication, negotiation, and tolerance) are essential to being a:

A

Leader officer

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101
Q

These officers can and should further enhance their ability to respond with command-and-control tactics as needed in situations of imminent physical danger.

A

Leader officers

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102
Q

Like structure and culture, these standards constitute a key component of a police agencies organizational design.

A

Behavior standards (Standards of conduct)

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103
Q

Like structure and culture behavioral standards constitute a key component of a police agencies:

A

Organizational design

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104
Q

Behavioral standards are strongly interlinked with:

A

Culture

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105
Q

These standards influence what people say, think, and do in the organization.

A

Behavioral standards

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106
Q

New members of place agencies go through a process to _________ the agency’s behavioral standards.

A

Internalize

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107
Q

Behaviors that are particularly valuable and advantageous in a police agency:

A

Adapting to change, learning, demonstrating ethical leadership, and placing customers first.

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108
Q

Almost all organizations – police agencies include – establish standards for:

A

Acceptable behavior

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109
Q

Organizations ensure compliance with standards for acceptable behavior through:

A
  1. Employee preservice and in-service training.

2. Documented and published policies and procedures.

110
Q

Standards of conduct as defined by the police agency.

A

Behavioral standards

111
Q

Standards of conduct are particularly valuable and advantageous to the agencies culture and structure.

A

Behavioral standards

112
Q

Behavioral standards (standards of conduct) are particularly valuable and advantageous to the agency’s:

A

Culture and structure.

113
Q

Many citizens believe that police officers should be held to a higher standard of behavior, owing to the:

A

Authority they possess to enforce the law and the fact they carry weapons.

114
Q

Those who deviate from accepted behavioral norms are encouraged to change their behavior and, if needed, take part in:

A

Remedial training programs.

115
Q

Which officers are encouraged to change their behavior and, if needed, take part in remedial training programs?

A

Those who deviate from accepted behavioral norms.

116
Q

If a person continues to violate codes of behavior, the agency will likely initiate a disciplinary process that may start with a ______ ______ and could move to ______, ______, or ______ if the problematic behavior continues.

A

formal reprimand and could to suspension, resignation or termination.

117
Q

In a police organization, new members are first acculturated to the new organization’s behavioral standards through the:

A

Academy experience, field training, and probationary period.

118
Q

In this organization, new members are first acculturated to the new organization’s behavioral standards through the Academy experience, field training, and probationary period.

A

Police organization

119
Q

More seasoned members of the organization observe and judge new members on how well they:

A

Demonstrate acceptable behavior.

120
Q

This may strongly influence a police officer’s personal life, relationships, career opportunities, longevity with the agency and professional reputation, thereby making police work unique.

A

Behavior both on and off duty.

121
Q

Police agencies are constantly subjected to change- in the form of:

A

New challenges, new theories and practices on how to better serve communities, and new technologies.

122
Q

What two events can trigger change?

A

Internal and external events.

123
Q

What kind of change, (not event), occurs when a police chief is appointed?

A

Internal change.

124
Q

This internal change may lead to other management personnel changes.

A

A new police chief is appointed.

125
Q

This internal change may lead to modifications in the agency’s strategies.

A

A new police chief is appointed.

126
Q

This internal change may lead to the day to day activities carried out by line officers.

A

A new police chief is appointed.

127
Q

This change occurs when a new governor or mayor mandates new safety initiatives that police agencies will be required to implement.

A

External

128
Q

Which agencies adapt fluidly to new developments?

A

The most effective agencies.

129
Q
  1. Updating IT platforms to better track and respond to crime is an example of the most effective agencies doing this.
A

Adapt fluidly to new developments.

130
Q
  1. Modifying their hiring practices to bring in recruits with stronger leadership qualities is an example of the most effective agencies doing this.
A

Adapt fluidly to new developments.

131
Q
  1. “Who”helps their agency achieve flexibility needed to keep pace with new developments and deliver better service?
A

Police managers and officers who can adapt to change.

132
Q
  1. Police managers and officers who can adapt change, help their agency achieve:
A

The flexibility needed to keep pace with new developments and deliver increasingly better service to the community.

133
Q
  1. What must be willing and able to adapt to change?
    a. Police organization
    b. Police agency
    c. Police personnel
    d. Police managers
A

Police agency

134
Q
  1. Who must be ready to adjust and reorder priorities especially when political leadership changes?
A

Police

135
Q
  1. New ways of operation stemming from a specific innovation.
A

Radical change

136
Q
  1. This change transforms the way a police agency delivers customer service.
A

Radical change

137
Q
  1. Within a police agency, change presents both:
A

Challenges and opportunities.

138
Q
  1. Within a police agency, change can take these four forms.
A

Radical, incremental, directed, or nondirected.

139
Q
  1. A specific innovation transforms the way a police agency delivers customer service through this change.
A

Radical

140
Q
  1. The introduction of the managing criminal investigations concept is one example of this change.
A

Radical

141
Q
  1. Officers who subscribe to MCI determine whether:
A

A Follow up investigation needs to be implemented for a specific incident.

142
Q
  1. A major goal of MCI is to empower ______ _______ to conduct a thorough initial investigation of a crime and determine whether follow up investigation by a detective or police investigator has merit.
A

Patrol officers

143
Q
  1. A major goal of MCI is to empower Patrol officers to conduct a thorough initial investigation of a crime and determine whether follow up investigation by a _________ or _______ _________ has merit.
A

detective or police investigator

144
Q
  1. MCI thus aims to create a:
A

Criminal investigation process that makes more effective and efficient use of police investigators’ time and other agency resources.

145
Q
  1. MCI thus aims to create a criminal investigation process that makes more effective and efficient use of:
A

Police investigators’ time and other agency resources.

146
Q
  1. Three valuable innovations and processes for police agencies that MCI has helped introduce.
A

Improved use of resources, better collaboration, more effective training.

147
Q
  1. MCI innovations.
    Patrol officers consider several solvability factors deciding whether to recommend a case they investigated be closed or referred for follow-up.
A

Improved use of resources

148
Q
  1. If solvability factors are numerous and significant, and agency follow-up investigation policy allows, the patrol officers may recommend that:
A

They solve the case themselves.

149
Q
  1. Under MCI the case may be continued for follow-up investigation if officers believe the case would cause:
A

Considerable concern in the community or as part of a current crime pattern.

150
Q
  1. Under MCI, who could become investigation supervisors with the knowledge and skills necessary to assign cases for closure or follow up?
A

Patrol supervisors

151
Q
  1. Refers to the police agency’s gradual adoption of new ways of operating designed to improve me to service over time
A

Incremental change

152
Q
  1. Carefully planned, strategic process designed to improve every area of a police agency.
A

Directed Change

153
Q
  1. Through incremental change, a police agency adapts slowly, over time, to:
A

New or tested approaches.

154
Q
  1. An agency agrees to participate in emergency communication arrangements (911) is an example of this change.
A

Incremental change

155
Q
  1. With this change progress is formally evaluated during and after the change is implemented.
A

Directed change

156
Q
  1. This changes agency wide, comprehensive, and formal.
A

Directed change

157
Q
  1. This type of change occurs with a police agency’s installation of a new computer system.
A

Directed change

158
Q
  1. This type of change must not be implemented in a disjointed, random manner.
A

Directed change

159
Q
  1. This type of change must be planned for and executed carefully, step-by-step.
A

Directed change

160
Q
  1. With this change one person takes charge of overall implementation, delegating various stages to subordinates.
A

Directed change

161
Q
  1. This type of change is a less formal process and affects only those individuals who implement it.
A

Nondirected change

162
Q
  1. Command officers directing crime prevention personnel to make early-morning stops of pedestrians to identify them is an example of what type of change?
A

Nondirected change

163
Q
  1. The goal of this change is to stop violence related to the drug culture.
A

Nondirected change

164
Q
  1. In response to changes in society at large, when did police experts introduce new leadership concepts and re-examined policing principles attributed to Sir Robert Peel?
A

During the 1980s.

165
Q
  1. The Emphasizing of strengthening community relationships during the 1980’s were fueled by these pivotal developments.
A

Advent of community policing, technology advances such as CompStat, and demand for new standards of police professionalism and accountability.

166
Q
  1. New Developments in policing demand a new style of leadership that promises to extend from the:
A

Top level of agency management down to line officers on the street.

167
Q
  1. These developments demand a new style of _______ ______ that promises to extend from the top level of ______ ______ down to _____ _____ on the street.
A

Police leadership, agency management, line officers

168
Q
  1. They are notoriously resistant to change.
A

Police officers

169
Q
  1. These can sabotage a transformation effort in any organization, not just a police agency.
A

Lack of willingness or inability to adapt to change.

170
Q
  1. To boost the chances of this succeeding, it should be introduced slowly and methodically.
A

A change initiative

171
Q
  1. Police leaders should make change transparent to every member of their agency by issuing:
A

Regular progress reports and notices of upcoming changes to the entire agency.

172
Q
  1. Police leaders should establish a sense of urgency – a feeling that change must:
A

Happen for the agency to survive and thrive.

173
Q
  1. Pointing out the agency will lose funding or be required to implement a Reduction in force, is an example of:
A

Establishing a sense of urgency

174
Q
  1. To boost the chances of organizational change succeeding, police leaders should build a committed coalition of stakeholders including:
A

Key internal stakeholders, key external stakeholders.

175
Q
  1. Which stakeholders can help drive change by convincing skeptics of its value?
A

Key internal stakeholders and key external stakeholders.

176
Q
  1. Which stakeholders help drive change by reassuring resistors that the change will generate important benefits?
A

Key internal stakeholders and key external stakeholders.

177
Q
  1. These guidelines help police leaders effect organizational change.
A

– Introduce a change initiative slowly and methodically.

– Establish a sense of urgency.

– Build a committed coalition of stakeholders.

– Develop a plan for implementing the change.

– Continually communicate the change effort’s status to everyone in the agency.

178
Q
  1. In a police agency, an openness and ability to learn is another highly desirable:
A

Behavior

179
Q
  1. Openness and the ability to learn is a highly desirable behavior in a police agency because learning enables:
A

People to adapt to change.

180
Q
  1. In the past, leaders often drove change by having:
A

Subordinates engage in training.

181
Q
  1. In the past, who often drove change by having subordinates engage in training?
A

Leaders

182
Q
  1. Given the complexity of changes facing police agency’s today, taking part in training is:
A

No longer sufficient.

183
Q
  1. Taking part in training this no longer sufficient, given the complexity of changes facing:
A

Police agencies today.

184
Q
  1. To position agency personnel to adapt to change, leaders must now create:
A

An environment that fosters organizational learning.

185
Q
  1. To position ____ ______ to adapt to change, leaders must create an environment that fosters organizational learning.
A

Agency personnel

186
Q
  1. Who must create an environment that fosters organizational learning to position agency personnel to adapt to change?
A

Leaders

187
Q
  1. In the environment that fosters organizational learning, individuals throughout a police agency are constantly strengthening their:
A

Knowledge, skills, and abilities to adapt to change.

188
Q
  1. Social process in which individuals interact with one another to exchange information that enables them to make well-informed decisions.
A

Organizational learning

189
Q

Organizational learning is a:

A

Social process

190
Q
  1. Remarkably effective is an organization in which people can learn and adapt as part of:
A

Standard operating procedure

191
Q
  1. What can police use to learn about citizen concerns first hand?
A

Community meetings

192
Q
  1. Have traditionally been used to enable residents to express their opinions.
A

Town meetings

193
Q
  1. In mastering the ability to change, people use several types of:
A

Learning processes

194
Q
  1. People use the following types of learning processes in mastering the ability to change:
A

Adaptive learning, proactive learning, and experimentation.

195
Q
  1. Through this learning, people make changes in reaction to alterations in their environment.
A

Adaptive

196
Q
  1. When people drive over an unexpected pothole then the next time they swerve to avoid the pothole, Illustrates this learning process.
A

Adaptive learning

197
Q

They modify behavior, and their work process more deliberately by anticipating what might change in their environment then deciding how to prepare.

A

Proactive learning

198
Q
  1. Learning process: In preparation employees review information about other agencies the new police chief worked at previously.
A

Proactive learning

199
Q
  1. Because proactive learning goes beyond reacting to environmental change, it positions people to:
A

Prepare for the future

200
Q
  1. This type of learning goes beyond reacting to environmental change.
A

Proactive learning

201
Q
  1. The type of learning that positions people to prepare for the future.
A

Proactive

202
Q
  1. In this learning process, people try something new then use information and insights from the effort to effect change.
A

Experimentation

203
Q
  1. Unless they create conditions that foster it, and encourage abilities essential to learning, organizational learning cannot occur
A

Leaders

204
Q
  1. Organizational learning cannot occur unless:
A

Leaders create conditions that foster it and encourage abilities essential to learning.

205
Q
  1. Systems for generating and exchanging information create conditions that foster:
A

Organizational learning

206
Q
  1. A willingness and ability to draw lessons from experiences and apply those lessons in new situations are those abilities essential to:
A

Learning

207
Q
  1. This long-term process and commitment begins at the top level of the organization and is directed to subordinate leaders.
A

Becoming a learning organization.

208
Q
  1. Leading for organizational learning is a long-term process and commitment that begins at the top level of the organization and is _____ to _____ leaders.
A

directed, subordinate

209
Q
  1. A police agency cannot become a learning organization until it develops:
A

Leaders at all levels that will drive the effort.

210
Q
  1. Until it develops leaders at all levels will drive the effort, the police agency cannot become a:
A

Learning organization

211
Q
  1. Most police agencies do not process _____, _____, or _____ ____ with the leadership talent necessary to spearhead a transition from command-and-control to organizational learning.
A

Managers, supervisors, line officers

212
Q
  1. Agencies must groom personnel for leadership roles through an:
A

Organized leadership program

213
Q
  1. The best leadership programs acknowledge the challenges of transforming an organization’s. culture into:
A

One of learning

214
Q
  1. The best leadership programs familiarize aspiring leaders with:
A

The change process

215
Q

The best leadership programs explain how continual learning supports an agency’s:

A

Mission and objectives.

216
Q
  1. The best leadership programs provide support for learning in the form of:
A

Learning teams and executive coaching.

217
Q
  1. Most police agencies only scratch the surface of organizational learning by providing:
A

In-service training programs

218
Q
  1. Programs that merely refresh topics recruits have already encountered in school or through other training experiences.
A

In service training programs

219
Q
  1. To support organizational learning, leadership programs must be go beyond and cover:
A

Organizational change processes, proactive learning, and the value of conducting research.

220
Q
  1. These programs need to teach aspiring leaders how to make continual learning a core value in their agency.
A

Leadership program

221
Q
  1. Leadership programs need to teach these leaders to make continual learning the core value in their agency.
A

Aspiring leaders

222
Q
  1. Demonstrating this should become a vital behavioral standard in police agencies.
A

Ethical leadership

223
Q
  1. When they behave ethically they generate important benefits for their agency.
A

Police administrators and officers

224
Q
  1. The willingness and ability to do what ought to be done in any given situation and encourage, motivate, and influence others to behave ethically.
A

Ethical leadership

225
Q
  1. Three questions to determine whether behavior is ethical or unethical.
A

– Does the behavior adhere to laws and government codes?

– Does the behavior adhere to standards of ethical behavior defined by my agency?

– Does the behavior adhere to stated professional standards of ethical behavior.

226
Q
  1. Police personnel cannot rely solely on document codes of conduct to resolve this type of dilemma.
A

A true ethical dilemma.

227
Q
  1. To resolve true ethical dilemmas, police personnel must augment resources by learning to weigh the complex ramifications of each:
A

Proposed course of action and make informed judgment calls.

228
Q
  1. Putting customers first by understanding and exceeding their expectations and requirements has become an:
A

Important behavioral standard.

229
Q
  1. Thanks to this concept many police agencies are searching for new ways to engage the public.
A

Customer oriented cop

230
Q
  1. Police agencies represent their local and state governments as:
A

Visible and recognizable providers of service to customers.

231
Q
  1. Any individual, group, or organization that receives a product or service and is directly served by an individual or organization.
A

Customer

232
Q
  1. Three types of police agency customers:
A

– Citizens.

– Other public agencies served by the police.

– Internal customers.

233
Q
  1. These type of customers are individuals, neighborhoods, QE2 groups, and businesses in the jurisdiction.
A

Citizens

234
Q
  1. Code officers and EMS services requesting assistance from police officers represent these customers.
A

Other public agencies served by the police.

235
Q
  1. These groups or individuals within the police agency that are served by other groups.
A

Internal customers

236
Q

A team providing in-service training to other sworn officers illustrates these customers.

A

Internal customers

237
Q
  1. The Medical Examiner’s Office working closely with the agency’s crime investigation unit represents this type customers.
A

Internal customers

238
Q
  1. Which agency service is a police primary activity?
    a. Crime statistics or accident reports.
    b. Info on Public Safety initiatives.
    c. Driving directions.
    d. Explaining how to make home burglar resistant.
A

d. Explaining how to make home burglar resistant.

239
Q
  1. What kind of services do police agencies offer their customers? (Not Police organizations)
A
  1. Primary activities police perform.

2. Providing info to customers.

240
Q
  1. This may also want to offer services that differ from what its customers are saying they need.
A

A police organization.

241
Q
  1. With any police agency service, customers generally expect timely, complete, responsive, and empathetic service that is of a higher quality then:
A

They may provide for themselves.

242
Q
  1. With this service the agency may wish to place patrol cars at strategic locations around schools to control potential rowdy behavior and provide safe passage.
A

Service that differ from what its customers are saying they need.

243
Q
  1. Many of them have a tendency to focus more on completing tasks then on knowing and meeting customers changing needs.
A

Police managers

244
Q
  1. Like all customers, those served by this entity have constantly evolving needs.
A

Police agency

245
Q
  1. To Deliver consistently high quality service, they must know how customer needs are shifting.
A

Agency personnel

246
Q
  1. Agency personnel can do “this” by gathering information, then using it to modify the services they provide.
A

Know how customer needs are shifting.

247
Q
  1. Who may use data to identify seasonal patterns in convenience store robberies, then design a patrol strategy?
A

An agency.

248
Q
  1. By knowing how customers needs change, ____ ____ can more effectively allocate ____ resources to efforts that produce the best possible service for the ____.f
A

Police managers,
agency’s resources,
community.

249
Q
  1. In monitoring customers’ changing needs, they must determine not only what each customer wants but also when the service will be provided.
A

Police administrators

250
Q
  1. In monitoring customers’ changing needs, they must determine why the particular service is needed, how long it will last, and what other services may be attached to the request.
A

Police administrators

251
Q
  1. To further determine and fulfill customers service needs, ___ ____ can segment customers into groups based on similar needs, expectations, conduct, and other variables that affect how the ____ ____ deliver’s services.
A

Police Managers, police agency

252
Q
  1. Satisfied customers are crucial to it’s success, if not it’s very survival.
A

Any police agency’s

253
Q
  1. They are crucial to any police agency’s success, not its very survival.
A

Satisfied customers

254
Q
  1. By working to anticipate and satisfy customers needs, they can help ensure their agency receives the resources needed to serve the communities in its jurisdiction well.
A

“Customer-oriented cops”

255
Q
  1. Refers to the configuration of relationships within an organization.
A

Organizational structure

256
Q
  1. Is reflected in it’s vertical relationships, horizontal relationships, community relationships.
A

Police agency’s organizational structure.

257
Q
  1. Who has authority over whom; who reports to whom.
A

Vertical relationships

258
Q
  1. Who collaborates and communicates with whom.
A

Horizontal relationships

259
Q
  1. How agency personnel collaborate with citizens and community leaders to deliver better service.
A

Community relationships

260
Q
  1. Depicts vertical and horizontal relationships.
A

Organizational chart

261
Q
  1. Illustrates the levels of authority and numbers of ranks, positions and functions of an agency.
A

Organizational chart

262
Q
  1. The levels of authority and numbers of ranks, positions and functions illustrated in an organizational chart differ depending on:
A
  • agency size.
  • community size.
  • scope and nature of public safety problems.
  • policing strategies emphasized by agency.
263
Q
  1. Should flow down through the chain of command from higher to lower levels in a police agency.
A

Authority and decision making

264
Q
  1. Typically flow up or down through the chain of command.
A

Official discussions

265
Q
  1. Each individual working in the agency should report to only one supervisor.
A

Concept of Unity of Command

266
Q
  1. Each unit or situation should be under the control of a single individual.
A

Concept of Unity of Command

267
Q
  1. Each manager in a police agency should supervise only a reasonable number of individuals or units.
A

Idea of Span of Control

268
Q
  1. Depicts those with the highest levels of authority at the top and those with lower levels of authority below them.
A

Police agency’s organizational chart

269
Q
  1. At the top, a police agency’s organizational chart typically shows..
A

Chief of police, Sheriff, director, police commissioner.

270
Q
  1. In the middle, a police agency’s organizational chart typically shows..
A

Captains, lieutenants, sergeants.

271
Q
  1. Near the bottom, a police agency’s organizational chart typically shows..
A

officers as well as civilian personnel ( admin asst, clerks, secretaries, budget personnel.

272
Q
  1. Vertical relationships depicted in a police agency’s organizational chart are strongly informed by…
A
  • chain of command.
  • unity of command.
  • span of control.

Police Administration 2 (12 decks)

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