Effective Police Supervision 8th Edition - Chapter 1-16

The fulcrum of managerial effectiveness is at the level of the _______________________ (p.x).

The fulcrum of managerial effectiveness is at the level of the _______________________ (p.x).

First line supervisor.

Effective police organization integrates supervisors into the ________________________ (p.x).

Management team.

Police supervisors must develop behavioral and social skills in order to deal with a rapidly ____________ society (p.x).

Changing.

The position of first-line supervisor must evolve into a position where decisions are made in the _______________ of the organization and community members through attainment of goals and objectives (p.5).

Best interests.

A common denominator present in police departments that do extremely well, throughout the United States, is the creation of a work environment that fosters the development of ____________________ (p.6).

Good supervisors.

An agency committed to excellence is one that challenges each member of the organization to ______________ and contribute to the realization of departmental objectives/goals (p.6).

Grow daily.

Today's police supervisor deals with problems and _____________ totally unheard of several years ago (p.6).

Challenges.

_______________ has become the object of increasing concern and civil rights activists have urged the collection of data on subjects stopped for traffic infractions (p.7).

Racial profiling.

Policies should focus on prevention and ensure that the _______________ is only to protect the officer and the public (p.7).

Use of force.

A supervisor must be alert to signs of _________________ on the part of police personnel and under no circumstances should it be tolerated (p.8).

Drug use.

____________ can be a by-product of enforcement activities and is something that should be anticipated and not allowed to spread like a virus (p.8).

Cynicism.

A first-line manager must communicate constantly with each officer supervised- allaying rumors, interpreting policy, coaching , ______________ , or utilizing persuasion when the situation dictates (p.8).

Mentoring.

The failure to train officers can lead to ____________________ (p.9).

Civil liability.

If the police organization is to become more effective, the first-line supervisor must play a major role in responding to ____________ that affects the organization (p.9).

Change.

If there is any issue that causes a new supervisor a great deal of difficulty, it usually is learning how to be an effective ________________ , especially when having to discipline a former fellow line officer (p.11).

Disciplinarian.

The good supervisor develops the ability to obtain results through others. This means that a supervisor must learn to value people as _____________________________ (p.13).

Organizational assets.

_________________ is the obligation to perform (p.15).

Responsibility.

Accountability refers to the obligation a person, group, or organization assumes for the execution of authority and/or _________________ of responsibility (p.15).

Fulfillment.

The real goal of the accountability process is maximizing achievement through goal _______________ (p.16).

Attainment.

______________________ refers to the upward, downward, and lateral flow of information between management and officers and/or teams groups, or task forces (p.18).

Internal accountability.

If there is a single most important element of the accountability environment, it is __________________ (p.18).

Leadership.

If there is a cornerstone to the accountability process, it is _____________ (p.18).

Equity.

_________ is the bonding agent of the accountability process (p.18).

Trust.

What does Hu-TACK stand for (p.20)?

Human skills, Tactical skills, Affective skills, Conceptual skills, and Knowledge-based skills.

Which skills deal with coaching officers, counseling employees, dealing with each officer as an individual, developing rapport, and giving praise when appropriate (p.22)?

Human skills.

An emphasis on ______________ addresses employee needs to include personal development, self-esteem, proficiency, and independence (p.23).

Human skills.

What skills need to be applied when mission accomplishment overrides other factors and becomes an inviolable imperative (p.23)?

Tactical skills.

Field supervisors need to combine knowledge, human, conceptual, and affective skills when the time comes to apply ____________________ in an operational situation (p.23).

Tactical skills.

What skills deal with enhancing capability of mission attainment, develops technical expertise needed, establishes a system of control, establishes operational priorities, implements procedures, and ensures officers are aware of tasks (p.23)?

Tactical skills.

Which skills deal with accepting responsibility, creating an environment of equality, dealing fairly with subordinates, demonstrating loyalty to the organization and subordinates, demonstrating integrity, integrating organizational and community value systems, knowing personal strengths and limitations, performing as a role model, and valuing employees (p.24)?

Affective skills.

Which set of skills is emotion based and interact with and modify all other characteristics (p.24)?

Affective.

Which skills assess performance, deal with the technical and human aspects of the work environment, demonstrate the ability to analyze data, develop and share information, improve proficiency, identify emerging problems, identify objectives, makes decisions, and works to eliminate errors (p.26)?

Conceptual skills.

Key ambient factors of conceptualization involve the identification, prioritizing, and solving of _____________ (p.26).

Problems.

In regards to _________________ skills, a manager can only succeed if results are obtained through the efforts of others (p.28).

Knowledge-based.

In regards to knowledge-based skills, _______________________ can seldom ensure successful performance as a first-line supervisor (p.28).

Operational techniques.

The supervisor must realize the necessity of training ______________ because they are an organization's most valued asset (p.28).

Employees.

Accomplished supervisors combine different approaches. This is what has become known as "_______________________" (p.29).

Network management.

When a new general order or policy is promulgated, the best way to react to it is ________________ (p.30).

Positively.

____________ is the cornerstone of character (p.31).

Loyalty.

The equal administration of __________ is the cornerstone of the integrity required of every member of a police department (p.32).

Justice.

Generally speaking, it can be assumed that __ percent of employees will respond to positive efforts by the supervisor (p.36).

85.

__ percent of subordinates (poor employees) will generally consume most of the supervisor's time (p.36).

15.

A large problem facing police organizations today is that many officers do not feel they are a part of the _________________ (p.37).

Organization.

Officers want job satisfaction and this can only be provided by allowing officers to achieve _________________ needs while organizational needs are satisfied (p.37).

Individual.

Progressive police organizations open the _______________ process to employees, and supervisors should train and critique officers in the process of decision-making (p.39).

Decision-making.

The first-line supervisor must learn to distinguish between real employee _________________ and petty bickering (p.41).

Complaints.

It has been estimated that __ percent of a supervisor's time is spent in resolving conflict (p.42).

73.

At the core of successful police supervision is a consideration of ___________ skills (p.22).

Human.

Conceptual skills consume the ________ amount of the first-line supervisor's time (p.25).

Least.

A good supervisor does not wait for someone else to action when a ______________ occurs requiring consultation with peers. The offer to help should be extended and, if necessary, a meeting should be set up to discuss and resolve the problem (p.43).

Problem.

__________________ is the liability one assumes for ensuring that an obligation to perform (a responsibility) is fulfilled (p.15).

Accountability.

________________________ answers to or reports to its stakeholders with regard to performance of the organization as well as organizational conduct (p.18).

External accountability.

Supervisors should emphasize the development of the skills of their ___________________ rather than try to do everything themselves (p.20).

Subordinates.

The ability to get along with people is the ________________ of the professional (p.43).

Hallmark.

As of 2009 it was estimated that __ percent of the population were policed by agencies that practiced community policing (p.50).

81.

__________________ is viewed as an all-encompassing philosophy and managerial stratagem.

Community Policing.

___________________ is essential and requires the creation of new avenues where a true partnership is created between residents and the police.

Citizen involvement.

Community policing includes the reduction or elimination of crime and the ______ of crime (p.51).

Fear.

Community policing strives to improve the _____________ in neighborhoods (p.51).

Quality of life.

When community policing becomes something more than a police program, there is a strong possibility that the program can evolve into a positive ______________________ to the needs of the community (p.52).

Organizational response.

In order for community policing to be successful, it demands a ____________ commitment (p.53)

Long-term.

Community policing is viewed as a philosophy that promotes organizational strategies, which support the systematic use of partnerships and problem-solving techniques, to proactively address the immediate conditions that give rise to public safety issues such as crime, social disorder, and __________________ (p.55).

Fear of crime.

In community policing, top management must articulate the values of community policing and communicate them to ________________ and everyone in the organization (p.55-56).

Every level.

_____________________ with the community have evolved in the quest to improve the quality of life, improve crime control, and engage in preventive activities (p.56).

Positive relationships.

___________ is the deliberate decision of police executives to create organizational change that allows officers to operate within a frame of reference of self-direction (p.56-57).

Empowerment.

_____ is the sum and substance of leadership in an empowered organization (p.58).

Trust.

Constant and close supervision and the restriction of discretion are no longer the parameters of ______________________(p.58).

Effective police supervision.

What is a brief detention of a person by police on reasonable suspicion of involvement in criminal activity but short of probable cause to arrest (p.59)?

Terry stop.

__________________ envisions shared decision-making, teamwork, creativity, and innovation (p.61).

Quality supervision.

It is important for first-line supervisors to hold officers ___________ for their community policing efforts and activities (p.61).

Accountable.

A first-line supervisor is a manager, and operationally it is essential that the focus be shifted from the traditional role of being in charge to the role of _______________ (p.62)

Facilitator.

Of special importance is the working relationship between patrol officers and detectives. Under community policing it is necessary to reduce the ______________ between the two units (p.63).

Isolation.

The _______________ remains the key to community policing and all other units should support problem-solving efforts (p.64).

Line officer.

A partnership involves law enforcement agencies working with various groups based on ________________ (p.65).

Equality.

Community policing partnership requires residents who are active at the ______________ to select problems and to develop and implement strategies (p.65).

Community level.

A ___________________ is more likely to be sustained and successful in solving a problem than individuals (p.66).

Collective community.

_________________________ shifts police efforts from a reactive to a proactive response to crime wherein officers work with residents to prevent crime (p.67).

Problem-oriented policing.

Scanning, Analysis, Response, and Assessment are the parts to what (p.68)?

The SARA model.

What is defined as looking for problems, identifying problems, and prioritizing problems (p.69)?

Scanning.

______________ include private and public organizations and groups of individuals such as youths, seniors, homeowners, renters, or merchants (p.71).

Stakeholders.

This is done after identification of the problem, and the officers assigned should collect information from every conceivable source related to the problem (p.72).

Analysis.

The crime triangle demonstrates the relationship among three elements of crime: ______________, offenders, and locations (p.73).

Victims.

After analysis, which stage involves working with individuals, businesses, and private agencies (p.75)?

Response.

What is the final stage of the SARA model which involves measuring how well the program performed (p.77)?

Assessment.

As community policing has evolved it has become an integral component of many police departments and reference to it can be found in ________________________, departmental websites, and annual reports (p.50).

Mission statements.

Evidence shows that local organizations have proven to be ______________ in developing a viable and continuing partnership (p.51).

Effective.

For community policing to be an effective crime-fighting strategy, there must be an emphasis on ______________ who can help produce long-term crime reduction (p.67).

Partners.

Some problem solvers look at the link among the victim, the offender, and the place. This has become known as the "______________________" and allows the police to focus on factors that can be dealt with and the impact one has on the other (p.70).

Crime triangle.

___________ are useful in gathering data on specific problems in target neighborhoods or among special populations (p.78).

Surveys.

Failure should lead to ____________, not recriminations or discipline (p.81).

Growth.

One characteristic that excellent supervisors have in common is the ability to ___________________ (p.88).

Communicate.

Communication is the foundation of ______________________ (p.88).

Interpersonal relations.

______________________ means getting the meaning across (p.90).

Effective communication.

Successful communicators are not concerned about personal self-esteem. When communication falters, they do not look for someone to blame- they work to _______ the problem (p.91).

Resolve.

_____________ can be defined as a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior (p.91).

Communication.

9 percent of residents in the United States have a limited ability to read, write, speak, or understand English and the individuals can be described as _______________________ (p.92).

Limited English Proficient (LEP).

When _____ are well matched, there is a greater possibility that a message will be interpreted accurately (p.92).

Goals.

The sender of a message determines the relevancy of each message. This is generally known as __________________ (p.92).

Gate keeping.

Communication is an exchange of information involving two or more parties and all must __________________ (p.93).

Participate.

The _______ of any message cannot be ignored because it can prove to be more meaningful than content (p.94).

Context.