Management and Supervision of Law Enforcement Personnel
Supervisory action must be taken on all observed violations of agency regulations. When disciplining employees, supervisors should keep Douglas McGregor's hot stove concept in mind. This concept, an excellent one when dealing with a diverse workforce:
"Compares the hot stove to the organization's disciplinary system and the burn victim to the employee who has earned punishment."
Compstat has been called "_____ _____," the fittest survive and thrive.
"Police Darwinism"
In addition to basic intelligence and emotional intelligence, police agencies should seek officer candidates who have "_____ _____," which is defined as the ability to understand and accept cultural diversity.
"Social intelligence"
the need to train subordinates in the appropriate use of force is a never-ending responsibility of supervisors. Any such training must, of necessity, include simulations in the form of "_____ - _____ _____" situations that should be based on actual occurrences from the jurisdiction where the training is being conducted.
"shoot - don't shoot"
Stimulation -
- Causes a sender to evaluate what has been communicated so that he can access his information bin for the details of the communication he sends along the loop. Stimulation starts the communication process.
Personal conflicts are by far the most common problem a supervisor has to deal with. "If at all possible, _____ the issue: Try to concentrate on what is right, not who is right." Emphasize _____ and suggest ways to avoid the same problem in the future. It is absolutely imperative that disputes be resolved objectively on the particulars of each case. Supervisors must be mindful that while only two of his subordinates may be involved, everyone in the unit will weigh the _____ of the supervisory intervention.
- Depersonalize -Reconciliation -Fairness
A fair and impartial policing of a multicultural community requires more from police officers than good basic intelligence (cognitive skills), a certain level of academic achievement, and an acceptable background. Police agencies of the twenty-first century need officers who possess what many police scientists are now calling "_____ _____," which is the ability to keep one's emotions in check.
-"Emotional intelligence"
Internal resolution of a disciplinary matter is administrative in nature and does not require that an employee be proven guilty beyond a reasonable doubt. In the absence of some contractual or local rule to the contrary, the standard of proof that should be established is a "_____ _____ _____." This, of course, means that more than half of the evidence available must point to an employee's guilt before a judgment of guilt is rendered.
-"Preponderance of evidence"
When developing the training curriculum, the following particulars should be asked:
-"What" - What kind of training will be given?... -"When" - What will be the duration of the training?... -"Where" - What location shall the training take place?... -"Who" - Who will conduct and attend the training?... -"How" - What method will be used to give the training?...
A lack of performance standards creates a "_____ _____" evaluation system that no one can validly use and will produce little more than a myriad of subjective opinions on what decision making or any other trait is.
-"look nice"
"No member of any agency should have the authority to quash or '_____ _____' complaints because, for example, he or she believes that the complainant has spelled out no clear misconduct." If an initial inquiry into the merits of a personnel complaint does not reasonably support the existence of misconduct then the case can be closed.
-'Informally handle'
In interviews that show real promise of accomplishing their purposes, the supervisor speaks only about ___% of the total words in the interview. The least successful interviews show the supervisor dominating the conversation.
-10
"A careful study indicated that in general there is less than ___% understanding between supervisor and subordinate about the nature of the job the latter is supposed to be doing." If a supervisor does not follow-up on orders, soon little or none of his orders will be carried out properly. Subordinates will feel that he is not interested in whether or not his orders were carried out. Also, periodic follow-up to orders acts as an early warning to detect problems that may arise so that adjustments can be made.
-50
Most managers spend between ___% and ___% of their time talking to people.
-50, 90
"One study of nonverbal communication has suggested that as much as ___% of the content of a message is transmitted via facial expression and body posture and that another ___% derives from inflection and tone. The words themselves account for only ___% of the content of the message."
-55 -38 -7
When making a record of the incident, the complexity of the record depends on the circumstances in the case. In the great majority of cases involving minor infractions, all that is required is:
-A brief notation that captures the essential facts.
The best qualification for a trainer is:
-A combination of both formal education and practical experience.
Interview (detailed) -
-A communication exchange, both verbal and non-verbal, between at least two participants for any or all of the following purposes: getting information, giving information, or causing an impact on the views and/or future actions of the participants.
The whole idea behind emphasizing the human relations aspect of supervision is motivated by:
-A desire to achieve maximum production from workers while at the same time fostering as much employee satisfaction as possible.
When preparing for a formal counseling session, it is strongly recommended that:
-A few questions be prepared in advance that will encourage the subject to take an active part in the appraisal of the problem and the development of a solution.
Listening is difficult because:
-A listener is able to think many times faster than a speaker can speak.
Empowerment occurs when:
-A manager shares power with his/her subordinates thereby allowing them to exercise initiative and become more involved in the decision making process.
Training is a process;
-A method or a course of actions which progresses forward.
Once a supervisor has verified that a minor infraction has occurred and the offending employee has been identified:
-A prompt, private, and relatively informal discussion of the incident should be conducted between the offending officer and his immediate supervisor.
Some workers will not readily admit to having problems to even the most sincere of supervisors. Some early warning indicators of workers having problems are:
-A sudden drop in performance (most reliable indicator) -A worker's attendance record -Chronic lateness
The most serious training problem experienced by law enforcement agencies occurs when:
-A supervisor expresses the sentiment that training is not part of his job.
A scarcity of employee complaints is probably indicative of:
-A supervisor who, for some reason, has not yet won the trust of his subordinates.
Forced Choice Diagnostic:
-A variation of the forced choice method, here a rater selects statements which he feels describe the ratee. The statements do not reveal any value of worth.
Nothing distinguishes a supervisor as a leader in the minds of his subordinates more than:
-A willingness to make decisions in a timely manner based on sound information and facts.
An example of conditional confidentiality is when:
-A worker seeks assistance for a personal problem but they do not want the information to become available to their peers.
The real indication of a supervisors competency is his:
-Ability to train.
When the first-arriving officer on the scene of a crime-in-progress makes his assessment, the following guidelines should always apply:
-Absent belief that victims are in danger, it is always better to confront criminals who are unaware of police presence after they have completed their criminal act and are in the act of escaping, or are otherwise not in the presence of their victims. Such confrontations have a much better chance of success if they include the element of surprise by officers who have availed themselves of the best cover available at the scene. -In situations where it is likely that the use of deadly force might be employed, firearms control must be established and maintained. When time permits in these situations it is incumbent upon the police to clear the area of people. If possible, police lines should be established at least 1,000 feet from the scene of the anticipated confrontation and all pedestrian and vehicular traffic should be re-routed. -The sooner an attempt is made to locate witnesses, the better is the chance that they will be found. Often, a witness at the scene has the information that is needed to determine the correct course of action. It is, however, a mistake to assume that all persons in the immediate vicinity of the crime scene are innocent by-standers. Quite often, criminals post accomplices as lookouts or have them standing by in an escape vehicle.
The goal of training is the improvement of performance but _____ and _____ measurements of this performance can be difficult to determine.
-Accurate, objective
If leniency is to cease to be a barrier, all supervisors must make an effort to rate _____ and _____.
-Accurately, objectively
While the things a leader says can demonstrate leadership, they are worthless unless the leader supports them with _____. "Nothing leaders say or do escapes the scrutiny and examination of their followers. This is one of the most important secrets of leadership: Followers mirror the example set for them. You lead first by _____."
-Actions -Example
Listening during an interview is an _____ and _____ process.
-Active, continuous
Information Bin -
-After receiving a stimulation from the communication loop, the sender should decide what he will communicate and to whom by accessing his information bin and get background information.
Once a supervisor becomes aware of the need for intervention, structured steps are needed, which should begin with a formal counseling session:
-After the supervisor has independently gathered all of the available facts.
Agencies conducting performance evaluations must comply with appropriate statutes at the federal, state and local levels. Such laws are geared to protect personnel from such things as:
-Age discrimination -Civil rights discrimination -Unlawful compensation practices
During a hostage situation, if a captor kills one of the hostages, then a decision must be made whether to take direct assaultive action or continue dialogue. As soon as one hostage is killed:
-All available intelligence must be updated with an eye toward determining if this is totally due to the depravity of the barricaded person or if the conduct of the hostage precipitated the fatal action.
Just as management expects supervisors to defend management's position to workers, so do the workers expect supervisors to relay their position to management. This emphasizes what we said elsewhere about the _____ role of supervisors.
-Ambivalent
If a personnel complaint comes from an employee and is directed at a fellow agency employee, it is referred to as an internal complaint. The most common internal complaint occurs when:
-An immediate supervisor accuses an employee of wrongdoing after personally observing what is, or seems to be, misconduct.
Tacit Order -
-An order that implies that something should be done and then usually leaves how it is to be done up to the subordinate. Tacit orders are for subordinates who have the ability, initiative and judgment to do a job once it is merely pointed out that something needs to be done. Tacit orders are a good supervisory tool to develop a subordinate's initiative and confidence.
History supports the fact that some of the most serious and infamous instances of police misconduct were initiated by _____ information.
-Anonymous
The disadvantages of warning shots far outweigh the advantages. They include:
-Any discharge of a firearm can result in unnecessary death or serious injury, especially in densely populated urban areas. -Officers who hear warning shots often conclude that they are being fired upon and react, often resulting in tragedy.
Documentation also allows a rater to respond to an _____ which a ratee may make concerning the evaluation.
-Appeal
The evaluation system should provide for an _____ if the ratee believes he has not been properly rated. The review of the appeal should be conducted by the _____ of the rater. The ratee should be advised in _____ of the finding of the reviewer of the appeal. There need to be guarantees that an employee appealing an evaluation will not suffer _____ from the agency merely because he has chosen to appeal.
-Appeal -Supervisor -Writing -Recourse
Subjective actions and decisions are ones that are _____ and _____, and based on such things as biases, opinions, and personal preferences.
-Arbitrary, judgmental
What is the public's opinion of the unit?
-Are there many civilian complaints, or is the number minimal? -Is service seen as professional, or is it seen as adversarial? -On the whole are the opinions expressed at local community meetings positive or negative? -Is the media's general impression of the unit positive or negative? -Do members of the public feel that the unit is approachable, or do they see the unit as self-serving?
"Contemporary thinking about leadership urges us not to be preoccupied with what leaders _____, but to concentrate on what leaders _____."
-Are, do
The use of force by officers cannot be justified by mere suspicion or "gut" feelings. The only acceptable manner of establishing the necessary belief that the use of force was required is:
-Articulable facts known to an officer at the time the force was used.
A grapevine should not be used in place of a formal vehicle to disseminate information or issue orders, nor should a supervisor pretend it is non-existent. The best way a supervisor can use a grapevine is:
-As an early detection system. By being aware of what is being spread, the supervisor can make sure that accurate information is disseminated through formal circuits.
It is a good community relations strategy to make sure that civilian complainants are notified of the disposition of their complaints:
-As soon as possible after the case is resolved.
After being made aware of a grievance, a supervisor should conduct the interview:
-As soon as possible, in a private setting without interruptions.
Preparedness is achieved through getting all the key players together to:
-Assess their threats and hazards -Plan appropriately -Establish procedures and protocols -Train and exercise -Ensure personnel are qualified and credentialed -Obtain and certify all necessary equipment
When showing the trainees how, the most common mistake made by supervisors is:
-Assuming that the trainees know more than they actually do.
Training is intended to shape _____.
-Attitudes
It is a trainee's _____ which will be reshaped, his _____ that will be developed, and his _____ which will be increased.
-Attitudes, skills, knowledge
While the rater should not enter into a debate over the areas where a subordinate can improve, comments can be _____ _____ and _____if he can provide documentation.
-Backed up, supported
What is required is establishing a satisfactory balance between organizational effectiveness and personal satisfaction derived from doing a worthwhile job. The goal is _____ between the needs of the organization and the needs of the employee. But, when such needs are in conflict, there is no question that the needs of the _____ must prevail.
-Balance -Organization
Douglas McGregor's Theory X - Theory Y:
-Based on two basic assumptions about people: (1) Theory X, which views employees negatively and sees the need for structured organizations with strict hierarchal lines and close supervision, and (2) Theory Y, which takes a more humanistic view towards employees, believing they are capable of being motivated and productive. -The basic assumptions involved are not collectively made by management, nor do these assumptions apply across the board to all employees. Rather, they are assumptions made by individual supervisors about individual employees. The supervisor then treats each employee in accordance with the assumption he has made about that employee. In turn, the behavior of the employee involved is in response to the way he is treated by the supervisor.
Jurisdictions and organizations should set expectations about the capabilities and resources that will be provided _____, _____, and _____ the incident.
-Before, during, after
Since punishment for minor infractions should be used only when other more positive attempts at changing inappropriate behavior have failed, punishment should be seen as a prelude to employee removal proceedings. If administered in a fair and impartial manner and in accordance with the guidelines listed below, the use of punishment can, in most cases, bring about the desired change in the _____ of the recipient of the punishment.
-Behavior
Supervisors cannot discipline officers for their _____. But, they do have a responsibility to try to change inappropriate _____.
-Beliefs -Attitudes
If there is a need to communicate, then do so. Do not communicate just for the sake of communicating. The supervisor who needlessly communicates soon _____ his subordinates, and they start to see his messages as _____. Another danger of over-communicating is _____ information. So much is put forward that subordinates begin to find inconsistencies in what is being transmitted.
-Bores, frivolous -Inconsistent
Is leadership ability something you are born with, or is it something you can develop?
-Both. It is not a mutually exclusive situation. While there are certain innate qualities that a leader must have, unless he develops them, he will never become a leader.
The supervisor should direct and control the pursuit and any apprehension effort. Vehicles other than the main and backup vehicles should be prevented from forming a _____ behind the pursued vehicle. The main and backup vehicles should be the _____ vehicles in close pursuit of the pursued vehicle. When necessary, the supervisor should terminate the pursuit despite the fact the perpetrator/suspect has not been apprehended.
-Caravan -Only
Note taking cannot be substituted for:
-Careful listening.
The threat of punishment will not serve as a deterrent unless there is a feeling of _____ among employees that wrongdoing will be uncovered and that those responsible will be appropriately disciplined. Therefore, as unfortunate as it may be, _____ must be a part of management's arsenal when dealing with certain employees.
-Certainty -Fear
The objective(s) of the interview should be as clear as possible to the interviewer. A _____ of important points to cover must be prepared by the interviewer. In order to refine the questions, the _____ of the interviewee should be reviewed: past assignments, performance records and other personal history information.
-Checklist -Background
The nature of the follow-up depends on the _____ of the original infraction, but it should always be structured so as to avoid embarrassing the employee.
-Circumstances
Mission statement -
-Clearly identifies for everyone the reason for the agency's existence. It is the reason to work.
It is the responsibility of the immediate supervisor to administer positive discipline or to arrange for it. This discipline almost always involves some combination of:
-Communication, training and counseling.
Chain of command controls _____; unity of command controls _____.
-Communications, subordinates
The most important criteria for recruitment should be _____.
-Competence
Before criticizing, if possible, the trainee should be _____. Most trainers realize the need for criticism but do not see _____ as being equally important.
-Complimented -Praise
No matter how well-constructed a plan, it must:
-Conform with the mission statement of the agency and uphold its values.
The hallmark of a fair and equitable disciplinary system is:
-Consistency
Performance evaluations are not performed by machines. they are performed by imperfect people about imperfect people. Thus the chance for error is _____.
-Constant
Ultimately, the better leader is the supervisor who:
-Constantly seeks to develop his leadership traits.
Planning is a _____ process. Plans are not devised, initiated, and then forgotten. They must be constantly re-_____ and _____.
-Continuous -Evaluated, updated
Of particular importance and inherent in the the supervisor's duties during implementation of a plan is the _____ of those involved. Coordination involves creating a balance or harmony between the participants.
-Coordination
To assist supervisors in keeping his workers properly instructed and up-to-date:
-Copies of all changes in rules, regulations and performance standards should be given to all workers, and -The workers should be made to receipt for them.
The rater should give the ratee a _____ of the evaluation report for the ratee to follow as the rater makes his comments.
-Copy
Training is the agency's way of ensuring that each member does his job:
-Correctly, efficiently, and safely.
Prior to questioning an employee who is the subject of an official investigation, the employee should be permitted to obtain _____ if a serious violation is alleged. Representation by counsel tends to reduce the number of court reversals.
-Counsel
One critical responsibility of a supervisor is to:
-Counsel and otherwise show concern for their subordinates.
Planning develops:
-Courses of action to bring about objectives by a specific time.
There are certain factors that assist officers in determining whether probable cause is present in any given situation. The single most important source of these factors is: Such cases often result in the promulgation by the courts of additional guidelines that can then be of assistance in the future under similar situations. But, the promulgation by the courts of these guidelines is of value only if:
-Court decisions rendered in cases where the court determined whether probable cause existed. -Agency supervisors are knowledgeable of them and inform their subordinates about them.
The "By the Book Leader" style drawbacks are:
-Creates rigid and inflexible work habits; -Makes employees resistant to any change in procedures; -Fails to motivate employees; -Depicts supervisor as a negative force whose only purpose is to enforce rules; -Encourages employees to do only what is required and no more.
It is not necessary for the complainant to identify himself or to submit t an interview before any _____ is given to his complaint.
-Credence
It would be _____ to the operations of a police agency if only immediate supervisors were authorized to give simple technical skills counsel to officers.
-Crippling
In administrative hearings, employees facing serious allegations should be entitled to confront and _____-_____ witnesses.
-Cross-examine
Interrogation is generally defined as the asking of guilt seeking questions in a criminal investigation. Not all interrogations require the administration of Miranda warnings. But with one exception, when the interrogation involved is _____ in nature - when the subject is not free to leave - then Miranda warnings must be administered, and the subject must waive his rights before questioning, if the results of the interrogation are to be used against him at a criminal trial. But the results of a custodial interrogation held in the absence of a waiver of Miranda rights are admissible at an internal administrative hearing. the one exception to the rule which states that custodial interrogation requires the administration of Miranda warnings involves questioning in a situation involving a matter of _____ _____.
-Custodial -Public safety
Many civil court juries across the country are taking the position that if an officer uses excessive force - even while preventing a violent crime - the victim is entitled to_____.
-Damages
The single most complex decision in the entire disciplinary process is: In cases where an immediate supervisor is responsible for the decision, that supervisor must do the following:
-Deciding upon appropriate punishment. a) Review the subordinate's work history, prior disciplinary record, and the nature and cause of the specific violation. b) Make certain of the exact limits of his authority as specified by department policy, especially with respect to restrictions on penalties imposed. c) Research how similar matters have been handled in the recent past. d) Review and consider all of the circumstances which were involved in the incident in question.
Training objectives should be specifically _____ and _____, indicating the exact job skills required and expected level of performance.
-Defined, measurable
The Autocratic Leader does not _____ well. He holds all decision making for himself. By not keeping his subordinates informed, the autocratic leader keeps them _____ on him. Initiative on the part of his subordinates is discouraged, and he is not interested in their _____ or _____.
-Delegate -Dependent -Desires, goals
_____ authority can very quickly and most easily broaden effective span of control without bureaucratic entanglements.
-Delegating
The single best way for a police line supervisor to empower their subordinates is via the _____ process.
-Delegation
Counseling is not a periodic task of a supervisor. It should not be ignored until a problem occurs. Effective counseling demands that the counseling supervisor know his subordinates in _____. Therefore, supervisors should meet _____ on a regular basis with each of their immediate subordinates.
-Depth -Informally
A supervisor who trains his subordinates takes a giant step towards knowing them. Identifying their strengths and weaknesses quickly leads to awareness of their _____, _____, and _____. Training settings provide a supervisor with a context to be involved with his people which in turn facilitates _____, _____, and _____.
-Desires, needs, potentials -Delegation, coordination, control
After a problem has been correctly identified and analyzed, the _____ phase is completed.
-Determination
There should be _____ formats for the different titles or positions which exist in the agency.
-Different
Before an evaluation both the supervisor and the subordinate should clearly understand what _____ are being rated and what _____ are being used.
-Dimensions, standards
The most common instance of the use of deadly physical force by law enforcement officers occurs when they:
-Discharge their firearms.
Of all the management concepts that a supervisor has to grasp in order to function effectively, those involving _____ are the most difficult to understand.
-Discipline
At some point during a personnel complaint investigation, the accused employee must be interviewed. The exact point at which the accused employee should be interviewed is _____ with the investigating officer and should be decided on a _____ _____ _____ basis.
-Discretionary -Case-by-case
The course to follow when correcting minor violations should be:
-Discretionary and determined on a case-by-case basis.
When a person acts on his prejudices and biases, the result is what?
-Discrimination
The supervisor should be aware of his own _____ and not allow it to get in the way of objectively rating his subordinates.
-Disposition
What is the individual and group attitude toward the job?
-Do the individual and the group perform up to their full capacity, or do they do just enough to get by? -Is there teamwork and harmony among individuals in the unit, or is friction evident in the most routine of tasks? -Do the members feel like individuals, or do they feel like faceless workers? -Do the members of the group discuss their work in a constructive and positive manner, or are they destructive and negative in their comments? -Do the members of the unit treat the public with respect and empathy in a professional manner, or is the public seen as a troublesome bother?
It is extremely important for supervisors to _____ in writing the details of the need for the use of negative discipline. This documentation must be consistent with agency policy, but it does not necessarily have to become part of the disciplined employee's permanent personnel file.
-Document
If any criticism of performance is to be delivered to the subordinate, it must contain _____.
-Documentation
All work-related complaints, including grievances, should be _____ in writing by the supervisor who took the complaint.
-Documented
The results of an interview should be _____.
-Documented
A procedure that does not provide for face-to-face communication between a rater and ratee:
-Does little to establish any plans for the future improvement of the performance of the sub-standard employee. It also does not provide enough recognition for the well-above standards employee.
What is the discipline climate of the unit?
-Does the leader focus only on the unit's productivity, or is he also concerned with the needs of the individual members? -Do the members of the unit feel that the leader is accessible to them if problems develop, or do they feel that his door is closed? -Does the unit function well when the leader is absent, or does activity cease? -Can the unit function well with minimal supervision, or must the leader be consulted on every action? -Can the leader take on additional duties when necessary, or is he over-burdened with routine tasks that are not being delegated? -Does the leader trust the members of the unit, or does he feel he has to watch them constantly? -Do members of the unit know why they are asked to perform certain tasks, or do they see their work as isolated, independent actions?
Tips that can help to reduce difficulties of cross-cultural communication:
-Don't try to talk in the style of the other person's culture. -Speak slowly, and emphasize your enunciation. -Don't always interpret a lack of eye contact as a sign of disrespect or evasiveness. -Do not use police jargon or slang. -Use visual cues and demonstrations to increase understanding. -Do not make the mistake of believing that speaking louder will increase the degree of understanding. -Do not automatically assume that a close speaking distance is meant as a threat. -Expect lengthy pauses before getting responses. -Always try to confirm understanding before ending a communication.
Interpersonal relationships are not static, they are _____. What worked well yesterday may not work well today. Times change, situations change, and people change. Supervisors must give persistent attention to maintaining _____ _____, or they will deteriorate.
-Dynamic -Human relationships
"If you are to begin to analyze what is going on in an interview, you must listen, not only with your _____, but also with your _____."
-Ear, eye
In order to ensure that learning is pleasant and pleasurable, the trainer should allow the trainee to succeed _____ on in the learning process.
-Early
Promoting understanding through _____ is a reasonable goal toward building a cohesive workforce.
-Education
"At the heart of good communication is _____ _____."
-Effective listening
Understanding the factors involved in learning can help a trainer _____ and be _____ with those who are being trained.
-Empathize -Patient
Supervisors who do not get involved in certain employee complaints, by their lack of action, seriously endanger both _____ _____ and _____.
-Employee morale, productivity
Clearly community and problem solving policing now calls for the _____ of the line officer. He must be given greater flexibility and decision making power to create innovative responses to problems in the community.
-Empowerment
there is nothing that convinces a worker that he or she is wanted and needed more than the _____ process.
-Empowerment
Of all supervisors, immediate supervisors are in the best position to see early evidence of problems and should have the best rapport to approach the individual. Through effective counseling supervisors:
-Enhance their esteem and credibility and improve the well-being of the collective workforce.
Part of the process of issuing orders is _____ that the subordinate _____ the order. When communicating orders, this is the _____ responsibility. To do this, have the subordinate _____ the order back in his own words.
-Ensuring, understands -Boss's -Repeat
Qualifications of planning unit members:
-Enthusiastic and persuasive -Self-initiative -Exercise sound judgment based on their overall knowledge of police administration -Effective communicators
Frederick Herzberg's Hygiene factors:
-Environmental factors within the workplace that serve to impact only on dissatisfaction with the job being performed and have little or nothing to do with job satisfaction and motivation. -Salary and fringe benefits -Working conditions -Interpersonal relationships with supervisors and peers -Company policy
The agency's legal staff would be wise to periodically confer with federal, state and local _____ _____ _____ agencies.
-Equal Employment Opportunity (EEO)
The Laissez-Faire Leader drawbacks are:
-Erodes morale and discipline of subordinates; -Decreases productivity; -Makes subordinates uneasy and uncertain because they are unsure of what is expected of them; -Replaces the actual supervisor with an informal leader to whom legitimate resources are unavailable; -Least likely to accomplish the goals of the agency.
The operations section and specifically the Operations Section Chief are responsible for:
-Establishing and managing all tactical activities related to incident response.
Proponents of community policing maintain that:
-Establishing partnerships with the community is a block-by-block, neighborhood-by-neighborhood undertaking.
The most overlooked part of problem solving is:
-Evaluation and follow-up to the implementation of solutions.
An employee should be shown his completed evaluation form and be required to sign and date it in the presence of the _____, who also signs and dates it. The evaluation review is the most _____ part of the evaluation process for the rater, especially when dealing with poor performers.
-Evaluator -Distasteful
Intensity, the use of vivid examples of realistic situations, brings information to life and allows people to relate to the subject, the instructor, and others in the class. The most valuable resource an instructor has is his own _____. Practical experiences that convey an important point will be remembered longer than a list of information.
-Experience
The Sidelines Leader can give subordinates a great deal of decision-making authority because the subordinates are highly _____ in what they do. This work is most often extremely _____ or _____, as in that of undercover officers or polygraph operators. The sidelines leader is often _____ removed from the work place but controls the output of subordinates by _____ and _____. This style of leadership is similar to, but not the same as, the _____ leader. The major difference is that the democratic leader has more _____ with subordinates. Given the high level of _____ of his subordinates, a sidelines leader does not have to guide them as much as the democratic leader.
-Expert -Specialized, technical -Geographically -Records, reports -Democratic -Interaction -Expertise
Extreme caution must be taken when searching abandoned buildings, since they pose special hazards such as:
-Exposed electrical wires -Holes in floors -Broken windows
The main responsibility of a leader is to:
-Facilitate the work of others, not to do the work themselves.
Frederick Herzberg's Motivators:
-Factors that satisfy and motivate workers related to the job itself, and not to the work environment. -The work itself -The potential for personal growth -Opportunity for achievement and recognition *Note: Here, workers can be dissatisfied with their job but, at the same time, be motivated to perform it well despite the dissatisfaction.
Objective supervisory actions and decisions are ones that are based on _____. They are unbiased.
-Facts
The best way to dispel a rumor is to provide the _____ about the issue.
-Facts
The preparation must also involve specific review concerning the problem to be discussed. The supervisor must be prepared for the denial of any problem(s). The best way to overcome denials is to have _____ information on-hand to document the existence of a problem.
-Factual
The maintenance of a high-level of overall discipline absolutely requires that supervisors and workers alike view the disciplinary system as both _____ and _____.
-Fair, equitable
A fundamental supervisory doctrine that should never be violated is _____ and _____ treatment of subordinates. Therefore, supervisors must, at all costs, prevent _____ from clouding their judgment when deciding on appropriate punishment. Supervisors should never allow their _____ to dictate their actions. Supervisors should never administer punishment when _____ prevents them from being objective. This is one time when a delay in the administration of punishment is acceptable.
-Fair, impartial -Subjectivity -Emotions -Anger
The single biggest reason why management does not become aware of work-related employee complaints soon enough to prevent widespread problems:
-Fear of reprisal.
By having the trainee apply what he has learned the trainer is able to get instant _____ on how well the trainee has learned.
-Feedback
When trainees are examined to see what they have learned, they should receive immediate _____ from the trainer. This way incorrect actions do not develop into bad habits.
-Feedback
_____ is the best way for a supervisor to judge how he is communicating. If true communication took place, then the receiver understood what the sender transmitted. The way to establish that understanding has taken place is through feedback from the receiver. It is a _____ responsibility between the sender and receiver to establish that understanding has taken place.
-Feedback -Mutual
Two considerations that set apart personnel complaint investigations from most others:
-First, The manner in which these investigations are conducted can, more than any other type of investigation, impact upon the productivity and morale of the agency. -Second, the investigator must often concern himself with more than simply determining whether job-related wrongdoing or criminal conduct in fact took place.
Prior to communicating, the sender should clarify in his own mind what he wants to communicate by identifying the stimulation that initiated the communication he is about to transmit. This accomplishes two (2) things:
-First, it forces the sender to seek out facts, possibly from his information bin, which should clarify 'why' he is communicating and 'what' he will be communicating. -Secondly, it will clarify the identity of his receiver.
It would be completely inappropriate to make a record concerning an observed minor infraction without discussing the incident with the offending employee. This practice is wrong for a number of reasons:
-First, supervisors are expected to deal forthrightly with all uncovered misconduct of their subordinates. -Second, a supervisor who engages in this practice ignores the disciplinary principle that employees must always be given an opportunity to explain their behavior before disciplinary action is taken. -Third, employees who learn that such covert record keeping has been taking place invariable become quite resentful, and justifiably so.
In order to base an evaluation on facts, a rater must have exactly that, the facts. They must be gathered by him through _____-_____ observations and not through hearsay.
-First-hand
In a vehicle pursuit, it is recommended that the officer assigned to the backup vehicle should maintain at least ___ car-lengths distance from the main vehicle.
-Five (5)
The supervisor must make sure that there is mutual understanding with respect to what has been agreed upon during the counseling session. The best way to ensure mutual understanding is:
-For the supervisor to summarize all essential points at the end of the meeting and then to have the subject re-state these points in his own words. Also, if the course of action agreed upon involves any sort of timetable or due dates, the time frames involved must be specific and not general.
"There is only one real way to lead, and that is to get in _____. You've got to lead by _____ and not _____."
-Front, pulling, pushing
"The objectives of disciplinary action are positive. They are educational and corrective. The goal is to improve the _____ rather than punish for the _____."
-Future, past
Each agency therefore is bound to comply with those statutes within its _____ area.
-Geographical
The foundation for empathy lies in understanding. The challenge for supervisors is to:
-Get to know his subordinates and learn about their cultural beliefs; Make a determined effort to understand each subordinate's point of view.
The key to supervising minority workers is:
-Getting to know each subordinate as an individual, learning about personal and cultural beliefs.
Empowerment is based on the concept that:
-Giving employees the discretionary authority to act independently i a win-win managerial strategy. Not only does such a strategy often result in greater productivity, it also serves to increase employee motivation and job satisfaction. There is, however, a caveat involved when managers choose to share their power with subordinates. This caveat revolves around the tried and true management principle that authority, responsibility, and accountability are inseparable. Employees who are entrusted with increased authority are responsible for and must be held accountable for the use of such authority.
The Democratic Leader is able to get his subordinates to commit to the _____ of the agency. He does this by providing them with appropriate _____ for their efforts, giving them a sense of _____ and _____, and offering them opportunities for job satisfaction. He continually allows them entry into the _____-_____ process by asking for their suggestions in matters that affect them. He is the kind of leader who builds power by _____ decision-making authority, not _____ it. He is _____-_____, not self-centered. This style of leadership requires _____-_____, since it does not offer much personal recognition.
-Goals -Recognition -Belonging, security -Decision-making -Sharing, hoarding -Group-oriented -Self-confidence
An interview is of no consequence no matter how expertly it has been conducted nor how much information has been collected unless the _____ that were targeted are reached. It is the _____ job to see that the goals are reached and that what was agreed upon happens.
-Goals -Supervisor's
Controls should inform a supervisor if:
-Goals of the plan are being met -Predetermined standards are being met -Staff is performing the appropriate tasks -Time schedules are being met -Goals of the plan have been obtained
A unified command structure provides:
-Guidelines to enable agencies with different legal, geographic, and functional responsibilities to coordinate, plan, and interact effectively.
In an attempt to deal with subjectivity in performance evaluations, raters must:
-Have a clear understanding of the individual standard they will use in measuring each of the dimensions that appear on a performance evaluation form.
Substance abusers represent a high financial risk to management. They frequently steal and commit other corrupt acts, and they make mistakes that often lead to civil liability judgments against their agencies. In addition, they:
-Have more than double the amount of on-the-job accidents, -Accumulate significantly higher personal medical expenses, -Have much higher rates of absenteeism, and -File triple the amount of worker's compensation claims.
It is absolutely necessary for the supervisor to check and make sure there is good understanding concerning the resolution of the infraction. The best way to do this is to:
-Have the employee state in his own words what he believes has been agreed upon.
At no time is the human relations skills of a supervisor tested more than when:
-He is fulfilling his responsibility to enforce the various rules and regulations that must be enforced if a law enforcement agency is to function effectively.
The acquitted employee seldom forgives the agency and usually remains, at best, a marginal employee who criticizes the agency at every opportunity. Once a supervisor is convinced of the need for negative discipline in a particular matter, it is imperative that he be adequately prepared to establish guilt. He must act on the premise that:
-He will be vigorously cross-examined in every case that involves a formal administrative hearing, in the same manner that law enforcement officers are cross-examined during a criminal trial in which they are the arresting officers.
In all law enforcement agencies, it is the responsibility of _____-_____ management to establish policy governing the resolution of job-related disciplinary matters that require negative discipline. For less serious job-related violations, the administration of negative discipline should be the primary responsibility of the _____ _____ of the charged employee subject to the review of that supervisor's commanding officer.
-High-level -Immediate supervisor
Nothing will strip a leader of his status quicker than:
-His gaining the unfortunate reputation among his subordinates of not being consistent.
The most important qualification for a trainer is:
-His willingness to train.
Unless the subject objects, the best place for a detailed interview of a victim or witness is at the subject's _____ or _____ _____ _____.
-Home, place of business
The most expensive and one of the deadliest natural disasters in the nation's history was:
-Hurricane Katrina on August 29, 2005
In order to avoid _____, a sender must act in conformance with what he is communicating. He cannot say one thing and then do something else.
-Hypocrisy
The sine qua non of problem solving is:
-Identification of the problem. It is indispensable and is the most important step in problem solving.
A supervisor cannot go any further in real problem solving until he has accurately _____ and adequately _____ the problem.
-Identified, verified
Value statement -
-Identifies the qualities to which the agency is committed.
A supervisor must be notified by the officer involved whenever force is used to accomplish the agency mission. The investigating supervisor notified about the use of force must be required to conduct an _____ investigation.
-Immediate
The primary intervention rule designates the _____ supervisor as responsible to intervene when a problem occurs.
-Immediate
Unless there is a legitimate reason to short circuit the chain of command, a supervisor's open door policy should extend only to his _____ subordinates. Without an exigency present, a manager who counsels other than his immediate subordinate is _____ the authority of the manager who is the immediate supervisor of the person seeking the counsel.
-Immediate -Undermining
The key factor in an organization's efforts to build and maintain high worker morale is the quality of leadership delivered by the organization's _____ _____. Other factors that contribute to the level of worker morale include salary, fringe benefits, working conditions, and job security.
-Immediate supervisor.
When a worker requests confidentiality as a prerequisite for communicating facts, the supervisor should:
-Immediately clarify the degree of confidentiality being sought by the worker. If the worker seeks complete confidence, the supervisor must be certain he is not violating his responsibility to management before he promises it.
Rarely do people engaged in learning focus on several parts of the information being delivered. They tend to focus on that which is most _____ to them.
-Important
The principle of "facts before acts" also requires that:
-In all cases, an accused worker be interviewed and given a chance to tell his side of the story.
A single incident commander will suffice for:
-Incidents that do not entail multiple jurisdictions or disciplines.
Nothing erodes the feeling of fairness more quickly than _____ supervisory behavior.
-Inconsistent
It is imperative that punishment fit the _____ as well as the _____. There is a difference between uniform punishment and consistency of punishment. Uniform punishments: Consistency of punishment -
-Individual, offense -Fail to consider all of the circumstances surrounding misbehavior. -The application of like punishment for similar violations committed under similar circumstances.
Rules are _____; no exceptions are permitted beyond what is stated by the rule. Rules specifically direct how personnel should act on the job.
-Inflexible
The Laissez-Faire Leader style is effective when:
-Informal leaders are available to fill the leadership void.
When positive discipline is called for, it is usually best to handle the matter _____. Formal disciplinary charges are not needed since there will be no penalties imposed.
-Informally
The comment that communication is a two-way street implies that:
-Information is to flow back and forth during the communication process with both the sender and receiver transmitting and listening.
Keeping the ratee _____ is the most important step in gaining acceptance of and compliance with the agency's personnel evaluation system.
-Informed
A supervisor's effectiveness is determined in large part by the quality of his _____ _____. The burden of responsibility to build these relationships clearly rests upon the _____ and not the _____.
-Interpersonal relationships -Supervisor, subordinates
Often , a personnel complaint includes allegations of criminality. Depending on the circumstances, some of the face-to-face fact finding efforts between an investigator and an accused officer are _____.
-Interrogations
When a complainant comes to an agency facility to lodge a personnel complaint, he or she should be _____ by a supervisor.
-Interviewed
It is the _____ job to follow up on those things that were discussed during the interview and to set specific expected _____ and _____.
-Interviewer's -Results, dates
How good are the members of the unit and the leader at their jobs?
-Is the leader constantly trying to improve his performance, or is he content with it? -Are the members of the unit constantly trying to improve, or do they feel that further improvement serves no purpose? -Does the leader give opportunities for growth and development to members of the unit, or does he guard his status and keep individuals from advancing? -Does the unit's level of performance meet the standards required by the agency, or does it fall short? -Does the unit work together in a cooperative and willing manner, or are there factions thwarting the overall effort? -Does the leader communicate with the members of the unit, or does he keep things from them? -Does the unit properly and efficiently use the available resources, or is there waste? -Does the leader tell members of the unit how their performance measures against agency standards, or do members rely on gossip to gauge their performance levels?
It becomes a thorny issue as to whether notes should be taken during an interview. Some argue that if notes are not taken until the interview is completed, then important details can be forgotten. Others argue that to take notes during an interview is bad because it will unnecessarily inhibit the interviewee from freely discussing issues. We believe, however, that:
-It is a good idea for a supervisor to document any interviews.
A supervisor maintains an "open door" policy when:
-It is common knowledge among his subordinates that he is both available and eager to discuss their problems.
In personnel complaint investigations involving serious charges which may ultimately be resolved in criminal court or at an administrative hearing:
-It is desirable to have the subject's statement put in writing and have him sign it.
The biggest factor in determining if information received and processed is held for a short or long period of time is:
-Its relevance to other information in the person's long memory storehouse.
Before a supervisor can rate a subordinate, the supervisor must know the _____ of the subordinate.
-Job
A performance evaluation calls for one person to make a _____ about another person.
-Judgment
It is a mistake for a supervisor to believe his responsibility is over when a counseling session is concluded, even if the result of the session was a referral to an appropriate professional counselor. Instead the supervisor has a responsibility to:
-Keep in touch on a regular basis with the worker involved until it is clear that the problem has indeed been resolved.
Training imparts _____ that is required in the trainee's present or future work. The trainee must play an active part if any real training is to take place.
-Knowledge
In assessing the impact of training, what should be looked at is if the supervisors of the trainees believe that the _____, _____, and _____ of the trainees have been impacted as evidenced by the trainees' present performance. The clients of a public law enforcement agency (e.g., the community) are a useful barometer in determining whether the knowledge, skills and attitudes lf law enforcement trainees have been impacted.
-Knowledge, skills, attitudes
The primary reason why counseling sessions fail to achieve the desired result is:
-Lack of preparation by the supervisor.
The maturation and development of ICS continues to this day. The widespread acceptance of ICS for managing incidents has been invaluable for every agency involved in emergency management, which includes:
-Law enforcement -Fire fighters -Emergency medical services -Public works -Hospitals -Volunteer groups
The long memory storehouse can keep information for a _____, whereas, the short memory storehouse turns over information _____.
-Lifetime -Regularly
To communicate well, the sender should _____. He should listen not only to what he and the receiver 'are' saying, but also to what he and the receiver 'are not' saying.
-Listen
In most cases, it is the immediate supervisor who should accept, investigate, and resolve the majority of work-related employee complaints. Supervisors can make sure they don't make false assumptions about the validity, or lack of validity, of complaints by:
-Listening, coupled with solution-oriented questions about the problem.
An employee must be allowed to _____ a personnel complaint against one of his or her peers or against his superiors.
-Lodge
The cardinal rule for supervisors to follow when enforcing rules and regulations is to:
-Maintain consistency of enforcement.
The greatest challenge facing supervisors is:
-Maintaining a high-level of overall discipline in the work group. the ability to maintain a high-level of overall discipline is by far the most welcomed trait of a good leader in the eyes of his superiors.
Taking notes during a formal counseling session concerning a personal problem is often counterproductive and not recommended. Remember, the content matter being discussed is usually extremely sensitive, and the subject is often quite defensive. Therefore, it is strongly recommended that the counselor:
-Make a written record of the major points discussed immediately after the session has ended, and that this record be reviewed as part of the preparation for any follow-up sessions.
Nothing distinguishes a leader more than an ability to:
-Make decisions
The supervisory act of controlling is:
-Making sure that people and equipment are being used efficiently.
Probably no one is better equipped to deal with the _____ or borderline employee than the person who rates his performance.
-Marginal
"Standing alone as one person within an organization, you will have little impact on the world in which you exist. However, when several people work together, great things can be achieved."
-Marion Hayes
Effectively balancing competing demands is the mark of _____ leadership.
-Mature
The Sidelines Leader drawbacks are:
-May lull supervisors into a false sense of security while production suffers; -May create feelings of insecurity and detachment from the agency in subordinates; -May make workers feel they have become the supervisors; -Allows for the potential for improper conduct or corrupt acts on the part of workers.
Each individual learns at different rates or speeds based upon:
-Mental ability -Personality -Background information -Education
The cardinal rule of handling personnel complaints is that all personnel complaints must be investigated as to their _____.
-Merit
A supervisor should strive to be a leader in _____, _____, and _____. These traits do not operate isolated in a vacuum, but interact together.
-Mind, body, spirit.
The Laissez-Faire Leader exercises a _____ of control over subordinates. This style of leadership is as bas as, if not worse than, _____-_____. This type of leader believes in leaving subordinates _____ and acts under the mistaken belief that a unit can operate without any guidance. The result is that he does not give any _____ to his workers. Soon the workers begin to feel _____ and _____ since they believe that no one cares what they do. "Without a leader, the group may have little direction and a lack of control. The result can be inefficiency or, even worse, chaos." To fill this void, an informal leader may spring up to _____ the supervisor as a leader. However, he is "totally reliant on his own devices." Because subordinates in such a setting tend to go in separate directions, they do not operate as a _____. Thus laissez-faire leadership offers the _____ chance for success.
-Minimum -Over-supervising -Alone -Assistance -Insecure, indifferent -Replace -Team -Slimmest
"The manager who gives an unjustifiably flattering picture of an individual is just as _____, just as _____, and just as _____to an employee as is a manager who gives an unjustifiably unflattering description."
-Misleading, unethical, unfair
Violating the chain of command creates:
-Misunderstanding and confusion in the organization.
A fair and impartial disciplinary system recognizes the fact that it usually serves no purpose to retain negative job-related information about an employee for: Purging of negative information, however, should not be automatic. Rather, such purging should be _____ upon continued good performance.
-More than a reasonable period of time -Contingent
The major responsibility for administering both positive and negative discipline belongs to the immediate line supervisors because:
-Most importantly, immediate supervisors are the people who know the most about each subordinate
A supervisor who properly _____ his subordinates is, at the same time, raising their _____.
-Motivates, morale
The end result, therefore, should be a workforce where the individual feels he is:
-Needed, welcomed, appreciated, and a part of the cooperative effort of the unit
If positive discipline fails to achieve a desired change in behavior, then it must be followed by the application of _____ discipline.
-Negative
Agencies should make a special effort to maintain a _____ body to weigh the evidence in serious personnel complaint cases in order to assess the culpability of accused employees and to set punishments when charges against employees are sustained.
-Neutral
The intrinsic purpose of an interview is:
-Not only to get information but also to give information.
When an investigation into the merits of a personnel complaint reasonably supports the complaint, the accused employee must be formally _____. Not describing the officer's alleged misconduct in specific enough terms opens the door for court reversal of any punitive action taken against the employee.
-Notified
Role playing can help the sender predict _____ that the receiver might have and to be better prepared to deal with them. Also by placing himself in the role of the receiver, the sender can identify _____ to the receiver and point them out.
-Objections -Benefits
There are no performance evaluations systems that are completely free of subjectivity. After all, an evaluation is one person judging another person. However, a supervisor must strive to be as _____ as possible. One way to do this is:
-Objective -To be able to clearly articulate the facts justifying why he took a particular position and thus arrived at a particular rating.
The actual performance of the subordinate must be _____ by the supervisor before any real and accurate assessment of performance can be made. A subordinate cannot be rated on _____.
-Observed -Hearsay
Nothing counters allegations of cover-up better than proof of a professionally conducted investigation made at the time of _____, as opposed to the time of _____.
-Occurrence, allegation
While deterrence of misbehavior is dependent upon both the certainty and swiftness of punishment, it is not always dependent upon severity of punishment. In most cases, the severity of punishment should be predicated on the severity of the _____.
-Offense
Performance evaluations should be conducted both continuously and continually. This means that a supervisor should be continuously, in an unbroken effort, monitoring the work effort of his subordinates. The supervisor skilled in evaluating employees should keep a record of these contacts with subordinates and use them to form the basis of his preparation for the formal evaluation. The formal evaluation form should be done periodically or continually at least _____ a year.
-Once
The Democratic Leader drawbacks are:
-Once subordinates experience it, it is difficult to rescind; -Results in less than perfect solutions; -May make subordinates suspicious if they have never ben included in the decision-making process under previous supervisors; -Inappropriate in emergency situations; -Inappropriate for serious disciplinary problems.
Supervisors must guard against making a decision based on only _____ characteristic of the applicant. This "_____" or "_____" effect must be closely guarded against so that a true appraisal of the subordinate who is applying may be made.
-One -"Overshadowing", "halo"
Admitted by senses is a process that simply means:
-One or more senses become engaged in the receiving of information, the more senses involved, the more engaging and effective the learning process.
The lecture training method consists mainly of:
-Oral instruction by a trainer to a group of trainees.
The greatest burden a supervisor can face in his efforts to maintain a high-level of overall discipline is:
-Outdated rules and regulations.
Supervisors should constantly stress that the term "routine car stop" is the ultimate law enforcement _____.
-Oxymoron
One of the major objectives of the supervisor is to keep the achievement goals of his subordinates _____ to those of the organization. When the goals of the individual are in consonance with the goals of the organization, a most desirable state for achieving high worker morale has been realized.
-Parallel
Compstat was guided by:
-Partnership, problem solving and prevention
If a rater keeps ongoing documentation, he can detect _____ in the subordinate's performance which may indicate a need for immediate remedial action.
-Patterns
Uncovering _____ is the surest way for early detection of problems.
-Patterns
The rater of an evaluation interview should begin by establishing that the main purpose of the interview is to try to assist the ratee to improve his _____.
-Performance
As a unit performs better, the supervisor's good reputation grows. Realizing that a supervisor is only as good as the _____ of those he supervises, there is no better way for him to be _____ as doing a good job than to have his subordinates perform exceptionally.
-Performance -Recognized
The interview is successful if the subordinate goes away with a clearer picture of how he is _____ and how he can _____.
-Performing, improve
Many law enforcement officers tend to perform car stops in a _____ manner. Quite clearly, the primary reason why officers approach car stops in a careless way revolves around the high volume of stops made without _____ consequences. When someone performs the same task again and again without a hitch, _____ sets in, and safety issues are ignored.
-Perfunctory -Negative -Complacency
Just having raters go through the motions and not seriously dedicating any time or effort to the conducting of performance evaluations will soon become apparent to all members of the agency. This is an example of:
-Perfunctory attention
It is an established and accepted fact that _____ represent the most expensive resource of a law enforcement agency.
-Personnel
The criteria for Missing Person entries into the FBI's NCIC includes the following:
-Persons of any age who were missing and had a disability which subjected themselves or others to personal and immediate danger. -Persons of any age who were missing and were in the company of another under circumstances indicating their physical safety was endangered. -Persons of any age who were missing under circumstances indicating that the disappearance was involuntary. -Persons who were missing and who were unemancipated juveniles as defined by the laws of their state and did not meet the entry criteria of the other three categories.
The primary functions of top and middle managers are:
-Planning -Directing -Controlling
Agency _____ will determine what constitutes above standard, below standard and extremely poor rating levels. However, a supervisor plays a large role in the standards he sets for each of his subordinates.
-Policy
Nothing contributes more to a barrier to effective performance evaluations than:
-Poor training of raters
Appraisal of subordinates is a continuous activity which should occur whenever supervisors have an opportunity to see the product of the work efforts of their subordinates. The cardinal rule is to:
-Praise in public and criticize in private.
Sometimes an interview occurs spontaneously, but, whenever possible, it is best to _____ for an interview. "Preparation provides a base from which to ask and respond to relevant questions. The more complete the preparation for an interview, the greater the _____ and _____ of information you receive.
-Prepare -Quantity, quality
It is the duty of law enforcement personnel policing a labor dispute to:
-Preserve the peace, and -Protect life and property at the scene.
When we think of emergency management we should see it as consisting of multiple missions to include:
-Prevention -Protection -Mitigation -Response -Recovery
It is strongly recommended that supervisors seek worker input:
-Prior to the making of decisions which will affect those workers.
Criticism should, with one exception, be a _____ matter. The one exception to this rule occurs when, in order to terminate inappropriate ongoing conduct, it becomes necessary for a supervisor to do or say something in the _____ of others that is easily interpreted as being critical of a subordinate.
-Private -Presence
Problem-solving calls for a _____ approach to identifying problems combined with the confidence and wisdom of knowing you have identified the real problem and not just its symptoms.
-Proactive
Planning can be _____ or _____.
-Proactive, reactive
The _____ period is the most important tool for the evaluation of emotional and social intelligence. From an agency standpoint, the probationary period is the most important component of the entire _____ process.
-Probationary -Selection
When a problem affects an entire unit, the supervisor should use a problem-solving meeting to address it. Prior to the meeting, the chairperson should clearly define the _____ and _____ of the meeting. This group of people should represent a cross-section of those in the unit and should be limited to ___ (chairperson included).
-Problem, aim -15
What will separate the excellent supervisors from the average supervisors are their:
-Problem-solving abilities
Harvard business Review subscriber have rated the ability to communicate as the prime requisite of a _____ executive.
-Promotable
"The scope of an internal investigation of misconduct should be _____ to the severity of the infraction alleged."
-Proportionate
A leader should understand that subordinates require appropriate recognition. "Employees need to know that they are important, that their work is appreciated, and that their manager has their interests sincerely at heart." Therefore, when it is deserved, the leader should _____ recognize the efforts of subordinates. This can be done during conferences and training sessions. This kind of public praise has an added benefit for the leader, who will be seen as both _____ and _____ to give credit. While what he says is important, how he says it is equally, if not more, important.
-Publicly -Informed, willing
The best way to separate plans is by the _____ they serve.
-Purpose
The most common violation of unity of command does not involve intervention from outside commands. Instead, it involves supervisors and subordinates assigned to the same command. It occurs when:
-Ranking officers such as lieutenants and captains deal directly with operating personnel instead of dealing with them through their immediate supervisors.
If a trainee does not master what has been taught, the trainer should:
-Re-instruct him and have him try it again in its entirety.
It is necessary to build a workforce that is:
-Reflective of the ethnic, gender, and racial composition of the community being served without compromising standards
The supervisor who uses the "By the Book Leader" style is ruled by _____, _____, and _____. He finds comfort in exactly following the manual of procedures. In his view, his authority is based on rules that allow him to act with _____ and _____. However, if it isn't specifically in the book, then he immediately consults his superior. He does not interact with subordinates; he merely leads them through _____ and _____.
-Regulation, procedures, policies -Certainty, safety -Rules, procedures
_____ must be established by explaining thoroughly why the training is being given, how it will benefit the employee, and why it is important to the work group's productivity.
-Relevancy
A _____ should be prepared by the supervisor on the scene of an unusual occurrence detailing what has occurred, since he is in the best position to recognize, record and report what has taken place.
-Report
A certain percentage of management decisions always have and always will cause worker _____. And, those management decisions which are most apt to create worker resentment are those which involve _____. Supervisors can minimize such resentment by supplying necessary _____. The supervisor is responsible to portray management's position in a positive manner, even if the supervisor involved does not personally agree with that position. Another aspect of a supervisor's role involves supplying _____. As the term implies, feedback occurs when information is passed from one person to another concerning a matter that is still ongoing or one that has been recently concluded.
-Resentment -Change -Information -Feedback
Law enforcement, especially at the local level, is a critical piece of the emergency management team and must work with other public and private entities to keep people safe. Those in the emergency management community call this a "whole community" approach to all-threats/all-hazards emergency management. The concept involves a community's...
-Residents -Emergency management practitioners -Organizational and community leaders -Government officials ...all working together to organize all their assets for the sake of security and resilience.
"The important distinction between delegation and abdication needs to be emphasized. In delegation, the delegator retains _____ authority, or the power to recall the authority delegated, while in abdication, the powers of office are assigned to another or others _____."
-Residual -Irrevocably
When promises are made to subordinates by a supervisor who cannot keep them, he loses _____. And without respect of subordinates, supervisors lose their _____.
-Respect -Effectiveness
The Deadly Physical Force Rule -
-Respect for human life dictates that, in all cases, firearms should be used ONLY as a last resort, and then ONLY to protect life. -Law enforcement officers should NEVER be authorized to use their firearms strictly in the defense of property. -The ONLY justification for the use of deadly physical force by law enforcement officers in the performance of duty, including the discharging of a firearm, is to protect lift and, even then, such action should be the last resort available.
By demonstrating that he believes in the job he is asking his subordinates to perform, he wins their _____ and _____.
-Respect, loyalty
While the form of discipline may be discretionary, the:
-Responsibility to take action is not. All supervisors have a responsibility to take action whenever they observe or become aware of a violation of agency rules or procedures.
Betraying a confidence is a human relations error that is impossible to _____.
-Reverse
When faced with emergency action, a supervisor's steps should be geared to protect the _____ of individuals over the _____ of the department.
-Rights, reputation
Procedures tell how to do something by combining different _____ into one procedure.
-Rules
The operations section has the ever-present objectives of:
-Saving lives -Maintaining responder safety
The best type of error correction is_____-_____.
-Self-correction
Without adequate preparation prior to an interview, the process will be _____-_____.
-Self-defeating
The first action a supervisor should take when he suspects that he is the target of reverse discipline is to engage in _____-_____. More likely than not, an objective self-evaluation in these cases will reveal that the supervisor is not earning the respect of his subordinates.
-Self-evaluation
If supervisors follow up to improve the future performance of ratees, then the evaluation system will be viewed as it should be, namely a _____-_____ _____.
-Self-improvement tool
Unusual occurrence traits would qualify as:
-Seriousness -Sensationalism -Peculiarity -Vastness -News Worthiness -Causing Public Unrest
Regardless of whether a manager wants to cause something desirable or eliminate something undesirable, planning involves:
-Setting objectives and initiating actions to reach those objectives.
During an evaluation interview, if there are negative comments, they should be:
-Short, to the point, and assertive. They should be done with an eye towards emphasizing constructive criticism.
Direct Command -
-Should be issued to a worker who shows no initiative, or for a worker who has been admonished repeatedly about the same error. Should also be issued during emergency situations where time cannot be spent to explain actions.
Taking notes during the interview:
-Significantly increases the value of the interview.
An employee can be trained to do his present job more efficiently through the development of his present _____.
-Skills
"Leadership is not something that you learn once and for all. It is an ever-evolving pattern of _____, _____, and _____ that grow and change as you do."
-Skills, talents, ideas
Managerial Plans -
-Sometimes referred to as strategic plans, they prepare for the agency's mission by attempting to anticipate where the agency will be in the future and arranging and deploying its resources accordingly.
When referring to the principles of listening, we have _____ becoming words, which have _____, which are put together to create a _____.
-Sounds -Meanings -Message
All personnel complaints, regardless of their _____, must be investigated if only to determine the merits of the complaint.
-Source
An objective is more _____ than a goal.
-Specific
The key to training objectives is to be as _____ as possible. Training is much like planning. They both require a _____. If you don't know where you're going, you can't hope to get there.
-Specific -Goal
Issuing orders is a special part of a supervisor's communication duties, because:
-Specific results must be obtained.
Policies tell what to do, not how to do it. They have been identified "as guides to thinking in decision making," and "general statements that guide decisions." A policy does not deal with _____. It is merely a general statement intended to assist in advancing the mission of the agency.
-Specifics
Police supervisors should constantly train field officers to balance:
-Speed of response with safety considerations.
"Motives are not _____, but _____." Therefore, motivating subordinates is a process that must be personalized and constantly _____-_____.It is very difficult to motivate a person without knowing what makes that person tick. Everyone has needs. Most people will willingly follow a course of action that will satisfy their needs. The trick for the supervisor is to determine the _____ of each of his subordinates. Getting to know subordinates, therefore, is the essential motivational ingredient.
-Static, dynamic -Re-evaluated -Needs
When the unresolved complaint is a grievance, the procedure is much more _____. In addition, the typical contract provides for some type of external _____ should internal attempts at resolution fail.
-Structured -Arbitration
Maintaining objectivity at all times is nearly impossible. Everyone is inherently _____.
-Subjective
The Sidelines Leader style is effective when:
-Subordinates are extremely competent; -Subordinates are highly motivated; -The supervisor is not experienced in the subordinates' duties.
Another reason for rater leniency is that:
-Supervisors do not want to open the door to criticism of their unit.
Prior to taking disciplinary action when the merits of an allegation of work-related misconduct are uncertain, a _____ and _____ investigation must be made to make certain that an accused worker is, in fact, guilty of such misconduct.
-Systematic, objective
The boss who is easy to talk to is so because he tries to get a handle on what is being said. he creates a fertile field for his understanding by getting the subordinate to _____. And getting a subordinate to talk is at the heart of _____ _____.
-Talk -Active listening
The underlying rule for supervisors is to make everyone a member of the _____.
-Team
Unity of command requires:
-That every employee be under the direct control of only one supervisor, his immediate supervisor.
The cardinal rule of any use of force policy must be:
-That excessive force by officers will never be tolerated. It should be made clear that even when the use of force is appropriate, only that amount of force that is necessary should be used.
The biggest criticism of entry-level training is:
-That it does not adequately prepare recruits to deal with the real world.
The advantage of field training is:
-That it provides on-line realism to the performance of a task. It is done in the field, where and when it is needed, rather than in the classroom environment.
The information which is accepted by the senses and passed on is:
-That which has been chosen by the senses selection process. Learning is enhanced if the trainee can involve multiple senses.
Leadership defined by Plunkett is:
-The ability to get work done with and through others, while simultaneously winning their respect, confidence, loyalty, and cooperation.
There is probably no greater measurement of a leader, especially in the eyes of those who are led, than:
-The ability to make decisions.
All planning must have as its first consideration:
-The actual mission of the agency.
The most important issue for a law enforcement agency policing a labor dispute is that:
-The agency must remain impartial.
The greatest hindrance to successful assignment interviews is:
-The amount of time supervisors are willing to dedicate to such interviews because the benefits are not recognized by most interviewers.
When a subordinate with a problem approaches a supervisor, other than his immediate supervisor, and asks for help to deal with a problem, what should happen:
-The approached supervisor should involve the immediate supervisor (unless an emergency exists). -There are two (2) exceptions: 1) If the problem is job-related, technical, or procedural and does not require the immediate supervisor's help; and 2) If the immediate supervisor is allegedly the cause of the problem.
Who bears the final responsibility for maintaining the integrity of the agency?
-The chief executive of a police agency
Procedures -
-The chosen methods for carrying out tasks.
A field command post should be established when:
-The circumstances indicate a need for police operations over a period of time, and, in addition, telephone communication and on-site record keeping will improve the handling of the incident.
The overall discipline of an organization is measured by:
-The degree of orderliness present.
The most prevalent reason for leniency is:
-The desire on the part of supervisors to obtain and/or retain the friendship of subordinates.
A trainer can identify training needs by examining:
-The differences between the requirements of the specific job and the present employee competence level.
The most difficult task of investigating a complaint occurs when it is determined that:
-The employee is being unfairly treated by a higher internal or external authority.
The Autocratic Leader style is effective when:
-The employee is untrained or resistant to duties; -An emergency exists or when there is not time to explain the reasoning behind instructions; -A firm decision is needed to clarify policies; -Near term production concerns override all other concerns; -The leader knows well the specific individual duties of subordinates.
The primary responsibility to keep the workplace free from discrimination belongs to:
-The first line supervisor.
When handling domestic disputes, it is reasoned that by bringing the dispute before a magistrate:
-The full services of the government can be applied to correct the situation.
The principle of the span of management states that 'there is a limit to the number of subordinates a manager can effectively supervise, but the exact number will depend on:
-The impact of underlying factors.
The issue of when deadly physical force should be used is one that, more than any other, emphasizes the error of relying strictly on the law to control the use of force by officers. This is so since:
-The laws of many states grant wide latitude to law enforcement officers to use deadly physical force.
Vehicle -
-The medium selected by a sender that can be verbal, written, physical, or any combination of them. The sender usually selects a vehicle based on who the receiver will be and the kind of attitude the sender wishes to project.
Some line managers and supervisors argue against the necessity and worth of centralized planning units because:
-The mere existence of a centralized planning unit in a law enforcement agency does not remove the responsibility of planning of those line managers or line supervisors.
Direction -
-The message can be sent up to a superior, down to a subordinate, or laterally to the public or a colleague. The direction of the communication will be largely determined by the original stimulation and influences the type of vehicle chosen.
The field supervisor should respond to the scene upon being notified that a strike has or is about to take place. He should ensure that action has been taken to preserve the peace and prevent injury and destruction of property. The field supervisor should first separately interview a representative of management and labor and obtain background information to aid in the preparation of later reports. The information obtained should include such basic information such as:
-The names of labor and management representatives -Why the strike is taking place -The times any remaining employees and pickets will be present
Regarding issues with racial profiling, police supervisors should constantly stress to their subordinates:
-The necessity to have some articulable and legally defensible reason for interfering with a person's liberty.
Probably the most important factor in determining whether or not an incident should be considered an unusual occurrence is:
-The need to know expeditiously on the part of the head of the agency.
Fundamental policies and procedures cannot be altered simply to suit the cultural beliefs of workers. What is most important is that when these needs conflict:
-The needs of the agency always prevail over the needs of workers.
When a personnel complaint is received in the mail:
-The original letter can serve as the official complaint.
The period of time most critical at the scene of a hostage-taking incident is:
-The period of time immediately following the arrival of the police because it is the most dangerous time for the hostage.
Receiver -
-The person or link in the communication loop who receives information from a sender.
Sender -
-The person or link in the communication loop who will transmit information to an intended receiver.
The primary difference between handling complaints in general and handling grievances is:
-The procedures to follow if resolution cannot be achieved at the local level by immediate supervisors.
The following is a list of general principals that supervisors must be aware of and follow concerning police ethics:
-The protection of life is the primary responsibility of law enforcement agencies and their officers. -Law enforcement officers of all ranks must understand and follow the law that they are sworn to uphold. -Law enforcement officers should not subscribe to the notion that the end justifies the means; quite the contrary. -The police officer is the ultimate in the decentralization of municipal government.
Staff Specialist Method:
-The rater is interviewed by personnel specialists about his subordinates. -Questions are prepared in advance by the personnel specialists for the rater to answer yes or no to. -Calls for the rater to be extremely knowledgeable about his subordinates since the rater is not privy to the specialist's questions before the interview. -Raters rarely object and tend to accept the evaluation prepared by the specialists. -Originally developed to assist supervisors with the unpleasant task of evaluating subordinates.
Forced Choice Method:
-The rater is required to select one statement that best describes the ratee with regard to the dimension listed. -Example: In the dimension of work analysis, the rater might typically be forced to choose one of the following: a) Consistently produces extremely high quantity and quality of work (well above standards). b) Produces an acceptable amount of work whose quality meets agency standards (meets agency standards). c) Must be prodded to meet minimum standards of quality and quantity of work (below standards). d) Constantly fails to meet agency standards regarding quality and quantity of work despite admonishments (well below standards)
Top to Bottom Method:
-The rater merely places ratees in rank order, also known as a forced distribution method. -Sometimes creates antagonism and resentment on the part of those who are doing a job well enough to be considered superior in any other unit of the agency, but under these circumstances, they might find themselves rated 20 of 20. -More than any other evaluation method, seniority seems to play an inordinate role in getting a high rating or ranking. -The worst characteristic of this type of evaluation system is that the rater is often asked to place subordinates who are performing different duties in rank order. -This type of evaluation system works best when everyone who is rated under the system performs the same duties. -Rater is comparing the performance of one subordinate with the performance of another.
A police agency's success in dealing with a diverse community starts with:
-The recruitment and selection process.
A pursuit by vehicle should not be initially undertaken nor continued whenever:
-The risks to the police and/or the public outweigh the danger to the public if the perpetrator/suspect is not immediately caught.
All law enforcement agencies should have a rule that mandates that, when no supervisor is present at the scene of an incident:
-The senior member present at the scene will direct and coordinate agency operations pending the arrival of a supervisor.
The manner in which personnel complaints should be handled depends, more than anything else, on:
-The seriousness of the offense.
Pending the arrival of help of an incident involving a barricaded person:
-The subjects, if at all possible, should be confined and isolated. -Firearms control should be maintained. -As soon as possible, all avenues of escape should be sealed off. -Police lines should be established early on since it becomes increasingly difficult to move bystanders later. -Any witnesses should be identified and asked to remain.
The "By the Book Leader" style is effective when:
-The subordinate is new or inexperienced and needs guidance and instruction; -The authority to deviate from rules and procedures is specifically withheld from supervisors; -A new procedure is being implemented; -Highly routine and repetitive operations are being performed.
When a personnel complaint is received by telephone:
-The supervisor who receives the call should assign a qualified worker to record the complaint in his own handwriting.
There is often much value in anonymous information. Unfortunately, some supervisors discount such information in the belief that: A supervisor who does not follow up on anonymous information is ignoring his responsibility to help maintain a high-level of overall discipline.
-The supplier of the information is seeking to create a problem for one or more officers for some vindictive purpose.
Regarding the cycle of repetition:
-The trainer's challenge is to motivate trainees and enable them to see the need for repetition. -A trainer should be aware that when training workers in an operation or procedure, it is a good training method to begin by demonstrating what is the correct method. -It is a good idea to connect abstract material such as legal concepts to everyday street situations. -Trainers should recognize that reviews and sum-ups are important. People tend to remember that which is reinforced.
The primary reason why the inappropriate use of force is extremely detrimental to an agency is:
-The unwarranted suffering to the victim; and -The resulting breakdown of trust between the agency and the community.
The Self-Defense Rule -
-The use of force by an officer upon another person is indeed appropriate when and to the extent such force is necessary to defend himself or a third person from the use or imminent use of unlawful physical force by such other person. -The only justification for the use of deadly physical force by law enforcement officers is to protect life.
When a complaint can be resolved in a number of ways, the best way to solve it is:
-The way the employee thinks it should be solved, as long as the employee's solution is appropriate...because people work harder to make solutions work if they have direct input into the solution.
Typical Theory X assumptions made by supervisors about workers include:
-The worker does not like his job, and will seek to avoid work whenever possible. -The worker is lazy, and needs to be coerced to perform the job. -The worker is self-centered and not concerned about the needs of the agency. -The worker lacks ambition and needs to be told what to do.
Typical Theory Y assumptions made by supervisors about workers include:
-The worker enjoys his job and gains satisfaction from performing it well. -The worker does not need strict controls as he is capable of self-direction. -The worker is highly imaginative and quite creative. -The worker readily accepts responsibility and actively seeks it out.
Another example of conditional confidentiality is:
-The worker who does not want to be identified as the source of the information.
More than anything else, what separates law enforcement from others in the community is:
-Their extraordinary legal authority to make arrests; and -To use force.
Many knew supervisors fail to evaluate their plans. They believe that their work is done once the plan is put into effect. They erroneously believe that:
-Their newly acquired authority is enough to make the plan happen.
The primary reason why agency policy must be created and why it must be more restrictive than the law is:
-There are many use of force considerations that are simply not covered by the law.
Shooting at or from a moving vehicle should only be authorized in those situations where:
-There is an immediate threat of death or serious physical injury to an officer or others.
A unified command comes into play when:
-There is an incident that is multijurisdictional or multiagency in nature.
Of all the time honored motivational theories, each of them have one thing in common:
-They all recognize that workers perform best when there is something for them to gain in return for their high performance.
Certain basic tendencies define a person with highly developed interpersonal skills:
-They communicate effectively. (most valuable interpersonal skill) -They earn respect. -They manage participatively. -They are considerate. -They maintain objectivity.
People are more committed to a course of action when:
-They have played a hand in the developing of that course of action.
The cardinal rule for dealing with grievances is that:
-They must be handled in accordance with the terms of the contract.
Operational Plans -
-They perform the agency's mission; they control the day-to-day activity of the police organization in a uniform manner.
If a supervisor has developed a good working relationship with his subordinates:
-They will come to him to express their opinions and grievances.
Training is part of a supervisor's job, and when he fails to do it, he makes his own job more difficult. Insufficiently trained subordinates will make more demands on his time since:
-They will of necessity demand more and closer supervision.
Law enforcement agencies should expect that, for the sake of community resilience and all-hazards preparedness:
-They will strive for interoperability with a host of partners to include both traditional and non-traditional preparedness and response partners.
Managers need to monitor decision implementation to be sure that:
-Things are progressing as planned, and -The problem that triggered the decision-making process has been resolved.
The Critical Incident Method:
-This method requires great input from the rater. -The rater must make comments about the performance of the ratee occurring during positive and negative incidents the rater personally observed. -Calls for the rater to have had a great deal of contact with the ratee throughout the rating period. -Rater actually writes his comments in paragraph format on the evaluation form. -Does give the rater some flexibility concerning the comments he wishes to make.
The Model Employee Method:
-This method sets out by selecting the "model employee" who has the optimal attributes for a particular job position. -Subordinates are measured by being compared to the model employee. -Subjectivity is greatly increased when different employees are selected as model employees
Without a doubt the most highly motivated group of trainees are:
-Those preparing for a promotion examination.
Evaluations should be used to recognize superior performance, rather than to punish everything that is not superior. If the policy of the agency is to use evaluations only for punitive actions, such as demotions and even separations, then the evaluations will be seen solely as a _____ and considered the _____.
-Threat, enemy
The most important factor in a situation involving a hostage/barricaded person is _____.
-Time
_____ _____ do not justify violating the chain of command.
-Time constraints
The Democratic Leader style is effective when:
-Time constraints allow members of the group to participate; -A tolerance for errors can be sustained, especially in the early stages of an operation; -The supervisor is available to guide the group to uncover any initial difficulties; -Members of the group have an acceptable level of competence; -The issue affects all members of the group (i.e. what type of body armor should be worn.)
Goals become objectives when _____ _____ are set.
-Time frames
When _____ _____ are added to goals, objectives are created.
-Time frames
The best means of getting and maintaining attention is:
-To appeal to the trainee's best interests.
The most common mistake made when demonstrating an operation is:
-To assume that the trainees know more than they actually do.
The goal of motivation is:
-To bring about certain behavior in a worker, and this behavior is beneficial not only to the organization, but also to the worker.
The purpose of a field command post is:
-To coordinate police personnel and equipment at the scene of an emergency.
The formal counseling session has but one purpose:
-To deal with an identified problem.
The most serious fault of inexperienced counselors is:
-To do more talking than listening.
The primary objective of sound human relations is:
-To enable each subordinate to interact productively and comfortably with his peers and his supervisors.
It is a mistake for a supervisor to enforce a rule one day and ignore a violation of the same rule on another day. It is a bigger mistake to enforce a rule against one worker and not to enforce it against another. But, the biggest mistake is:
-To enforce a rule that you, the supervisor, personally ignore.
Repeated minor infractions by the same worker must be met by increasingly severe punishments. the primary purpose of both positive and negative discipline is:
-To foster improved performance.
A legitimate purpose of training is:
-To give workers a different view of a situation that enables them to perform their job in a manner which results in a better product or service.
Supervisors must understand that assignments should be based on ability and not inability. In the management of personnel, transfer of personnel is an entirely legitimate and necessary management tool. Some of the proper uses of personnel transfer are: As a general rule, tt is a poor management practice for a supervisor to use a transfer to pass a _____ subordinate to another supervisor.
-To increase the versatility of workers via different exposure -To meet fluctuations in workloads -To allow for equitable distribution of opportunities for promotion and desirable working conditions. -Problem
Whenever uncertainty exists as to the merits of a complaint, a far wiser course of action is:
-To make legal advice readily available to supervisors.
The first responsibility of the arriving supervisor of a crime-in-progress is:
-To obtain as many facts as possible before making any decisions. The supervisor's willingness to delegate, as well as the level of his delegation skills, will quite often determine the success of the operation.
The most common reason why supervisors engage in favoritism is:
-To reward good workers for doing a good job. While it is a recommended supervisory practice to reward good performance, such rewards must be made within the framework of agency policy. Being a good worker does not entitle a person to special treatment.
It is the leader who involves subordinates in the decision making process and wins their respect that is the glue that holds the agency together. The first step in winning the respect of subordinates is:
-To set a good example. One of the most obvious examples of leadership is how followers mirror the examples set for them. You lead first by example.
The primary responsibility of the first line supervisor is: His second responsibility is:
-To translate the mission statement into action. -To properly lead subordinates.
Regarding inside building searches, the search of a multi-level building should begin at the ___ and continue _____ with each area secured by an officer after being searched. This is done to prevent backtracking by the person being sought. To search from the bottom to the roof might allow the person sought to escape to adjacent roofs or become more violent if trapped at the top.
-Top, downward
The quality of the training will reflect on the:
-Trainer, trainee, and agency
Effective counseling cannot take place if the employee being counseled is _____.
-Uncomfortable.
Empathy creates _____. An empathetic approach to disagreement _____ its negative impact.
-Understanding -Minimizes
It is _____ for a supervisor to allow his personal biases to affect the way he treats his subordinates. Consistent enforcement of rules is the cornerstone of maintaining orderliness in the work group.
-Unethical
Most bomb threats turn out to be _____.
-Unfounded.
Intervention should occur without _____ delay.
-Unnecessary
If the actual evaluation form is too complex, with complicated statistical scales and rating matrices, then raters will view the process as an _____ experience and will act accordingly.
-Unpleasant
The key to proactive problem solving lies in:
-Using available resources
When an officer uses deadly physical force and takes, or attempt to take, the life of another he, in effect:
-Usurps the authority of the courts in that he pronounces guilt and administers punishment in the absence of due process.
An evaluator must be trained. If it can be shown that a rater was not properly trained then the _____ of the agency's formal performance evaluation system can be challenged.
-Validity
The first step in the investigation of allegations of minor infractions is to:
-Verify that an infraction indeed occurred; and -The officer who committed the infraction has been identified
The supervisor should strive to make known to the subordinate who is to be rated:
-What is being measured; and -How it will be measured.
Continuous planning addresses the need for in-service training to ensure that it takes place as needed. There must be a direct relationship between:
-What is taught and what will be done in the field.
While the mission statements tells you _____ the organization wants to go, the value statement identifies the kind of _____ acceptable to management to get there.
-Where, behaviors
For many capabilities, a law enforcement agency will need to understand the following:
-Who would comprise the teams assigned to take on this mission? -What training will they need and how would they be equipped? What are some measures that would indicate success?
The ___ agency must be aware of and committed to the performance evaluation system. Support for such a system must come from the ___, if it is to be supported at the _____. If the individual members of the agency are to believe in the evaluation system, they must be (1) informed about it, (2) understand it, and (3) see it in action. This means that the merit increases, promotions, and choice assignments should be closely tied to performance evaluations so that the evaluations will be seen as a _____ and _____ effort.
-Whole -Top, bottom -Valid, worthwhile
The difference between motivation and manipulation is that in manipulation the behavior sought may or may not benefit the _____. Manipulation is being sought by the supervisor as something positive for the _____. But in the case of motivation, the agency and the worker both gain from the behavior.
-Worker -Agency
Supervision is a _____ _____ _____, individualized process rather than a collective process.
-Worker-by-worker
The Autocratic Leader drawbacks are:
-Works in the short term but cannot be continued over long periods; -Creates fear of the leader; -Does not develop subordinates; -May encourage subordinates to resent the leader and thwart work efforts to show their disapproval; -Creates an overdependence on the leader, curbing individual self-confidence and teamwork.
A supervisor will constantly be judged and evaluated by how he _____.
-Writes
A performance evaluation should utilize _____ forms.
-Written
The unique role of the first level supervisor: The first level supervisor occupies the _____ position in the middle. He is required to represent management to the workers, but he is also required to speak to management for the workers.
-ambivalent
Authority, responsibility, and accountability cannot be separated nor are they the sole province of managers. Every member of an agency who has duties to perform needs the _____ to perform them, has the _____ to execute them and has the _____ for their performance.
-authority -responsibility -accountability
Unity of command prevents the _____ caused by conflicting orders from different sources.
-confusion
Of all the roles of the supervisor that of _____ is least understood by supervisors themselves. Their responsibility to counsel subordinates experiencing personal problems is obscured by two common misconceptions:
-counselor 1) that an employee's personal problems are not the supervisor's business 2) that supervisory counseling involves professional therapy
One principal function of all managers is to _____ authority, to entrust their authority to other people. Delegation is strictly a _____ function. Workers cannot delegate; only managers can delegate. But, since delegation is always downwards, managers cannot delegate to their _____, and they cannot delegate to their _____. They can delegate only to _____ _____ and _____.
-delegate -management -peers -superiors -subordinate managers, workers
Skills needed by a female supervisor: The job of being a supervisor is the same for both males and females. The basic skills needed for success are the same. Male supervisors and female supervisors alike have to get the job done through people. Some experts maintain that, in general, women _____ more and _____ better than men. Others argue that women are generally _____ rather than _____. They view women as lacking _____ and _____ risks.
-empathize, listen -passive, assertive -flexibility, avoiding
Most management experts agree that top level managers should have a more _____ span of control than other managers, and that as one moves down the managerial hierarchy, the span of control can _____
-narrow, broaden.
Transition from worker to supervisor: The transition from worker to supervisor is a difficult one. For the first time an individual is responsible for the actions of others and must utilize skills unique to supervising. The difficulty of this transition makes a _____ period imperative for all newly promoted personnel.
-probationary
Some type of training will be necessary when:
1) A new employee is hired 2) A new procedure is created 3) New equipment is employed
Supporting Incident Command are other Command Staff positions in an ICS structure that usually include:
1) A public information officer that supplies the public, media, or other agencies with critical incident information 2) A safety officer that advises on operational safety issues 3) A liaison officer that interfaces with cooperating organizations.
The six (6) links of the communication process loop are:
1) A stimulation 2) An "information bin" 3) A sender 4) A vehicle 5) A direction 6) A receiver
A motivational strategy for supervisors:
1) A supervisor who wants to maximize his ability to motivate employees should learn as much as possible about each employee. 2) A supervisor should familiarize himself with the most common theories of motivation, especially Maslow's Hierarchy of Needs, Herzberg's Motivation-Hygiene Theory, and McGregor's Theory X - Theory Y. 3) The supervisor should be guided by the following time tested principles: -The process of motivating employees requires the expenditure of a great deal of energy; it is a continuing process. -Human behavior is caused. It does not happen in a spontaneous fashion. It is an individual's needs that generally cause things to happen. -A need that is satisfied is not a significant motivator of behavior. It is a person's unsatisfied needs that motivate the best. -Negative motivation uses or threatens punishment. -Money and other material incentives are not significant motivators of behavior. -Public recognition of good performance is a very strong motivator.
If the supervisor who observes a violation is not the immediate supervisor, then he must:
1) Act to terminate the inappropriate conduct, and 2) Notify the immediate supervisor and supply him with all pertinent details. This notification should be made through the chain of command.
Some of the more common behavioral patterns that often develop as a response to frustrations are as follows:
1) Aggression 2) Regressive Behavior 3) Rationalization 4) Sublimation 5) Fixation 6) Guilt Complex 7) Inferiority Complex 8) Anxiety 9) Job Stress
Emergency management personnel around the country use the concepts and features of the National Incident management System (NIMS) to ensure interoperability across:
1) All levels of government 2) Non-governmental organizations 3) The private sector
While line, staff, and functional authority are all forms of formal authority, they are also quite different. Law enforcement managers should understand their distinctions. 1) Line Authority - 2) Staff Authority - 3) Functional Authority -
1) Allows managers to exercise direct control over subordinates. 2) Possessed by all managers who act in an advisory capacity to other managers 3) When a staff specialist is authorized by agency policy to issue binding orders.
The most important results of an evaluation interview are:
1) An action plan 2) Action steps 3) Goals 4) Milestones
Results which could occur if an officer is not fully acquainted with the use of force policy of his agency:
1) An officer could act prematurely and unintentionally use deadly physical force in a situation where the use of such force was not appropriate. 2) An officer could wait too long in a situation where the use of deadly physical force is appropriate, which could result in physical injury or even death to the officer or to an innocent third party.
When punishment is required, it must be swiftly administered. "Discipline should be administered:
1) As soon as possible after the infraction has taken place or has been noticed, and 2) After the supervisor has obtained all the facts related to the incident.
Supervisors assigned the responsibility of handling personnel complaints of a more serious nature than minor infractions should follow the following strategy:
1) Be certain of the exact nature of the alleged misconduct. 2) conduct an investigation to determine the facts. 3) Analyze the available facts and arrive at a disposition. 4) Follow Up
Such informal meetings should:
1) Be one-on-one 2) Take place at least once a month 3) Last for at least twenty minutes
Community oriented patrol officers have the dual objective of:
1) Becoming acquainted with people on their beats and their problems, and 2) Taking an active role in trying to solve their problems.
Obstacles to the effective administration of discipline:
1) Being Overly Reliant on the Fear of Negative Discipline. 2) Being Overly Lenient. 3) Acting with Incomplete Information. 4) Inadequate Case Preparation. 5) Public Disciplining. 6) Being Vengeful. 7) Ignoring Anonymous Information. 8) Inappropriate Transfer of Personnel
Five (5) supervisor benefits from conducting training:
1) Better Knowledge of Subordinates 2) Creation of "Extra" Time 3) A Safer Workplace 4) An Increased Potential for Career Advancement 5) Keeping Abreast of Latest Developments
The number of workers that can be effectively supervised by one supervisor is impacted by the following:
1) Capabilities of the supervisor. 2) Capabilities of the subordinates 3) Work performed by subordinates. 4) Extent of the supervisor's non-supervisory tasks. 5) Willingness of the supervisor to delegate. 6) Physical distance between the supervisor and the workers. 7) Quality of the agency's formal training program. 8) Rate of turnover.
When administering punishment, supervisors should be aware of the following:
1) Certainty of Punishment 2) Speed of Punishment 3) Severity of Punishment 4) Objectiveness in Administering Punishment 5) Consistency of Punishment
Six (6) basic steps in the delegation process:
1) Choosing the task 2) Selecting the subordinate 3) Giving the assignment 4) Setting management controls 5) Checking understanding 6) Following-up
Five (5) major functional components of an ICS:
1) Command 2) Operations 3) Planning 4) Logistics 5) Finance/Administration
Community and problem-oriented policing responds to critics of law enforcement by stressing decentralization of patrol services for the purpose of:
1) Community engagement 2) Crime prevention 3) Problem solving
Employee complaints that require supervisory intervention fall into two (2) broad categories:
1) Complaints that are sensory in nature (objective). 2) Complaints that are non-sensory in nature (subjective).
Evaluations should be:
1) Conducted trait by trait 2) Conducted dimension by dimension 3) Measured against clear standards
During problem solving, implementing the solution includes the following:
1) Coordination 2) Feedback 3) Documentation
Supervisors should be especially aware of the early indicators associated with:
1) Depression 2) Alcoholism 3) Drug Abuse 4) Suicide
Five (5) steps that toes into planning, assembling, and delivering a training program are:
1) Discovering Needs 2) Setting the Goals 3) Developing the Training Curriculum 4) Conducting the Program 5) Evaluating the Program
Once it has been established that a minor infraction occurred and that a certain officer committed it, the following procedures should be followed to dispose of the matter:
1) Discuss the matter with the offending employee 2)Check for understanding 3) Make a record of the incident 4) Follow up
The planning unit provides staff services to the proactive police management team in five (5) vital areas:
1) Dissemination of information 2) Preparation of orders 3) Long-range planning of departmental procedures 4) Development of legal and statistical information 5) Provision of specific and general assistance in the decision-making process
Other important guidelines for supervisors when interviewing victims and/or witnesses in personnel complaint cases:
1) Do not in any way show animosity towards the complainant. 2) Do not, under any circumstances, show a lack of belief in the subject's story as it is being told. 3) Do not, under any circumstances, interview witnesses in a group. 4) If a complainant is apparently intoxicated, re-interview him when he is sober. 5) Be prepared prior to the interview. 6) Be considerate of the physical, mental, and emotional state of the person to be interviewed. 7) Exercise special caution when interviewing juveniles. 8) Begin the interview with a warm-up period, break the ice and establish rapport with the person being interviewed. 9) After the warm-up period, ask the interviewee to relate his story in his own words. 10) Be alert and sensitive to indications of a complainant's possible motives for lodging the complaint. 11) Conclude the interview on a positive note once you are satisfied that all relevant information has been obtained.
The true problem solver:
1) Doubles-back to make sure the specific goals or objectives have been met, that it is a result of what has been done, and 2) Also ensures that the condition is not re-occurring.
Once the plan has been formulated representatives of those who will implement the plan should be brought together and advised of:
1) Each unit's or person's responsibility 2) The method of implementation 3) Time schedules 4) Expected results
Nurtured qualities of a leader:
1) Education 2) Situational experience 3) Knowledge of the job
Elements of a problem a supervisor should examine to reveal its details are as follows:
1) Element of those involved 2) Elements of the physical environment 3) Element of social clues 4) Element of chain of events
As the focal point of operational activity, a supervisor is responsible for:
1) Eliminating duplicated effort 2) solving problems 3) simplifying procedures
Counseling session guidelines:
1) Engage in an ice-breaking period 2) Get the subject involved in the discussion 3) Engage in active listening 4) Maintain agency priorities 5) Stay within the limits of your expertise 6) Be familiar with and recommend available problem solving resources 7) Check for mutual understanding 8) Make a record immediately after the session 9) Always engage in follow-up evaluations
Types of Training:
1) Entry-Level (recruit) Training 2) Field Training of the Newly Hired 3) In-Service Training 4) Shift (roll-call) Training 5) Outside Specialized Training 6) Command Courses
Personnel complaints are classified into two (2) distinct categories depending on the origin of the complaint:
1) External Complaints 2) Internal Complaints
Reasons for careful documentation:
1) Facts - Not Impressions 2) Nip Things in the Bud 3) Provides Backup
Trainees can absorb only a little information at a time, and this information ideally should be arranged in a sequence which advances the learning:
1) From the familiar to the unfamiliar, 2) From the easy to the difficult, 3) From the simple to the complex.
The learning process; A guide to assist the supervisor in understanding his subordinates and the basic ways they learn is the following:
1) Gaining Attention 2) Trainer input 3) Admitted by Senses 4) Short Memory Storehouse 5) Long Memory Storehouse 6) Individual Learning Speeds
What are the four (4) components of decision making:
1) Gather facts 2) Draw conclusions 3) Take action 4) Be responsible
Reasons why guidelines are necessary:
1) Guidelines keep discretion from becoming capricious and arbitrary; they serve as a check against unbridled discretion. 2) Guidelines serve as a standard for officers to aid them in ensuring that certain "must do" steps have been taken in field operations. Guidelines aid the supervisor in evaluating the performance of an officer during certain field operations. 3) Guidelines make training new personnel easier.
Regarding the use of deadly force policy, every law enforcement agency must, at a minimum:
1) Have detailed written guidelines in place regulating the use of deadly force, and 2) Take the necessary steps to ensure that every sworn member of the agency is fully aware of these guidelines.
Since writing is a skill, it can be developed and improved by adhering to certain principles. These principles are embodied in the four (4) "Have's":
1) Have something to say. -If you don't have something to say, then there is no need to wright 2) Have someone to say it to. -The intended audience should be identified before a supervisor begins to write. 3) Have a reason to say it in writing. -Communication should be in writing when a permanent record is required, or when writing to many people. 4) Have the tools to do it. -In order to write, a sufficient grasp of the mechanics of writing, such as punctuation and spelling, and an adequate vocabulary are required.
Managers must now the scope of their formal authority. A manager who is unsure of his authority is hampered in two ways:
1) He may unintentionally exceed his authority and thereby interfere with the authority of other managers. 2) He may unnecessarily involve another manager in a decision under the mistaken belief that he does not have sufficient authority
Agencies cannot financially justify providing all of their training in-house. Sometimes employees will be sent to a specialized training course conducted by an outside agency or college. Outside resources become necessary when:
1) Highly specialized subjects or methods are needed, 2) Special capabilities for instruction are needed, or 3) Organizing materials that are beyond the scope of organizational resources.
The principle of unity of command does not apply under two circumstances:
1) In an emergency situation in which the immediate supervisor is unavailable and prompt supervisory intervention is required, and 2) In a potentially damaging situation in which the department's reputation is endangered and the immediate supervisor is unavailable.
Agency policy should allow for the lodging of complaints:
1) In person 2) By telephone 3) By Mail
Five (5) subordinate benefits from receiving training:
1) Increased Security 2) Becoming More Productive 3) Being Identified as Upwardly Mobile 4) Experiencing Self-Motivation 5) Improvement in Morale
In an interoperable environment, what related goals become much more achievable for law enforcement agencies?
1) Information Sharing 2) Situational Awareness 3) Resource Management
Natural qualities of a leader:
1) Innate intelligence 2) Good judgment and make effective decisions.
The strategy involved in conducting personnel complaint investigations is much the same as that which would be used in other investigations:
1) Interviews of victims and witnesses 2) An interview or interrogation of the accused officer 3) Pertinent factual information must be gathered 4) Physical evidence may have to be collected and analyzed
Problem-oriented policing brings together three (3) main themes:
1) It increases effectiveness by attacking underlying problems that give rise to incidents that consume patrol and detective time. 2) It relies on the expertise and creativity of line officers to study problems carefully and develop innovative solutions. 3) It creates a closer involvement with the public to make sure that the police are addressing the needs of citizens.
Reasons why delegation is an essential process:
1) It prevents slowdowns in services. 2) It allows supervisors to spend more time on planning, directing, and controlling. 3) It increases subordinates' skills. 4) It benefits the agency.
When the evaluation interview is completed, it will be considered a success if:
1) It recognized good performance; 2) Corrected past poor performance; and 3) Set foals for improvement in the future
Supervisors are responsible for being familiar with the various professional resources available to their subordinates who are in need of professional counseling, such as those with a drinking problem or those under extreme stress. When making referrals, a supervisor must be guided by the following points:
1) It serves no purpose to criticize an employee who is in need of professional counseling. 2) Supervisors are often required by agency policy to make referrals of workers who need help but who refuse to seek it voluntarily. 3) Many law enforcement officers are wary of the stigma attached to those who need professional help to deal with the many stresses of life. Therefore, supervisors should stress the confidential nature of counseling while attempting to convince subordinates to voluntarily seek professional counseling.
Prerequisites for an evaluator:
1) Job knowledge. 2) Training in the performance evaluation process. 3) Observation of the subordinate's performance. 4) Use of commonly understood standards. 5) Ability to communicate the results of a performance eval 6) An objective disposition
The essence of the courts' position has been that an officer cannot be punished for non-criminal actions unless it can be established to the satisfaction of the courts that such actions were:
1) Job-related 2) Impaired the officer's job efficiency 3) Seriously damaged the operational effectiveness of the agency.
The behaviors or work actions to be used as the basis of the evaluation must be:
1) Job-related 2) Specific 3) Well-defined
Regarding trainer input, a trainer must:
1) Know the material; and 2) Be able to deliver it at the level of the audience.
Principles of effective communication:
1) Know your Objectives 2) Choose your Language 3) Consider the Environment 4) Rehearse 5) Know your Spoken and Unspoken Message 6) Role Play 7) Feedback 8) Hypocrisy 9) Don't Over-communicate 10) Listen
The eleven (11) principles of leadership:
1) Know your job 2) Know your abilities 3) Know your subordinates 4) Delegate fairly 5) Maintain teamwork 6) Use personnel and equipment efficiently 7) Keep subordinates informed 8) Make subordinates feel responsible 9) Do not delegate final accountability/authority 10) Make decisions 11) Be consistent
Qualifications of a trainer:
1) Knowledge 2) Status 3) Training Ability 4) Willing to Train
Written evaluations:
1) Lessen the chance of misunderstandings. 2) Provide documentation for supervisory action. 3) Act as a blueprint for plans to improve a ratee's future performance. 4) Aid in transition when a new supervisor is assigned, or the ratee is transferred to a new command. 5) Provide a permanent picture of an employee's performance that can and should be used when the agency interacts with the employee.
Obstructions to effective communication:
1) Listening Failure - The most frequent obstruction to effective communication. Most of the time it is due to "polite listening" which occurs often when the sender is the superior, and the receiver is the subordinate. Not wishing to seem incompetent or imply that the boss is not communicating clearly, the subordinate acts as if he understands, whereas in actuality he is engaging in polite listening. 2) Prejudice and Bias - Affects both the senders and receivers. These are preconceived notions about participants that will influence how and what is communicated and received. 3) Status Intimidation - When rank or position in the organization creates gaps between senders and receivers that cannot be bridged. More attention is given to the position of the person than to the message. 4) Imprecise Language - Imprecise written or verbal language, or imprecise physical signs affect the choice of vehicle and block communication. Imprecise language refers to the improper use of words or signals. 5) Bad Timing - If at all possible, communication should be postponed if senders or receivers are temporarily distracted or otherwise not prepared to communicate. If the timing is bad, it will adversely affect senders and receivers, and thus create communication obstructions. 6) Personal Attitudes and Perceptions - A receiver may try to avoid anything that blocks his personal goals; therefore, any communication that he perceives as interfering with these goals will not be received. 7) Selective Listening - People like to hear what pleases them, and they tend to block out that which they do not like. 8) Sifting - Sometimes referred to as "filtering," sifting is the process whereby a sender has received information along the loop, but sifts it before sending it along. Sifting occurs most often in upward communication, because subordinates believe their superiors do not want to hear certain information. 9) The Critical Boss - When a boss constantly critiques everything a subordinate says, subordinates tend to become noncommittal and leave themselves an "out" in everything they say.Unwilling to subject everything they say to evaluation, subordinates soon say little or nothing. As a result, communication will not only be obstructed, but stopped. 10) Premature Conclusions - When a blockage of communication occurs because the receiver prevented the sender from completing his communication. Supervisors often feel that they know what is going to be communicated even before the facts are made available. 11) Bottlenecks - The transmission of too much information. In the case of a receiver, too many communications are being directed at that person. Or, a sender may be transmitting too many messages. This person, like the receiver, may simply not be able to handle the transmission of all these messages. The sender and receiver can both be bottlenecks. 12) Static - People do not communicate in a sterile environment. They speak, listen, write, read, and both make and interpret physical signals in a world of distractions (which obstruct communication). Anything in the surrounding environment that interferes with sending and receiving information is static.
Six (6) reasons why training is needed:
1) Lower Turnover of Personnel 2) Fewer Grievances 3) Improved Work Product 4) Morale 5) Safety 6) Better Supervision
When getting the trainees ready for a training program, put them at ease and begin by explaining what can be expected to occur during the training session. Getting the trainee ready is facilitated by these four (4) training principles:
1) Motivation 2) Confidence of the agency 3) Get the trainee involved 4) Association
To determine the status of the complaint the supervisor analyzes the facts and fits the complaint into one of the three following categories:
1) No valid complaint exists. 2) A valid complaints exists which has an immediate remedy. 3) A valid complaint exists which has no immediate remedy.
When communicating with the dispatcher during an initiation of a vehicle pursuit, two errors on the part of the officers involved often crop up:
1) Officers seem to depress the transmitter of the radio key unnecessarily which plays havoc with the reception of the transmissions by other concerned units. 2) Most commonly, officers do not keep radio transmissions brief and do not speak in a normal tone of voice.
Common errors of the transition period:
1) Over-supervising (most common error) 2) Striving for popularity 3) Excessive revamping 4) Building false hopes 5) Avoiding accountability 6) Overexerting authority
Individual methods to finding out if the trainees have learned what was taught include:
1) Pencil and paper quizzes and tests 2) Practical performance examinations 3) Field observations of the trainee by the trainer 4) Obtaining immediate feedback 5) Supervisor should let the trainee know that he will be available to assist after the training has been completed.
The three (3) best sources of personal motivational information are:
1) Personnel files 2) "Chatting interviews" 3) Close observation of a subordinate's work habits
Five (5) stages of Abraham Maslow's Hierarchy of Needs:
1) Physical (Survival) Needs -Self-preservation, food, shelter, sex, and comfort 2) Safety (Security) Needs -Job tenure, avoidance of anxiousness, harm and pain -Desires order and stability -Wants to be free from uncertainty -Prefer the known to the unknown 3) Social Needs -Companionship, love, affection, and sense of belonging 4) Esteem Needs -Internal: self-esteem -External: earning the respect of others -Desire for recognition motivates them to excel at all times. 5) Self-Realization (Self-Actualization) Needs -Self-motivated and self-disciplined workers -No external motivation necessary
Barriers to effective evaluations created by the agency:
1) Poor Training of Raters 2) Perfunctory Attention 3) Solely Punitive 4) Overly Complex 5) Lack of Performance Standards 6) Secret Evaluations
In management theory the term discipline is used to refer to three (3) distinct types of discipline:
1) Positive Discipline 2) Negative Discipline 3) Overall Discipline
Guidelines for building sound human relations:
1) Practice empathy when communicating 2) Give subordinates the information they need to function effectively. 3) When appropriate, act as a spokesperson for your subordinates. 4) Maintain objectivity. 5) Respect Confidences. 6) Maintain an "open door" policy. 7) Emphasize consistency when enforcing rules and regulations. 8) Insofar as possible, involve subordinates in the making of decisions which affect them. 9) Emphasize reconciliation when settling worker disputes. 10) Recognize that human relations must be maintained.
For the purposes of giving a foundational understanding of how your organization can use the principles of NIMS to collaborate with multiple segments of the community, two (2) areas pertaining to supervision of law enforcement personnel are:
1) Preparedness 2) Incident Command and Management
The two (2) parts of the evaluation interview are:
1) Preparing for the interview (the first part) 2) Conducting the interview (the second part)
Barriers to effective evaluations created by raters:
1) Rater Leniency (the most common barrier) 2) The Overshadowing Effect 3) Middle Range Tendency 4) Association of Traits 5) The Image Influence 6) Lasting Memory Syndrome 7) The Error of Recent Events
Some guidelines to help an agency deal with the legal aspects of performance evaluations include:
1) Rater Training 2) Oral or Written? 3) Individualized Formats 4) Agency-Wide Involvement 5) Continuous or Continual Evaluations 6) Specification of What is to be Evaluated 7) Evaluation Interview 8) Appeal Procedure 9) Constantly Reviewed 10) Periodic Review by Legal Advisors
The following steps outline the process of handling work-related employee complaints:
1) Receive the complaint properly. 2) Determine the status of the complaint. 3) Take action or defer action depending on the status of the case. 4) Explain the appeals process. 5) Keep superiors informed. 6) Engage in follow-up.
Supervisors should recognize that the development of subordinates, in reality:
1) Reflects well on their supervisory ability. 2) May reduce their workload through the work efforts of a developing subordinate.
The guidelines when receiving the complaint are:
1) Remain calm. 2) Do not begin the inquiry by using a series of pointed questions to get the facts involved in the complaint. 3) Take notes as the employee relates his story. 4) Refrain from passing judgment, offering opinions, or otherwise interrupting as the employee's story unfolds. 5) While listening, try to determine the real cause of the complaint. 6) Don't interrupt just because the employee is engaged in a certain amount of repetition. 7) After hearing the complaint without interruption, the supervisor should ask questions designed to clear up details that are not clear to him.
In simplest terms, planning tells managers what is to be accomplished and how it is to be accomplished. It involves selecting from among alternative future courses of action for the enterprise as a whole and for every department or section within it. Planning is best defined by its five (5) basic steps:
1) Researching the need 2) Setting the goal 3) Formulating the plan 4) Initiating the action 5) Monitoring the results
It is recommended that all law enforcement agencies afford their employees who are the subject of personnel complaint investigations involving serious misconduct certain rights. They must do so or suffer the consequences of such things as:
1) Reversal in court 2) Reinstatement with back pay 3) Awards for pain and suffering 4) Legal costs
A supervisor as a problem solver should:
1) Set goals and objectives 2) Figure out who and what is available to help him 3) Decide what actions will be taken by whom to accomplish the goals.
Although there is no one recommended approach to management by objectives, there are certain steps that should be included:
1) Setting goals 2) Identifying needs 3) Setting timetables 4) Evaluating results
Characteristics of an effective employee complaint system:
1) Should have more than one entrance point, and anonymous complaints should be accepted. 2) Should protect those who complain. 3) Should provide for equitable and objective investigations into all complaints. 4) Should provide feedback on the disposition of complaints. 5) Should have an appeals process.
Two ways in which the command function may be conducted in an ICS organization are:
1) Single Incident Commander 2) Unified Command
The goals, or behavioral objectives, must be:
1) Specific 2) Obtainable (i.e. realistic) 3) Empirical (i.e. verifiable through the give senses) 4) Related to general goals of the police organization
Basic tenants of learning:
1) State of Receptiveness 2) Pleasant and Pleasurable 3) The Cycle of Repetition
Basic supervisory responsibilities:
1) Supervisors must be effective leaders (most important) 2) Supervisors must be linking pins (team work) 3) Supervisors must be focal points (informed) 4) Supervisors must be guardians of ethical behavior (primary responsibility) 5) Supervisors must be disciplinarians 6) Supervisors must be evaluators (most exacting) 7) Supervisors must be counselors (least understood) 8) Supervisors must be early detectors (identify behavioral patterns)
Failures to delegate:
1) Supervisors often fail to recognize the benefits of delegation. 2) Supervisors may believe that delegation threatens their job security. 3) Supervisors may fear that subordinates cannot do the job as well as they can
Tasks of the supervisor which should NOT be delegated include:
1) Tasks the supervisor either does not understand or does not know how to perform. 2) Tasks beyond the capability of a subordinate. 3) Tasks which involve the rewarding or punishing subordinates. 4) Tasks involving serious personnel problems. 5) Tasks formulating important policy. 6) Offensive or distasteful tasks.
Handling employee complaints is a severe test of a supervisor's:
1) Technical Skills 2) Interpersonal Skills 3) Analytical Skills
Skills needed by a supervisor:
1) Technical skills 2) Interpersonal skills 3) Analytical skills
Coordinating an outdoors search is the job of the supervisor. Personnel assisting in the search must be clearly and specifically identified as participating in the search and then given specific tasks. Personnel assigned to the search must be told three (3) things: The supervisor further coordinates the search by ensuring:
1) That they are being assigned to a search 2) Whom they are looking for 3) Where they should be looking -That the entire area in question is ultimately searched, -That a record is made of each segment of the area searched, -That personnel who have completed a search of one area are promptly reassigned to another area that has not yet been searched.
The five (5) leadership styles are:
1) The "By the Book Leader" 2) The Autocratic Leader 3) The Democratic Leader 4) The Sidelines Leader 5) The Laissez-faire Leader
There are two (2) categories of interviews, each with its own distinct approach to giving and taking information:
1) The Direct Interview -The interviewer writes the questions down in advance of the interview and rarely deviates from the questions which have been selected. -The questions are quite specific and elicit factual answers rather than opinions. -As rigid as a direct interview may sound, there is room for an interviewer to give information to the interviewee. 2) The Indirect Interview -The interviewer may also record the questions which are planned to be asked; they are written down in advance but are not as rigid. -Open-ended, intended to seek out opinions and attitudes. -The object is to get the interviewee to talk about his views, likes and dislikes and even goals. -The questions do not have to be asked in the exact order as planned; rather, the responses of the interviewee should dictate the direction of the interview.
Common training methods:
1) The Lecture Method 2) The Group Discussion 3) Behavior Modeling 4) Vestibule Training 5) In-Basket Training
Formal evaluation systems:
1) The Model Employee Method 2) Top to Bottom Method 3) Forced Choice Method 4) Forced Choice Diagnostic 5) The Critical Incident Method 6) Staff Specialist Method
Decision-making groups can be divided into two types:
1) The Non-Critical Group -Leader explains the problem to the group -Leader asks the group to meet and discuss their solutions -"Brainstorming" -It is considered non-critical because each solution is examined by the group without criticism 2) The Critical Group -Leader brings the group together to find solutions to a defined problem -Before the meeting the leader must clearly identify for the attendees what the problem is and any limitations -Leader must inform the group as to such limitations as the actual decision-making authority -Aside from maintaining order and encouraging participation, the leader must direct the group in arriving at a decision. This involves allowing constructive criticism of ideas until a consensus is reached. -After the meeting the leader must follow up to ensure that any tasks assigned are being performed on time and up to standards.
The actual conducting of the interview has three (3) components:
1) The Opening -Interviewer should introduce himself to the interviewee. -The atmosphere should be friendly and positive. -The reason for the interview should be clearly stated. 2) The Questions and Answers -The interviewer should use his previously prepared notes. -It is important to maintain eye contact with the interviewee (1) to make the questions more personal and the interviewer more personable, (2) to tell the interviewee that the interviewer is interested in what he has to say, and (3) it allows the interviewer to observe non-verbal responses. -If any directions are to be given during the interview they should be specific and not vague and general -The interviewer must keenly observe all verbal and non-verbal communication and gather as much information as possible. 3) The Sum Up -Review what has taken place and specify what has been agreed to be done, who will do it and when it shall be done.
At a problem-solving meeting, the chairperson should direct and regulate the flow of discussion so as to involve everyone present. The discussion time should be structured in three (3) phases:
1) The Opening 2) The Discussion of Issues 3) The Summary
Compstat maintains a policy of inclusion whereby precinct commanders are even informed of covert confidential investigations of corruption in their precinct. They are given the trust and authority to do the job and then held accountable for the successful accomplishment of the goals of the job. This is accomplished by the four (4) levels of compstat:
1) The Police Chief, with his executive core, first empowers and then interrogates the precinct commander, forcing him or her to come up with a plan to attack crime. 2) The precinct Commanding Officer takes the same role as the Police Chief empowering and interrogating the platoon commander. 3) The platoon commander repeats this procedure with his sergeants (e.g., What are we doing on this tour to address these conditions?) 4) Each sergeant involved then repeats the process with his subordinates (e.g., Ginty, tell me about the purse snatchings on your post.)
During an interview of a person who received the report of a bomb threat, questions geared to identifying the following should be asked:
1) The caller's voice. 2) Repeated word or phrases. 3) Unusual word patterns 4) When the call or calls were made. 5) Any background noises.
Officers responding to a bomb threat should interview the person who received the threat and obtain as much information as possible such as:
1) The exact location or premises which was the object of the bomb threat. 2) The exact location of the alleged bomb, if available. 3) The time the bomb is expected to explode. 4) A description of the bomb. 5) Any reason given or suspected for the threatened bombing.
Examples of poor leadership actions that can cause immediate lowering of morale are:
1) The existence of dual standards 2) Inconsistent treatment of workers 3) The absence of continuous training 4) Failure to address worker grievances
The rumors that travel along the grapevine exist because of three (3) conditions:
1) The issue is important to both the sender and the receiver; and 2) The issue is shrouded in uncertainty; and 3) The agency has not used its formal information circuits to give out accurate information.
The two (2) types of sexual harassment are:
1) The most commonly known type occurs when there is unwelcome sexual behavior directed toward one employee by a supervisor or another employee that carries an implied or stated condition of continued employment, promotion, assignment or transfer based upon the employee's response. 2) The lesser known type is committed by a supervisor who tolerates a work environment where sexual harassment unreasonably interferes with an individual's work performance or creates an intimidating, hostile or offensive working situation.
Obviously, coordination and collaboration are critical. There is no one formula for how the various assets and skills in a specific community should be arranged to deliver capabilities. That depends upon three (3) factors:
1) The particular organizations found in a community 2) The threats and hazards that reside there 3) The resources and assets that are available
Types of hostage captors or barricaded persons:
1) The professional criminal who has had his escape blocked (easiest difficulty for law enforcement) 2) The emotionally disturbed person 3) The terrorist (greatest difficulty for law enforcement)
The job of the presenter is to select facts and details and present them to the audience. Dictating which facts and details to pick out are three (3) factors:
1) The purpose of the presentation 2) The audience 3) The amount of time available
The principles of listening; For listening to take place basically three (3) things must occur:
1) The sender must physically utter sounds or give non-verbal signals that the receiver must interpret as words; and 2) These words must be translated into meanings; and 3) The receiver must synthesize the meanings of these individual words into an overall meaning or message.
The four (4) basic types of organizational grapevines are:
1) The single-strand grapevine -A tells B, who tells C, who tells D, and so on. -This grapevine distorts messages more than any other 2) The gossip grapevine -A informs everyone else on the grapevine 3) The probability grapevine -A communicates randomly: to F and D, and then F and D continue to inform other grapevine members the same way 4) The cluster grapevine -A selects and tells C, D, and F. F selects and tells I and B, and B selects and tells J. Information in this grapevine travels only to selected individuals.
A performance interview must be held in an atmosphere of calmness. It cannot be hurried along for two (2) reasons:
1) The subordinate will feel that the interview was merely for the record and was not really important. 2) It is offensive to the subordinate that someone would hurriedly inform him of his performance.
When supporting an employee's complaint, there are two extremely important guidelines that must be followed:
1) The supervisor should avoid any attempt to fix blame for the unfairness. 2) Supporting arguments must be in the form of communicable facts and not suspicions or hunches.
Clearly law enforcement personnel need to and will be involved in emergency management efforts. they will be doing so in a world where modern emergencies and disasters have three traits:
1) They come at us faster; 2) They last longer; 3) They do more damage.
In the analysis step of problem solving, the details of the problem are exposed. It is not a knee jerk, rapid fire operation. It takes a supervisor's:
1) Time 2) Patience 3) Effort 4) Investigative Skills
It is a fundamental responsibility of first line supervisors to accept all employee grievances. "Where possible, grievances should be handled at the lowest possible organizational level. This saves:
1) Time 2) Resources 3) Egos
It is the supervisor's duty to deal with marginal employees. If not, the productivity and morale of the other officers on the shift will eventually decline. Among the supervisor's possible options are:
1) To ignore the situation 2) To try to transfer the employee to another assignment. 3) To start to document a case to have him terminated. 4) To work with him to bring him from being a borderline or marginal employee to a superior worker
The planning unit should be placed high in the agency's hierarchy, close to the head of the agency. This is done for two (2) reasons:
1) To indicate to all subordinate managers that the staff planning unit has the support of the head of the agency. 2) To ensure that the unit has the ear of the agency head (to assist in establishing and maintaining agency-wise acceptance of plans created).
In all cases, good supervisory practices mandate that supervisors touch base with employees who have lodged complaints within a reasonable period of time after a resolution to that problem was implemented. This follow-up is important for two (2) reasons:
1) To make certain that the problem has been solved, 2) To reassure the employee that his lodging of the complaint will not be held against him.
The goals of any disciplinary system are:
1) To promote the success of the work group by sustaining the highest possible level of performance, and 2) To maintain a work environment that is as safe as possible for all concerned.
Common training problems:
1) Trainer Rigidity 2) False Assumptions 3) Over-expertise of the Trainer 4) Trainer Paranoia 5) Checking for Understanding Inappropriately 6) Not My Job
To develop and maintain effective human relations, supervisors must play many roles which include:
1) Trainers 2) Evaluators 3) Disciplinarians 4) Counselors
Two (2) additional factors must be added to the notion that searching is commonly understood as generally seeking or examining, and they are:
1) Whom you are looking for, and 2) Where you should look.
Key points concerning work-related complaints:
1) Work-related complaints do not have to be fully verbalized to merit supervisory intervention. 2) Supervisors must intervene as described above in any work-related employee complaint regardless of the merits of the complaint. -For the person with a complaint, perception can be reality. If a supervisor is not sensitive to a complaint just because it is based on the employee's misunderstanding, lack of knowledge, faulty perceptions and the like, the employee with the complaint will grow hostile and resentment will sent in.
All-intrusive involvement would brand a supervisor as a meddler and fuel resentment among subordinates. The problems of subordinates fall into two (2) major categories: The basic rule of thumb is:
1) Work-related problems 2) Personal problems a) A supervisor's intervention is always appropriate and necessary when the problems are work-related. Most work-related problems call for instructions, clarifications, suggestions, or advice. When the work-related problem is inter-relational then the supervisor's role expands. b) A supervisor's intervention is not always appropriate when the problems are personal or involve a person's private life. However, intervention is appropriate and necessary when: b1) A subordinate with a personal problem requests help; b2) A subordinate's personal problem results in some form of third-party complaint against the subordinate; or b3) A subordinate's personal problem affects his job performance.
Why should local guidelines be written:
1) Written guidelines allow an officer to review in advance what actions should be taken in a particular situation. 2) Written policies and procedures are easier to disseminate to an entire agency than the spoken word. 3) Written guidelines are easier to change. 4) Written guidelines serve as a protection for both the agency and the individual officer.
When giving the assignment in the delegation process, other guidelines that govern the process include:
1) Written instructions are recommended in two instances; the first is when the task is very complex, and the second is when the delegating supervisor will not be available for consultation and the task is other than a routine assignment. 2) The subordinate should be told why he was chosen. 3) The importance and necessity of the task should be reviewed. 4) Any resources available to assist in the task should be identified, e.g., staff units within the agency or private agencies
Responsibilities of top level administrators: Effective managers and supervisors can be developed from among the rank and file. But, such development requires two things: Motivation should ideally come mostly from within an individual. However, it is advisable for an agency to fuel this motivation by making each managerial position a desirable one to attain, and agencies should also provide incentives for those willing to make the special effort to add to their expertise. An agency must provide adequate initial training for all newly promoted personnel and continuing training for incumbent managers. Law enforcement agencies that provide only cursory training for their management personnel, or which fail to provide management and supervisory training for them, must be willing to live with_____.
1) motivated personnel 2) adequate training -mediocrity
Ethnocentrism -
A belief that one's culture is superior to all others.
Grievance -
A complaint which alleges a violation by management of an existing collective bargaining agreement.
The Federal Emergency Management Agency (FEMA) describes a process of Threat and Hazard Identification and Risk Assessment (THIRA) as:
A comprehensive approach for identifying and assessing risks and associated impacts.
"Hardening the Target" -
A crime prevention approach whereby police officers and community members work closely together to significantly reduce a potential criminal's belief that he can successfully engage in criminal activity; Police officers educate community members how to protect themselves, their friends and families, and their property from criminal attack.
Management by objectives -
A management principle that recognizes the fact that subordinates are more committed to achieving goals when they have played a role in the setting of those goals.
Span of Control -
A managerial principle that emphasizes that there is a limit to the number of subordinates a supervisor can effectively manage.
Morale -
A moral or mental condition as regards to courage, zeal, confidence, discipline, enthusiasm, willingness to endure hardships, etc. Morale is an individual's state of mind with respect to such things as his personal well-being, his family life, and his job.
Barricaded Person -
A person who commits a crime and then seeks to prevent his arrest by fleeing and barricading himself in a building or other premises.
Emotionally Disturbed Person (EDP) -
A person who through his actions appears to be suffering from mental illness or a temporary derangement and conducts himself in a manner that the responding officer reasonably believes will be likely to cause serious injury to himself or others.
Training -
A process conducted by an agency to help its members to do better in their present or future jobs by influencing their attitudes, skills, or knowledge.
Management -
A process or activity whereby the human and material resources of a formal organization are coordinated to achieve specific goals.
Boundering -
A questioning technique used by an interviewer to prevent the interviewee from straying from the subject matter being discussed.
Self-Planning -
A supervisor planning his own efforts and expenditure of time; To self-plan is to decide what you will do, when you will do it, how you will do it, all the while evaluating what you have done. Self-planning is the most distasteful act of planning because it calls for looking in the mirror.
"Style of leadership" -
A supervisor's manner of leadership, or his attitude towards leadership.
Trainer Paranoia -
A trainer who fears that if he does too good a job, the trainee will someday pass him up and become a challenge to his authority and position.
Emergency Operations Center (EOC) -
A type of facility where MACS functions can take place in support of incident management in the field. -An EOC facilitating a MACS function will provide support, coordination, and assistance with policy-level decisions to the ICS structure managing an incident.
Echoing -
A type of question that takes the last few words stated and uses them to ask a question.
Behavior Modeling -
A visual training approach designed to teach attitudes and proper modes of behavior by involving supervisors and others in real life performances. Here the supervisor's performance is recorded visually and then discussed by those involved upon playback.
The most common causes of work-related employee complaints along with recommendations designed to minimize the impact of these causes:
A) Inappropriate Supervisory Practices -A supervisor's interpersonal skills are his most important asset. Supervisors will prevent many complaints if they apply the principles in the text. They especially should: 1) Refrain from the use of vulgar or intemperate language. 2) Refrain from playing favorites. 3) Give public recognition for good performance. 4) Criticize in private whenever possible. 5) Enforce rules and regulations in a consistent manner. 6) Rely primarily on positive discipline to deal with minor violations. B) Violations of the Provisions of the Collective Bargaining Agreements -Of all the common causes of work-related employee complaints, violations of contractual provisions are the easiest ones to avoid. Such avoidance can be achieved by: 1) Publication by agency administrators of those provisions of the collective bargaining agreement that regulate the making of personal decisions. 2) Publication by agency administrations of the specifics of those cases in which employee complaints concerning contractual violations were upheld. 3) Inclusion by agency administrators of a review of pertinent contractual provisions in the supervisory training curriculum. 4) Direct liaison at the local level among supervisors and employee representatives of the recognized employee collective bargaining unit, who are often referred to as delegates. C) Physical Plant and Equipment Problems -Supervisors must be relentless in their efforts to bring about repair or replacement of any deficiency in the physical plant or with operating equipment which impacts on safety, regardless of any economic considerations. D) Outdated Agency Rules and Regulations -Outdated rules and regulations generate many employee complaints, which, in turn, present a significant dilemma for supervisors attempting to enforce them; the dilemma is that supervisors often cannot present any logical reason for their enforcement. Their only recourse is to quote the rules and insist on compliance. E) Uncovering Employee Complaints -The pro-active supervisor has his ear to the ground, hears problems coming and deals with them before they generate complaints. Employees take their complaints to supervisors whom they have learned to trust. As a general rule, a newly appointed supervisor hears complaints only through the grapevine. Once a supervisor earns a reputation as being truly interested in resolving complaints, more and more of his subordinates will bring such complaints directly to him.
Middle Range Tendency -
Also known as the central tendency error, the middle range tendency occurs when a rater rates everyone as average.
Personnel Complaint -
An allegation of job-related wrongdoing or of criminal misconduct that is lodged against an employee of a law enforcement agency.
Interview (simplified) -
An exchange of information between participants.
Complaint -
An expression of grief, regret, discomfort, dissatisfaction, pain, censure, or resentment.
"Chatting" Interview -
An extremely informal type of interview which provides the free and open exchange of a great deal of information. -No formal location or formal reason needed to take place. -Supervisor can reveal to his subordinates insights into what he expects from them. -Subordinates can respond and the interaction can lead to formulating more realistic standards that can benefit both. -Fertile ground for developing loyalty to a supervisor, present great opportunities for a supervisor to offer his ear for problems that a subordinate may be experiencing. -"Open door policy" can be delivered.
Self-Discipline -
An important component of positive discipline, a supervisor engages in self-discipline by complying with the rules that govern his position and by following the mandates of his bosses; He is actually disciplining his subordinates by setting a proper example for them.
Exit Interview -
An interview conducted when an employee is leaving the agency, voluntarily or involuntarily. -The agency member conducting an exit interview should strive to determine the real reason behind an employee's voluntary decision to leave the agency. -Open-ended questions geared to uncover a sense of the former employee's attitude toward the agency should be tactfully posed to determine if unreasonable work pressures or improper supervisory practices exist.
The Convergence Method -
An outdoor search method in which the supervisor determines the outdoors area to be searched by referring to either a street map or a field map; A circle is drawn on the map where the person sought was last seen as the center; The radius of the circle is the maximum distance the person could have traveled in the time elapsed between the time he was last seen and the time that the search begins; The supervisor divides the circle into sectors based on the number of search teams; Each team starts at the perimeter of its sector and works it way to the center recording blocks and areas searched.
For supervisory purposes, a complaint is defined as:
Any action or statement by a subordinate that comes to the attention of a manager which clearly indicates displeasure concerning an on-the-job relationship or a condition of employment.
"Work-Related Complaint" -
Any complaint that requires supervisory intervention.
Problem -
Any condition which negatively impacts on the work environment or work product of the law enforcement agency.
Assignment Interview -
Assists a supervisor in learning about and assessing a subordinate who is requesting assignment to the supervisor's unit. -Open-ended questions which encourage free and open conversation should be used -It is better to formulate questions which provide insight into the subordinate's background, attitudes and goals.
Perceived Authority -
Authority that comes from the opinion, respect and esteem of others; it emanates from the perception of subordinates (Martin Luther King, Jr.)
Traits of the mind:
Aware - alert to what is going on in the environment Intelligent - capable of flexible and creative thought Articulate - able to simplify and explain situations without offending the listener Open-minded - willing to take criticism and consider others' ideas
"Open-Door" Policy -
Being available and anxious to assist subordinates; this is the best way to develop the trust necessary for subordinates to risk making complaints.
External Complaint -
Complaints from someone not associated with the agency of the accused person.
Disciplinary Action Interview -
Conducted by an immediate supervisor to inform a subordinate of the results of an investigation made by that supervisor into the subordinate's alleged job-related misconduct.
DHS's National Preparedness Goal: Mass Search and Rescue Operations -
Deliver traditional and atypical search and rescue capabilities, including personnel, services, animals, and assets to survivors in need, with the goal of saving the greatest number of endangered lives in the shortest time possible.
Frederick Herzberg's Motivation-Hygiene Theory -
Developed by Frederick Herzberg in the late 1960s, this theory of motivation is based on the premise that some workplace factors impact on worker job dissatisfaction, while other factors impact on worker satisfaction; i.e. "hygiene factors and motivators" which are quite distinguishable from each other.
Unity of Command -
Each individual is assigned to only one supervisor during incident response.
Multi-Agency Coordination System (MACS) -
Enables different disciplines involved in incident management to work efficiently across jurisdictional lines and levels of government.
Traits of the body:
Energetic - enthusiastic and able to generate a high level of energy without appearing nervous Vigorous - physically strong and persistent Calm - composed and tolerant of stress
DHS's National Preparedness Goal: On-scene Security and Protection -
Ensure a safe and secure environment through law enforcement and related security and protection operations for people and communities located within affected areas and also for all traditional and atypical response personnel engaged in lifesaving and left-sustaining operations.
During an exit interview, regardless of the facts and circumstances involved:
Every effort should be made to prevent the employee from going away with the feeling that the agency is a poor place to work. Bitter former employees can do great harm to an agency's future hiring efforts.
The purpose of instituting procedural due process requirements in personnel complaint investigations is to guarantee _____ and _____ treatment.
Fair, equitable
Traits of the Spirit:
Forceful - assertive and influential Decisive - able to make and support decisions Confident - self-assured even in unique situations Realistic - maintains perspective and, while achievement oriented, can deal with setbacks Friendly - cooperative, courteous, and cordial but not familiar Honest - possesses and displays integrity
The Image Influence -
Here the rater mentally says one of two things: 1) "He looks like a cop, so he must be doing a terrific job and I will rate him accordingly." 2) "He looks like anything but a cop, so I must give him a poor evaluation." he is measuring the ratee based on some personally biased mental image he has of the position and not specifically on the individual traits which comprise the evaluation.
Vestibule Training -
Here, trainees have an opportunity to practice newly learned work procedures utilizing the same tools, equipment and environment they will find when they are actually in the workplace. Trainees learn by performing the same kinds of tasks and operations they will be confronted with in their actual jobs.
ICS -
Incident Command System
Emergency Management Recovery -
Includes capabilities necessary to assist disaster-stricken communities in the timely restoration, strengthening, and revitalization of their infrastructure, housing, economy, and the health, social, cultural, historic, and environmental fabric.
Emergency Management Protection -
Includes capabilities to safeguard the homeland against acts of terrorism and man-made or natural disasters.
Emergency Management Prevention -
Includes those capabilities necessary to avoid, prevent, or stop a threatened or actual act of terrorism.
Emergency Management Mitigation -
Includes those capabilities necessary to reduce loss of life and property by lessening the impact of disasters.
Importance of the first level supervisor:
It is the first level supervisor who is in the best position to ensure that the goals of the agency are being accomplished.
Tennessee v. Garner -
Landmark U.S. Supreme Court case in 1985 that ruled that "The use of deadly force to prevent the escape of all felony suspects, whatever the circumstances, is constitutionally unreasonable. Without an imminent threat of death or serious bodily injury directed toward an officer or another, the harm resulting from failing to apprehend the suspect does not justify the use of deadly force to do so."
Effective Listening -
Listening in a way that invites and encourages a subject to open up and talk freely.
Brainstorming -
Making an exhaustive list of ways to accomplish the goals.
What can NIMS do?
NIMS can help local agencies and departments to fit into a shared approach in their community for preventing, protecting against, responding to, recovering from, and mitigating the effects of any incident that could result in significant losses of life, cause economic damage, and have an environmental impact.
The Overshadowing Effect -
Occurs when a rater allows a general impression of the ratee to be created based on one or two traits instead of basing his evaluation on the entire span of dimensions.
Empowerment (of subordinates) -
Opening the decision making process to subordinates and the sharing of power with subordinates via the process of delegation.
Computer-Statistics Meetings (Compstat) -
Originally known by the NYCPD as "Crime meetings," it is a system that provides notable statistics for a geographic area of responsibility such as a precinct on computer monitors.
Abraham Maslow's Hierarchy of Needs Theory -
Perhaps the best known and most widely used theory of motivation; This theory is based on the assumption that people's needs are not random, rather, they progress in a predictable fashion through five levels or stages. It is a person's unsatisfied needs that motivate the individual.
Problem solving involves both discovering a problem and then dealing with it. The process is made up of five (5) steps that are divided into two (2) phases:
Phase One - The Determination Phase Step 1. Identification of the problem Step 2. Analysis of the Problem Phase Two - The Correction Phase Step 3. Planning the Solution Step 4. Implementing the Solution Step 5. Evaluating the Solution
Planning -
Plans describe how your personnel, equipment, and other resources will be used to support emergency management and incident response requirements.
Policies, procedures, and rules have different levels of flexibility and restrictiveness. The following illustrates the different degrees:
Policies - MOST FLEXIBILITY and LEAST RESTRICTIVE Procedures - LESS FLEXIBILITY and MORE RESTRICTIVE Rules - LEAST FLEXIBILITY and MOST RESTRICTIVE
The heart of proactive problem solving is:
Putting isolated facts together and establishing patterns that may indicate the existence of a problem.
Reactive Problem Solving -
Responding to problems as they come along
Modern day community-oriented and problem-solving policing certainly recognizes the need for community partnerships and problem solving. As a result of such policies, four (4) steps have been identified that comprise the now famous problem-solving process known as S.A.R.A:
S-scanning or problem identification; A-analysis or determining the extent of the problem; R-response or formulating tailor-made strategies; and A-assessment or evaluating overall effectiveness.
"Warning Shots" -
Shots fired to caution a person that their continued engagement in certain illegal acts will result in their being the subject of deadly force.
Proactive Problem Solving -
Taking the offensive and looking for the problem before it finds you.
Interoperability -
The ability of systems, personnel, or agencies to provide services to and accept services from other systems, personnel, or agencies, and to use the services so exchanged so that these organizations can operate together effectively.
Supervisory leadership -
The ability to get the job done through the efforts of subordinates by winning their respect, confidence, and loyalty and motivating them to do the job willingly.
Empathy -
The cognitive understanding and appreciation of another person's point of view. -This is the first line supervisor's most powerful ally in his or her efforts to supervise a diverse work group.
Overall Discipline -
The combined results of the administration of positive and negative discipline.
An evaluation interview -
The discussion between the rater and the ratee concerning the judgments that have been made about the ratee and the setting of goals with specific future milestones.
"Backup Vehicle" -
The first additional vehicle to assist in the pursuit.
Emergency Management -
The governmental function that coordinates and integrates all activities necessary to build, sustain, and improve the capability to prepare for, protect against, respond to, recover from, or mitigate against threatened or actual natural disasters, acts of terrorism, or other man-made disasters.
Chain of Command -
The lines or chains of authority in an organization as they flow from the highest manager down through the intermediate managers to the managers at the level of operations.; All of a manager's communication must be channeled through either that manager's immediate subordinate or through that manager's immediate superior.
Negative Discipline -
The meting out of forms of punishment for wrong or inappropriate job-related conduct.
The planning Section -
The part of the ICS team that helps maintain situational awareness and incident documentation; They are the keepers of the Incident Action Plan (IAP), which tracks the general objectives and strategy for managing the incident and identifies the operational resources and assignments in play.
The Logistics Section -
The part of the ICS team that orders all support resources for the incident.
The Finance/Administrative Section -
The part of the ICS that oversees a host of administrative functions related to contracting with vendors, peeping track of personnel hours, and conducting a cost analysis as needed.
Formal Managerial Authority -
The power or right to command, enforce obedience, or make decisions.
Racial profiling -
The taking of police action against someone based on that someone's race; this is the quintessential example of discrimination.
Positive Discipline -
The training and counseling of subordinates that results in willing and voluntary compliance with the rules and regulations of an organization; no negative connotations involved.
"Main Vehicle" -
The vehicle that started the pursuit.
Managers bolster their perceived authority mostly via:
Their ability to direct others fairly without becoming overbearing. Perceived authority is also bolstered by technical skills, experience, and the respect of peers and higher level managers.
The Error of Recent Events -
This "occurs when supervisors often find that recent events inordinately influence their judgment about subordinates, especially if they are strongly negative or positive."
Association of Traits -
This barrier occurs when a rater combines two different traits and a high or low rating for one trait also results in the same high or low rating for another trait.
In-Basket Training -
This method of training creates situations described by various memos which are presented to a trainee in a packet of information. The trainee is allowed to prioritize and act on these written memos, either verbally or in written form, to illustrate the relative importance he assigns to each situation described in the memo, as well as how he intends to handle each situation.
Lasting Memory Syndrome -
This occurs when a rater remembers a positive or negative incident long after it is over but continues to use it as the basis for his evaluation of the ratee.
Secret Evaluations -
This occurs when evaluations are performed, but the results are not communicated. When a secret evaluation policy exists, fear and distrust among members of the agency will result and frustration will increase because employees want to know where they stand and how they are doing.
Call for Volunteers -
This type of order can properly be used by a supervisor when the task is dangerous or otherwise unpleasant. It can be used to allow willing subordinates to increase their job satisfaction, though care must be taken not to take advantage of such subordinates by allowing unwilling subordinates to escape their share of work.
Request Order -
This type of order is useful in directing a sensitive or older employee. Such orders tend to gain a cooperative spirit of teamwork.
Emergency Management Response -
Those Capabilities necessary to save lives, protect property and the environment, and meet basic human needs after an incident has occurred.
Stereotype -
To automatically assign real or perceived traits of some members of a group to every member of that group.
"First-Person" Complaint -
When a complaint comes directly from someone who was victimized by the alleged misconduct.
"Spokesperson" Complaint -
When a complaint comes from a representative of the victim (an attorney, a cleric, or an elected official).
Subordinate's Grievance Interview -
When a subordinate comes to the boss with a complaint about the work environment. -Whether real or imagined it is real to the subordinate and so it should be treated as real and important during the interview.
Performance Interview -
When held formally, it takes the form of an evaluation interview. When conducted informally, it is similar to a chatting interview but has a more specific goal: to give the employee guidance and constructive criticism about his performance. The appraisal interview is primarily a teaching device.
"The Preparedness Cycle" -
When one adds a means of capability evaluation to the capability elements, collectively; It is a recurring process of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action, with an end goal of ensuring effective operational coordination.
Reverse Discipline -
When subordinates attempt to punish a supervisor by collectively engaging in a series of minor violations designed to reflect discredit on the supervisor.
The Group Discussion -
When the instructor leads a group discussion about a previously decided trainee topic.
"Stockholm Syndrome" -
Where the hostages develop feelings of "everlasting gratitude" for their captors.
Planning -
Working out in broad outlines the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise.
For true communication to take place:
a) A sender must transmit information; and b) A receiver must accept and understand the information; and c) The receiver must indicate that the information was understood.
Supervisors should be aware of the following guidelines concerning grievances:
a) A supervisor should begin his investigation of every alleged grievance with the assumption that it has merit. b) A supervisor investigating a grievance must have at his disposal the specific wording of that portion of the contract that was allegedly violated. c) Grievances should never be settled outside of the terms of the contract, even if the employee agrees to such a settlement. d) Supervisors must never negotiate an agreement to settle one grievance in exchange for the withdrawal of a different grievance. e) Supervisors should never deviate from the precise wording of the contract when attempting to resolve grievances.
Common denominators to many police shootings:
a) Absence of Light. -Approximately two-thirds of all fatal shootings of police officers occur in darkened or dimly lit areas. b) Distance. -The majority of fatal police shootings occur when the shooter is less than 10 feet away from the officer. c) Time. -In the typical shooting encounter, there is little or no immediate period of warning (only 2-3 seconds). d) Opponents. -Shootings often involve multiple opponents.
Categories of persons who should definitely NOT be considered missing persons are:
a) Adults who voluntarily leave home for personal reasons such as domestic or economic reasons. b) Persons wanted for crimes. c) Persons wanted on civil or criminal warrants.
Supervisors should be aware of and stress the following information in connection with a response to crimes in progress:
a) Advance planning holds the greatest potential for overall success. b) When possible, officers should use streets parallel to the street in question to approach the scene. c) Pay attention to persons and vehicles leaving the area. d) The number of units responding to the scene should be kept, by the supervisor, to the minimum needed to effectively handle the incident. Manpower permitting, at least two units should respond to every crime in progress call, and one of these vehicles should always be designated as the primary response unit. e) In most cases the primary and back-up units should make every effort to avoid early detection of their arrival at the scene. f) The communications dispatcher should be immediately informed of a response unit's arrival at the scene. g) The first action by the initial officer on the scene should always be to make an assessment, however brief, of the situation. h) Patrol supervisors should, upon their arrival at the scene, take charge immediately.
In unusual occurrence satiations, information must be quickly transmitted from the scene, and it is the job of the supervisor on the scene to see that this is done by notifying the next higher level of command. When making the notification to the next level of command, the supervisor should include requests for assistance. A checklist of information for notifications would include:
a) Clear and concise description of the incident. b) Location and type of premises involved. c) Whether a field command post is being established. d) Resulting conditions. e) Specific personnel requirements. f) A preliminary account of the dead and injured. g) A request to check on the dispatch of the appropriate amount of ambulances and to alert emergency rooms. h) Specialized units and equipment.
The elements of a fair and equitable disciplinary system:
a) Clear and reasonable rules and regulations b) Systematic instruction concerning rules, regulations, and expected performance standards c) A well-informed work group d) Facts before acts e) Consistent supervisory behavior f) Performance feedback g) An appeals procedure h) Periodic purging of records
The first-line supervisor is in a unique position to act as a problem solver for the agency and to begin the problem-solving process by identifying the problem. If anyone is in a position to uncover problems, he is, and he can do it using a variety of sources available to him:
a) Clients and community residents. b) Working subordinates. c) Personal discoveries. d) Agency records. e) Other public agencies. f) Local newspapers
Domestic arrangements identified by agencies' procedures:
a) Common law marriages. b) Relatives of common law marriage partners who reside in the same household. c) Same sex domestic partners. d) Relatives of same sex couples who reside in the same household.
As an aid in accomplishing the task of showing the trainees how, the trainer should be guided by the following training principles:
a) Deliver information in manageable segments b) Travel at the right pace c) Give frequent summaries
Guidelines for dealing with a diverse community:
a) Do not engage in racial profiling. b) Take the needed time to communicate with bilingual people whose second language is English. c) Ignoring observed discrimination is akin to being an accomplice. d) Illegal manifestations of prejudice must be interrupted. e) Refer to people using terms they prefer. f) Understand that in certain cultures highly expressive and emotional speech is commonplace. g) Learn to avoid the pitfalls of cross-cultural communication.
Guidelines for police officers to follow when conducting a vehicle stop where there is no known threat involved:
a) Do not let the driver of the vehicle being stopped select the location of the stop. b) Position the police vehicle carefully. The police vehicle should be stopped behind the subject vehicle, and approximately one (1) car length should be maintained between vehicles. The police car should be positioned to the left of the subject vehicle by approximately one-fourth (1/4) to one-half (1/2) of its width. c) Communicate with the driver of the vehicle. d) Exit the police vehicle and approach the rear of the stopped vehicle. e) Visually clear the vehicle's interior before approaching the driver's compartment - this is the single most important tactic when approaching a stopped car. The hands of all the occupants represent the primary tactical threat. An officer should never pass an un-cleared area prior to approaching the driver's compartment. Nor should an officer at any time walk in front of the stopped vehicle. f) Advance to the driver's compartment once the contact officer has obtained rear passenger compartment control.
If a subordinate's decision-making ability is being assessed, then both parties should be aware of the standards of evaluation. For instance:
a) Does the subject get all possible information before making his decision? b) Do the decisions made comply with agency policy? c) Do the decisions made take into consideration the needs and concerns of the community? d) Can the subject appropriately prioritize his duties?
After the supervisor interviews the representative of management and labor during a labor dispute, he should bring together the representatives and advise them jointly that: The field supervisor will then go about requesting an appropriate assignment of personnel and equipment. In determining personnel assignments, the following factors should be considered:
a) Force, violence and violations of the law will not be tolerated. b) The role of the agency is strictly neutral. c) The use of the streets and sidewalks by persons not involved in the strike will not be interfered with. d) The use of professional agitators will not be tolerated. e) The number of pickets will be determined by the policing agency and not the representatives of labor or management. _______________________________________ a) Size of the premises involved and its location. b) Location of loading docks, exits, and entrances used by employees as well as customers. c) Times non-striking employees enter and leave the premises for meals or any other reason. d) Times deliveries are made to the premises. e) Location of bus or train stops used by non-striking employees. f) Any other location of which the policing agency should be aware.
During a hostage-taking incident, if a short hesitation in police activity occurs after their arrival on scene, then conditions are likely to stabilize and the immediate initial danger to the hostage will be reduced. Buying time can result in the following:
a) Generally the more time a captor and the hostage spend together, the more they become acquainted and develop feelings which decreases the likelihood that the captor will harm the hostage. b) It allows the police to develop intelligence that leads to specific plans that are tailored for the particular incident. c) It allows the police to apprehend the subject if the appropriate opportunity presents itself. d) It allows the hostages to "escape" if the right circumstances present themselves. e) Being able to buy time allows authorities to buy still more time through a continuation of the negotiations.
Supervisors who conduct the training are advised to take the following actions in the order given:
a) Getting the trainees ready. b) Showing the Trainees how. c) Letting the trainees try it. d) Finding out of the trainees have learned.
The rater of an evaluation interview should prepare a checklist of actions to be taken prior to the actual interview. A sample checklist might include:
a) Has an appropriate time for the interview been selected? b) Has an appropriate place for the interview been selected? c) Has the ratee been notified? d) Has the purpose of the interview been clearly established? e) Can documentation be provided to substantiate criticism of the ratee's performance? f) Has a list of goals been established for the ratee for the coming year? g) Has follow-up to the interview been planned for?
Guidelines for conducting the disciplinary action interview that should be adhered to by the supervisor:
a) Hold the interview at a time and in a place that ensures privacy and allows freedom from interruption. b) Have all of the essential facts available during the interview and review those facts just prior to the interview. c) Be sure to respect confidential sources of information. d) Be serious, but do not treat the subordinate like an adversary. On the contrary, try to convince the subordinate that helping him is a high priority. e) Use facts to make your case and not conjecture. Try to get agreement on key points. f) Listen carefully for new information. Let the employee speak - be a god listener; don't rush the meeting. g) Communicate that the behavior that occurred is in question, not the subordinate himself. h) Attempt to convince the subordinate of the need for improvement, if such a need exists, and try to get a commitment from the subordinate to do his best in the future. i) Practice empathy. j) Ask if the subordinate has a personal problem, and offer assistance if such a problem exists. But, make it a point that the existence of a personal problem does not excuse misconduct. k) Set specific time frames for any agreed upon course of action. l) Check for understanding by having the subordinate summarize key points in his own words. m) End the interview on a positive note.
Supervisors must support the decisions of management even if they do not personally agree with them. Equally, supervisors should support the actions of their subordinates when they agree that the actions were justified. There is, however, a presumption that the decisions of management are appropriate, but there is no such presumption concerning the actions of subordinates. There are certain qualifications that must be made so that this guideline is understood:
a) If a supervisor feels that a proposed policy, rule or procedure is unfair or otherwise inappropriate, this feeling should be communicated through the chain of command to the manager responsible for instituting it. If it is instituted despite that supervisor's objections, the supervisor is then bound, despite his personal feelings, to defend and support it. b) If a supervisor feels that an existing policy, rule, or procedure is unfair or otherwise inappropriate, this feeling should be similarly communicated through the chain of command to the manager who has the authority to change it. but, unless and until a change is made, the supervisor must comply with it personally and insist that his subordinates also comply. c) Supervisors must sometimes support the actions of their subordinates and back them up even if those actions were inappropriate. This responsibility is created in situations where the subordinates' inappropriate actions were in response to the instructions of the supervisor.
Multiple hostage situations considerations:
a) If multiple situations develop simultaneously, they should be deemed to be related until concrete evidence indicates otherwise. b) If not related, then proceed as in any other hostage/barricaded person incident. But if related, then as soon as possible, any communication between the terrorists should be severed. c) Also, if related, each field command post at the scene of each incident should stay in constant contact with a separate central coordinating unit so that information between the authorities at each incident can be centrally analyzed and quickly shared. d) Decisions regarding negotiation efforts should be coordinated by one separate central coordinating unit, if the incidents are found to be related.
When conducting a vehicle stop where there is a known threat involved, officers should adhere to the following guidelines:
a) Immediately notify the radio dispatcher and request backup. b) Extract the suspect vehicle's occupants after backup arrives.
Pitfalls of issuing orders; The following are common errors made in issuing orders:
a) Improperly choosing one's words. b) Issuing orders on the run. c) Believing that the order has been understood when it has not. This is the most frequent error. d) Failing to explain the reason for an order. e) Failing to follow-up on an order. f) Failing to indicate support.
Barriers to effective writing:
a) Inaccurate facts b) Unclear sentences c) Overloading paragraphs d) Confusing opening paragraph e) Poor grammar, spelling, and punctuation f) Improper use of words g) The wrong purpose h) Failing to support conclusions with facts
Misunderstandings surrounding suicide:
a) It is not true that people who talk about suicide very rarely attempt suicide. b) When a person is suffering from major depression, that person quite often has serious suicidal thoughts. c) People who engage in a failed suicide attempt very often will repeat that attempt. d) Some people erroneously believe that it is a mistake to talk openly about suicide in the presence of someone who is suicidal. e) It is wrong to believe that people are always openly sullen immediately before they commit suicide.
Barriers to effective listening:
a) Keeping a closed mind b) Allowing your thoughts to wander c) Dominating a conversation d) Getting sidetracked by personal feelings e) Allowing environmental distractions to interfere f) Impatience with the sender's speaking style g) Restricting the speaker's time h) Withholding pertinent questions
Minor depression is characterized by low spirits, gloominess, dejection and sadness. Major depression has all of these same characteristics but hey are much more intense. Many experts describe them as being overwhelming. The following are other characteristics commonly exhibited by those suffering from major depression:
a) Lack of interest in everything, including those things which usually are of great interest. b) Spontaneous crying. c) Excessive tiredness. d) Diminished appetite. e) Trouble sleeping. f) Feelings of uselessness. g) Guilt feelings. h) Suicidal thoughts.
There are not any supervisory principles that work only for minority workers. Experience has shown us, however, that certain principles exist that should be emphasized by supervisors when dealing with a diverse workforce. These principles are as follows:
a) Listen carefully at all times. b) Maintain an open door policy. c) Be instructive. d) Reprimand, when necessary. e) Be supportive. f) Be informative. g) Accept all employee grievances. h) Be consistent. i) Seek input when making decisions.
In closing the field command post, the supervisor in charge should:
a) Make similar notifications to those made when the field command post was established indicating it has now been closed. b) Reassign personnel that have responded to the incident and are no longer needed. c) Make appropriate entries in the command log indicating that the field command post has been closed. d) Ensure that equipment from the scene is properly returned.
In the case of missing persons, it is strongly recommended that immediate action be taken in cases where the missing are:
a) Mentally or physically handicapped persons. b) Possible involuntary disappearances. c) Children under 16 years of age. d) Possible drowning victims. e) Senior citizens sixty-five (65) years old or older
Except when the law or agency policy dictates otherwise, employees with personal problems should be handled in much the same manner regardless of the nature of the personal problem. Specific treatment of emotional problems must be administered by qualified professionals. Supervisors should engage in what we call generic treatment, and it starts with recognition that the problem exists. The most common indicators that an employee is having personal problems are as follows: When a supervisor observes one or more of the above indicators in a subordinate, he should proceed in accordance with the intervention rules as described above. This is when formal counseling should take place.
a) Noticeable change of personality. b) Excessive nervousness. c) Accident-prone behavior. d) Poor performance appraisals, especially sudden poor performance. e) Frequent sick leave. f) Frequent "last minute" requests for days off. g) Disheveled personal appearance. h) Confrontational tendencies. i) Frequent recipient of citizen complaints. j) Chronic lateness.
"People learn best by doing. Skills are developed slowly and a person must practice to develop the skill. When training workers, you need to give them plenty of opportunities to practice." Whatever shape the opportunity takes there are certain training principles that the trainer should employ:
a) Obtain feedback b) Correct errors c) Compliment appropriately d) Let them try it again
The person responsible for the field command log should:
a) Open the log by entering his name and that of the supervisor in charge along with badge or identification numbers. b) Enter the date, location, telephone number of the command post, and include a brief description of the incident. c) Enter the names of other supervisors and names of representatives of other agencies. d) Enter any notifications made as well as describing any further unusual occurrences.
Types of managerial plans:
a) Organizational Plan - a chart of the responsibilities of each unit. b) Recruitment Plan - an outline for identifying, screening, and selecting the best candidates for employment c) Personal Evaluation Plan - procedures for continuously evaluating members of the agency. d) Promotion Plan - publicized procedures for selecting candidates for career advancement. e) Fiscal Plan - a budget that restricts a unit's operations to allocated funds. f) Miscellaneous Personal Plans - procedures for staffing, equipping, and training personnel.
Types of Operational Plans:
a) Patrol Plans - procedures for patrol tasks, such as handling someone threatening to jump from a structure, handcuffing a prisoner, completing arrest forms, or aiding in medical emergencies. b) Emergency Plans - procedures for general emergencies, such as fires, explosions, and large scale disorders. c) Tactical Plans - procedures for emergencies at specific locations, such as a fire at a gas storage facility, the flooding of a certain river, or a robbery at a gun dealer. d) Interdepartmental Plans - procedures coordinating departments outside the agency in situations, such as setting up roadblocks for escaping felons and searching or missing persons. e) Community Relations Plans - procedures for dealing with the community, as in organizing block-watchers programs and limiting false alarms.
As part of his preparation effort, the counseling supervisor should review the employee's:
a) Personnel file b) Performance evaluations c) Disciplinary history d) Attendance records
Local laws define what exactly constitutes a family. Usually one can find included in such legal definitions:
a) Persons who are or have been related by formal legal marriages. b) Persons who are related by blood (e.gl, brothers and sisters). c) Persons who may have never been married or never even lived together but have had a child in common.
Car stops must be viewed by officers as potential crisis situations. Therefore, when making a car stop, an officer should always be in an appropriate state of physiological readiness. The following are certain principles that can help an officer be prepared for a potential crisis situation:
a) Police work in general is a hazardous profession. b) Police officers should never ascribe their values to others. c) Empirical data strongly supports the fact that many police officer homicides are triggered by seemingly routine traffic stops in which there was little or no reason to suspect ahead of time the level of danger involved. d) Successful car stops demand a high state of readiness, proper preplanning, and good physical fitness.
Additional guidelines that should be followed when interviewing/interrogating an accused officer as part of a personnel complaint investigation involving other than minor infractions:
a) Prior to the questioning, the accused officer should be informed of the identity of all persons present and the reasons why they are present. b) Prior to the questioning, the accused officer should be told the exact nature of the accusations. c) One representative from the accused officer's line organization should be permitted, upon the request of the subordinate, to be present at all times during the questioning. d) The interview/interrogation should be conducted at a reasonable time, preferably when the accused is on duty during daytime hours. e) The interview/interrogation should be recorded either mechanically or by a stenographer. f) "Off the Record" questions should not be used, nor should offensive language, threats, or promises of rewards for answering questions. g) The duration of questioning periods should be reasonable with breaks allowed for meals, personal necessity, telephone calls, etc. h) The accused officer should be provided with a transcript or a tape of the proceedings, as soon as possible, after its conclusion, but in all cases, prior to the holding of a hearing or a trial in the same matter.
delivering a capability is the sum of each of the following activities that law enforcement supervisors should ensure engage their subordinates participate in, both departmentally and in collaboration with their entire community. Capabilities achieve their intended outcomes with any combination of:
a) Properly planned personnel b) Properly organized and equipped personnel c) Properly trained and exercised personnel
the following miscellaneous guidelines apply to all personnel complaint investigations:
a) Supervisors must constantly strive to avoid any unnecessary damage to the reputation of an employee who is the subject of a personnel complaint. b) Supervisors should never coerce an accused employee to resign or retire in exchange for dropping charges. c) It is a mistake to bring the complainant and the accused officer together in a face-to-face confrontation to try to determine the truth of the matter. d) In cases of minor infractions where the accused officer admits he was discourteous or otherwise acted improperly, the matter should never be settled solely by the issuance of an apology to the complainant. Some other form of positive or negative discipline must be applied. e) In cases where the identity of an officer in question is uncertain, show-ups should be avoided since they are much too suggestive. f) Supervisors who uncover misconduct among their subordinates must always consider the "tip of the iceberg" possibility.
Probable cause must be developed on a case-by-case basis. However, the following guidelines can be of assistance in establishing probable cause in all cases:
a) The courts will not accept "gut" feelings or "hunches" as a basis for establishing probable cause. b) An officer who wants to establish probable cause must be able to articulate the specific facts he relied upon to conclude that probable cause existed. c) The articulable facts which led an officer to conclude that probable cause was present should be reduced to writing as soon as possible after the incident. d) All factors which might indicate probable cause should be included in the officer's notes.
A comprehensive written report of a complaint, including a grievance, should include the following information:
a) The identity of the complaining member. b) The identity of the supervisor who received the complaint. c) The identity of all other employees and/or supervisors involved. d) An explanation of the substance of the complaint. What is it all about? e) If the complaint is a grievance, the specific section of the contract should be accurately stated. f) The time frames involved in the complaint. If available, the exact time of occurrence should be included. If the complaint is about something that continued over a period of time, the exact time periods involved, if available, must be included. g) The locations involved in the complaint. note that when the exact location is a critical consideration, a diagram must be included with exact measurements. h) A statement explaining why the incident being complained of happened. i) A statement outlining the remedial action being sought by the complaining member. j) The recommendations of the investigating supervisor.
The goals of interviewing for a supervisor are to assist him in knowing:
a) The job b) His subordinates c) Himself (most importantly)
The supervisor in charge of a field command post should notify his supervisor of the incident and include the following:
a) The location and nature of the incident. b) The location and telephone number of the field command post. Generally the location selected should be: -Easy to find. -Safely outside any area of danger (fire/gunshots). -Near phone lines and electrical power. -In an area where personnel and equipment can be assembled. A neutral site should be used. c) A request for equipment to assist in setting up the field command post. *Continuing, the supervisor should then: 1) Assign a capable member to make entries in the command log and act as a liaison with the press. 2) Prominently display the distinguishable logo flag so that additional personnel responding to the scene will be able t readily identify the field command post.
The Federal Emergency Management Agency (FEMA) describes a capability using the following criteria. Capabilities are:
a) The means to accomplish a mission, function, or objective b) Based on the performance of related tasks. c) Under specified conditions d) To target levels of performance
Barriers to effective interviewing:
a) The parties involved in the interview are not physically prepared for the interview. b) Speech sifting or filtering. -Without a doubt this is the most common block to effective interviewing. c) Insufficient preparation on the part of the interviewer. d) A belief on the part of the participants in the interview that they know what is going to be said by any one of the participants before he actually says it. e) Daydreaming. f) Listening with one's mouth. g) Permitting outside distractions to interfere with the interview. h) Going in to an interview with a mindset that refuses to entertain any thoughts foreign to what is believed to be correct. i) Not asking questions about unclear issues. j) Failing to take into consideration the non-verbal statements made by a participant. k) Fragile feelings.
The following are principles/guidelines that should govern interactions with the public:
a) The single most important factor in the development of a good working relationship with the general public is the demeanor of each member of the agency every time personal contact is made with a citizen. b) Although it is recommended that, except in the smallest of departments, community relations activities be controlled and coordinated by a specialized unit, the dangers involved with the creation of such a unit must be recognized and avoided. c) In all police-citizen contacts, including arrest situations, the police personnel involved must act objectively. d) Police officers should understand the necessity to allow citizens to vent their emotions. e) Police officers taking reports of past crimes, should, if at all possible, do more than simply collect facts.
Certain general traits exhibited by negotiators:
a) Their appearance and bearing should be one that creates a perception on the part of the barricaded person or hostage taker that they are persons of authority. b) While they present themselves as persons of authority, they should not portray themselves the ultimate decision maker. c) They should possess a calm and evenhanded demeanor, and should not express negative attitudes that could intensify the confrontation. d) they should operate on the premise that everything is negotiable. Under no circumstances, however, should a negotiator agree to supply weapons to the hostage takers.
Some general tactics to consider during a vehicle pursuit:
a) There should be no driving alongside a pursued vehicle. b) Ramming the pursued vehicle with an officer's vehicle should be prohibited. c) The positioning of an officer's moving vehicle so that it will be struck by the pursued vehicle should be prohibited. d) Roadblocks should be permitted only when directed by supervisory authority. e) Vans and scoters should not be used in high speed pursuits. f) Use of unmarked vehicles should be limited. g) Two-wheel motorcycles may be used initially, but their use should be terminated upon arrival at the scene by a four-wheel vehicle.
Goals of performance evaluations:
a) To provide an accurate measure of what the employee is doing. b) To help the supervisor know his subordinate. c) To identify the strengths and weaknesses on an employee. d) To provide a plan for the future improvement of employees. e) To provide lookback. f) To get rid of the dead weight.
Law enforcement officers, however, work in an occupation that survey after survey proves to be one of the most stressful. Most experts agree that the stressful nature of the law enforcement officer's job can quite often be traced to the following factors:
a) Unusual working schedules. b) Frustrations created by involvement in the CJS. c) The roller coaster syndrome. d) The nature of the clientele. e) Unfair supervisory practices (number one cause)
The goals of a training program should be as specific as possible and include answers to these questions:
a) What performance is expected of the trainee? b) Under what conditions is the job expected to be performed? c) What standards constitute a satisfactory job rating?
When done properly, documentation of an interview should include:
a) What was discussed b) When and where it took place c) Who participated d) What the result was
When a law enforcement supervisor is conducting face-to-face questioning of an agency employee who is suspected of criminal conduct, a dilemma is created for the supervisor. The ingredients of this dilemma are:
a) When an employee of a law enforcement agency is directed to be present while on duty at a particular location for questioning, the employee must comply or else he is subject to disciplinary action for disobeying a lawful order. (this is considered custodial in nature) b) Unless there is a local statute to the contrary, employees of law enforcement agencies can be required to answer questions which are specifically directed and narrowly related to the performance of their official duties. c) Statements made during the questioning cannot be used against the employee in a criminal trial unless they are preceded by a valid waiver of Miranda rights. d) If custodial interrogation takes place in the absence of the Miranda warnings, statements made may be used against the employee in an administrative hearing but not at a criminal trial.
The following questions and their answers define an interview:
a) Who is required? -More than one person b) What takes place? -A communication exchange c) What is the purpose? -To get or give information or cause an impact on views or future actions. d) How is it done? -By a combination of verbal and non-verbal communication. e) Where is it done? -In either a formal or informal setting.
The duties of the responding supervisor of a hostage-taking incident are:
a) make certain that avenues of escape have been sealed off and that firearms control has been established and continues to be maintained. b) Request enough personnel support to assist in crowd control and also verify that any specially equipped personnel and available specially trained negotiators are responding. c) Make every effort to assign snit=per teams to strategic locations. d) Make certain that an aggressive effort is immediately undertaken to determine the pertinent facts in the incident, such as the type of crime involved, if any, and as complete a description as possible of both the hostage taker(s) and the hostage(s). e) Establish a field command post to coordinate activities at the scene. The inner perimeter should be an area that is frozen to all unauthorized persons, admitting only certain selected official personnel as permitted by agency policy. The field command post should not be within the inner perimeter. The outer perimeter should be an area from which civilians have been removed and from which official personnel not involved in the incident are excluded.
A top level manager should not directly supervise more than _____ subordinates.
five (5)
Violations of the principle of unity of command often causes:
friction among supervisors and undermine the authority of immediate supervisors.
Importance of the Promotional Process: Because law enforcement agencies utilize a promotional process that concentrates only on identifying technically proficient individuals and which fail to attempt to identify those candidates who have the greatest potential to manage and supervise:
it is strongly recommended that every law enforcement agency include a component in their promotional process which is designed specifically to identify those candidates who have the supervisory skills to get the job done through the efforts of others.
Management -
the process of directing and controlling the resources of an organization such as its personnel, materials and equipment, so as to achieve the goals of the organization.
The optimal span of control most often recommended at the level of operations varies but rarely exceeds ___ to ___.
twelve (12), one (1)
Delegation creates dual _____ and _____
-responsibility, accountability
The primary burden of responsibility and accountability rests with the _____ and not with the _____.
-supervisor, subordinate
First-line supervisors have an ongoing responsibility to keep their subordinates fully informed and up-to-date concerning their agency's use of force guidelines. In doing so these supervisors must stress to their subordinates that:
-the rules outlining the use of force guidelines are not mutually exclusive. Officers must be taught to consider the totality of the circumstances before discharging their weapons.
In law enforcement there is both:
1) "what you do" - outputs 2) "how you do it" - behaviors
Historic events that changed the nature of emergency management:
1) 9/11 2) Hurricane Katrina 3) Oklahoma City Bombing
A formal organization exists when a group of people interacts together to achieve stated purposes. The four (4) essential elements of any formal organization are as follows:
1) A clear understanding about stated purposes and goals. 2) A division of labor among specialists. 3) A rational organization or design. 4) A hierarchy of authority and accountability
A trainer's knowledge will produce _____.
-Credibility
Supervision differs in _____ but not in kind.
-Degree
There can be no understanding without _____.
-Listening
The real leader _____ subordinates to do the job.
-Motivates
An agency's number one resource is its _____
-People
Workers strive harder to achieve goals if:
-They are involved in formulating the goals.
Supervision -
the management of workers.