Common Sense Ch. 3 Ethics of Police Supervison Flashcards
(79 cards)
1
Q
Ethics have been termed (blank) and have been referred to as a set of moral principles.
A
“Rules for proper conduct”
2
Q
Ethics are said to deal with the nature of the (blank):
A
“Good and Right”
3
Q
The Police Supervisor’s Code of Ethics deals primarily with the issue of:
A
Loyalty.
4
Q
The Police Supervisor’s Code of Ethics allows for:
A
Human frailities.
5
Q
In order to be most effective, any set of ethics or rules must be:
A
drawn up and supported by way of example by the very people most likely to use them.
6
Q
Police Officers have had their own Law Enforcement Code of Ethics since:
A
1957.
7
Q
The intelligent supervisor will ask for (blank) of orders or policies that he does not understand.
A
Clarification.
8
Q
A
9
Q
The ethical police supervisor must develop a reputation for (blank) with his superiors.
A
Reliability.
10
Q
A
11
Q
A
12
Q
One of the first line supervisors key responsibilities is:
A
The gathering and reporting of facts.
13
Q
An earned reputation for a lack of (blank) on the part of the supervisor will lessen his value to the agency.
A
Credibility.
14
Q
The responsible police supervisor confronts the fostering and spread of (blank)
A
Rumors.
15
Q
The supervisor who cannot work and (blank) well with his peers is not fulfilling his responsibility to his employer or to himself.
A
Communicate.
16
Q
The supervisor is his employee’s link with higher authority and he must accurately relay or transmit what to the levels of the organization where it/they can be acted upon? (3)
A
Their grievances; their thoughts; their feelings.
17
Q
The responsible supervisor will show (blank) for his subordinates problems and worries.
A
Genuine concern.
18
Q
Loyalty and responsibility to one’s employees requires hard work and (blank) on the part of the police supervisor.
A
Sound character.
19
Q
The effective police supervisor’s enthusiasm and devotion for his job can inspire (blank) in his team.
A
Imitation.
20
Q
It is the supervisor’s task to assure that he and his people produce results that may be (blank) of what the public expects of government employees.
A
Atypical.
21
Q
The police leader knows that he and his people labor in an environment that presents the opportunity for (blank) behavior. (3)
A
Unethical; Improper; Illegal.
22
Q
By living his personal life in a/an (blank) way, they ethical law enforcement leader denies the rumor mongers the ammunition to destroy him and his agency.
A
Moral.
23
Q
aThe good police supervisor owes his profession the most (blank) job he can possibly do. (3)
A
Ethical ; Responsible; Competent.
24
Q
The ethical law enforcement leader knows that he best serves his community as well as his subordinates when he acts as a (blank) for what a peace officer should be.
A
Positive Role Model.
25
The supervisor who is loyal to his superiors sees to it that he follows the (blank) and requires his subordinates to do the same.
Existing chain of command.
26
The leader has obligations to himself and assures that he or she remains (blank) healthy. (3)
Physically, emotionally, and morally.
27
In their most formal sense (blank) are said to be the science of human character in its ideal state of being.
Ethics.
28
A code of ethics should allow for (blank) but it also demands that the ethical supervisor work always to better himself and his (blank)
1. Human frailties
2. Job performance
29
(Blank) does not call for unthinking, bootlicking subservience. What it does require is that the supervisor places enough faith in hius own superiors to grant that, in the absence of overwhelming evidence to the contrary, they are probably well-intentioned in the course of action they have selected.
Loyalty.
30
The intelligent supervisor will ask for clarifications of orders of policies that he does not understand. If he disagrees with a proposed course of action, loyalty commands that he question the directive at the (blank) and (blank)
at the right time and in the right way.
31
(Blank) also speaks to the issue of the proper way or place in which to question or debate orders and directives. The wise sergeant meets with his immediate supervisor (blank) to tell him why he feels that an ordered course of action must not be followed.
1. Loyalty
2. In private
32
The wise sergeant presents calm, (blank) arguments for his point of view. Best of all, he produces (blank) and (blank) to bolster his viewpoint.
1. Logical arguments
2. Solid evidence and firm examples
33
The supervisor encouraging (blank) may soon find that his attentive subordinates are also finding it easier to avoid compliance with other procedures and regulations they disagree with. In the final tally, the sergeants (blank) will very likely suffer.
1. Noncompliance
2. The sergeant's own reputation
34
The loyal supervisor does not broadcast ill will about the organization of which he is a member. If he shows little pride in his organization, it is doubtful that others will show much either. The ethical police supervisor must develop:
A reputation for reliability with his superiors.
35
Every police sergeant worth his chevrons owes his boss absolute honesty in all things. One of the first-line supervisors key responsibilities is:
The gathering and reporting of facts.
36
The honest supervisor is neither a (blank) nor a (blank). The supervisor who sees nothing but negatives is just as off base as the individual who praises everything new just because it is new
Neither a blind "yes" man, nor a perpetual "no" bird.
37
It takes supervisory courage to tell the boss that he is not correct about something. The supervisor has a better chance of seeing his "no" vote take effect if he presents his own opinion in a:
Constructive and carefully worded manner.
38
It is not enough to tell the mid level manager that his idea will not work. It is much more effective to (blank- 7 words) and (blank- 9 words). A suggestion of an alternative or revised plan might then be appropriate.
It is not enough to tell the mid level manager that his idea will not work. It is much more effective to TELL HIM WHY IT WILL NOT WORK and ILLUSTRATE THE POINT WITH EXAMPLE SITUATIONS OR POTENTIAL PROBLEMS. A suggestion of an alternative or revised plan might then be appropriate.
39
The police supervisor has a lot to gain by developing a reputation for being forthright and honest with management on all occasions. The leader whose behavior can always be predicted as being one extreme of the other will eventually lose: (2)
Both his believability and his audience.
40
The responsible supervisor keeps his own boss and, consequently, management as a whole well- informed. Keeping the boss informed requires:
requires good judgment on the part of the first line supervisor.
41
Many of the uncertainties of taking on a new boss can be eliminated if the supervisor and his superior have some (blank-2) talks at the start of their association.
frank and wide-ranging talks
42
The efficient and effective police supervisor needs more than the aid and good will of the boss to succeed in his leadership role. He must also have the (blank) and (blank) of his (blank).
help and combined wisdom of his fellow supervisors.
43
The supervisor who is loyal to his organization and himself also is loyal to his fellow supervisors. The supervisor who attempts to gain the friendship of a subordinate by (blank) will gain little good in the end.
The supervisor who is loyal to his organization and himself also is loyal to his fellow supervisors. The supervisor who attempts to gain the friendship of a subordinate by JOINING HIM IN CRITICIZING ANOTHER OF THE DEPARTMENT'S SUPERVISORS will gain little good in the end.
44
(Blank and blank) among leaders is necessary for very specific situations as well as for larger problems.
Close and constant communication.
45
The leader who winks at shortcuts taken by his people or who sets a poor example by shortcutting the chain himself is of:
questionable use to the police organization.
46
A unique obstacle to following the established chain of command is found when personal, off-the-job friendships are involved between the persons doing the communicating. Again, the intelligent supervisor must use his (blank) to tell him when, for example, a subordinate friend is using their relationship to help him second-guess another supervisors actions. The smart supervisor will:
1. his own good common sense
2. turn this sort of potentially dangerous conversation in another direction.
47
Tracing a major, malicious rumor to its source will require:
the knowledge and backing of the agency's managers.
48
The responsible supervisor owes his officers the same loyalty that he affords his boss and the larger organization itself. He is their:
link with high authority.
49
The careful sergeant must avoid paraphrasing his employee's words in the light of what he thinks they mean. He must repeat their words back to them and ask them to clarify point that he does not understand. When he is sure of their message, then and only then can he:
pass it along the chain of command.
50
The good supervisor must always be (blank). He relays the bad new along with the good.
truthful with his subordinates.
51
The truthful and honorable police leader does not (blank) to save the subordinate's feelings. Neither does he give groundless and unwarranted praise. Deception never really solved anyone's problems.
does not lie to a subordinate.
52
Honestly does, after all, remain the best policy, in matters of (blank and blank) as in other areas.
praise and commendation
53
As a part of management, the supervisor must not attack in public a decision or rule that he does not agree with. He should instead:
work quietly to get what he believes to be the improper decision or action reversed or neutralized by logically advancing arguments and evidence supporting his own viewpoint.
54
The police supervisor owes his employees (blank and blank) in all of his dealings with them. The job of supervisor is not the place to even-up old grudges or pay back old and still open accounts.
fair and impartial conduct
55
Fairness in all dealings mean that even the appearance of (blank or blank) must be avoided.
prejudice or partiality.
56
The responsible supervisor will show (blank) for his workers problems and worries. Even the unrealistic worries of his people deserve the (blank and blank) of the supervisor.
1. genuine concern
2. careful and immediate attention
57
As in all other areas of his responsibilities to his employees, the leader must be sincere in his interest in their (blank and blank). Police officers are generally very perceptive individuals. Insincerity and sham are quickly sensed.
personal difficulties and concerns.
58
Continuing (blank and blank) for his officers are obvious means of preparing for the future. By helping find useful schools and training sessions for his people and encouraging them to sign up for further college work, the police sergeant is strengthening
(blank) at the same time that he is helping the individual better himself.
1. training and education
2. the agency
59
The supervisor interested in his employees (blank) will seek new tasks for them when their (blank) and (blank) reveal their readiness for change of some kind.
1.employees career outook
2. talents and attitudes
60
61
Instead of harassing the content, long term veteran on patrol, the wise sergeant will attempt to involve such an experienced officer in patrol tasks for which his particular abilities are well suited. What types of tasks might the long term veteran patrol officer be suited for? (3)
1. would make a good acting supervisor
2. excellent choice for training rookie officers
3. good candidate for the departmental committee or work group developing some revised procedures for field officers
62
63
The responsible police leader is always a (blank and blank) for those under his command.
mouthpiece and translator.
64
In the end, inconsistency leads to (blank). Instead of guessing, the smart supervisor confirms his own common sense beliefs and expectations with those in a position to know. He reports his findings:
1. leads to chaos
2. back to his people in a timely fashion.
65
Loyalty and responsibility to one's employees then requires what on the part of the police supervisor? (2)
hard work and sound character
66
No police leader can serve his agency and his subordinates in a responsible fashion unless he is first:
responsible to himself.
67
The socially responsible police supervisor is (blank) about his strengths, but he is willing to examine the possibility of (blank), too.
1. self-confident
2. problems in his performance, too.
68
The law enforcement officer's intent on reaching a happy and useful retirement takes good care of himself both (blank and blank). He cannot expect to do his best work if he is continuously tired, grossly overweight, and otherwise out of shape. A supervisor in such a condition:
1.Physically and mentally.
2. Sets a bad example for his officers.
69
The supervisor rightly concerned about his body will eliminate harmful habits, such as (2). Both objectives are, of course, easier stated than done.
smoking (at all) or drinking alcohol in excessive amounts.
70
The exemplary supervisor leads by example in attitude, too. The really valuable supervisor sets a positive example of (blank and blank). His enjoyment of his work and his belief in it shows.
initiative and displayed job interest.
71
The first line supervisor owes his constituents (blank), just as do his peers, subordinates, and superiors who are also on the public's payroll.
his best work
72
The opportunity to fall morally short and participate in the bad behavior he is worn to suppress is ever present for the law enforcement practitioner. The ethical police supervisor knows this and remains alert for:
- employee misconduct that will embarrass him, his agency, and the public who are footing the bill for all of them.
73
The ethical law enforcement leader also knows that he best serves his community as well as his subordinates when he acts as a:
positive role model for what a peace officer should be.
74
By obeying the rules, on and off duty, he:
sets a positive example for his troops to follow.
75
By living his life in a (blank) way, he denies the rumor-mongers ammunition to destroy him and his agency. More important, he shows his people, by example, what a:
what a real "cop" is expected to be.
76
The supervisor who wants to do his job well is also responsible and accountable to:
the citizens he serves, whatever his jurisdiction happens to be.
77
The police leader laboring persistently and ethically within the guidelines of his responsibilities must recognize his:
paramount obligations to himself.
78
Only when the supervisor knows that he is performing in a manner in which he can be (blank and blank) can he honestly lay claim to meeting the ethical requisites of his calling.
rightfully and personally proud
79
