DEFINITIONS

Question 1

An intrinsic trait further developed through training, education, or experience that allows performance of a function which is either mental or physical

Answer 1

Ability

Question 2

The result of task-oriented, autocratic management. Under such management, subordinates become reluctant to make decisions on routine matters, believing they will be criticized for even minor mistakes.

Answer 2

Apprehension of Authority

Question 3

Details the amount of money needed to deliver police services in a community. It is an estimate of the need for human resources (people-their salaries, benefits, and training and physical resources (such as cruisers, desks and forms.

Answer 3

Budget

Question 4

The total amount of money authorized for the entire city budget for a fiscal year is determined by the city manager, city council, or mayor. Department heads (police chief, fire chief, parks and recreation manager, and so forth) are informed of the allocations for their departments. The police chief then submits a budget based on the projection, estimating the level of police service that can be provided for the amount of money allocated.

Answer 4

Zero-based budgeting

Question 5

The most frequently encountered method of police budgeting. Each category of an expense is shown on a separate line and the amount for that line is entered on the right side of the budget document.

Answer 5

Line-item budget

Question 6

A government administration organized in departments, divisions, or bureaus staffed by non elected employees.

Answer 6

Bureaucracy

Question 7

Details the costs of specific programs and activities in police departments, such as investigations or traffic control. Objectives are outlined, then tied directly to dollar amounts with summaries of the levels of service that can be provided at various levels of funding.

Answer 7

Performance budget

Question 8

Refers to the hierarchy of ranks in an organization. Orders come down the ranks and feedback go up the ranks.

Answer 8

Chain of Command

Question 9

Provides organizational structure, direction, and goals through which people work in order to accomplish the department’s objectives.

Answer 9

Command

Question 10

Established in emergency situations to serve as a base of operations, or staging area, for personnel and equipment. It may be located in an office building, apartment, patrol vehicle, or SWAT truck, and it is used for planning, organizing, directing, and communicating. It should be near but not exposed to the emergency situation. Used in hostage situations, barricaded persons, public demonstrations and civil disorder.

Answer 10

Command Post

Question 11

Encompasses the intrinsic qualities of a leader. Factors such as military bearing, self-discipline, a neat appearance, integrity, honesty and poise. These qualities influence a manage’s ability to create a vision that others will adopt and to instill in officers willingness to follow.

Answer 11

Command Presence

Question 12

The transfer of information, attitudes and understanding between individuals and groups.

Answer 12

Communication

Question 13

Provides officers with the information they need to perform their jobs. Most information in a police organization moves down through the ranks in either written or face to face form.

Answer 13

Downward communication

Question 14

Provides organizational structure and consists of standard operating procedures, orders, correspondence, and other written messages that communicate the “official policy” of a police department.

Answer 14

Formal communication

Question 15

Takes place between people at the same organizational levels, such as between two Captains or two Detectives, and is used to coordinate people and equipment for task accomplishment.

Answer 15

Horizontal communication

Question 16

Develops when formal channels of communication don’t exist or fail to meet the needs of officers. Consists of “grapevines” or “rumor mills” which distort or filter messages.

Answer 16

Informal communication

Question 17

The flow of information from the lower levels of the organization to the top. Without it, police administrators would not have the information needed to plan or makes decisions.

Answer 17

Upward communication

Question 18

Leading people toward organizational objective through communication and the modeling of proper behavior. Managers make observations of subordinates and complete inspections and review records and reports to achieve this goal.

Answer 18

Controlling

Question 19

Providing unity or action and preventing duplication of effort and resources through the orderly arrangement of group effort.

Answer 19

Coordinating

Question 20

Turning over or entrusting one’s work (and the formal authority to do it) to another while remaining responsible for it’s completion.

Answer 20

Delegation of Authority

Question 21

The day to day guiding, coaching, counseling, and influencing of people toward organizational task accomplishment while prioritizing, scheduling and monitoring expenditures and the quality of work.

Answer 21

Directing

Question 22

Used by a manager to accomplish organizational objectives by coaching, training, instructing and correcting subordinates to improve their job performance.

Answer 22

Discipline

Question 23

Involves punishment for poor job performance or misconduct. Managers should privately tell subordinates exactly what is lacking in job performance or behavior up to an expectable level, and what consequences will occur if performance or behavior do not reach the acceptable level. Managers should be fair, consistent, and impartial and should conduct frequent inspections so failures can be corrected promptly.

Answer 23

Negative discipline

Question 24

Is not punishment; it is the teaching, counseling, and instructing of subordinates in order to encourage them to improve work work performance.

Answer 24

Positive discipline

Question 25

Describes a disciplinary process with progressively stronger measures for repeated offense. A usual progression consists of counseling, verbal reprimand, written reprimand, suspension, and termination. Severe misconduct requires an acceleration of the process.

Answer 25

Progressive discipline

Question 26

Learning something through exploration, reading, observing, and original thinking.

Answer 26

Discovery

Question 27

In reference to communication, this is the changing or blurring of information as it is communicated to more than one person sequentially.

Answer 27

Distortion

Question 28

Involves the grouping of organizational functions and job tasks and functions to improve efficiency and effectiveness.

Answer 28

Division of Work

Question 29

A comparison of a subordinates job performance with clearly defined standards of acceptable job performance.

Answer 29

Evaluating

Question 30

Officially rating an officer's performance against pre established criteria using a range of scores on a standardized form

Answer 30

Formal evaluation

Question 31

A mechanism used by a manager to evaluate and document officer performance on a day to day basis. It provides the foundation for disciplining, delegating, controlling, and formally evaluating subordinates.

Answer 31

Informal evaluation

Question 32

Also known as management by exception. Relates to the phrase completed staff work. Work should be performed at the lowest level possible in a police department. Managers should not act on routine matters that can be handled at a lower level. Their time and expertise should be reserved for matters, and exceptions, that can be handled only at their level.

Answer 32

Exception principle

Question 33

A response to communication that involves some degree of evaluation. In the verbal communication process, it is a combination of facial expressions, gestures, and other body language that indicates whether understanding has or has not taken place.

Answer 33

Feedback

Question 34

In reference to communication, it is the manipulation of information so it is perceived to be positive by the person receiving it.

Answer 34

Filtering

Question 35

A future state or condition that, if achieved, contributes to the fulfillment of an organization's mission.

Answer 35

Goal

Question 36

A formal communication of an employee's perception that a job-related factor is unfair, improper, or inequitable.

Answer 36

Grievance

Question 37

A systematic review of departmental procedures, systems, methods of operation, equipment, and employees' performance in order to improve efficiency, effectiveness, and productivity.

Answer 37

Inspection

Question 38

Occurs when a person says one thing but his or her posture, gestures, and voice inflections say something else, creating an image different from the one intended.

Answer 38

Image distortion

Question 39

The main duties and responsibilities of an employee.

Answer 39

Job dimensions

Question 40

A systematic process of defining the job dimensions and tasks required to perform a job successfully over a period of time.

Answer 40

Job Task Analysis

Question 41

A systematic body of information that a person possesses as a result of formal education, life experience, and training

Answer 41

Knowledge

Question 42

The ability to influence people toward the achievement of organizational goals and objectives.

Answer 42

Leadership

Question 43

Task oriented and stresses rules and regulations. They make decisions on their own and generally motivate employees through fear rather than inspiration. The style doesn't work well for extended periods of time; however, it is effective in emergency situations where rapid decisions and the control of subordinates is important.

Answer 43

Autocratic leadership

Question 44

Allowed by followers, who attribute heroic or extraordinary leadership abilities to managers when they observe certain of their behaviors.

Answer 44

Charismatic leadership

Question 45

Prefer to direct rather than control employees, and they consult with their subordinates before making decisions. They look at people as resources and opportunities rather than as problems, costs, and threats.

Answer 45

Participative or Democratic leadership

Question 46

Managers who turn over all decision making authority to their subordinates after outlining a task and don't become directly involved again unless required to do so.

Answer 46

Free-rein or Laissez-faire leadership

Question 47

Defines several leadership styles adapted by Successful managers to meet the various demands of their own unique situations. This leadership style recognizes that effective leadership style depends on the maturity of the followers.

Answer 47

Situational leadership

Question 48

Proposes that specific behaviors differentiate leaders from non-leaders and that if those behaviors can be identified, they can provide the basis for selecting the "right" person for a position requiring leadership.

Answer 48

The Behavioral theory of leadership

Question 49

Proposes that it is the leaders job to assist his or her followers in attaining their goals and to provide the necessary direction and support to ensure that their goals are compatible with the overall objectives of the organization

Answer 49

The path-goal theory of leadership

Question 50

Attempts to identify a set of characteristics that consistently differentiate leaders from followers and effective leaders from ineffective leaders.

Answer 50

The trait theory of leadership

Question 51

Describes the work of officers engaged in activities directly related to immediate response to citizens' calls for police service. For example, officers assigned to the patrol division are line officers, while those engaged in the training or records division, which supports the work of the patrol division, are staff officers.

Answer 51

Line function

Question 52

Clearly delineate the responsibility for completion of job tasks throughout the department and describe those individuals who have the authority to delegate work to lower levels.

Answer 52

Lines of Authority

Question 53

The process of setting and achieving organizational goals and objectives.

Answer 53

Management

Question 54

Augments participation by sharing managerial functions to the fullest extent possible within the framework that obtaining organizational objectives is primary and individual goals are subordinate.

Answer 54

Adaptive management

Question 55

The primary emphasis is on improving management through understanding the psychological makeup of the people.

Answer 55

The behavioral school of management

Question 56

The name for a situational type of management that recognizes there is no one best way to manage people of work.

Answer 56

The contingency approach to management

Question 57

Uses a system of identification and communication that indicates when management attention is needed; otherwise, tasks and decisions are handled at an appropriate level farther down in the organizational hierarchy. This approach permits management to find problems that need action and to avoid dealing with those that are better left to subordinates.

Answer 57

Management by exception

Question 58

The ultimate purpose for why an organization was created. Identifies precisely what an organization does and for whom.

Answer 58

Mission

Question 59

A Latin term meaning "method of operation." It refers to the methods criminals use to commit crimes.

Answer 59

Modus Operandi

Question 60

A manager determines whether subordinates are properly carrying out their assignments. Monitoring techniques include reviewing data-analysis reports on subordinate productivity, conducting field inspections, observing responses to calls for service, and checking the condition of beats and areas.

Answer 60

Monitoring

Question 61

The influencing of one person by another to encourage positive behavior.

Answer 61

Motivating

Question 62

An individual's willingness to exert high levels of effort toward organizational goals as long as the effort satisfies some individual need.

Answer 62

Motivation

Question 63

This most often results from the deliberate indifference by a supervisor or manager in allowing an unfit officer to stay in a police department position.

Answer 63

Negligent retention

Question 64

The failure of police department managers and/or supervisors to properly train officers in the fundamental components of their jobs (for example, in the use of deadly physical force).

Answer 64

Negligent training

Question 65

The stages of accomplishment that are to be achieved to gauge the short-term progress of an organization toward its goals.

Answer 65

Objectives

Question 66

Exists to accomplish goals that can't be archived efficiently and effectively by an individual.

Answer 66

Organization

Question 67

The principle held by an employee who places the interests of an organization higher in importance that person interests.

Answer 67

Organizational Integrity

Question 68

The formal grouping of people and jobs.

Answer 68

Organizational structure

Question 69

A managerial duty, it's the process of formally categorizing, structuring, rearranging, and coordinating employees, authority, and communication responsibilities.

Answer 69

Organizing

Question 70

The ongoing process of identifying immediate and potential needs, determining the availability of resources, and formulating a course of action likely to achieve organizational objectives. Deciding in advance what must be done, who will do it, when they will do it, and what equipment is necessary to accomplish it.

Answer 70

Planning

Question 71

Outlining how an organization will reach long term goals.

Answer 71

Long-range planning

Question 72

Plans that assist operating personnel in performing their normal duties, such as engaging in high speed pursuits or responding to a crime in progress.

Answer 72

Operational plans

Question 73

Broad-based plans designed to guide personnel in recurring, routine situations and activities.

Answer 73

Policies

Question 74

Guidelines for the day-to-day operational tasks of personnel, units, squads, divisions, and bureaus. This outlines how to process arrests, handle domestic disputes, and issue parking tickets.

Answer 74

Procedural plans

Question 75

Plans for dealing with the daily conduct and performance of employees; they are strict and specific.

Answer 75

Rules and regulations

Question 76

Outlines procedures for completion of immediate job tasks or those lasting a brief time in order to accomplish organizational goals.

Answer 76

Short-range plans

Question 77

Plans for the handling of no routine issues or rarely occurring police emergencies, such as civil disorders, bomb threats, and natural disasters.

Answer 77

Tactical plans

Question 78

POSDCORB is an acronym that stands for?

Answer 78

Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting

Question 79

A document about a job describing its function, tasks associated with its successful completion, and the minimum requirements a candidate must possess to successfully apply for the position.

Answer 79

Job description or Position description

Question 80

A working test period, usually one year in length, during which a new employee may be discharged for inadequate performance. No access to a union grievance is allowed during this time period.

Answer 80

Probationary Period

Question 81

The exchange of information through records, research, and inspection between a manager and subordinate.

Answer 81

Reporting

Question 82

The Chief's prerogative to choose among the top three qualified candidates to fill a vacancy in the police department.

Answer 82

Rule of Three

Question 83

Proficiency that is acquired through training, experience, and practice.

Answer 83

Skill

Question 84

This term refers to the number of people a manager can effectively supervise and control. Factors that affect the ability include. 1) the manger's experience and ability, 2) the types of tasks that subordinates perform, 3) the experience and morale of subordinates, 4) the conditions under which job tasks are to be performed, and 5) the physical resources available to assist in performing them.

Answer 84

Span of Control

Question 85

This encompasses the personnel functions of recruiting, selecting; training, and assigning personnel.

Answer 85

Staffing

Question 86

This term describes all work in a police department that doesn't deal directly with the public in the field, such as the records and training divisions and fiscal management.

Answer 86

Staff Function

Question 87

A test is reliable if it consistently and dependably measures the characteristics needed to perform a job properly over a period of time.

Answer 87

Test Reliability

Question 88

A test is valid if it's questions specifically relate to performing the job for which the test was given.

Answer 88

Test Validity

Question 89

According to Douglas McGregor, people who are managers have different assumptions and perceptions of employees and their own role at work. Managers who are more concerned about output than the people who work from them, and who think employees dislike work and must be coerced, controlled, and constantly directed and who do not allow input into their decision making, have the management philosophy.

Answer 89

Theory X

Question 90

This type of manager believes that the people who work for them generally like to work, seek responsibility, and will get jobs done if given the chance to do so. They encourage employee participation in management.

Answer 90

Theory Y

Question 91

Refers to the principle that each person in a police organization should be under the direct supervision or management of only one person.

Answer 91

Unity of Command

Question 92

Refers to the liability of a public entity for the wrongful acts or omissions of employees acting within the scope of their employment.

Answer 92

Vicarious Liability

Question 93

A technique used to keep the mind focused on a specific goal.

Answer 93

Visualization

Question 94

A material arts philosophy that pursues wisdom through a series of life long challenges, each of which is at a slightly higher plateau.

Answer 94

The Way