Line Supervision Flashcards
(126 cards)
1
Q
***What is The primary role of the first line supervisor?
A
To ensure that the CORE VALUES, MISSION, and GOALS of the department are being met in order to maintain the highest standards of professional ethics and integrity.
2
Q
Identify the three organizational levels of criminal justice management.
A
(1) executive management—chief, sheriff, wardens
(2) middle management—majors, captains, lieutenants
(3) first-line supervisors—sergeants
3
Q
Identify the necessity of the chain of command.
A
MEDL CHAIN
(1) MAINTAIN organizational/ communicational structure of the agency
(4) ENHANCE the efficiency of the agency
(2) DEFINE the authority of the organization
(3) LINK the various levels of the organization
4
Q
***What is Unity of command?
A
One-to-one reporting relationship between subordinate and supervisor. A subordinate should not be expected to report to more than one supervisor or to take orders from more than one supervisor.
5
Q
***What is Span of control?
A
The total number of subordinates reporting to a single supervisor.
6
Q
List five fundamental practices of EXEMPLARY leadership.
A
MICEE have exemplary leadership!
(4) Model the way
(2) Inspire a shared vision.
(1) Challenge the process.
(3) Enable others to act.
(5) Encourage the heart.
7
Q
What is Autocratic Leadership?
A
The authoritarian leader makes all decisions without any input from others.
8
Q
What is Democratic Leadership
A
The participatory leader allows subordinates to have input in the decision making process when the situation permits.
9
Q
What is Laissez-faire Leadership
A
The delegative or free-rein leader avoids making decisions and allows subordinates to do whatever they choose, placing few limitations on their actions.
10
Q
***To achieve maximum effectiveness under normal conditions, supervisors should possess and excel using________ and _______ leadership.
A
Formal and Informal
11
Q
***This type of leadership often involves and relies upon POSITIONAL POWER.
A
Formal leadership
12
Q
***This type of leadership is that which comes from personal power, does not always involve a position of authority; it is derived by a number of factors that may, and should, include job knowledge, mentoring skills, accessibility, ease of communication, etc.
A
Informal Leadership
13
Q
___________ is an essential ingredient in EXPLORING both capabilities and deficits in job knowledge, skills, and character.
A
Initiative
14
Q
Managers are policy makers while SUPERVISORS do what?
A
Carry out the agencies policies.
15
Q
***Informal leadership comes from personal power and is derived from what 4 things?
A
1-job knowledge
2-mentoring skills
3-accessibility
4-ease of communication
16
Q
***Which power is derived by a higher level of command awarding authority?
A
Positional Power
17
Q
Possible complications related to promotion are:
A
1-must establish new appropriate relationships w/co-workers
2- don’t micromanage
3-Don’t compromise responsibility to be popular
4-too many changes too fast
5-Don’t demand respect/must earn it
18
Q
***_________: any person, group, or organization that can place a claim on an organization’s attention, resources, output, or that is affected by that output.
A
interest group
19
Q
___________ is the visualization and determination of a course of action toward some objective. It involves DETERMINING what is to be done, when it will be done, where it is to be done, who will be responsible, and HOW IT WILL BE ACCOMPLISHED
A
planning
20
Q
__________ is the PROPER ALLOCATION of resources and PERSONNEL to properly handle situations that might impact the daily operations of the organization.
A
Staffing
21
Q
***________ is IDENTIFYING SPECIFIC personnel or groups to ACCOMPLISH specific tasks, solve specific problems, expand communication with target individuals or groups, and/or PROVIDE SERVICES during specific time periods or locations
A
assigning
22
Q
***_________ is assigning authority and transferring a task to a subordinate
A
delegation
23
Q
___________ is an event that has the POTENTIAL to overwhelm one’s
usual coping mechanisms, resulting in psychological distress and impairment of normal adaptive functioning
A
critical incident
24
Q
_________ is any situation that causes an officer to experience unusually strong emotional reactions that have the potential to interfere with his or her
ability to function on the job, either at the time of the incident or through a delayed
reaction.
A
traumatic incident
25
________ is a civil wrong committed by a person that causes injury or harm to the
property or person of the victim.
tort
26
____________ is an unsolicited, unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct and offensive conduct of a sexual
nature.
sexual harassment in the workplace
27
____________ is the action a person takes to deprive another individual or group
of a right because of prejudice involving color, national origin, race, religion, or sex.
discrimination
28
***_______ is a STANDARD OF CONDUCT based on MORAL duties and VIRTUES that are derived from the principles of RIGHT and WRONG and demonstrated in how a person or organization acts or
should act in relationship to others.
Ethics
29
___________ is conduct, aims, or qualities that characterize or mark a profession
professionalism
30
_________ and _____ is doing the right thing at the right time
for the right reason.
ethical and professional behavior
31
***_________ is a rigid adherence to an ethical code of conduct.
integrity
32
***Identify the “Big Five” personality traits, also known as the Five Factor Model
and by the acronym __________
```
OCEAN
Openness
Conscientiousness
Extroversion
Agreeableness
Neuroticism
```
33
***The BIG 5 _________ This trait features characteristics such as IMAGINATION and insight with a BORAD RANGE OF INTERESTS.
Openness
34
***The BIG 5 ______________—Common features of this dimension include THOUGHTFULNESS, good IMPULSE CONTROL, goal-directed behaviors, tendency toward organization, MINDFUL of details, and a higher scholastic performance than their aptitude or intelligence might otherwise suggest. In its extreme, this trait may verge on OBSESSIVE/COMPULSIVE behaviors
Conscientiousness
35
***The BIG 5 ____________—This trait includes characteristics such as excitability, SOCIABILITY, TALKATIVENESS, ASSERTIVENESS, and high amounts of emotional expressiveness
Extroversion
36
***The BIG 5_____________—This personality dimension includes attributes such as TRUST, altruism, KINDNESS, affection, and other pro-social behaviors.
Agreeableness
37
***The BIG 5 _________—Individuals high in this trait tend to experience EMOTIONAL INSTABILITY, anxiety, moodiness, irritability, and sadness.
Neuroticism
38
***Maslow’s Theory of Hierarchal Needs, including the five levels of human needs:
P TRIPLE S E
```
physiological,
safety,
social,
self-actualization
esteem,
```
39
***Herzberg’s Motivation-Hygiene Theory, including the basic tenets of the theory and specific motivator and hygiene factors. Herzberg theorized that people have a need to ___________ and a need for ___________.
avoid unpleasantness and a
| need for personal growth
40
Line supervisors are leaders; some have an _______ sense of leadership; some have to work hard to _________ or change their leadership style to fit the job duties.
innate
| develop
41
Effective leadership involves a set of strategies with the goal of INFLUENCING _____________.
human behavior.
42
Different STYLES of LEADERSHIP AFFECT COMMUNICATION , to include having a CHILLING EFFECT AND what else?
Think our different styles:
- Avoidance of responsibilities (willy nilly)
- Enhancing team -building/team accomplishments, (Kays)
- Direction by virtue of “country club” leadership (TJ)
43
What are 6 OPPORTUNITIES for formal and informal DEVELOPMENT of LEADERSHIP SKILLS?
(1) formal TRAINING
(2) EXPOSING oneself to MENTORS with extensive knowledge and experience in a variety of skills
(3) DISCUSSION GROUPS where real problem solving exercises are explored and/or resolved
(6) JOB SHARING and interagency personnel exchanges for select periods to discover personal capabilities and creativeness
(4) ASSIGNMENTS to various organizational components where additional knowledge and skills are developed and shared
(5) PARTICIPATION in PROMOTIONAL opportunities such as written examinations and assessment centers
44
Those with initiative are willing to perform with a sense of urgency and an eye for detail, that is, not waiting _______________.
exclusively for someone else to take action.
45
PLANNING should be a principle component of employee selection, that is, evaluating which candidate for promotion HAS PREPARED him- or herself BEFORE selection, not after promotion, including appropriate TRAINING designed to DEVELOP ___________ AND ____________.
skills and decision-making abilities.
46
An organization and its leadership can AVOID successful LITIGATION by practicing behaviors that follow WHAT?
LEGAL and organizational GUIDELINES,
legal TENENTS
ETHICAL performance.
47
_______________ is LIABILITY that results when the organization and or its leadership “knew or should have known” that RETAINING an employee based upon past or current behaviors, when such facts have been substantiated, symbolizes deliberate indifference to the position of trust and authority that was granted by the employing agency
negligent retention
48
Identify the ISSUES that IMPACT COMMUNICATION, motivation, and morale in the WORKPLACE.
(1) GENDER—male, female, transgender, cross gender
(2) GENERATIONAL—veterans (born before 1946), baby boomers (born between 1946 and 1964), Generation X (born between 1965 and 1977), and Generation Y (born between 1978 and 1990)
(3) VALUES
(4) WORK ethic
(5) Life/work experience
(6) Language or nationality
(7) Culture or ethnicity
(8) Physical environment, i.e., space, quality of conditions, distractions, etc.
49
***Maslow theorized that people are motivated by a ______ _______ ________.
hierarchy of needs.
50
***HERZBERG
| SATISFACTION comes from the MOTIVATOR FACTORS, including what?
ARRPAN-
Achievement,
Recognition,
Responsibility,
Personal growth and development.
Advancement,
Nature of the work itself,
51
7 Methods a supervisor can use to MOTIVATE employees.
put on A SEA WIG to motivate your people!
Assign team projects.
Set the example.
Encourage through personal words.
Appeal to ethics.
Warn with threats of disciplinary action, if necessary.
Involve employees in decision making,
Give commendations/public recognition when deserved.
52
What are the BENEFITS OF REWARDING officers and employees for job PERFORMANCE:
(1) MOTIVATES employees to a higher standard
(2) BUILDS CONFIDENCE in individual’s abilities
(3) builds ESPIRIT de corps within the unit
(4) improves PRODUCTIVITY
(5) PRODUCE AND PROVIDE
53
The desire to do something and to do it well simply cannot be ___________. The best a supervisor can do is to set up certain conditions that will maximize the probability of employees DEVELOPING ______________ in what they are doing and remove the conditions that function as constraints.
imposed
an interest
54
People accomplish more and perform at a higher standard when there is a ____________.
return for their work.
55
Supervisors must know their subordinates well enough to know what will provide___________.
motivation.
56
***There must be EFFECTIVE __________ with the employee to determine what actually is PERCEIVED as an effective _______ OR _________ (overtime, flex-time, flexible work schedule, special assignments, opportunities for personal growth etc).
COMMUNICATION
motivator or reward
57
Motivation is based primarily on the supervisor’s provision of a sound _________.
working environment,
58
In a sound working environment, the employee’s ______ and ________ to be motivated can emerge from within that person when such conditions exist.
willingness and ability
59
Be concerned with SHORT-TERM and long-term motivation, identifying _______ __________ immediately.
small improvements
60
What type of atmosphere can do the following?
(1) leads to change and the change management process
(2) motivates employees
(3) sets performance expectations
(4) encourages compliance with all applicable laws and department policies and procedures
Team atmosphere
61
The role of a supervisor is ______, not ______ and therefore requires a high level of energy and self-_______.
active, not passive,
motivation
62
Maintaining what kind of communication permits and encourages healthy discussion that will resolve differences in a mutually supportive way and that does not interfere with a first line supervisor’s role.
direct communication
63
__________ is a tactical communication tool that uses presence and words to calm difficult people who may be under severe emotional or other influences, redirect the behavior of hostile people, diffuse potentially dangerous situations, perform professionally under all conditions, and achieve the desired outcome of the encounter.
Verbal Judo
64
What are Forms of communication?
Verbal, nonverbal, electronic, and written.
65
***How semantics may affect communication?
Semantics may create MISUNDERSTANDINGS.
Semantics may adversely impact INTERCULTURAL SENSITIVITY
66
***_________ refers to the language used to achieve a desired effect on an audience. The speaker’s selection of particular words, phrasing, and connotation impacts understanding. In addition, facial expressions, voice intonations, and body language may project the speaker’s real meaning, despite the words spoken.
Semantics
67
Be mindful of ________ as well as basic _______ of your message.
OVERTONES
content
68
***What kind of listening?
____________ is a structured form of listening and responding that focuses the attention on the speaker. The listener must take care to attend to the speaker fully, and then REPEATS in the listener’s own words what he or she thinks the speaker said.
ACTIVE LISTENING
69
***What kind of listening?
| ____________ is UNDERSTANDING and RETAINING what the speaker said.
Content listening
70
***What kind of listening?
_________ is understanding and evaluating the meaning of the speaker’s message on several levels such as the LOGIC of the argument, the strength of the EVIDENCE, the VALIDITY of the conclusions, the implications of the message for you and your organization, the speaker’s intentions and motives, and the omission of any important or relevant points.
Critical listening
71
***What kind of listening?
_____________ is understanding the speaker’s feelings, needs, and wants so that you can appreciate his or her point of view.
Empathic listening
72
****COMMUNICATION:
THE FOLLOWING ARE characteristics of EFFECTIVE ______ ________.
(1) sensitive to the audience
(2) sincere
(3) clear, complete, concise
(4) mechanically and grammatically correct (5) concrete (not abstract or misdirected)
(6) without gender bias
(7) free from jargon, clichés, and buzzwords
effective written communication
73
_____________ is typically more important than managerial rewards.
Peer acceptance
74
AFFILIATION focuses on the need for WARMTH and FRIENDSHIP in work relationships. Without __________ and ________, productivity decreases.
personal communication
interaction (remember when CID went down the drain-COVID)
75
COMMUNICATION:
_________ provides an opportunity to clarify issues, reach more creative results, and build bridges over previous ___________.
Conflict
communication barriers.
76
The supervisor sets an example of self-discipline by obeying the ______ AND ________ of management.
authority and mandates
77
By creating an atmosphere of ________, the supervisor establishes discipline in the workplace.
orderliness
78
Acting as a DISCIPLINARIAN for subordinates involves providing POSITIVE FEEDBACK, such as ______ and ________an officer to COMPLY willingly with the policies and procedures of the agency
training and counseling
79
FEATURES of an EFFECTIVE DISCIPLINE policy.
(1) certainty
(2) fairness
(3) consistency
(4) timely
(5) adherence to applicable laws, rules, policies, and procedures
(6) consideration of subordinate’s work history
(7) appropriate form of discipline for the violation
(8) reinforcement of expected behavior
(9) appropriate follow-up
(10) ability to reduce the validation of claims of disparate treatment
80
Once dealt with, unless there exists a performance improvement plan or last chance agreement, the discipline, if issued, ______________.
completes the process and is not a continuing reference point for the supervisor.
81
________ is liability that results when a supervisor HAS KNOWLEDGE of an officer’s MISCONDUCT and FAILS to take CORRECTIVE action
failure to discipline
82
Name Case law that deals with failure to discipline.
Shaw v. Stroud, 13 F.3d 791 (4th Cir. 1994)
83
______________ provides PROTECTION FROM AGENCIES' or independent contractors’ retaliatory actions against an employee who reports a public employer or independent contractor for violations of law that create a danger to the public’s health, safety, or welfare, or that result in gross waste, fraud, abuse, or neglect of duty.
The Whistle-blower’s Act
84
Acting as a DISCIPLINARIAN for subordinates involves PROVIDING POSITIVE FEEDBACK, such as ________ and _________ an officer to comply willingly with the policies and procedures of the agency.
training and counseling
85
_____________ are COURSES OF ACTION, often BROAD AND FLEXIBLE, adopted and pursued by an agency that PROVIDE GUIDANCE on the department’s philosophy on identified
issues
Policies
86
__________ are DETAILED DESCRIPTIONS of HOW a POLICY is to be IMPLEMENTED, INCLUDING the STEPS to be taken, the frequency of the task, and the persons responsible for completing the tasks.
Procedures
87
_________ are NARROWLY defined courses of action, or PROHIBITED courses of action, that enhance the legal and ethical conduct of an organization’s employees.
Rules
88
***Identify the supervisor’s role in IMPLEMENTING policy successfully.
BEET policy into them
(1) BUY INTO and SUPPORT the POLICY
(2) Ensure that the police is EXPLAINED to subordinates.
(3) ENFORCE the policy as authorized
(4) Demonstrate a TEAM SPIRIT.
89
Most supervisors are promoted into their new role as a RESULT OF COMPETENCY with the task portion of their___________.
former position
90
Supervisors must first understand their ________ AND ________ before they attempt to successfully supervise their subordinates.
personality and motivation
91
***Herzberg’s Motivation-Hygiene Theory:
| SATISFACTION comes from the MOTIVATOR factors, including:
ARRPAN-
Achievement,
Recognition,
Responsibility,
Personal growth and development.
Advancement,
Nature of the work itself,
92
***Herzberg’s Motivation-Hygiene Theory:
| DISSATISFACTION comes from the :
JES
Job,
Environment, or
Situation.
93
***Herzberg’s Motivation-Hygiene Theory:
| DISSATISFACTION can be CHANGED through various hygiene factors such as:
PASS WI can make it better
```
Policies and procedures,
Administration,
Supervision,
Salary,
Working conditions, or
Interpersonal relations.
```
94
In the PLANNING model, what does PODSCRB mean?
```
Planning
Organizing
Directing
Staffing
Coordinating
Reporting
Budgeting
```
95
In PODSCROB
| What is-Forecasting the needs of the organization required to meet mission goals and objectives
planning
96
In PODSCROB
| what is grouping together sub systems in order to achieve efficiency, effectiveness, and productivity
Organizing
97
In Podscrob
| What is telling people what to do when to do it and how to do it?
Directing
98
IN PODSCROB
| What is Recruiting, selecting, training, and ASSIGNING employees for PERFORMING necessary TASKS?
Staffing
99
In PODSCROB
| What is managing employees and resources for UNIFIED RESPONSE and performance?
Coordinating
100
In Podscrob
| What is providing in receiving FEEDBACK to enhance performance?
Reporting
101
In PODSCROB
| What is allocating funds to accomplish the goals and objectives of the organization?
Budgeting
102
What is the SWOT analysis in effective planning decisions?
Evaluating
- Strengths
- Weaknesses
- Opportunities
- Threats
103
__________ is A worksite-based program designed to assist an agency in addressing productivity issues and twisters employees and identifying and resolving PERSONAL CONCERNS, such as health, family, marital, financial, legal, emotional issues that may affect job performance
Employee assistance program EAP
104
***_________- is A violation of a DUTY TO ACT with REASONABLE CARE toward others that causes a reasonably foreseeable harm or injury.
Negligent tort
105
___________ Is a WILLFUL action by a person directed towards another person that RESULTS IN HARM to that person.
Intentional tort
106
How many work weeks is an employee eligible for FMLA?
Up to 12 weeks
107
***What is The most common area of liability against a supervisor over the last decade, which applies to any supervisor who fails to stop or intercede in an unconstitutional act?
Failure to intervene
108
***Failure to intervene LIABILITY occurs under what 4 conditions?
1-if that supervisor has a reasonable OPPORTUNITY TO INTERVENE
2-if the supervisor has a REASON TO KNOW that EXCESSIVE force is being used
3-if a citizen has been UNJUSTIFIABLY ARRESTED
4- if any CONSTITUTIONAL VIOLATION has been committed
109
***Identify the POTENTIAL LIABILITY associated with use of force incidents:
(1) LITIGATION
(2) CRIMINAL charges
(3) SANCTIONS against the officer his or her supervisor, the organization, or any combination thereof
110
***officers must follow their department’s use of force policy in order to REDUCE LIABILITY and avoid ______ action or ________ of employment.
disciplinary
termination
111
*** What are the PROVISIONS of the “castle doctrine,” in relation to the right to protect person or property with the use of force?
(1) PRESUMPTION of INTENT to cause death or great bodily harm
(2) the RIGHT to USE ANY MANNER of FORCE, including deadly force, to defend self or
property
(3) NO DUTY TO RETREAT but can “stand your ground” and “meet force with force” if necessary
(4) PROTECTION AGAINST PROSECUTION under provisions of this statute
(5) PROHIBITS criminals and their families from SUING VICTIMS for injuring or killing the criminals who have attacked them
112
***Describe the INFLUENCE of EFFECTIVE SUPERVISION on MANAGEMENT.
(1) Objectives are achieved more effectively and at a REDUCED COST (cost is not always measured in dollars but ALSO IN TIME).
(2) Management can identify additional steps or objectives in CLOSER PROXIMITY to one another.
(3) TRAINING DOLLARS, if involved, are utilized more wisely and redundancies may be controlled or eliminated altogether.
(4) LEADERS are more EASILY RECOGNIZED NOT only BY their INDIVIDUAL activities, but by the accomplishments of the ENTIRE UNIT THE LEAD
113
***Examples of interest groups, are:
Employees, community, victims or their families, offenders or their families, and advocate groups. Prosecutorial agencies, public defenders or private attorneys, and the judiciary
114
***The supervisor acts as a MENTOR when AIDING A SUBORDINATE to REACH his or her potential or specific GOALS through:
CCGSI (help me reach goals through CCGSI)
```
Coaching,
Counseling,
Guiding,
Sponsoring,
Imparting knowledge.
```
115
***Through mentoring, supervisors can help employees:
Mentoring is not just a FAD
- FOSTER good RELATIONSHIPS between managers and officers,
- ADVANCE their careers,
- DEVELOP a DEEPER COMMITMENT to the goals and values of the organization.
116
***_________ is understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another person.
Should be communicated in a manner that is not likely to be misconstrued by the person.
EMPATHY
117
****________ can never be delegated; projects and people can be delegated, but the “buck” remains with the supervisor
Responsibility
118
***Name some identifiable characteristics of an EFFECTIVE PLAN
An effective plan is a FLEXIBLE PLAN SEC
------------------------
Flexibility
Provisions for standards of operations
Likelihood of achievement
Anticipated effect on future operations
Necessity
Simplicity, directness, and clarity
Economy in terms of resources needed for implementation
Clearly defined objectives and goals
119
***_________ is liability that a supervisor bears for the ACTIONABLE conduct
of a SUBORDINATE
vicarious liability
120
***What is the right to protect person or property with the use of force?
The Castle Doctrine
(1) presumption of intent to cause death or great bodily harm
(2) the right to use any manner of force, including deadly force, to defend self or
property
(3) no “duty to retreat” but can “stand your ground” and “meet force with force”
(4) protection against prosecution under provisions of this statute
121
***What is the supervisors ROLE in a critical incident?
LOOK OUT FOR YOUR OFFICERS!
1) Defuse at the scene to calm the officer and show support. Educate the officer
about normal reactions to expect.
(2) Protect the officer from the news media.
(3) Debrief two to three days after the incident to gain a thorough and structured
review of the officer’s actions and/or feelings.
(4) Recognize indications or symptoms of stress.
(5) Offer education and counseling through the Employee Assistance Program or
professional services, as appropriate.
(6) Do not interfere with any related investigation.
(7) Be available to listen and offer support.
(8) Follow up with appropriate actions as needed.
LOOK OUT FOR YOUR OFFICERS!
122
***MASLOW'S NEEDS-
| Needs change over time, and _______ level needs must be satisfied before ______ level needs can be satisfied.
lower
| higher
123
***MASLOW'S NEEDS-
| lower level needs are :
basic, and safety (economic behavior)
124
***USE OF FORCE
An officer’s response should be ________ and necessary based upon the subject’s resistance and the totality of the circumstances. See court case _______vs _____
objectively reasonable
Graham v. Connor, 490 U.S. 386 (1989).
125
**________ IS conduct where a supervisor, employee, or someone with the ability to affect the victim’s terms and conditions of employment demands sexual favors IN RETURN for job security or other benefits.
quid pro quo
126
***The GENERAL ROLE of a SUPERVISOR within the agency, is the unique responsibilities for COMMUNICATING and IMPLEMENTING MANAGEMENT DIRECTIVES to _________ as well as REPRESENTING OFFICER'S NEEDS and concerns to ______________.
officers
| MANAGEMENT
