Supervising Police Personnel Flashcards Preview

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Flashcards in Supervising Police Personnel Deck (203):
1

The most important responsibility

making timely and accurate decisions

2

Only thing worse that making a bad decision

making no decision

3

The essence of being human

making decision, the exercise of free will

4

between stimulus and response

space

5

the start of a good decision

a stop, forced space for reflection , evaluation, and alternatives

6

watch your thoughts

lead to attitudes

7

watch your attitudes

lead to words

8

watch your words

they lead to actions

9

watch your actions

they lead to habits

10

watch your habits

they lead to character

11

watch your character

it determines your destiny

12

four intelligences

physical, mental, emotional, spiritual

13

emotional intelligence

ability to express or repress our emotions intelligently to the advantage of self and others

14

character

what we stand for and how we stand for it

15

competence

what we perform and how we perform it

16

purpose driven leadership

gives meaning, focuses leadership, motivates, is fulfilling

17

ethical decisions

the most complex and tough decisions made by supervisors

18

delegation

never make a decision that should be delegated, delegate to empower, mentor, and manage your time. delegation is inseparable from leadership

19

timing

is as important as the actual decision itself. do not force a decision that you can reasonably delay.

20

is it your decision

make sure it is within your responsibility, otherwise offer an opinion when asked only.

21

take extra care if

the decisions can cause serious injury, jeopardize important relationships, damage reputation, adversely affect values and vision.

22

enforce the rules

a desire to not enforce rules to remain popular or avoid negative emotions will ruin the leader

23

use personal experience

your experience matters more than others

24

focusing illusion

not seeing the big picture. one fact or choice particularly stands out and cause one to overlook others

25

wanting verse liking

just because you want something does not mean you will like it once you have it

26

satisficer

have a min. threshold, know what is acceptable

27

maximizer

strive to squeeze the very best out of every decision, spend so much effort on making a decision they do not appreciate the results of that decision

28

heart

listen to your heart, the hardest thing to do and the right thing to do are often the same thing

29

discipline

common to all successful people, willpower embodied

30

confidence

apply the nine rules, know your strengths, know the strengths of your team, know your purpose, once a decision is made confidence becomes fortitude

31

participation

those that will be affected by the decision should participate in the process. but a simple majority does not rule. you are still responsible for the decision

32

chance

a part of every decision, minimize chance, but do not let it paralyze you

33

intuition

rely on your good sense and instinctive feelings. personal insights are an important tool

34

balance Chap. 1

successful decision making relies on a balance between and intuition and deliberate decision making

35

adaptive unconsciousness

a giant computer that rapidly and quietly processes a lot of data that we need to function as human beings

36

deliberate thinking

sets the stage for accurate rapid cognition and correct first impressions

37

future

look ahead, foresight, free yourself from past wrong decisions,

38

signature strength

a trait we always carry with us and use frequently

39

nine rules when approaching a decision

never make a decision that should be delegated, never make a decision that you can reasonably delay. is the decision yours to make. extra care on important decisions. enforce the rules. use personal experience. want versus like. satisficng maximizing

40

seven steps in decision making

heart, discipline, confidence, participation, chance, intuition, future.

41

supervision

pertains to things: deployment, schedules, resources, statistics. is the right to command

42

leadership

pertains to people: empowerment, vision, teamwork. is the capacity to command

43

leader commands

based on an individually developed capacity to use power, supervisors are based on possession/rank

44

understanding values serves four critical functions

individual compass. connect communication. purposes. strengths.

45

compass from values

set of values within a person and the organization that directs action

46

communication from values

understanding of human values. mutual trust based on appreciation of values and understanding of points of view.

47

Purposes from values

serve as an end goal

48

strengths

all that we value becomes a part of us. we lead others according to our strengths based value system

49

a value is

an enduring belief that a specific goal and means of attaining that goal are very important.

50

value programming periods are (3)

imprinting. modelling. socialization

51

2 ways to change our values

significant emotional event and major and profound dissatisfaction.

52

trust

the genesis of all human relationships. can i trust you can you trust me? can i trust the department? does the department trust me? am I being heard? am I hearing you?

53

a trustworthy Character has three elements

integrity, maturity, win win mindset. determined and defined not by what we want say or think, but rather by what we do.

54

integrity

behaving in a way that is grounded in principles

55

maturity

emotional maturity. an understanding of self and others.

56

win win

the third alternative based on integrity and maturity and abundance mentality.

57

three elements of competence

technical competence. knowledge. teamwork.

58

develop strengths

discover what is unique about a person and capitalize on it. help develop strengths to improve satisfaction, happiness and performance. successful leaders develop strengths and don't focus on weak areas

59

management

the organizational right to command

60

ethics

a body of moral principles and values, how we should behave, they are the same in all aspects of our lives. there are no professional ethics

61

ethos

guiding beliefs

62

morals

right conduct

63

honesty

intending to act morally and thus subscribing to ethical principles

64

integrity

behaving morally and thus manifesting ethical principles. having integrity means you are whole and at peace. not easy.

65

integral

wholeness

66

three approaches to ethical dilemmas

1. neglect 2. compliance based programs 3. values orientated programs

67

values orientated programs

integrate ethics with department culture,

68

six pillars of character

1. trustworthiness 2.respect 3. responsibility 4. fairness 5. caring 6. civic virtue

69

two basic laws of supervision

1. whatever you allow, you encourage 2. whatever employees will do for you, they will do to you.

70

being a police supervisor is a public trust

true

71

the law and ethics

legal rules are the bottom or minimum they are not ethical guidelines. obeying the law is easy compared to making ethical decision making

72

self deception and rationalization

can make ethical decisions more difficult

73

2 approaches to conceiving a vision

top down bottom up

74

bottom up vision advantage

shared ownership and shared accountability

75

change is a______________

constant

76

how does a vision relate to change

acts a guidebook, a way to navigate the different changes that an organization is constantly faced with.

77

importance of clarity

the highest. followers need to know who we serve? what are our core strengths? what is our core score? what actions can we take today?

78

a change poses two questions to an organization:

1. does it challenge our visions? how does it affect our goals?

79

3 steps to strategic thinking

1. recognize insight 2. ask the right questions 3. tune in

80

the major feature of a vision or strategy must be____

clarity

81

a vision expresses

purposes and values as tangible signposts

82

a strategy provides

steps needed to make the vision and mission a reality

83

objectives are long or short range?

short range, 3-12 mos

84

what is required to anticipate trends?

a heightened perception of the ways our lives change and adapt

85

decisions by managers and supervisors are largely shaped and driven by their ___________

emotional intelligence. most often EI prevails in conflicts with other intelligences

86

three significant research findings regarding EI

it is learn-able. it is test-able. research shows that our mental skills determine top performers and EI plays a more important function at higher supervisor levels.

87

4 primary domains of Emotional Intelligence

1. self awareness 2. self discipline 3. social awareness 4. relationship management

88

Your EI starts and stops with which domain?

self awareness

89

psychological wealth consists of four dimensions

1. life satisfaction 2. low negative feelings 3.positive feelings 4. contributing to society

90

_________________ is the core of psychological wealth

happiness

91

emotions have four components

1. feelings 2. sensory 3. thinking 4. action

92

happiness is something you ________________

have control over

93

____________ is an often overlooked factor in better workers

happiness

94

three ways you can value your work

1. as a job 2. as a career 3. as a calling

95

when there is a confluence of values strengths and challenges there is

job fit or a flow, a calling work value

96

we are as happy as ____________

we want to be. most of us our mildly happy most of the time.

97

the first step toward positivity and elevating your set point is:

challenge all incoming negative thoughts

98

the three key variables for causing happiness

1. purposes 2. relationships 3. gratitude

99

you happiness set point is embedded

but it can still be moved

100

____________ style of leadership is on the rise as police organizations face increasingly complicated problems

team

101

leaders must let go the belief that we must __________ that which we care about.

control

102

______________ is the right to command

authority

103

position, right to reward, right to sanction provide you with __________

authority

104

your expertise and experience gives you ________ to lead

power

105

___________ is the capacity to command

power

106

______________ is a relationship to influence people toward the attainment of a goal

leadership

107

supervisors need to manage relationships with everyone, even ______________

their boss

108

1. assume responsibility 2. work hard 3. challenge 4. champion change 5. withdrawl

courageous membership

109

to be a team leader you have to ______ the team building activities

live, it is a constant and on going process

110

1. accentuate the positive 2. know what is going on 3. get attention through vision 4. create meaning through communication 5. build trust through integrity 6. deploy through positive self-regard 7. master change 8. afford empowerment

team building activities

111

what is the first thing you should do with your vision?

convey it to others

112

to be effective you need to establish __________ first, vision and ideas come second

integrity

113

the majority of leadership failures are

integrity failures

114

1. competence 2. positive regard for others 3. wallenda factor

triangle of positive self-regard

115

wallenda factor

think about success not failure, stay on the rope

116

the worst mistakes a leader can make are (3)

ducking responsibility taking too much credit engaging in group think

117

police employees are___________ employees

volunteer

118

informal team leadership is a ___________ phenomenon

natural

119

the better we __________ ourselves the better we can lead tohers

manage

120

fourth generation management is _____________ driven.

purpose driven

121

fourth generation management is a remainder that: people or things are more important?

people

122

time management divides tasks into four categories based on what two dimensions?

importance and urgency

123

we can change our experience of time by changing what we_________ and _____________

feel and think

124

time is not an ________

absolute

125

fourth generation management defines our individual ________, including _______ and _______ are prioritized

mission, roles, goals

126

activities should be scheduled by the day or the week?

week.

127

1. develop a mission statement 2. record and define your roles 3. Identify your goals 4. Plan and schedule your week 5. Act and be flexible

Steps to become a category II supervisor

128

define category II

focus on things that our important but not urgent, the crux to managing ourselves and others.

129

as a police leader you are responsible for preventing stress from attacking the _________ of you and your staff.

vitality

130

_______ is a demand on us to change

stress

131

how we_________ stress determines whether or not it is harmful or helpful

handle

132

1. personal 2. environmental 3. organizational/social

the three sources of stress

133

hyperstress hypostress eustress distress

four dimensions of stress

134

pessimism devolves into __________________

helplessness

135

well managed stress can promote __________

vitality

136

one of the most negative stessors is

an attack on one's integrity

137

optimism is a ___________ that can be learned

skill

138

anger, while a normal response, should not be ____________ and ____________________

excessive and prolonged

139

supervisors can convert stress to a positive by doing two things

1. self discipline 2. empowering others

140

1. supportive relationships 2. mental discipline 3. helping others 4. the three r's (reading, relaxation, recreation) 5. altruistic egoism 6. being happy

six strategies for maintaining vitality

141

to ensure wellness and vitality we need _____________ plan

custom designed plan

142

a negotiation strategy that tries to decide issues on their merits, rather than who wins. it is both easy and tough

principled negotiations

143

1. Do not bargain over positions 2. Being nice is not the answer 3. Separate the people from the issue 4. Concentrate on issues not positions 5. Generate a number of options 6. Adopt objective criteria

the six steps to getting toy es in principled negotiations

144

the most common type of poor employee and also the most difficult to correct

the malcontent

145

these issues are natural and therefore a normal phenomenon

human driven issues

146

who is responsible for converting dysfunctional conflict to productive energy

supervisors

147

1. Existing conditions 2. Our attitudes 3. Our thoughts 4. Our behavior

what causes issues, what emanate form

148

!. Malcontent 2. Immoral 3. Unprofessional 4. Illegal

four types of problem employees

149

steps of a citizen complaint

1. receipt 2. investigation 3. adjudication

150

media relations have ____________ consequences

far reaching

151

the first step in proper media handling is

taking responsibility for tackling the problem

152

1. synergy 2. interdependence 3. a support base

three benefit teams provide to group effectiveness

153

training objectives must support ____________ and be _______________

organizational activities and be realistic

154

team training requires ___________ thinking and effort

interdependent

155

is this about their issue or mine?

question asked by good supervisor coaches

156

your delivery of training should be subject to ___________ by your boss, yourself and trainees

constant evaluation

157

teamwork can only occur with _______________ and ______________

mutual trust and team training

158

trust is based on knowing the other's ___________

values

159

the basis for team based decision making is

team training

160

___________ training is a key responsibility of a police supervisor

team

161

___________ ________________ is the cornerstone for team training in a diverse workforce

emotional intelligence

162

1. non-negotiable high standards 2. Opportunities 3. Character 4. Emotional Intelligence 5. Teamwork

five base line conditions or practices that evidence a spirit of excellence and high performance

163

SBO

Supervise by objectives

164

1. Identify the issue 2. make a specific statement 3. Alternative strategies 4. Select alternative 5. Implementation 6. Evaluation 7. Feedback

Steps to set an objective

165

PDRS

performance domain rating scale

166

police supervisors who _______ their work typically out perform others

plan

167

in SBO the objectives must be _____________

specific

168

in SBO the objectives need to be set in ____________

collaboration with the employee

169

in SBO, the objectives should be used

to measure performance

170

1. Behavioral motivation 2. Control 3. Feedback

the three key reasons for assessing a person's performance

171

for a performance system to be valid and reliable it must be

job related

172

Delegation + Participation
_____________________ =
Trust

Empowerment

173

supervisors are responsible for ___________ their staff to accomplish the mission for the department

motivating

174

motivated workers have ___________ performance and job satisfaction

improved/high

175

motivating others starts_______________

with yourself

176

individual job satisfaction_____________ group moral

determines

177

the most critical requirement for praising people is

sincerity

178

retaining employees depends on

the supervisor's ability to motivate

179

empowerment is a known positive but

few supervisors practice it

180

four parties benefit from successful delegation. they are:

1. Community
2. Department
3. Supervisor
4. Staff

181

1. Stewardship
2. Go-fer
3. Dump
4. Micro

four types of delegation. only stewardship is effective in empowering

182

building a workplace context requires training, high standards, values, needs communication, rewards, reprimands, feedback and most of all _______

trust

183

______________________ is participative supervision

teamwork

184

the key to _____________ is sharing

participation

185

uncontrolled empowerment results in ______________ mentality

entitlement

186

delegation participation and trust lead

empowerment

187

POP and COP are_______________ not _________

complementary identical

188

a police department can adopt two different crime control strategies - but they must be __________

compatible

189

POP improves on crime fighting tactics by adding ______________ and __________

pro activity
thoughtfulness

190

the common linkage between COP, POP, and professional crime fighting model is:

crime control

191

for POP to succeed patrol work needs to be give __________ status

enhanced

192

POP emphasizes _____________ over efficiency

effectiveness

193

POP has 11 steps that commence with the _________ of problems

grouping

194

problems are best identified by who?

line employees

195

those who identified the problem are probably in the best position to decide what?

The information needed to solve it

196

the act of _______________ will improve performance

measuring performance

197

collecting data is not enough you need to do what?

use it was a measuring tool

198

the main reason agencies resist performance measures is what?

see the measurement as a threat

199

can crime prevention be measured?

yes, everything can be measured

200

Inputs
activities
outputs
outcomes
explanatory notes
are the _____________ of performance measurement

essentials

201

identifying important measurables depends on agreeing on what?

principled and practical values

202

1. statistical
2. oversight
3. community
4. pro-steering

the four approaches to measuring agency performance

203

to learn from our successes we need to __________ them

study