Chapter 5 - Implementing Community Policing Test Questions and Answers Already Passed
True - Answers Police tend to resist change and like the status quo: T or F?
Technological advances, demographic changes, fiscal restraints, shifting values, citizen fear of crime and
disorder - Answers Issues that require departments to change
1. Police field preoccupied with management, procedures, and efficiency to the exclusion of appropriate
concern for effectiveness in dealing with substantive problems
2. Police devote most of their resources to responding to calls rather than acting on own initiative to
prevent or reduce community problems
3. Community is a major resource with an enormous potential for reducing magnitude of problems that
otherwise become the business of the police
4. Police have rank-and-file officers at their fingertips whose time and talent hasn't been used effectively
5. Efforts to improve policing have failed because they have not been adequately related to the overall
dynamics and complexity of the police organization - Answers 5 concerns that have strongly influenced
the development of problem-oriented policing
Innovators, early adopters, early majority, late majority, late adopters - Answers Five categories of
adopters
Risk takers, embrace uncertainty and change - Answers Innovators
Opinion leaders, people come to for advice - Answers Early adopters
Accept new ideas slightly ahead of the majority - Answers Early majority
More skeptical, persuaded but require a great deal of pressure - Answers Late majority
Most difficult to convince, tend to be suspicious of all innovations - Answers Late adopters
Better-educated police officers, more diversity, and a shift in incentive - Answers Changes that have
already occurred that should make the transition easier
Community partnerships, problem solving, change management - Answers Three core components of
community policing
The development of an overall strategy to examine the present state of an organization, envision the
future state of the organization, and devise a means of moving from one to the other - Answers Change
management
To be effective, change management must be properly managed and recognize a need for change,
communicate a clear vision, identify the specific steps required for positive change to occur, and commit
to the change - Answers How is change management effective?
, Requires the commitment of a leader who is open, willing to make change, and supports decisions with
steadfastness and energy - Answers A successful transition requires what?
Participatory leadership - Answers Alternative to the autocratic style of management
A management style in which each individual has a voice in decisions, but top management still has the
ultimate decision-making authority - Answers Participatory leadership
Dysfunctional relationship between the administration and the union, apathy and nonparticipation,
hidden agendas, informal leaders, lack of communication, and power culture holding onto the status
quo - Answers Barriers to participative or shared leadership
Means management welcomes employees' ideas and input - Answers Democratic leadership
Intelligent foresight; starts with a mental image that gradually evolves from abstract musings to a
concrete series of mission statements, goals, and objectives - Answers Vision
Examining the department's past for strengths/weaknesses/successes/failures - Answers Important
steps in creating a vision
To reflect the personnel within the department and the community they serve - Answers Visions must
be tailored to reflect what/who?
Risk of failure is high - Answers With union support, what happens?
Likelihood of permanent shifts and assignments, perceived increase of power and influence the
community has, officer safety concerns, etc. - Answers Issues that unions are concerned about
Officers/support personnel - Answers Line staff
Sergeants - Answers First-line management (supervisors)
Captains/lieutenants - Answers Middle management
Chief - Answers Top management
Bottom to top: officers/support personnel, sergeants, captains/lieutenants, chief - Answers Typical
police department management structure
Unlike a typical pyramid organization chart, the top is pushed down and the sides are expanded at the
base; in a police dept, this means fewer lieutenants, captains, staff departments, and staff assistants but
more sergeants and patrol officers - Answers Flat organizations
Pushing authority and decision-making as low as possible - Answers What are progressive organizations
doing?
Granting authority and decision making to lower-level officers - Answers Empowered
True - Answers Police tend to resist change and like the status quo: T or F?
Technological advances, demographic changes, fiscal restraints, shifting values, citizen fear of crime and
disorder - Answers Issues that require departments to change
1. Police field preoccupied with management, procedures, and efficiency to the exclusion of appropriate
concern for effectiveness in dealing with substantive problems
2. Police devote most of their resources to responding to calls rather than acting on own initiative to
prevent or reduce community problems
3. Community is a major resource with an enormous potential for reducing magnitude of problems that
otherwise become the business of the police
4. Police have rank-and-file officers at their fingertips whose time and talent hasn't been used effectively
5. Efforts to improve policing have failed because they have not been adequately related to the overall
dynamics and complexity of the police organization - Answers 5 concerns that have strongly influenced
the development of problem-oriented policing
Innovators, early adopters, early majority, late majority, late adopters - Answers Five categories of
adopters
Risk takers, embrace uncertainty and change - Answers Innovators
Opinion leaders, people come to for advice - Answers Early adopters
Accept new ideas slightly ahead of the majority - Answers Early majority
More skeptical, persuaded but require a great deal of pressure - Answers Late majority
Most difficult to convince, tend to be suspicious of all innovations - Answers Late adopters
Better-educated police officers, more diversity, and a shift in incentive - Answers Changes that have
already occurred that should make the transition easier
Community partnerships, problem solving, change management - Answers Three core components of
community policing
The development of an overall strategy to examine the present state of an organization, envision the
future state of the organization, and devise a means of moving from one to the other - Answers Change
management
To be effective, change management must be properly managed and recognize a need for change,
communicate a clear vision, identify the specific steps required for positive change to occur, and commit
to the change - Answers How is change management effective?
, Requires the commitment of a leader who is open, willing to make change, and supports decisions with
steadfastness and energy - Answers A successful transition requires what?
Participatory leadership - Answers Alternative to the autocratic style of management
A management style in which each individual has a voice in decisions, but top management still has the
ultimate decision-making authority - Answers Participatory leadership
Dysfunctional relationship between the administration and the union, apathy and nonparticipation,
hidden agendas, informal leaders, lack of communication, and power culture holding onto the status
quo - Answers Barriers to participative or shared leadership
Means management welcomes employees' ideas and input - Answers Democratic leadership
Intelligent foresight; starts with a mental image that gradually evolves from abstract musings to a
concrete series of mission statements, goals, and objectives - Answers Vision
Examining the department's past for strengths/weaknesses/successes/failures - Answers Important
steps in creating a vision
To reflect the personnel within the department and the community they serve - Answers Visions must
be tailored to reflect what/who?
Risk of failure is high - Answers With union support, what happens?
Likelihood of permanent shifts and assignments, perceived increase of power and influence the
community has, officer safety concerns, etc. - Answers Issues that unions are concerned about
Officers/support personnel - Answers Line staff
Sergeants - Answers First-line management (supervisors)
Captains/lieutenants - Answers Middle management
Chief - Answers Top management
Bottom to top: officers/support personnel, sergeants, captains/lieutenants, chief - Answers Typical
police department management structure
Unlike a typical pyramid organization chart, the top is pushed down and the sides are expanded at the
base; in a police dept, this means fewer lieutenants, captains, staff departments, and staff assistants but
more sergeants and patrol officers - Answers Flat organizations
Pushing authority and decision-making as low as possible - Answers What are progressive organizations
doing?
Granting authority and decision making to lower-level officers - Answers Empowered
