Test Bank For Police Administration: Structures,
Processes, and Behaviors 10th Edition questions and
answers
Investigative Style four - regulatory inspection - Inspection and regulatory work that
uncovers the existence of a crime. Actual follow-up investigations may be assigned to
others. Example: pawn shop, and salvage yard inspections
Investigative style five - passive notation. - Primarily report, taking and support functions
with only selective investigative effort. For example: stolen property reports and bad
check cases.
Investigative style six - discovery enforcement - Largely proactive investigations were
covert police officers, detect the occurrence of crime, and identify suspects
Causes for tension between line and staff - Staff personnel attempt to assume authority,
over line elements instead of supporting and advising them.
Staff personnel failed to give sound advice because their ideas are not fully thought out
and tested or two academic.
Communication problems for example, failing to explain new plans, or procedures
Informal Organizational Structure - Built on friendships and common desires. May have
goals that may or may not coincide with the formal organizations goals. Own style of
communication and behavior patterns, as well as a system of rewards and punishments
to ensure conformity.
Informal organization characteristics - Naturalness : natural and spontaneous, it does
not ordinarily take on characteristics of A social group as a result of an order from a
Higher authority. Informal group, evolves, and develops in response to conditions and
needs of people in the organization.
Interactions/group dynamics: group members interact with each other, because they
want to they have a natural spontaneous desire to do so.
Empathy: members of a social group, have a high degree of attraction and sympathy for
each other. They like to be with each other.
Social distance: do not feel too much social distance. They do not feel that there are
status or other types of barriers, such as ethnic, gender, racial.
,Democratic orientation: uninhibited, communication, and self-expression
Leadership: leaders tend to emerge naturally from the group.
Group pressures one aspect of the social group is the pressure exerted to get members
to conform to the group standards in thought and action
Cohesiveness in unity in order to endure a social group must have a certain amount of
cohesiveness. Members must have sufficient desire to be long, to keep the group
together, and in continued existence.
Two definitions of leadership - 1: relating the Police Department to the larger
environment, such a city Council, the news, media, civic organizations, and the general
public.
2: influencing others to use their energies willingly and appropriately To facilitate the
achievement of the department goals.
Leadership/Management Skills - effective administrators must be both leaders and
managers. Leadership and management skill sets are usually not coequal. Instead they
represent a mix. It seems inevitable that leaders subconsciously or through
introspection gravitate towards assignments that they are a good match with their skill
set.
Key characteristics of affective senior police leaders - ethical behavior
Trustworthy
legitimacy
Being a role model
Communication
Decision making
Critical, creative/innovative
Activities of a senior leader - Create a shared vision
Engendering organizational commitment
Caring for subordinates
Driving in managing change
Problem solving
rational-legal authority - A grant of authority made by an organization to a position, the
incumbent of which uses it for fulfilling their job responsibilities
Power - A grant of authority. To a large extent power is A grant made by the lead to the
leader.
Socialized power - A want, or need to have a positive impact on a police departments
administration and operations.
, Power needs - The need to be in control for selfish reasons.
Leadership skill mix - human relations - The capacity to enter, relate positively with
other people who are at All levels of the police department.
Leadership skill mix - conceptual skills - The ability to understand, and entirely various
parcels of information that seem unrelated or those for which the meaning or
importance is not immediately apparent.
Leadership skill mix-technical skills - These skills vary by level within the department. A
patrol sergeant must be able to help subordinates develop skills and handle specific
calls for service.
Great Man theory's - Carlyle believed, usually gifted people made history
Hegel Believe that it was events that produced the great man
Big Five - The result of efforts to find a small number of broad traits into which many
specific traits can be placed
Organizational citizenship behavior - OCB - Subtle things employees do voluntarily and
are not required to do or expected, but contribute to the overall organizational
effectiveness
authoritarian leadership - My way or the highway mentality.
Makes all decisions, closely controls work, and is a micromanager.
democratic leadership - Encourages individuals or group participation in matters
affecting the organization.
laissez-faire leadership - LFL - Takes a passive hands-off posture.
Down's 4 Leader Styles - Climbers: are strongly motivated by power and prestige,
needs to invent new functions for the unit, especially if they have not already performed
elsewhere.
Conservers: have a bias of maintaining things as they are. they become attached to job
security.
Zealots: has behavior that stems from two sources, they're narrow interest, and the
missionary like energy they focus, almost exclusively on their special interest.
Advocates: They appear highly partisan, two-out Sanders, but within their unit, they are
fair and impartial, developing well rounded programs. They promote everything under
their command.
Processes, and Behaviors 10th Edition questions and
answers
Investigative Style four - regulatory inspection - Inspection and regulatory work that
uncovers the existence of a crime. Actual follow-up investigations may be assigned to
others. Example: pawn shop, and salvage yard inspections
Investigative style five - passive notation. - Primarily report, taking and support functions
with only selective investigative effort. For example: stolen property reports and bad
check cases.
Investigative style six - discovery enforcement - Largely proactive investigations were
covert police officers, detect the occurrence of crime, and identify suspects
Causes for tension between line and staff - Staff personnel attempt to assume authority,
over line elements instead of supporting and advising them.
Staff personnel failed to give sound advice because their ideas are not fully thought out
and tested or two academic.
Communication problems for example, failing to explain new plans, or procedures
Informal Organizational Structure - Built on friendships and common desires. May have
goals that may or may not coincide with the formal organizations goals. Own style of
communication and behavior patterns, as well as a system of rewards and punishments
to ensure conformity.
Informal organization characteristics - Naturalness : natural and spontaneous, it does
not ordinarily take on characteristics of A social group as a result of an order from a
Higher authority. Informal group, evolves, and develops in response to conditions and
needs of people in the organization.
Interactions/group dynamics: group members interact with each other, because they
want to they have a natural spontaneous desire to do so.
Empathy: members of a social group, have a high degree of attraction and sympathy for
each other. They like to be with each other.
Social distance: do not feel too much social distance. They do not feel that there are
status or other types of barriers, such as ethnic, gender, racial.
,Democratic orientation: uninhibited, communication, and self-expression
Leadership: leaders tend to emerge naturally from the group.
Group pressures one aspect of the social group is the pressure exerted to get members
to conform to the group standards in thought and action
Cohesiveness in unity in order to endure a social group must have a certain amount of
cohesiveness. Members must have sufficient desire to be long, to keep the group
together, and in continued existence.
Two definitions of leadership - 1: relating the Police Department to the larger
environment, such a city Council, the news, media, civic organizations, and the general
public.
2: influencing others to use their energies willingly and appropriately To facilitate the
achievement of the department goals.
Leadership/Management Skills - effective administrators must be both leaders and
managers. Leadership and management skill sets are usually not coequal. Instead they
represent a mix. It seems inevitable that leaders subconsciously or through
introspection gravitate towards assignments that they are a good match with their skill
set.
Key characteristics of affective senior police leaders - ethical behavior
Trustworthy
legitimacy
Being a role model
Communication
Decision making
Critical, creative/innovative
Activities of a senior leader - Create a shared vision
Engendering organizational commitment
Caring for subordinates
Driving in managing change
Problem solving
rational-legal authority - A grant of authority made by an organization to a position, the
incumbent of which uses it for fulfilling their job responsibilities
Power - A grant of authority. To a large extent power is A grant made by the lead to the
leader.
Socialized power - A want, or need to have a positive impact on a police departments
administration and operations.
, Power needs - The need to be in control for selfish reasons.
Leadership skill mix - human relations - The capacity to enter, relate positively with
other people who are at All levels of the police department.
Leadership skill mix - conceptual skills - The ability to understand, and entirely various
parcels of information that seem unrelated or those for which the meaning or
importance is not immediately apparent.
Leadership skill mix-technical skills - These skills vary by level within the department. A
patrol sergeant must be able to help subordinates develop skills and handle specific
calls for service.
Great Man theory's - Carlyle believed, usually gifted people made history
Hegel Believe that it was events that produced the great man
Big Five - The result of efforts to find a small number of broad traits into which many
specific traits can be placed
Organizational citizenship behavior - OCB - Subtle things employees do voluntarily and
are not required to do or expected, but contribute to the overall organizational
effectiveness
authoritarian leadership - My way or the highway mentality.
Makes all decisions, closely controls work, and is a micromanager.
democratic leadership - Encourages individuals or group participation in matters
affecting the organization.
laissez-faire leadership - LFL - Takes a passive hands-off posture.
Down's 4 Leader Styles - Climbers: are strongly motivated by power and prestige,
needs to invent new functions for the unit, especially if they have not already performed
elsewhere.
Conservers: have a bias of maintaining things as they are. they become attached to job
security.
Zealots: has behavior that stems from two sources, they're narrow interest, and the
missionary like energy they focus, almost exclusively on their special interest.
Advocates: They appear highly partisan, two-out Sanders, but within their unit, they are
fair and impartial, developing well rounded programs. They promote everything under
their command.
