Effective Police Supervision Study Guide

<P>A Note to the Student </P><B>
<P>CHAPTER 1-SUPERVISION: THE MANAGEMENT TASK </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Transition to First-Line Supervisor </P>
<P>II Supervisory Skills </P>
<P>III Management Expectations of the Supervisor </P>
<P>IV Subordinate Expectations of the Supervisor </P>
<P>V Peer Expectations </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 2-COMMUNITY-ORIENTED POLICING AND PROBLEM</P>
<P>SOLVING: IMPROVING NEIGHBORHOOD QUALITY OF LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms</P>
<P>Chapter Summary </P><I>
<P>I Community Policing-What Is It? </P>
<P>II Empowerment </P>
<P>III Process Facilitation </P>
<P>IV Collaboration </P>
<P>V Problem Solving </P>
<P>VI Supervising the Community Policing Officers </P>
<P>VII Managing Failure </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 3-INTERPERSONAL COMMUNICATIONS STRIVING</P>
<P>FOR EFFECTIVENESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Importance of Communication Skills </P>
<P>II Communication Process </P>
<P>III Barriers to Communication </P>
<P>IV Overcoming Barriers to Communication </P>
<P>V Feedback </P>
<P>VI The Art of Listening </P>
<P>VII Nonverbal Communication </P>
<P>VIII Communicating with non-English-Speaking Individuals </P>
<P>IX Intercultural Communications </P>
<P>X Hearing-impaired Individuals </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 4-MOTIVATION: A PREREQUISITE FOR SUCCESS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Why Officers Work? </P>
<P>II Needs-based Motivation </P>
<P>III Motivational-Hygiene Theory </P>
<P>IV Theory X-Theory Y </P>
<P>V Expectancy Theory </P>
<P>VI How to Motivate </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 5-LEADERSHIP: THE INTEGRATIVE VARIABLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Power </P>
<P>II Theories of Leadership </P>
<P>III Leadership Continuum </P>
<P>IV Leadership Mistakes </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 6-TEAM BUILDING: MAXIMIZING THE GROUP PROCESS 49</P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I The Individual </P>
<P>II The Individual and the Group </P>
<P>III Role and Function of the Group </P>
<P>IV Group Development Process </P>
<P>V Group Performance </P>
<P>VI Building a Winning Team </P>
<P>VII Team Goals </P>
<P>VIII Group Problem Solving</P>
<P>IX Conducting Meetings </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 7-CHANGE: COPING WITH ORGANIZATIONAL LIFE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Factors Fostering Change </P>
<P>II Police Unions</P>
<P>III The Law </P>
<P>IV Positive Aspects of Change </P>
<P>V Resistance to Change </P>
<P>VI The Nature of Resistance </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 8-PERFORMANCE APPRAISAL: THE KEY TO POLICE</P>
<P>PERSONNEL DEVELOPMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Performance Appraisal </P>
<P>II Frequency of Evaluation </P>
<P>III The Sergeant's Role </P>
<P>IV Methods of Appraisal </P>
<P>V The Human Factor </P>
<P>VI Validity and Reliability of Performance Appraisal </P>
<P>VII The Evaluation Interview </P>
<P>VIII Remediation </P>
<P>IX Follow Up </P>
<P>X Changes in Trends </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 9-COACHING, COUNSELING, AND MENTORING:</P>
<P>HELPING OFFICERS GROW AND DEVELOP </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 10-DISCIPLINE: AN ESSENTIAL ELEMENT OF POLICE</P>
<P>SUPERVISION </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Nature of Discipline </P>
<P>II Positive Discipline </P>
<P>III Negative Discipline </P>
<P>IV Disciplinary Systems </P>
<P>V The Hot Stove Concept </P>
<P>VI Disciplinary Action </P>
<P>VII Making Disciplinary Action Stick </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 11-INTERNAL DISCIPLINE: A SYSTEM OF</P>
<P>ACCOUNTABILITY </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Police Work </P>
<P>II Controlling the Police </P>
<P>III Personnel Complaint Investigation Policy </P>
<P>IV Personnel Complaints </P>
<P>V Social Media </P>
<P>VI Personnel Complaint Investigations </P>
<P>VII Adjudication </P>
<P>VIII Civilian Review Movement </P>
<P>IX Forecasting </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 12-SUPERVISING THE DIFFICULT EMPLOYEE:</P>
<P>SPECIAL CONSIDERATIONS </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Types of Employees </P>
<P>II Problem Employees </P>
<P>III Marginal Performers </P>
<P>IV Work Stressors </P>
<P>V Personal Problems </P>
<P>VI Early Warning System </P>
<P>VII Employee Assistance Program </P>
<P>VIII Critical Incident Stress Management </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 13-SUPERVISING MINORITIES: RESPECTING INDIVIDUAL</P>
<P>AND CULTURAL DIFFERENCES </P></B>
<P>Learning Objectives</P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Coming to Grips with the Past </P>
<P>II Changing Demographics </P>
<P>III Supervising Minorities </P>
<P>IV Dealing with Employees in a Protected Class </P>
<P>V Handling Sexual Harassment in the Workplace</P>
<P>VI Supervising Gay and Lesbian Police Officers </P>
<P>VII Managing a More Educated Workplace </P>
<P>VIII Training for the New Supervisor </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 14-TACTICAL OPERATIONS: CRITICAL INCIDENT</P>
<P>DEPLOYMENT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 15-LABOR RELATIONS: PROBLEM SOLVING THROUGH</P>
<P>CONSTRUCTIVE CONFLICT </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Management Rights </P>
<P>II Understanding Bargaining </P>
<P>III Union Goals </P>
<P>IV Grievances </P>
<P>V Impasse Resolution Through Job Actions </P>
<P>VI Contract Administration </P>
<P>VII Role of the Sergeant in Collective Bargaining </P>
<P>VIII Interest-based Bargaining</P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><B>
<P>CHAPTER 16-HOMELAND SECURITY AND TERRORISM:</P>
<P>A CHANGING ROLE </P></B>
<P>Learning Objectives </P>
<P>Key Terms </P>
<P>Chapter Summary </P><I>
<P>I Domestic Terrorism </P>
<P>II Foreign Terrorism </P>
<P>III American Response to Terrorism </P>
<P>IV Local Response to Terrorism </P>
<P>V Information Versus Intelligence </P>
<P>VI Identifying Potential Terrorist Targets </P>
<P>VII Police Supervisor's Role </P></I>
<P>Multiple-Choice Questions </P>
<P>True or False Questions </P><I>
<P>Answer Key to Objective Questions</P></I>