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Chapter 1-4 Study Guide

by: Autumn Wetzel

Chapter 1-4 Study Guide CCJ 4450

Marketplace > Florida Gulf Coast University > CCJ 4450 > Chapter 1 4 Study Guide
Autumn Wetzel
GPA 3.52

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Questions from each chapter answered as well as other questions
Leadership and Management in Criminal Justice
Dr. Shawn Keller
Study Guide
Criminal Justice, leadership and management
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This 5 page Study Guide was uploaded by Autumn Wetzel on Saturday October 1, 2016. The Study Guide belongs to CCJ 4450 at Florida Gulf Coast University taught by Dr. Shawn Keller in Fall 2016. Since its upload, it has received 9 views.


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Date Created: 10/01/16
Study Guide: Chapters 1­4 Chapter 1: Police Organization Q: What were the classical school theorists trying to accomplish?  Classical theorists sought to discover the “one best way” to create and administer  an organization. They believed that in order to effectively achieve their purpose,  organizations should consist of carefully designed interrelated components of  people and subdivisions that worked together with machine like precision to  accomplish the organizations purpose.  Q: What are the characteristics of bureaucracy? 1. The organization assigns to its members official responsibility for carrying out its routine activities. 2. The organization distributes authority to those who need it in order to  accomplish assigned tasks. 3. The organization vests authority in positions rather than individuals, and the  principal or office hierarchy provides for levels of authority.  4. The organization requires thorough documentation of all activity; official  records are maintained by staff. 5. The organization considers training to be the best means of ensuring effective  performance. 6. The organization requires each manager to devote full time efforts to  managing. 7. The organization considers it essential, for the sake of stability, to reduce  management to a set of rules.  Q: List Henri Fayol’s elements of management: 1. Planning: a good plan of action should be flexible, continuous, relevant, and  accurate. 2. Organizing: is as much about lines of authority and responsibility as it is above communication flow and the use of resources. 3. Commanding: Managers should know their personnel, eliminate the  incompetent set a good example, conduct periodic audits. Ensure unity of  direction and focus on effort, and are not be engrossed in detail.  4. Coordinating: determining the time and sequencing of activities so that they  mesh properly; allocation of the appropriate resources. Time, means, and  priority to accomplish tasks.  5. Controlling: checking on what is occurring, taking corrective action when  needed and adapting to changing developments that affect the plan of  accomplishments.  Q: Describe what the Hawthorne studies were   The initial intent of the Hawthorne studies was to identify the relationship  between productivity and physical working conditions.  Q: What are O.W Wilson’s nine principals of management? 1. Tasks similar in purpose, method, or clientele should be grouped together in  one or more units under the control of a single person. 2. Duties should be defined precisely and made known to all members of the  organization so that responsibility can be placed exactly. 3. Channels of communication should be established so that information can  flow up and down within the organization and authority can be delegated. 4. The principal of unity of command must be applied. 5. Executive spans of control should be limited. 6. Each task should be assigned to a member of the organization. 7. Line personnel must be supervised around the clock. 8. Each assignment of responsibility carries with it a commeasure authority. 9. Persons to whom authority is delegated are held accountable for its use.  Chapter 2 Dynamics of Management Q: Generally, what behaviors must be considered in order to fully understand    the  concept of organizational behavior?  1. Individual 2. Interpersonal 3. Group 4. Organizational   Q: What do police organizations expect managers to do? 1. Manage day to day operations 2. Work the attainment of organizational objectives 3. Maintain a well­trained, motivated work unit 4. Use authority responsible 5. Adhere to and administer the department’s policies and procedures 6. Keep superiors, employees and peers informed 7. Identify and prevent problems as well as solve them 8. Be creative and flexible 9. Provide leadership and use initiative 10. Be accountable Q: Intelligence­led policing and Compstat require that all operational managers be  accountable for what?  The quality of their plans  The quality of their efforts toward crime reduction  Their managerial oversight of operations (including evaluation and feedback) and  results obtained Q: What are the four primary functions that represent activities that managers engage in? 1. Planning 2. Organizing 3. Leading 4. Controlling Q: What are the three managerial levels? 1. Executive/strategic level 2. Middle management/administrative level 3. Supervisory/technical level  Chapter 3 Leadership Q: Based on the managerial grid, what is 5­5 management?  Middle­of­the­Road Management: leaders exhibit basic concern for production and  people. Their managerial behavior reflects an intermediate level of interest in  productivity and a modest concern for subordinates. While they assume that there will be  a conflict between organizational goals and personal needs, they seek to strike a balance  between the two.  Q: What are the three leadership situations in which managerial leaders are likely to find  themselves? 1. High control situations: leaders are allowed by their subordinates­based on positive relationships, task structure, and position power­ to exercise a great deal of influence and control. This creates a predictable  organizational environment in which to direct the work of their  employees. 2. Moderate­control situations: leaders are faced with a number of  different problems but tend to deal with them all in the same manner.  They either have goof relationships or poor relationships. 3. Low­control situations: leaders are not permitted to exercise much  influence or control because members of the work group do not support them. Neither task structure nor position power gives managers much  influence or control. Low control situations breed chaos.  Q: What are the four basic management styles or climates? 1. System 1­ Exploitive Authoritative 2. System 2­ Benevolent Authoritative 3. System 3­ Consultative 4. System 4­ Participative Group Q: According to Daniel Wren, system 4 management style is built on three basic principles. 1. Supportive relationships 2. Group decision­making and supervision 3. High performance goals  Chapter 4 Personality Q: What are the four basic assumptions about human behavior from interactional  psychology? 1. Behavior is a function of a continuous, multidirectional interaction between the person  and the situation. 2. The person is active in this process, both changing the situation and being changed by it. 3. People differ from each other in many characteristics, including cognition, affect,  motivation, and ability. 4. Both the objective situation and the person’s subjective view of the situation are  important.  Q: What are the four basic functions that culture serves? 1. It provides a sense of identity to members and increases their commitment to the  organization or their work groups. 2. It provides a way for members to interpret the meaning of organizational events and the  organization’s external environment. 3. It reinforces the values of the organization. 4. It serves as a behavior control mechanism for organizational members.  Q: Additional defense mechanisms includes? 1. Rationalization­ the individual validates his or her behavior by offering a different  explanation in the face of changing reality. 2. Reaction formation­ the individual converts unwanted and nonacceptable thoughts,  feelings, or impulses into the opposites. 3. Sublimation­ it is the channeling of unacceptable impulses, thoughts, and emotions into  acceptable ones. 4. Denial­ it is the refusal to accept realty or face of a situation.  Q: What are the five factor personality traits? 1. Conscientiousness­ dependable, hardworking, organized, self­disciplined, persistent,  responsible. 2. Emotional stability­ calm, secure, happy, unworried 3. Agreeableness­ cooperative, warm, caring, good­natured, courteous, trusting 4. Extraversion­ sociable, outgoing, talkative, assertive, gregarious 5. Openness to experience­ curious, intellectual, creative, cultured, artistically sensitive,  flexible, imaginative.  Q: What are the four unique skills that emotional intelligence consists of? 1. Self­Awareness 2. Self­Management 3. Social Awareness 4. Relationship Management  Q: What attitudes and behaviors seem to be best adjusted individuals for bureaucracies? 1. They exhibit absolute conformity and adherence to rules and regulations.  Individualization is minimal; abstract rules dominate operations. 2. Their social interactions are impersonal and are not allowed to interfere with their  decisions and other organizational processes. 3. They accept higher authority without question. The chain of command dominates and  must never be violated, so acquiescence to authority is essential.  4. They are traditionalists and supporters of the status quo: members are expected to  identify with the department and accept the tradition developed over the years.  5. They operate deep within the box of rules, focusing on what was and is, not on what  could be. 


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