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CHAPTER 1 : MANAGEMENT, SUPERVISION AND LEADERSHIP
TRUE/FALSE
1. No one management style is more apt than another to achieve the agency’s mission.
a. True
b. False
2. Peter Smith and W. Edwards Deming had a great influence on approaches to management in policing.
a. True
b. False
3. Some well-meaning supervisors mistake micromanaging for mentoring.
a. True
b. False
4. In the 21st century, most people enjoy being managed.
a. True
b. False
5. A leader in the purest sense influences others by example.
a. True
b. False
6. The oldest form of leadership is transformational leadership.
a. True
b. False
7. Leadership styles include autocratic; consultative, democratic or participative; and laissez-faire.
a. True
b. False
8. Consultative, democratic, or participative leadership has been evolving since the 1980s.
a. True
b. False
9. Emergency situations rarely permit the opportunity for democratic or participatory decision making.
a. True
b. False
10. Leadership comes with the job of being a law enforcement officer, regardless of rank.
a. True
b. False
11. Common management/leadership errors include micromanaging and defending decisions.
a. True
b. False
12. Indecisiveness may result from preoccupation.
a. True
b. False
13. “Change is not merely necessary to life. It is life.”
a. True
b. False
14. To manage means to control and direct, to administer, to take charge of.
a. True
b. False
15. Authority is the power to enforce laws, exact obedience, and command and should be demanded by all
officers.
a. True
b. False
MULTIPLE CHOICE
16. The process of combining resources to accomplish organizational goals is known as __________.
a.
supervision
b.
management
c.
management by objectives
d.
direction
17. According to your text, all are key elements in an organization except __________.
a.
authority
b.
responsibility
c.
management
d.
delegation
18. When managers use manipulation to coerce employees to do something, they are using __________.
a.
delegation
b.
horse management
c.
seagull management
d.
total quality management
19. Although some view this as “passing the buck,” it truly is not.
a.
delegation
b.
TQM
c.
management by objectives
d.
none of the other choices
20. With the excitement and pride of promotion often comes an instinctive tinge of __________.
a.
the unknown
b.
fear of failing
c.
self-doubt
d.
fear of losing touch with subordinates
21. The traditional approach to management style is the __________.
a.
four-system approach theory
b.
theory x and theory y theory
c.
mature employee theory
d.
managerial/leadership theory
22. According to Drucker, all are valid management statements for productivity except __________.
a.
“Efficiency is doing better what is already being done.”
b.
“There is nothing so useless as doing efficiently that which should not be done at all.”
c.
“Today knowledge has power. It controls access to opportunity and advancement.”
d.
all are Drucker’s valid statements
23. The watchword of TQM is __________.
a.
management
b.
zero defects
c.
minimal defects
d.
none of the other choices
24. Oversupervising, providing oversight with excessive control and attention to details better left to the
operational personnel is known as __________.
a.
TQM
b.
Wallenda effect
c.
delegating
d.
micromanaging
25. Working with and through individuals and groups to accomplish organizational goals is known as
__________.
a.
management
b.
TQM
c.
leadership
d.
micromanaging
26. Leaders are all of the following except __________.
a.
dictator
b.
motivator
c.
coach
d.
mentor
27. If a supervisor specifies that initially workers need support and direction, and as they become more
task-ready, they need less direction and more support, to the point where even support can be reduced,
the supervisor is said to be using what style of leadership?
a.
delegation
b.
reduced supervision
c.
micromanaging
d.
situational
28. According to your text, which is the newest form of leadership?
a.
TQM
b.
management by objectives
c.
transformational
d.
situational
29. This management model divides jobs into highly specialized tasks where employees can become
experts in their task.
a.
TQM
b.
management by objectives
c.
situational
d.
mechanistic
30. Basic management skills include __________.
a.
technical, administrative, writing, and drawing skills
b.
conceptual and drawing skills
c.
technical, administrative, conceptual, and people skills
d.
people, administrative, and coercion skills
COMPLETION
31. Most successful managers are consistently __________________ and have a consistently positive
attitude.
32. A lack of self-confidence can lead to failure and other dire consequences, a situation sometimes
referred to as the ______________.
33. It has been said that it is not aptitude but ___________ that determines your altitude.
34. ________________________ involves managers and subordinates setting goals and objectives
together and then tracking performance to ensure that the objectives are met.
35. _____________________ is over supervising, providing oversight with excessive control and attention
to details better left to the operational personnel.
36. ______________________ looks at the leader’s behavior in assigning tasks.
37. _________________specifies that initially workers need support and direction. As they become more
task-ready, they need less direction and more support, up to the point where even support can be
reduced.
38. __________________ is most frequently mentioned in connection with the past. Many early leaders
inherited their positions. They were members of the aristocracy, and through the centuries positions of
leadership were passed down to family members.
39. ______________ leadership implies nonintervention and is almost a contradiction in terms.
40. The trend in the 21st century is to not tie leadership to rank, but rather to instill leadership qualities
through the department, referred to as ____________________.
MATCHING
Match each statement to the item listed below.
a.
management
d.
Wallenda effect
b.
supervision
e.
management by objectives (MBO)
c.
seagull management
f.
total quality management
41. involves managers and subordinates setting goals and objectives together
42. the negative consequences of fear of failure
43. overseeing the actual work being done
44. Deming’s theory that managers should create constancy of purpose for improvement of product and
service
45. the process of combining resources to accomplish organizational goals
46. when the manager hears something’s wrong, flies in, makes a lot of noise, craps on everybody and
flies away
ESSAY
47. Discuss how delegating is an important part of being a leader, and how if overused delegating can
hinder the individual as an effective leader.
48. Discuss the four theories about management styles and apply each to a situation a law enforcement
supervisor may encounter.
49. Examine how management styles from the business world can assist law enforcement supervisors and
discuss how they can also hinder law enforcement managers.
50. What is micromanaging? Discuss in detail how this approach can have negative effects on a manager.
51. Describe the personal characteristics of successful managers and how these affect their ability to
manage.
