CHAPTER 3: THE POLICE MISSION: GETTING THE JOB DONE
TRUE/FALSE
1. A mission statement should clearly express the core purpose of an organization and its reason for
existence.
a. True
b. False
2. Goals, objectives and work plans are interdependent. All three are needed to carry out an
organization’s mission.
a. True
b. False
3. The flywheel challenge encourages all within an organization to focus on the mission statement.
a. True
b. False
4. The two most influential positions in a law enforcement agency are the chief and the field supervisor
or sergeant.
a. True
b. False
5. The hardest promotional move in law enforcement is the move from patrol officer to first-line
supervisor.
a. True
b. False
6. Strategic planning is rooted in reactive-oriented planning.
a. True
b. False
7. Law enforcement executives typically interact with politicians, community groups, the media and
executives of other law enforcement organizations, as well as individuals and groups within the agency
itself.
a. True
b. False
8. When considering what it takes to be a great manager and leader, it is also important to remember that
every officer is also an individual and should be treated as such.
a. True
b. False
9. Two key components of the National Incident Management System (NIMS) are incident response and
unified command authority.
a. True
b. False
10. The Incident Command System (ICS) is a standardized on-scene emergency management construct
that integrates facilities, equipment, personnel, procedures, and communications operations.
a. True
b. False
11. True leaders are not intimidated by outstanding team members.
a. True
b. False
12. Mission statements are best developed by an individual such as the chief of police.
a. True
b. False
13. Objectives are needed before work plans can be developed.
a. True
b. False
14. Goals are the detailed steps needed to accomplish objectives.
a. True
b. False
15. Policies and procedures are usually contained in a manual distributed to all personnel within the
department.
a. True
b. False
MULTIPLE CHOICE
16. The driving force of an organization, including a law enforcement agency, and provides a focus for its
energy and resources is called the department’s __________.
a.
organizational statement
b.
mission statement
c.
goals
d.
objectives
17. _____________ consists of an organization’s mission statement and its basic values, the beliefs,
principles, or standards considered worthwhile or desirable.
a.
Guiding philosophy
b.
Mission statement
c.
Goals
d.
Work plans
18. Because it is specific, measurable, attainable, relevant and trackable, a 10 percent reduction in the
number of injuries to persons involved in collisions is an example of a(n) __________.
a.
objective
b.
mission statement
c.
work plan
d.
SMART goal
19. Managers in law enforcement face unique problems because of the __________.
a.
ever changing laws to enforce
b.
task of providing services 24/7, 365 days a year
c.
hiring competent individuals
d.
problems associated with use of force
20. The middle-level managers in a law enforcement agency are the __________.
a.
captains, lieutenants
b.
chiefs, sheriffs
c.
sergeants, first-line supervisors
d.
corporals
21. All are managerial tools for coordination except __________.
a.
clear, specific job descriptions
b.
clear chain of command and unity of command
c.
meetings and roll calls
d.
all are managerial tools
22. Planning activities of first-line supervisors include __________.
a.
analyzing operational data and information
b.
forecasting, developing recommendations for changes
c.
establishing programs and strategies
d.
all of the other choices
23. Embracing the philosophy of leading by example is an example of __________.
a.
an active supervisor
b.
smart goals
c.
vetting
d.
holistic management/leadership
24. Acting in a managerial capacity, law enforcement executives serve as __________.
a.
planners
b.
facilitators
c.
interfacers
d.
all of the other choices
25. Short-term planning is referred to as __________.
a.
strategic planning
b.
tactical planning
c.
organizational planning
d.
vetting
26. A chief’s management style should be adjusted to __________.
a.
the style the council requests
b.
each situation
c.
it should never be adjusted
d.
the department’s needs
27. Recognizing that both management and leadership skills are required for an agency to accomplish its
mission is taking a _______ approach to leadership.
a.
situational
b.
holistic
c.
tactical
d.
strategic
28. Which is not an example of a high-performing team attribute?
a.
participative leadership
b.
aligned on purpose
c.
future focused
d.
all are attributes of a high-performing team
29. Those who are affected most by an organization are the __________.
a.
stakeholders
b.
employees
c.
managers
d.
executives
30. _____________ are the precise activities that contribute to accomplishing objectives. Policies and
procedures specify how the activities are to be carried out.
a.
Directives
b.
Orders
c.
Work plans
d.
Objectives
COMPLETION
31. It is important for departments to clearly articulate their ____________ or overriding core purpose in
writing.
32. __________ are those affected by the organization and those in a position to affect it.
33. _______________________________ are specific, measurable, attainable, relevant and trackable.
34. Policies are not created in a vacuum but rather through __________, a process in which policies are
evaluated, examined and investigated thoroughly and expertly by sergeants, department attorneys and
other stakeholders.
35. __________ assist others in performing their duties.
36. __________ is the process of determining what governmental services are provided for our
communities and how they will be funded.
37. The ________________ approach recognizes that both management and leadership skills are required
for an agency to accomplish its mission.
38. _____________is an organizational structure designed to aid in managing resources during incidents.
39. ______________ allows agencies with different legal, geographic and functional authorities and
responsibilities to work together effectively without affecting individual agency authority,
responsibility or accountability.
40. A __________ consists of an organization’s mission statement and its basic values, the beliefs,
principles or standards considered worthwhile or desirable.
MATCHING
Match each statement to the item listed below
a.
unified command
f.
facilitators
b.
incident command
g.
strategic planning
c.
synergy
h.
tactical planning
d.
interactors
i.
vetting
e.
interfacers
j.
doom loop
41. a process in which policies are evaluated, examined and investigated thoroughly and expertly by
sergeants, department attorneys and other stakeholders
42. long-term planning
43. communicate with other groups and agencies: the press, other local government departments, the
business community, schools and numerous community committees and organizations
44. an organizational structure designed to aid in managing resources during incidents
45. characterized by incessant restructuring, following fads, management by cheerleading without careful
thought, and especially inconsistency, constantly running after new ideas
46. occurs when the whole is greater than the sum of its parts; the team achieves more than each could
accomplish as individuals
47. allows agencies with different legal, geographic and functional authorities and responsibilities to work
together effectively without affecting individual agency authority, responsibility or accountability
48. assist others in performing their duties to meet mutual goals and objectives
49. coordinate law enforcement agency’s goals with those of other agencies within the jurisdiction
50. short-term planning
ESSAY
51. Describe goals and objectives and how they are related to one another in a department.
52. Explain the functions of managers at the three different levels of management.
53. What is a strategic plan and how does it incorporate the department’s mission statement, goals and
objectives?
54. List and discuss the key steps to becoming an effective manager.
55. Describe management tools for coordination and how each helps a manager be effective.
