North 325 E8

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North325
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North 325 E8
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2012-05-03 18:39:06
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North 325 E8
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  1. A ____________ is a desired future state that the organization attempts to realize.
    Goal
  2. _____________ is the process of outlining the activities that are necessary to achieve the goals of the organization. The blueprint for action.
    Planning
  3. Identify the three aspects of the organization that must be known before planning begins.
    • Structure
    • Technology
    • People
  4. ________________ monitor the extent to which goals are achieved and ensure the organization is moving in the direction suggested by the plans.
    Controls
  5. Why does planning not guarantee that the right decision will be made in those situations calling for decisiveness?

    A. Too many assumptions made
    B. Tendency towards inflexibility
    C. Internal resistance to establishing goals
    D. All of the above
    D. All of the above
  6. The major problem with planning is the emphasis is on ______ ______ results.
    short term
  7. The two basic approaches to planning are _____ ______and ________ ___.
    • Top down
    • Bottom up
  8. _______________is organizational parts interacting to produce a joint effect greater than the sums of the parts acting alone.
    Synergy
  9. Tendency towards:
    inflexibility
    fear of failure
    lack of organizational knowledge
    lack of knowledge/control of the environment
    lack of confidence
    inability to forecast accurately
    and lack of resources to support the plan are __________________ and ______________ to planning.
    limitations and barriers
  10. ____________ _____________________ broadly describes the organization’s basic business scope and operations that distinguish it from similar organizations. The reason for the organization’s existence.
    Mission Statement
  11. The ____________ is the beginning of the planning process. It reveals the image the organization seeks to project, reflects the organizations self-concept, indicates the principal services or projects provided, and focuses on product quality, customer service, values, aspirations and attitude towards employees.
    Mission
  12. __________ __________________ is what we do well in comparison to other organizations.
    Core competence
  13. What are the two types of goals and plans?
    • Strategic
    • Operational
  14. ______________ goals are broad statement describing where the organization wants to be in the future.
    Strategic
  15. ______________ plans define the action or steps of how the company will attain strategic goals.
    Strategic
  16. _____________ planning focuses on determining day-to-day activities that are necessary to achieve the long-term goals of the organization. Their scope flows from broad to narrow.
    Operational
  17. Operational plans support ________________ goals.
    Tactical
  18. ________ __________ is universally known as the first step in the strategic planning process.
    Goal formulation
  19. True or False Operational plans outline tactical activities.
    True
  20. Place the following goals and plans in order of their importance:
    Strategic - Mission Statement - Operational - Tactical (sometimes)
    • Mission Statement
    • Strategic
    • Tactical (sometimes)
    • Operational
  21. Specific and measurable
    Cover key result areas
    Challenging but realistic
    Defined time period
    Linked to rewards
    are all criteria for the development of: _______________ ____________.
    Effective goals
  22. True or False - Mutual agreement between the employee and the supervisor create the strongest commitment to achieving objectives.
    True
  23. True or False – The major problem with Management by Objective (MBO) is the emphasis is on short term results.
    True
  24. _____________ __________________ is a performance measurement process throughout the organization that aligns individual goals with the organization’s strategic goals. Employees can ensure that their individual action plans and goals are consistent with the overall direction of the organization.
    Balanced Scorecard (BSC)
  25. Programs, Projects and Budgets are examples of _________-______ plans that address a specific organizational situations that will typically not recur.
    Single use
  26. Standing plans are designed to deal with organizational issues or problems that recur frequently. Name the three types of standing plans.
    • Policies
    • Procedures
    • Rules
  27. _______________ are general guidelines that govern how certain organizational situations will be addressed. They are broad in scope, a general guide and define the boundaries with which to make decisions.
    Policies
  28. _______________ are more specific and action oriented and are designed to give explicit instructions on how to complete a recurring task. A precise series of interrelated sequential steps.
    Procedures
  29. No guns in the booking area, is an example of a:
    A. Rule
    B. Procedure
    C. Policy
    D. None of the above
    A. Rule
    (this multiple choice question has been scrambled)
  30. _________________ _________ are often referred to as worst case scenarios. They define a police department’s responses to be taken in case of emergencies or setbacks.
    Contingency Plans
  31. One way to ensure buy-in and alignment of goals is through: _______________ ______________ ________________.
    Participative Decision Making (PDM)
  32. _____________ __________________is the planning and decision making that lead to the establishment of the organizations goals and development of a specific strategic plan. It may include assessing the external environment, evaluating the internal problems and integrating the results into a strategy.
    Strategy formulation
  33. _____________ __________________ is the use of managerial and organizational tools (the strategic plan) to direct resources toward accomplishing strategic goals.
    Strategy implementation
  34. Situational analysis often starts with a SWOT analysis – what does SWOT stand for?
    • Strengths
    • Weaknesses
    • Opportunities
    • Threats
  35. True or False - Opportunities are external characteristics that have the potential to help the organization achieve or exceed the strategic goals.
    True
  36. _______________are external characteristics that may prevent the organization from achieving its goals.
    Threats
  37. A properly formatted policy has ____________ of actions among a large number of officers who are confronted by a wide variety of tasks.
    Consistency
  38. _______ is philosophies of management and state the intent of management in broad general terms.
    Policy
  39. True or False – Policy is a statement of what must be done in a particular situation; it is not a statement of guiding principles which should be followed in activities directed toward the attainment of organizational objectives.
    False-a policy is NOT a statement of what must be done.
  40. _________set limits within which individual discretion may be employed and, as such, are part of the directives process.
    Policy
  41. Policy must provide _________ to allow employees to utilize their judgment.
    Ambiguity
  42. True or False – Ideal policy should:
    State the purpose of the policy
    Contain the policy itself
    Provide definitions
    Outline Procedure
    True
  43. Which of the following is NOT a model of police policy?
    A. Judgmental (Discretion)
    B. Discouraging/Prohibitory
    C. Restrictive
    D.Encouraging /Empowering
    D. Encouraging / Empowering
    (this multiple choice question has been scrambled)
  44. True or False – Benefits is that it DOES NOT bind actions that eliminate options of officers under specific circumstances, DOES NOT hold a department strictly accountable to the community for justifiable noncompliance, and does not become quickly outdated and obsolete.
    True
  45. True or False – Generally rules and regulation flow from the formulation of rules and tend to clarify and provide interpretation of meaning and intent of rule.
    False Rules are formulated from policies and clarify the meaning of policies.
  46. An ____________ policy manual is a starting point of an effective policy manual is statement of the agency’s philosophy of policing from which goals and objectives are derived. It should also be a training tool, a public document and should be a tool to help the agency in court.
    effective
  47. A table of contents that lists policies in __________________ order almost certainly indicates that the manual has been developed largely in reaction to crisis or to new laws that effect policing.
    chronological
  48. Departmental policy must be accompanied with _________ and __________.
    • Training
    • Education
  49. True or False – Policies must include the participation of the individuals who ultimately must live with the policy. Must include citizens and those who live with it.
    True
  50. Which of the following are external influences on policy:
    A. Unions
    B. Government
    C. Courts
    D. Community
    E. All of the Above
    E. All of the Above – especially UNIONS
  51. Which of the following are reasons of why the Chief must be involved in policy formulation?
    A. Uniformity of policy
    B. Full authority to stand behind policy
    C. Top command has ultimate responsibility
    D. All of the above
    D. All of the above
  52. Policy focuses on ____________ and ______________.
    • Goals
    • Plans
  53. Policy statements should generally be _________ and __________ in tone.
    • Short
    • Positive
  54. Rules should also be __________, _________, and ____________.
    • Absolute
    • Short
    • Direct.
  55. True or False - Policy implementation is the easiest stage.
    False – It’s the hardest.
  56. Once new policy has been implemented, especially high risk policy, you should _______ trained personnel.
    Test
  57. All policy stems from ___________, philosophy, goals and objectives.
    Mission
  58. True or False - As a police planner, the purpose of planning is being effective, which is doing the right thing, and being efficient, which is doing things right.
    True

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