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Penn Foster 40653100 Management and Supervision An Overview 1.

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Penn Foster 40653100 Management and Supervision: An Overview
1. Supervisor A believes that workers need control by coercion,
threats, and punishment. Supervisor A is operating based on
A. Theory X.
B. the systems theory.
C. Theory Y.
D. the mature employee theory.
2. The order of authority in police organization is known as the
A. hierarchy of authority. C. chain of authority.
B. chain of command. D. center of authority.3. Acting in a managerial capacity, law enforcement executives serve as
A. councilors and motivators.
B. planners and facilitators.
C. inspectors and controllers.
D. designators and developers.
4. When every person in an organization has only one immediate supervisor, it’s called
A. span of command.
B. professional chain.
C. authority.
D. unity of command.
5. Negative consequences of fear of failure is called
A. conflict effect. C. effect of resources.
B. Wallenda effect. D. fear of authority.
6. The traditional law enforcement organizational design is based on a
A. systems model. C. military model.
B. bureaucratic model. D. reform model.
7. In a police organization, a first-line manager will be concerned with
A. developing goals and objectives.
B. developing the mission.
C. controlling community relations.
D. day-to-day concerns of law enforcement officers.
8. As a police manager, precise activities designed to contribute to the accomplishment
of objectives would be viewed as
A. general orders. C. work plans.
B. general procedures. D. general objectives
9. The modern, emerging law enforcement agency has a
A. flattened organization and a decentralized structure, and empowers its employees.
B. more pronounced chain of command, giving less power to employees.
C. more bureaucratic design that empowers management.
D. structure that closely resembles the agencies of the federal government.
10. The power to enforce laws, exact obedience, and command is known as
A. responsibility. C. centralization.
B. power. D. authority.11. The driving force of a police organization should be formalized in a
A. mission statement. C. statement of procedures.
B. statement of goals. D. statement of objectives.
12. In the purest sense, leaders influence others through
A. vision. C. organization skills.
B. example. D. creativity.
13. In a police agency, sergeants are members of the management level called the
A. middle management. C. first-line management.
B. line staff. D. top management.
14. Which of the following tactics is specific to Community Era policing?
A. Preventative patrol
B. Rapid response to calls
C. Foot patrol
D. Problem solving
15. Transformational leaders treat employees as
A. the organization’s most valuable assets.
B. people who need constant guidance and supervision.
C. resources to be expended.
D. people less skillful than themselves.
16. Which of the following are considered to be the most basic management skills?
A. Political skills and technical skills
B. Patrol skills and investigative skills
C. Administrative skills and goal-setting skills
D. Technical skills, conceptual skills, and people skills
17. A manager who achieves work goals by assisting other people to perform their duties
is known as a(n)
A. facilitator. C. seagull manager.
B. interfacer. D. laissez-faire manager.
18. Officers who perform most functions are know as
A. stakeholders. C. generalists.
B. staff personnel. D. specialists.19. The era of policing that corresponds to the years before 1930 is known as the
A. bureaucratic era. C. reform era.
B. political era. D. community era.
20. As a manager, your power will rely primarily on
A. the law. C. the chain of command.
B. your ability to persuade. D. your authority.

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