Question 1

The events of the last 20 years has taught us all of the following EXCEPT:
A) the world is changing rapidly
B) law enforcement organizations are struggling to become more adaptive
C) operational strategies currently developing are not very different than those created in the past
D) concerned administrators are consistently seeking better ways to manage their organizations

Accepted Answer

The passage states that "operational strategies currently developing are not very different than those created in the past," which indicates that the events of the last 20 years have taught us that there has not been a significant shift in operational strategies. Therefore, option C is the correct answer.

Question 2

Learning organizations:
A) are constantly concerned with arrest and conviction statistics
B) maintain control through limited span of control
C) systematically analyze the driving forces affecting them
D) maintain the status quo

Accepted Answer

Learning organizations are characterized by their ability to systematically analyze the driving forces affecting them, and to respond by continuously improving and adapting their practices. They prioritize a culture of ongoing learning and development, rather than maintaining the status quo. They may also have a broad span of control, allowing for more collaboration and experimentation. They are not concerned with arrest and conviction statistics.

Question 3

Effective organizations have a shared sense of direction that is:
A) the basis for employee discipline
B) shared and supported throughout the organization
C) the basis for setting performance quotas
D) not accepted by street-level patrol officers

Accepted Answer

A shared sense of direction is important for effective organizations as it allows all members to work towards a common goal and make decisions in alignment with the organization's mission and vision. It is not meant to be the basis for employee discipline or performance quotas, and it should ideally be accepted by all members including street-level patrol officers.

Question 4

The first step in aligning an organization to support its mission is to:
A) create a realistic strategic vision for the department to follow
B) establish response times
C) develop policy and procedures
D) set command levels

Accepted Answer

Creating a realistic strategic vision is the first step in aligning an organization to support its mission. This will provide clear direction and goals for the organization to work towards in order to achieve its mission. Establishing response times, developing policy and procedures, and setting command levels may all be important steps in the alignment process, but they should be done after a strategic vision has been established.

Question 5

Organizational strategy is the basis for all of the following EXCEPT:
A) integration of organizational mission and people into a cohesive whole
B) performance outcomes
C) translating organizational vision into action
D) how the organization should be controlled

Accepted Answer

Organizational strategy does not determine how the organization should be controlled, but rather focuses on integrating mission, people, vision, and performance outcomes to guide decision-making and action. Control is typically addressed through policies, procedures, and governance structures.

Question 6

The first rule of strategy development is to:
A) hire a talented workforce
B) develop a budget
C) identify and analyze the driving factors affecting the public safety needs of the community
D) identify the type of training needed for the department

Accepted Answer

The first rule of strategy development is to identify and analyze the driving factors affecting the public safety needs of the community. This is important because it helps to understand the specific challenges and issues faced by the community, which in turn can inform the development of effective strategies and solutions. Hiring a talented workforce and identifying the type of training needed are important steps, but they should come later in the process after the driving factors have been identified and analyzed. Developing a budget is also important, but it is not the first step in strategy development.

Question 7

When police managers consistently solve new problems only with what has worked in the past and do not create new solutions, they have developed:
A) paradigm paralysis
B) critical thinking
C) double-loop learning
D) strategic analysis

Accepted Answer

Paradigm paralysis is the tendency to stick to familiar models or ways of thinking, even when they are no longer effective. This is a common challenge for police managers who may be reluctant or resistant to adopting new approaches or solutions to emerging problems. Critical thinking (B) is a valuable skill for all police managers, but it does not specifically address the issue of being stuck in old models or solutions. Double-loop learning (C) and strategic analysis (D) are both important concepts for police managers, but they do not directly relate to the issue of paradigm paralysis.

Question 8

Creating strategy is dependent upon ___________ because a part of strategy development is the planned use of internal resources and organizational strengths.
A) external capacity
B) community surveys
C) external threat assessment
D) inside-out thinking

Accepted Answer

Creating a strategy is dependent upon inside-out thinking because it involves planning the utilization of internal resources and organizational strengths. External capacity, community surveys, and external threat assessments are important considerations in strategy development, but they are not the basis upon which strategies are created.

Question 9

Department-wide strategy meetings are conducted for all of the following reasons EXCEPT:
A) to ensure that operational commanders are paying attention to crime and public safety issues
B) to ensure that strategies and tactics designed to resolve problems are as creative and varied as possible
C) to ensure the legal and procedural consistency of community outreach programs
D) to ensure that all departmental and eternal resources needed to respond to the problem are available and coordinated

Accepted Answer

The other options are valid reasons for conducting department-wide strategy meetings, but ensuring legal and procedural consistency of community outreach programs is a more specific concern that may not necessarily be addressed in these meetings.

Question 10

When crime strategy meetings focus on and address problems in ways that involve the modification of a department's underlying norms, policies, strategic assumptions, and objectives, _____________ learning occurs.
A) single-loop
B) double-loop
C) strategic
D) critical

Accepted Answer

Double-loop learning is a more comprehensive form of learning that involves questioning and challenging underlying assumptions and values. In the given scenario, when crime strategy meetings result in the modification of the department's basic policies, strategic assumptions, and objectives, it is an indication that double-loop learning has taken place.

Question 11

________ evolved out of NYPD's crime strategy meetings.
A) Intelligence-Led Policing
B) Neighborhood team policing
C) Compstat policing
D) Evidence-Based Policing

Accepted Answer

The Compstat (short for "computer statistics") policing model was developed in the mid-1990s as a response to rising crime rates in New York City. It evolved out of regular crime strategy meetings held by the NYPD, where police leaders analyzed crime data and discussed tactics for reducing crime. Compstat emphasizes the use of data analysis and accountability to track and reduce crime in specific geographic areas. While Intelligence-Led Policing, Neighborhood team policing, and Evidence-Based Policing may also be used in conjunction with Compstat, they did not directly evolve out of NYPD's crime strategy meetings like Compstat did.

Question 12

_________________ is/are responsible for holding strategy meetings, sharing intelligence, developing teamwork, accountability, unity of command, and strategy implementation.
A) The executive leadership team
B) Subdivision commanders
C) Unit commanders
D) Line supervisors

Accepted Answer

The answer of _________________ is/are responsible for holding strategy meetings,...

Question 13

Strategy institutionalization occurs when it is incorporated into all of the following EXCEPT:
A) organizational policy and procedures
B) decision-making and problem-solving processes
C) community process systems
D) measurement and follow-up systems

Accepted Answer

Strategy institutionalization occurs when it is incorporated into organizational policy and procedures, decision-making and problem-solving processes, measurement and follow-up systems. Community process systems are not typically a part of an organization's internal processes for institutionalizing strategy.

Question 14

Skogan identified all of the following categories of resistance to organizational transformation EXCEPT:
A) resistance by mid-level and top managers
B) resistance by police unions
C) resistance by rank-and-file officers
D) resistance by community leaders

Accepted Answer

Skogan identified resistance by mid-level and top managers, resistance by police unions, and resistance by rank-and-file officers as categories of resistance to organizational transformation. However, he did not identify resistance by community leaders as a category of resistance.

Question 15

Police departments that respond to complaints after they have occurred are ________________ organizations.
A) proactive
B) reactive
C) strategic
D) professional

Accepted Answer

Police departments that respond to complaints after they have occurred are reactive organizations. They respond to incidents and complaints after they have happened, rather than taking proactive steps to prevent them from occurring in the first place.

Question 16

At the core of internal resistence to change is the desire:
A) to improve the organization
B) to achieve community support
C) to maintain the status quo
D) to maintain power

Accepted Answer

The desire to maintain the status quo is often the root cause of internal resistance to change. Individuals or groups may feel threatened by change and prefer things to remain the way they are, even if it is not the most effective or efficient approach. This can include concerns about job security, loss of power or influence, unfamiliarity with new processes, or a sense of attachment to familiar routines.

Question 17

Skogan identified all of the following areas of resistance to police transformation EXCEPT:
A) rank-and-file officers
B) front-line supervisors
C) competing demands and expectations
D) leadership stability

Accepted Answer

Skogan identified rank-and-file officers, front-line supervisors, and competing demands and expectations as areas of resistance to police transformation. However, he did not mention leadership stability as a factor.

Question 18

In place of just providing data on performace failures, a(n) _____________________ what is happening as opposed to what should be.
A) announcement must take place about
B) real discussion must be had about
C) department memo should describe
D) group discussion should happen about

Accepted Answer

A real discussion must be had about what is happening as opposed to what should be in order to address performance failures effectively. An announcement or memo may not provide enough context or opportunity for open dialogue. A group discussion could work, but the key is ensuring that it is a real discussion rather than just a surface-level exchange of information.

Question 19

Kotter (1996) identifies individuals who need to work together as a team to make the change happen as:
A) guiding coalition
B) team leaders
C) line supervisors
D) stakeholders

Accepted Answer

According to Kotter, the individuals who need to work together as a team to make change happen are called the guiding coalition. This coalition is usually made up of individuals who have the necessary skills, knowledge, and influence to lead the change effort. They work together to develop and implement the change strategy. Team leaders, line supervisors, and stakeholders may also be part of the guiding coalition, but the guiding coalition specifically refers to the team of individuals leading the change effort.

Question 20

When output measures replace desired strategy outcomes such as enhancing community safety and reduction of residents' fear levels, __________________ occurs.
A) resistance
B) goal displacement
C) resource alignment
D) transformation

Accepted Answer

Goal displacement occurs when output measures overshadow the desired strategy outcomes. In this case, the focus on output measures may lead to a neglect of the original goals of enhancing community safety and reducing residents' fear levels. Resistance refers to opposition to change, resource alignment refers to matching resources with tasks, and transformation refers to a marked change in form or structure.

Quiz 4: Setting Strategic Direction

The events of the last 20 years has taught us all of the following EXCEPT:

Learning organizations:

Effective organizations have a shared sense of direction that is:

The first step in aligning an organization to support its mission is to:

Organizational strategy is the basis for all of the following EXCEPT:

The first rule of strategy development is to:

When police managers consistently solve new problems only with what has worked in the past and do not create new solutions, they have developed:

Creating strategy is dependent upon ___________ because a part of strategy development is the planned use of internal resources and organizational strengths.

Department-wide strategy meetings are conducted for all of the following reasons EXCEPT:

When crime strategy meetings focus on and address problems in ways that involve the modification of a department's underlying norms, policies, strategic assumptions, and objectives, _____________ learning occurs.

________ evolved out of NYPD's crime strategy meetings.

_________________ is/are responsible for holding strategy meetings, sharing intelligence, developing teamwork, accountability, unity of command, and strategy implementation.

Strategy institutionalization occurs when it is incorporated into all of the following EXCEPT:

Skogan identified all of the following categories of resistance to organizational transformation EXCEPT:

Police departments that respond to complaints after they have occurred are ________________ organizations.

At the core of internal resistence to change is the desire:

Skogan identified all of the following areas of resistance to police transformation EXCEPT:

In place of just providing data on performace failures, a(n) _____________________ what is happening as opposed to what should be.

Kotter (1996) identifies individuals who need to work together as a team to make the change happen as:

When output measures replace desired strategy outcomes such as enhancing community safety and reduction of residents' fear levels, __________________ occurs.