1. To build good planning systems, police executives must include the mechanism of:
A. feedback.
B. process.
C. method.
D. device.
2. Which one of the following limits our intuitive powers?
A. Making the obvious seem strange
B. Wild thinking
C. A new idea every day
D. Fixation on logic
3. Goal setting is the constancy of:
A. reflection.
B. team building.
C. progress.
D. power sharing.
4. The first step in developing the ability to think strategically is:
A. wild thinking.
B. recognizing insight.
C. tuning in.
D. creativity training.
5. What is one major blunder in crafting a vision, defining goals, and developing a strategy?
A. Making the processes a team effort
B. Failing to insert the paradigms
C. Not making the processes a shared effort
D. None of the above
6. Another word for a vision statement is a __________ statement.
A. mission
B. mental
C. compass
D. code of conduct
7. Vision is the constancy of:
A. loyalty.
B. purpose.
C. change.
D. teamwork.
8. Which of the following is NOT one of the system-building properties likely to be found in
the most effective organizations?
A. Systematic feedback
B. Continuous monitoring of their environments
C. Ongoing adaptation to changes
D. Mechanisms that automatically void system learning
9. Which of the following is the first step in the planning process?
A. Evaluation
B. Ends analysis
C. Means analysis
D. Implementation
10. The six basic police management functions are system building, planning, organizing,
staffing, directing, and:
A. terminating.
B. experiencing.
C. controlling.
D. facilitating.
11. Which of the following is NOT a basic model for the dissemination of news information
by police agencies?
A. All employees are authorized to release news information and answer media
questions.
B. The police executive handles all media relations personally.
C. All information is forwarded to City Hall where decisions about the release of
information are made.
D. The police executive delegates media relations responsibility to a specific individual
or unit within the department.
12. Eighty-five percent of a leader’s abilities involve:
A. authoritarian attitude.
B. a talent for quantifying.
C. a good speaking voice.
D. EI (emotional intelligence).
13. The only thing worse than a bad decision is:
A. a snap decision.
B. the refusal to make one.
C. a coercive one.
D. a random one.
14. Which of the following is NOT one of the most important areas in which the police
executive needs independence, according to Patrick V. Murphy?
A. Negotiations with the police labor union
B. Personnel matters
C. Disciplinary matters
D. Prohibitions against partisan political activity by police agency members
15. Which is NOT one of the three compelling reasons to delegate decision making?
A. Intuition
B. Empowerment of others
C. Time
D. Mentoring
16. Some police executives exhibit just one police executive style, while others represent
combinations of two or more styles. Which of the following is NOT one of the four styles?
A. The administrator
B. The top cop
C. The statesman
D. The judge
17. Between stimulus and response there is:
A. workplace.
B. a problem.
C. space in which to make a choice.
D. purpose.
18. The "top cop" police executive style focuses more on:
A. leading than on managing.
B. planning, organizing, and staffing.
C. charting the overall course of the organization.
D. avoiding making enemies.
19. Of the police executive styles, the __________ is found least often in police departments.
A. administrator
B. statesman
C. judge
D. politician
20. The police executive fills two basic roles - one focused internally on running the
organization, and the other focused:
A. on leading the organization.
B. on managing the organization.
C. externally on relations with the environment of the organization.
D. None of the above
