ianone

100問 • 2年前

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問題一覧

decides the process of directing and controlling people and things to accomplish the organization’s goals

management

over sees the workers, buffer between the management and the workers

supervisor

to feel stable and secure

good morale

to feel tension and anxiety

bad morale

cooperation, respect, confidence, coordinate, goals, obedience, participation in decisions, counseling, delegation and follow up, knowledgeable, planner, trainer, coach, leader, decision maker and communicator, appreciative,loyalty

supervisor best performance

structure through which people work as a group

organization

leading, directing, and controlling individuals and groups

supervisors job

that is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise

planning

that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and coordinated for the defined objective

organizing

that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions for work

staffing

that is the continuous task of taking decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise

directing

that is the all-important duty of interrelating the various parts of the work

coordinating

keeping those who the executive is responsible for informed as to what is going on, which includes keeping themselves and the subordinates informed through records, research, and inspection

reporting

all that goes in the form of fiscal planning, accounting, and control

budgeting

Communicating what the organization’s goals are and defining the means for achieving them are also means of motivating employees

planning

guides to personnel in such activities as serving and processing arrest warrants, recording and processing crime or incident reports, and processing traffic citations

standard operating procedures (SOPs)

prepared to meet exigencies encountered by police, such as widespread civil disorders, unusual crime problems, civil defense needs, or major disasters

tactical plans

designed to give guidance and direction to personnel in the performance of normal police activities. These are the plans that are guides to personnel in activities such as the deployment and distribution of personnel or the search for suspects or lost persons

operational plans

those that implement normal operations, such as in the recruitment of personnel or public and community relations activities.

auxiliary service plans

relate to such matters as budget preparation and the use and control of funds allotted for personnel, equipment, and supplies

fiscal plans

plans consisting of a set of broad principles that guide personnel in the accomplishment of general organizational objectives

policies

evolve from the experiences of the organization, from the established, traditional customs and standards essential to its welfare, and from legal and social constraints imposed on its activities.

policies

plans providing specific guides to conduct and performance. They are parameters for acceptable conduct provided by management. As principles of action and conduct, they are a means by which deviations from policy may be prevented

rules and regulations

involves not only putting a prepared plan into operation but also following through with observation and inspection to determine that the work ordered was actually and properly done. A follow-up or control system9 is a must for organizations and leaders

directing

can best be accomplished through direct communication. It can seldom be accomplished by mandate

coordination

individual, military, or departmental type, is the simplest and perhaps oldest form and is seldom encountered in any but the smallest of organizations

line organization

Perhaps its greatest advantage is that it is utterly simple. It involves a division of the work into units with a person in charge who has complete control and who can be held directly accountable for results, or lack of them.

line organization

disadvantage- supervisory personnel are too often required to perform the duties of specialists because little use is made of the latter for giving advice and counsel to line units. It is also often difficult to establish functional definition at the outset, but once it has been achieved, duplication of effort can be reduced. If jealousies exist between managers of the various units, each unit will tend to become “departmentalized,”

line organization

divides responsibility and authority among several specialists, such as the person responsible for all training, the employee directing the community relations activities of all units within the department, or the officer having line authority over any employee handling a case involving a juvenile.

functional organization

has been very successful is the task force. Every state now has a joint terrorism task force, which is a collaboration of federal, state, and local law enforcement agencies.

functional organization

is rarely found in present-day organizations except at or near the top level. violate the prime rule that workers perform best when they have but one supervisor. Discipline is difficult to administer because of this multiheaded leadership.

functional organization

is found in almost all but the very smallest police agencies today. It combines staff specialists or units with line organization so that the service of knowledge can be provided to line personnel by specialists such as the criminalist, the training officer, the research and development specialist, the public relations officer, and the intelligence specialist.

line and staff organization

assigning to each worker the fewest possible kinds of tasks or operations in order to improve the quality and increase the quantity of work, thereby giving the highest class of work to suit the worker’s natural abilities.

division of work

This principle requires that every employee be under the direct command of one superior. Thus each worker should be accountable directly to only one supervisor in normal operations.

unity of command

relates to the number of subordinates who can be supervised effectively by one supervisor. This limit is small, from three to five at the top level of the organization, and is broad at the lower levels.

span of control

specifies that the head of an organization or unit within it should not find it necessary to act personally on each matter coming under their general jurisdiction.

exception principle

requires that the person to whom work has been assigned through the delegation process can complete it so that the only thing left to be done by the person who delegated it is to approve it.

delegation of staff projects

Usually the task assigned can be completed without an in-depth investigation and study. On occasion, however, a project requires considerable inquiry preliminary to the submission of a formal report.

research project

it should be well coordinated, unequivocal, and supported by factual data. Accuracy of supporting material should be unimpeachable, since superiors may refer to the material as supportive of their contention or request. a summary report—concise, brief, and to the point—should be included. Often it should be placed at the beginning so that the superior can conserve time

planning project

posdcorb- executive chiefs

planning organizing staffing directing coordinating reporting staffing

used by wise supervisors

natural pos

require assigning to each worker the fewest possible kinds of tasks or operations in order to improve the quality and increase the quantity of work, thereby giving the highest class of work to suit the worker’s natural abilities.

principles of specialization law of productivity

whether work is apportioned according to function performed, as in the laboratory; by area, as in a system of precincts, geographic divisions, or beats; by clientele handled, as in youth activities or juvenile offenses; or by purpose, as in public relations activities, traffic control, and the like—the division must be logical and practicable.

division of work

major portion of the supervisor’s job

leading directing and controlling

3 types of leaders

autocratic, democratic/participatory, free rein/ laissez-faire

when the supervisor or manager adjusts their leadership style to fit the developmental level of their followers and the needs of that situation.

situational leadership

highly authoritative. They make decisions without allowing subordinates to participate. Subordinates are often made to feel that they are not part of the team because they are not allowed a voice in the decision-making process. They do, however, know where they stand because such leaders go by the book.

autrocratic leader

They treat the employees as associates in a joint venture and thereby increase their feelings of responsibility and their sense of achievement, recognition, and personal growth, but most important, this approach increases the employees’ commitment to the goals of the organization. This is the essence of participative management, which works well when circumstances permit employees to participate in the decision-making process.

democratic particatory leader

It is an easy course for supervisors to follow—especially when they are more concerned about being liked by subordinates than being respected by them, but this invariably produces a climate of permissiveness. Feelings of insecurity develop among workers because they are left without the positive direction and guidance they look for and expect from their leader. As a result, morale, discipline, efficiency, and production begin to deteriorate, and the leader loses control.

free rein laissez faire

It encompasses the qualities of dignity, self-assurance, and poise. It is that outward appearance that denotes that the person has the ability and qualifications to take command of any situation. When leaders have command presence, they remain cool, calm, and collected in the face of conflict, and exert confidence and self-control while handling a crisis.12 It is often said that command presence is best reflected by leaders who look calmer and calmer as things get worse and worse.

command presence

Friendliness, sincerity, affection for others, and personal warmth/ enthusiasm/ ambition/ energy and vitality/ moral and physical integrity/ intelligence/ technical skills/ faith / verbal aptitude/ courtesy/ modesty

characteristics of a good leader

greatest production in the shortest possible time with the minimum energy and the maximum satisfaction for the producers.26 This is the ideal of human efficiency. It is possible to achieve, but it seldom is achieved. It is a worthwhile goal toward which the supervisor should strive.Manner of the Leader The physical, moral, and mental attributes of supervisors have a powerful effect on their relations with subordinates. Language of the Leader Another outward mark by which leaders can be judged is the language they use. What they say and the manner in which they convey their thoughts give clues to their mental state and the attitude behind it. Commendations and Praise by the Leader The desire of individuals for recognition is a force the supervisors should utilize to substantially increase their effectiveness. Criticism and Reprimands by the Leader The average supervisor all too often does not face up to the responsibilities of giving forthright criticism when it is due.

objectives of good human relations

A few words of commendation and praise, sincerely given when merited, will do much to induce continued good performance. There are much more effective tools of leadership than condemnation, criticism, or punitive action. The supervisor should follow the adage, “Commend in public but criticize in private.” Criticism, like commendation, should not be neglected when it is indicated. one of the most frequent complaints of workers is that criticism comes readily but praise seldom.28 Complimenting or giving praise when it is not merited, however, soon dilutes its value and is seldom effective. Likewise, insincere commendation soon loses its motivating effect. Dale Carnegie used the approach with great success that honest, sincere praise wins friends and influences people but that insincere flattery will backfire and make enemies. The most skillful supervisor will strike a reasonable balance between constructive criticism when it is needed and praise when it is earned.

basic principles of commending and criticizing others

susceptible to three interpretations: what persons actually say, what they think they have said, and what the recipient thinks was said.

failures of order giving

Direct Commands, Requests, Implied or Suggested, Requests for Volunteers

4 methods of giving orders

First, there must be an awareness that a real problem exists. An appreciation of its ramifications and recognition of a need for a decision must be present. The proper answer to the wrong question is no solution to the real problem. Second, facts must be obtained. Opinions of others may be needed as supportive data when subjective decisions are involved. Third, when sufficient data have been collected, they must be evaluated and analyzed. Reliability of the source of the data must be tested, just as the facts themselves are. Fourth, alternative approaches leading to a logical conclusion should be decided on, and probable consequences of each should be weighed. Fifth, a decision must be selected from the alternative solutions. This involves value judgments in selecting the solution that allows action to follow in carrying out the decision. Sixth, the decision must then be communicated to those who must carry it out. Appropriate follow-up should take place so that results of the decision may be checked and evaluated.

steps in decision making

supervisor failure to delegate tasks, either because of a lack of confidence in the subordinates or a disinclination to relinquish what they think are their supervisory prerogatives. When supervisors take it upon themselves to do their subordinates’ work, the employee’s initiative is corroded, and the morale of the team invariably suffers.

over supervision snoopervision

failure to delegate tasks, either because of a lack of confidence in the subordinates or a disinclination to relinquish what they think are their supervisory prerogatives. When supervisors take it upon themselves to do their subordinates’ work, the employee’s initiative is corroded, and the morale of the team invariably suffers.

over supervision

Supervisors need to ensure subordinates behave in an ethical and professional manner with their coworkers. They must be told that inappropriate jokes, slurs, and offensive comments about different groups will not be tolerated. It’s up to the supervisor to set the proper example. If something is being said or done that’s inappropriate, the supervisor must intervene immediately.

diverse work place

There are a multitude of acts, real or imagined, that might give rise to charges of harassment; in the interest of good supervisory practices, improprieties should be carefully guarded against by supervisors in their relationships with subordinates. The most common acts that are alleged as a basis for charges of harassment include the following: Improper advances with sexual overtones, involving unwanted physical contact, improper verbal or body language, rudeness,Deprivation of entitlements, such as in assignments, promotions, work conditions, or employee welfare, unfair evaluations, hostile

supervising women

Recognition is a strong motivating force in people. The supervisor can make good use of this force by giving employees credit for their accomplishments as a means of satisfying their drive for recognition. People obtain satisfaction from doing a job well and knowing that others—especially their superiors—have noticed their efforts. Supervisors can give this recognition if they understand the principles of objective personnel evaluations and apply them. In addition to providing recognition for deserving personnel, merit ratings will force supervisors to appraise subordinates periodically in relation to each other and rate them according to their value to the organization. keeps employees productive and good morale

positive motivators

appearance of selfishness, suspicion, envy, failure to give credit, hypercriticism, and arbitrariness will usually denote weaknesses result in reduced productivity, low morale, and poor organizational spirit.

leadership failure

low morale, waste, frustration, and preventable errors inevitably follow. All these are tremendously costly to the organization because they squander human endeavor. Also consider the grave liability that comes with inadequate training.

effects of training deficiencies

the techniques of teaching personnel how to do something have traditionally been taught one way, and now a major change is being initiated, considerable resistance might be encountered. The supervisor will often be forced to improvise so that the methods will meet the needs of the moment. take advantage of whatever opportunities present themselves to train their subordinates, whether it is at shift briefing, in the field, or in the classroom. In each situation, the supervisor may be concerned with technical content or with some of the less tangible problems involving working relationships.

traditions, customs, and habits affect the teacher’s approach to training

How can an administrator or supervisor determine the effects of training?

observations of those who are in a position to compare pretraining and posttraining performance.

When conditions in the learning environment are such that they establish in students an attitude favorable to learning. their success in learning is a pleasurable sense of satisfaction.builds habits that, if correct, lead to success, satisfaction, and a desire to repeat what produces pleasure.

principles of readiness, effect, and repetition

oversimplification, aimlessness, unprepared, teachers assume that the learners know more about the job than they actually do.

teacher inefficiencies

students inherited traits, exposure to learning, and class size. teachers abilities

factors that affect the learning rate of students

individualize their teaching and encourage students with special abilities will contribute to accelerated learning and improved performance. is the recognition by students that their personal or professional growth will be directly dependent on the efforts they expend to improve themselves, to gain greater insight into the problems affecting their position, and to increase their proficiency

motivation

brief, clear, specific statements of what students should know or be able to do at the end of the course that they couldn’t do before.

teaching objectives

factors should instructors take into consideration in analyzing their teaching material before presenting it

relevance, amount, sequence

should cover all stages of the instructional process from the beginning to the accomplishment of the objectives. serves mainly as a guide to systematic teaching. It should consist of a series of notes that will enable instructors to recall in an organized manner the information they plan to use, and to use the teaching aids they have developed to their best advantage at the most appropriate time. The plan also should be used to review the main points of the lesson, and to test the students to determine the extent of their learning. It may follow a topic outline form, a detailed sentence outline, a narrative with appropriate markings of key teaching points and subordinate items, or marginal references keyed to the main teaching points

lesson plan

Things to be learned should be presented so they can be associated with other familiar things. Instructors who have planned well will have constructed their lesson material so that learners can relate it to their own background and experiences.

learning by association

introduction, presentation, review, application, test

5 steps of teaching

Asking leading questions Directing rhetorical questions to students Making use of suggestions, illustrations, or demonstrations Relating personal or other practical examples Placing emphasis on present or future needs that learners may satisfy by the information Citing group or individual experiences Discussing why it is imperative to learn how to perform the job correctly Indicating how increased proficiency may benefit learners personally or economically

stimulating attention and interest

t is a more personal and informal approach to training and can be given at any time or place. No special physical facilities are required, since contacts are usually short and impromptu and occur on the job.

advantages of the individual teaching

considerable planning is needed for the introduction, since the entire group must be motivated to learn. The introductory remarks must be adequate for this purpose; however, the introduction seldom achieves this objective if it is devised primarily to appeal to the average learner in this group.

group teaching

aimlessness, oversimplification, lack to prepare, assumption students know more than they actually do

common causes of teaching ineffectiveness

lecturers, roll call, online, guest speakers, role play, simulators

methods of teaching

overhead, relay, throw back

types of questions

display, duplicated, projected, 3d, electronic media, field trips

teaching aids

reference information and action information

delete it, delegate it, defer it, do it

4 Ds of email

supervisors should refrain from criticizing subordinates in the presence of others, whether outsiders or peers. Likewise, a patrol officer should address his superior by title in public, the reserved or shy individual could be dealt with more effectively perhaps with a tactful “soft” approach rather than the direct “hard” approach that is sometimes necessary in dealing with the aggressive extrovert. The connotations of certain words can be highly offensive and provocative.

Cultural, Environmental, and Psychological Factors effect communications

must often exchange their views with those of the persons. involves a process of questioning with the investigator usually assuming a dominant role in the relationship.

interview versus interrogation

to obtain information (about work or another situation, about the employee, or about a grievance); to communicate or give information (about policies or practices, or about services, behaviors, or employee relationships); to motivate employees for the purpose of improving cooperation, production, or performance; to help solve personal and group problems through the consultation process; and to appraise the past, present, or future situation of the employee (with respect to his career, transfers, education, extra-departmental activities such as secondary employment, or personal problems).

major functions of an interview

informal, employment, progress, grievance, problem solving, disciplinary action, separation

types of interviews

requires that the supervisor suppress any tendency to be the dictator and actively engage in the “understanding listener” role. It is often said that as many superior officers climb the ladder of authority, their ears shrink and their mouths grow. Little is learned by talking; much can be learned by listening. Therefore, the wise interviewer will adopt a “big ears, little mouth” approach to the interview. Interviewers should always bear in mind that certain interviews will succeed only if employees leave feeling that at least they had their say. If they do not gain this impression but merely acquiesce, feeling that they “didn’t have a chance,” the interview must be considered a failure, and as such, it tends to increase the barriers to good supervisor–employee relationships.

employee centered interview

which will encourage interviewees to express themselves freely and stimulate continuing responses. No face-to-face communication can be effective without some listening on the part of the communicators. Skill in listening is a primary qualification for the position of first-line supervisors.6 There is ample evidence that the best listeners are the best interviewers. This conclusion applies to the criminal investigator and the supervisor-interviewer mainly because good listening, like good interviewing, requires patience, restraint, and a degree of insight.7

active listening

These should be framed so that they can be easily and willingly answered. Obviously, ambiguous, dual, or multiple-meaning questions should be avoided to prevent misunderstanding and confusion. Unnecessary use of such questions might hamper free communication. Furthermore, questions should be prepared with the objective of obtaining a true, unequivocal response. If the reply requires the interviewer to draw an inference from what is said, often such responses will be misinterpreted and further questioning will be required to obtain accurate information needed to qualify or explain the initial response.These should be calculated to guide the interview into channels from which such information may be derived.

questions in an interview

Once they have committed themselves, they must not breach the confidence, for to do so would grossly reflect on their moral integrity. If such information turns out to be vital to the organization, they should endeavor to induce the employee to reveal it voluntarily. Keeping all information given to them under such conditions in strictest confidence is a basic requirement. If this cannot be done, interviewers should avoid such agreements. Supervisor-interviewers, however, must be prepared for unusual disclosures on occasion. When they are confronted with such disclosures, they should not display surprise or shock, nor should they attempt to support the employee’s rationalization or give the impression of implied approval. They should avoid making any commitment or giving the impression that the information will be suppressed or withheld in confidence if misconduct is involved. Once the interviewers become party to such information, they are responsible for taking whatever action is appropriate based on common sense and good judgment. They are also accountable for failing to do so.

interviewer handle confidential information

This condition might result from the subtle moods that often permeate the interview and are transferred from it to the interviewers. Anger and hostility are emotions that are most often transferred from one person to another. Such a transfer may cause an overly stern or overly cordial mood not in keeping with the situation.

unconscious imitation

failure of the parties to communicate what is meant or to understand what is said. Others fail because of ignorance, faulty recollection, tendency to say what one thinks they are expected to say, or distortions that creep into the reporting of results when the facts are interpreted on the basis of subjective impressions rather than objective facts. failure to analyze the problem being presented and to decide on the best method of approaching it, or the failure to prepare for the interview by mastering background data and using the data to best serve the purpose, or the failure to plan the wording of questions might further lessen the effectiveness of the interview.

causes of interview failure

the interviewer should avoid solving the employee’s problem but should assist in considering its ramifications and possible solutions by focusing the person’s attention on things that might have been overlooked. Supervisors cannot afford to deprive subordinates of the opportunity to engage in self-analysis and direction, nor can they afford to assume the responsibility for decision-making, which should rightly rest on the shoulders of the employees. Ordinarily, by encouraging employees to air their problems, by giving them the reassurance they may be seeking, by suggesting alternative points for them to consider, and by enlisting their active participation in the matter at hand, the supervisor can guide employees to their own solution by a process of reflection. When the employee's problem has resulted from a lack of information, the interviewer should concentrate on furnishing it

interviewer should avoid giving advise

preliminary planning, privacy, types of questions

preparing for an interview

are the wish for security, based on fear, apprehensiveness, and avoidance; for response, derived from love, friendship, and affection; the wish for recognition, gained from status, prestige, and social approval; and the for new experiences, including curiosity, adventure, and the craving for excitement. These are (1) affection, acceptance, and security; (2) a sense of personal adequacy; (3) recognition as a personality; (4) an opportunity for accomplishment; (5) an opportunity for independence; (6) an opportunity to obtain new experiences; and (7) an opportunity to possess something or someone. an individual as a feeling of security, a sense of adequacy, a sense of self-esteem, and a sense of social approval.4 These have a vital bearing on the behavior of individuals. Well-balanced people need to feel secure in their judgments, in their work, and in their relationships with others.

drive, satisfaction, and needs

He found that if he allowed his patients to talk about their psychological ailments—by bringing them to consciousness and giving them expression, their fears, problems, and complexes were often alleviated. The process is particularly helpful in reducing feelings of anxiety, guilt, fear, hostility, and failure. the process of “talking or acting things out” in a permissive atmosphere,

catharsis

aggression, attitude of resignation, escape, excuses and rationalizations, regression, fixations

reactions to frustration

preventing frustrations arising out of the work environment is the discovery and removal of underlying causes. This is often an extremely difficult task, since the causes may not be readily apparent. Management personnel must recognize that many problems result from the human and physical factors related to the job.

frustration prevention

100

Individuals may be directed toward constructive activity by means such as a challenge to show others what they can really do, assignment of added responsibilities, or placement in a position that absorbs more of their energy. Patient nondirective counseling wherein individuals are given the opportunity to engage in catharsis by talking out the situation will provide an outlet for reducing anger, developing some objectivity, and gaining insight into problems. It will tend to make seemingly intolerable situations tolerable. This often reveals the inconsistencies of problems and is one of the best means of changing the interpretation of the situation. Since sensitivity to frustration is greater during ill health or fatigue, rest or medical attention may be considered at times. Employee assistance and stress reduction programs may also be helpful.

means of relieving frustration reactions

dept rules

dept rules

penal law

penal law

Ncpd procedures

Ncpd procedures

department rules

department rules

dept rules1

dept rules1

ionanne2

ionanne2

procedures

procedures

penal law1

penal law1

procedures 1

procedures 1

procedures 2

procedures 2

Ianone 3

Ianone 3

penal law2

penal law2

penal law3

penal law3

問題一覧

decides the process of directing and controlling people and things to accomplish the organization’s goals

management

over sees the workers, buffer between the management and the workers

supervisor

to feel stable and secure

good morale

to feel tension and anxiety

bad morale

supervisor best performance

structure through which people work as a group

organization

leading, directing, and controlling individuals and groups

supervisors job

that is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise

planning

that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and coordinated for the defined objective

organizing

that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions for work

staffing

that is the continuous task of taking decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise

directing

that is the all-important duty of interrelating the various parts of the work

coordinating

keeping those who the executive is responsible for informed as to what is going on, which includes keeping themselves and the subordinates informed through records, research, and inspection

reporting

all that goes in the form of fiscal planning, accounting, and control

budgeting

Communicating what the organization’s goals are and defining the means for achieving them are also means of motivating employees

planning

guides to personnel in such activities as serving and processing arrest warrants, recording and processing crime or incident reports, and processing traffic citations

standard operating procedures (SOPs)

prepared to meet exigencies encountered by police, such as widespread civil disorders, unusual crime problems, civil defense needs, or major disasters

tactical plans

operational plans

those that implement normal operations, such as in the recruitment of personnel or public and community relations activities.

auxiliary service plans

relate to such matters as budget preparation and the use and control of funds allotted for personnel, equipment, and supplies

fiscal plans

plans consisting of a set of broad principles that guide personnel in the accomplishment of general organizational objectives

policies

evolve from the experiences of the organization, from the established, traditional customs and standards essential to its welfare, and from legal and social constraints imposed on its activities.

policies

rules and regulations

directing

can best be accomplished through direct communication. It can seldom be accomplished by mandate

coordination

individual, military, or departmental type, is the simplest and perhaps oldest form and is seldom encountered in any but the smallest of organizations

line organization

functional organization

has been very successful is the task force. Every state now has a joint terrorism task force, which is a collaboration of federal, state, and local law enforcement agencies.

functional organization

line and staff organization

division of work

This principle requires that every employee be under the direct command of one superior. Thus each worker should be accountable directly to only one supervisor in normal operations.

unity of command

span of control

specifies that the head of an organization or unit within it should not find it necessary to act personally on each matter coming under their general jurisdiction.

exception principle

requires that the person to whom work has been assigned through the delegation process can complete it so that the only thing left to be done by the person who delegated it is to approve it.

delegation of staff projects

Usually the task assigned can be completed without an in-depth investigation and study. On occasion, however, a project requires considerable inquiry preliminary to the submission of a formal report.

research project

planning project

posdcorb- executive chiefs

planning organizing staffing directing coordinating reporting staffing

used by wise supervisors

natural pos

principles of specialization law of productivity

division of work

major portion of the supervisor’s job

leading directing and controlling

3 types of leaders

autocratic, democratic/participatory, free rein/ laissez-faire

when the supervisor or manager adjusts their leadership style to fit the developmental level of their followers and the needs of that situation.

situational leadership

autrocratic leader

democratic particatory leader

free rein laissez faire

command presence

characteristics of a good leader

objectives of good human relations

basic principles of commending and criticizing others

susceptible to three interpretations: what persons actually say, what they think they have said, and what the recipient thinks was said.

failures of order giving

Direct Commands, Requests, Implied or Suggested, Requests for Volunteers

4 methods of giving orders

steps in decision making

over supervision snoopervision

over supervision

diverse work place

supervising women

positive motivators

leadership failure

effects of training deficiencies

traditions, customs, and habits affect the teacher’s approach to training

How can an administrator or supervisor determine the effects of training?

observations of those who are in a position to compare pretraining and posttraining performance.

principles of readiness, effect, and repetition

oversimplification, aimlessness, unprepared, teachers assume that the learners know more about the job than they actually do.

teacher inefficiencies

students inherited traits, exposure to learning, and class size. teachers abilities

factors that affect the learning rate of students

motivation

brief, clear, specific statements of what students should know or be able to do at the end of the course that they couldn’t do before.

teaching objectives

factors should instructors take into consideration in analyzing their teaching material before presenting it

relevance, amount, sequence

lesson plan

learning by association

introduction, presentation, review, application, test

5 steps of teaching

stimulating attention and interest

advantages of the individual teaching

group teaching

aimlessness, oversimplification, lack to prepare, assumption students know more than they actually do

common causes of teaching ineffectiveness

lecturers, roll call, online, guest speakers, role play, simulators

methods of teaching

overhead, relay, throw back

types of questions

display, duplicated, projected, 3d, electronic media, field trips

teaching aids

reference information and action information

delete it, delegate it, defer it, do it

4 Ds of email

Cultural, Environmental, and Psychological Factors effect communications

must often exchange their views with those of the persons. involves a process of questioning with the investigator usually assuming a dominant role in the relationship.

interview versus interrogation

major functions of an interview

informal, employment, progress, grievance, problem solving, disciplinary action, separation

types of interviews

employee centered interview

active listening

questions in an interview

interviewer handle confidential information

unconscious imitation

causes of interview failure

interviewer should avoid giving advise

preliminary planning, privacy, types of questions

preparing for an interview

drive, satisfaction, and needs

catharsis

aggression, attitude of resignation, escape, excuses and rationalizations, regression, fixations

reactions to frustration

frustration prevention

100

means of relieving frustration reactions