Quiz
CRJ 160
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Fragen in diesem Quiz (64)
13 Major Issues of the definition of an organization:
Weber (1947) Weber’s ideas invite us to think of organizations as bureaucracies—that is, as entities requiring a
particular formal structure. Rigid hierarchy. Division of labor. Formal rules.- AStructure
- BPurpose
- CActivities
23 Major Issues of the definition of an organization
Etzion, for example, describes organizations as“social units deliberately constructed and
reconstructed to seek specific goals”. An organization may have conflicting goals.- AStructure
- BPurpose
- CActivities
33 Major Issues of the definition of an organization
Socialization of employees affects activities which are managed by decision-making. Organizations act.- APurpose- Ex. Parole (sex offender) & community safety.
- BActivities
- CStructure
4What are the three major characteristics of the Bureaucratic Model?
- ARigid hierarchy - Pyramid style, Police Chief, Major, Lt. Sargent
- BDivision of labor- Traffic, Vice, Homicide, Narcotics
- CFormal rules- No gratuity, (no free donuts)
- DAll of the above
5Who was the pioneer/proponent of the Bureaucratic Model?
- AWeber (1947)
- BBenard ( 1938)
- CEtzioni (1964)
6Definitions between management and leadership
Is this management or leadership?
__________ has been defined as the“process by which the elements of a
group are integrated, coordinated, and/or utilized so as to effectively and efficiently achieve organizational objectives” (Carlisle, 1976).
It may be associated with a particular officer.
Top & middle - a first line officer is also a ________.- AManagement
- BLeadership
7Definitions between management and leadership
Is this management or leadership?
It “refers to a process that helps direct and mobilize people and their
ideas”(Kotter, 1990). Leadership is tribal in nature (Dupree, 1989) and focuses
on an organization’s symbols, rituals, and culture.- AManagement
- BLeadership
8Management is focused on achieving rationality in organizations based upon goals, rules and regulations, and control. Problem solving & developing structures. Leaders establish direction by developing a vision of the future; align people through shared values and vision; and motivate and inspire people to move them toward the shared
vision.- ARichtig
- BFalsch
9Why Wright suggested that conflict is desirable for criminal justice system?
- A(1981) Conflicts in CJS are good because it creates checks and balances. Goal conflict provides for the mediation of interests so that no single perspective dominates. Each has its focus and function.
Example: War on Drugs - police love it. Why? Awards, forfeiture, easy target. - BConflict is not desirable.
- A(1981) Conflicts in CJS are good because it creates checks and balances. Goal conflict provides for the mediation of interests so that no single perspective dominates. Each has its focus and function.
10Who are the internal constituents? How do they affect an organization?
Complex internal constituents include work force, such as officers, unionization.
Clients, such as inmates (riots, lawsuits 1980s, inmates' rights).
Struggle for power within organizations. Groups of employees who come with a shared interest.
These have had a dramatic affect on the organizations, such as unions changing policies.- ARichtig
- BFalsch
11Criminal Justice system is more likely to be an open or closed system?
- AOpen
- BClosed
12Input, throughput, and output is the process of an open or closed system?
- AOpen
- BClosed
13Why CJS is usually a complex or conflicting system?
CJS organization inevitably seeks satisfactory levels of attainment of several goals simultaneously
rather than attempting to maximize the attainment of each goal, meaning the goals actually become constrictive as it cannot achieve the same quality work in all areas.- ARichtig
- BFalsch
14Open System characteristics:
Not specialized tasks. The ends are emphasized over the means. Tasks by groups and teams sharing expertise. Structure is informal. Authority from work groups. Communication flows horizontally. General policy statements. Leadership style focuses on coaching and advising. SMALL AGENCIES WITH LESS THAN 10 STAFF. unstable environment, non-routine demands for services. Non hierarchical.- ATrue.
- BFalse.
15Closed System Characteristics:
Workers have a narrow range of duties. Process emphasized over outcomes. Formal job descriptions. Clear authority and responsibilities. Authority & responsibility delegated from central authority. Communication flows vertically. Written rules. Promotion based on subjective assessment and longevity. Rigid chain of command. Structure is hierarchical. Stable environment, Routine demands for service.- ATrue.
- BFalse.
16Is having a stable environment a close or open system?
- AClosed
- BOpen
17Routine demands for service, is it an open or closed system?
- AOpen
- BClosed
18vertical communication = closed or open system ?
Communication flows vertically- AClosed system
- BOpen system
19informal job descriptions = Closed or open system?
- AOpen system
- BClosed system
20Formal job descriptions = Closed or open system?
- AOpen system
- BClosed system
21horizontal communication = closed or open system ?
Communication flows horizontally- AOpen system
- BClosed system
22Is having a unstable environment a close or open system?
- AOpen system
- BClosed system
23Leadership style focuses on coaching and advising = closed or open system
- AClosed system
- BOpen System
24Small agencies with less than 10 staff = open or closed system
- AClosed system
- BOpen system
25Rigid chain of command = open or closed system
- AOpen system
- BClosed system
26Tasks are not specialized = open or closed system
- AOpen system
- BClosed system
27Formalization consists of the establishment of rules and regulations, usually
written, that govern the work activities of an agency’s personnel.- ARichtig
- BFalsch
28High degree of formalization requires low or high degree of expertise.
- ALow
- BHigh
29——————— is a statement or description of an organization’s common purpose/goals.
- APolicies
- BProcedures/Practice
- CMission
30------------ is a clear statement that defines what action is to be taken and why. General principles to achieve the mission.
- AMission
- BPolicies
- CProcedures/practice
31---------- are step-by-step descriptions of the activities that agency members need to follow to achieve the objective or goal put forward by policy. "How to do it"
- AMission
- BPolicies
- CProcedures/Practice
32Span of Control: The number of workers that report to a supervisor. Varies in organization size, tasks, skills of employees.
- ARichtig
- BFalsch
33Narrow Span: --------- hierarchy with --------- supervisors.
- ATall hierarchy ; numerous supervisors
- BFlat hierarchy; few supervisors
34Wide Span: ------- hierarchy with ------ supervision levels.
- AFlat hierarchy; few supervisors
- BTall hierarchy; many supervisors
35Most motivational theories are based on which organizational frame?
- AThe human resource frame
- BThe structural frame
- CThe political frame
- DThe symbolic frame
36Which organizational frame is this?
Main concept is that workers have feelings, needs, and prejudices, and so happy workers are effective workers. Organizations tailor to people's needs. CJS less likely to motivate staff.- AStructural Frame
- BHuman Resource Frame
- CPolitical Frame
- DSymbolic Frame
37Which resource frame is this?
Interest groups compete for scarce resources. Unions - political power of workers through legislation and support politicians. Informal leaders with political clout emerge as effective leaders, ex. associations/groups. Ability to resist attempts of organizational change.- AStructural Frame
- BHuman Resource Frame
- CPolitical Frame
- DSymbolic Frame
38Which organizational frame is this?
Organizations are driven by rituals such as stories, heroes, & myths. ex. CJS "war on drugs", CSI effect. Leaders make good use of these symbols.- AHuman Resource Frame
- BSymbolic Frame
- CPolitical Frame
- DStructural Frame
39Which organizational frame is this?
Refers to the organizational hierarchy, division of labor, job descriptions, mission, policies
and procedures, and so forth.- AHuman Resource Frame
- BSymbolic Frame
- CPolitical Frame
- DStructural Frame
40The idea of community policing encourages more use of car patrol?
- ARichtig
- BFalsch
41The pros and cons of high techs work to the advantage for CJS system.
Technology impacts the inner workings of the criminal justice system
and changes the demands it must face. It makes some thing convenient, but also provides more problems that the CJ system must face. ex. Automobiles & computers.- ATrue
- BFalso
42The three major sources of law to affect CJS?
- ALegislation
- BCivil litigation
- CCase Law
- DAll the above
43General relationship between economy and crime rate...
In times of low employment:- AMore crime for food and money
- BMore property crime, more valuables to steal
44General relationship between economy and crime rate....
In times of high employment:- AMore crime for food and money.
- BMore property crime, more valuables to steal.
45Good economy =
- ALower quality of CJ workers
- BHigher quality of CJ workers
46Relationship between income inequity/relative deprivation to crime rate
-Income inequality is an useful indicator of crime than poverty/unemployment. (Relative Deprivation)- ARichtig
- BFalsch
47How political, demographic, and ecological factors affect crime rate?
Demographic: A dramatic increase in the population of a city will automatically increase its crime rate.- Atrue
- Bfalse
48American culture is...
- Aheterogeneous and dynamic
- Bhomogenous and dynamic
49How political, demographic, and ecological factors affect crime rate?
Ecological: As communities change from agrarian to industrial, migration patterns bring
in new citizens who may have values different from those of the longtime residents, crime patterns may change, and an increased number of social control problems may require formal rather than informal processing.- ARichtig
- BFalsch
50Decoupling organization: Definition; usually happens in large or small organization?
To add to the issue of uncertainty, large organizations tend to become decoupled—that
is, face multiple environments and interact with each environment at different
organizational levels.- ALarge organizations
- BSmall organizations
51In what ways can CJS managers provide the input and affect policy making?
- ABudgeting process
- BBureaus
- COutside groups
- DNews media.
- EAll the above
52____ is used to describe the function of communication in an organization
- AGlue
- Bnone
53The major 8 forces/factors of environment which affect CJS:
- ATechnology: Autombile, computers etc.
- BLaw: precedent & federal cases
- CEconomic factors: Agencies gain resources in good economic times; recruitment & unemployment
- DDemographic factors: Age, gender, # of people.
- EEcological conditions: Climate, geographical location, etc.
- FCultural Conditions: Laws are codified social norms of a culture.
- GAll the above
54What are the 8 barriers of communication?
- A1. Preconceived ideas: stereotypical views- religion, race, political.
- B2. Denial of contrary information: cognitive dissonance; personal values.
-No bible of housing, drug addicts. - C3. Use of personalized meaning: Professional jargon: code, "shank", "fish" , "screw"
- D4. Lack of motivation or interest: Use new & innovative way to get attention
- E5. Noncredibility of the source: Gossip
- F6. Lack of communication skills: affected by training, education, "streetwise" language.
- G7. Poor organizational climate: Encourage & respect inputs from rank-and-file.
- H8.Use of complex channels: Rigid, red tape- everything on official memos.
- IAll of the above.
55-Lack of communication skills- is most likely to be determined by individual's education, training, experience, and personal trait.
- ARichtig
- BFalsch
56Downward Communication: Supervisors give instruction to subordinates
Pros: Clear path. Chain of command. Faster decision making.
Cons: Lack sense of participation. Officers desensitized over information. Less likely to cooperate.- ARichtig
- BFalsch
57Downward Comm: Supervisors give instruction to subordinates
Pros: Clear path. Chain of command. Faster decision making.
Cons: Lack sense of participation. Officers desensitized over information. Less likely to cooperate.
Upward comm: Subordinates required to give information to supervisors.
Pros: Sense of participation, ownership, & satisfaction. Less likely to jeopardize. Feedback to policy makers.
Cons: Takes time to survey & discuss & reach consensus.- ARichtig
- BFalsch
58Grapevine is considered a formal or informal communication?
Informal.- ARichtig
- BFalsch
59Non-verbal communication includes...
- AFor organizations: symbols.
- BFor Individuals: One’s body posture during a conversation
or interview - Ctouching: for example, techniques of shaking hands and patting
another on the back. - DFacial expressions: may convey fear, friendship, or deceit.
- EEye contact: is another nonverbal form of communication, the appropriateness
of which is culturally based. - FMessages may also be
conveyed through dress, hair style, tone of voice, or actions - GAll the above
60Exchange and Decoupling: pros & cons
Exchange:
Pros: Enhance efficiency & trust via informal means (ex. phone, lunch), email than memo, letters.
Cons: Decoupling - form their own small groups. between decision-makers and workers.- ARichtig
- BFalsch
61Multiple networks: the multiple networks for the roles of line officer and supervisor
- Aupervisors:
Professional organizations, officers, administrators, prosecutors, citizen calls, managers and supervisors from other agencies, community members, fellow supervisors. - BLine officer:
Professional organizations, supervisors, administrators, prosecutors, defense attorney, informants, community members, fellow officers. - CBoth.
- Aupervisors:
62Communication barriers among and within the criminal justice system
- AExternal/Intra-agency communication:
Major Problems- Check & Balance
a. Due process- privacy issues
b. Exclusionary rule- tainted fruit not admitted in court
c. Protection of youth- confidential info not shared
d. Jargon, code, language - among diff. agencies
e. Different values and rules - BInternal barriers within agencies:
a. Hierarchy - lengthy processes
b. chain of command - one step at a time
c. Rules & regulations - follow the book. - CBoth
- AExternal/Intra-agency communication:
63Linking Pin: A hierarchy of interlocking groups. One leader of one unit acts as informal coordinator who overcomes barriers and establishes an exchange system between units. Popular in industry, not in CJS.
- ARichtig
- BFalsch
64Linking Pin Theory:
- ALinking pins are individuals who make a concerted effort to have credibility and influence
in their own units as well as in other units that affect the efficient operation of their
units. The linking pin acts as an informal coordinator and communicator, making
ad hoc efforts to smooth the work flow between units. - B"Likert was a champion of participative management as a means to
open communication in organizations. He reasoned that communication across
groups was not possible in hierarchical organizations managed from the top down.
However, his study showed that even in hierarchical organizations individuals can
become linking pins and foster communication across groups." - CBoth.
- ALinking pins are individuals who make a concerted effort to have credibility and influence
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- Beschreibung
- Quiz am CRJ 160 , erstellt von Arlet Moya am 25/02/2016.
- Autor
- Arlet Moya
- Sprache
- English
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