CJ 140 Exam 2 Criminal Justice Management
Q1. Proponents of the __________ school of organizational theorists emphasize the importance of manager and leader behavior to motivation and other critical administrative actions.
Q2. The second concern of __________ theory is that human beings must feel safe in their environments and free from any threat of attack by aggressors.
Q3. __________ has had limited application in public organizations.
Q4. Equity theory holds that an individual’s motivation level is affected by her or his perception of fairness in the workplace.
Q5. __________ suggests that management must come to grips with the fact that organizations, either private or public, can no longer exist in a social vacuum.
Q6. Expectancy theory posits that police work, for example, relies on the belief among police officers that their efforts will produce a reduction in crime.
Q7. Supporters of __________ propose a team approach to policing.
Q8. __________ theory is the most recognized theory of motivation.
Q9. The differing theoretical positions on employee motivation are linked by employees’:
Q10. Proponents of the __________ school of organizational theorists were concerned about how employees fit into organizations beyond simply being workers.
Q11. Research has shown that human services workers rarely take steps to enrich their own job.
Q12. The focus of job redesign programs in __________ industries have typically involved the combination of work roles from different parts of the job hierarchy.
Q13. Patterns of job satisfaction are markedly dissimilar for police and corrections officers.
Q14. In the field of criminal justice, _______ has been described as a “Taylorized occupation.”
Q15. The Job Diagnostic Survey was developed by ___________.
Q16. In the human services, the essence of Taylorism has been a potent influence, but the mechanisms have not been ignored.
Q17. In _________, officers and citizens resolve neighborhood problems via a coalition.
Q18. The Texas Instruments program is cited for confirming the assumption that the higher reaches of the Maslowian hierarchy have been reserved for skilled workers.
Q19. The core job dimensions of Hackman and Oldham’s __________ model include skill variety, task identity, task significance, autonomy, and feedback.
Q20. Motivation-hygiene theory was developed by ________ in the 1950s.
Q21. What do contingency theories emphasize that is different from both trait and behavioral theories?
Q22. In the field of corrections, much of what we know about leadership is rooted in highly prescriptive material, which limits our understanding of the process.
Q23. The oldest approach in research on leadership is based on the leader’s:
Q24. An unfavorable description of a coworker denotes a human relations leadership orientation.
Q25. Situational dimensions that constrain the leadership process include:
Q26. Leadership in criminal justice organizations involves:
Q27. The leadership process must be examined in light of:
Q28. Situational engineering is described by the text as:
Q29. The __________ studies concluded that leadership could be examined on the two dimensions of consideration and initiating structure.
Q30. The Michigan Studies dichotomized leadership into two dimensions of supervisory behavior?production-centered and employee- centered.
Q31. Effective supervisors exhibit __________ skills by analyzing and diagnosing complex situations.
Q32. Rulification emphasizes:
Q33. Walker’s research suggests that, for the most part, the criminal courts process _______ cases.
Q34. According to Wright, a _______ system of criminal justice makes no sense.
Q35. Effective supervisors exhibit __________ skills through specialized knowledge and expertise.
Q36. In Peters and Waterman’s concept, greater autonomy and entrepreneurship results from:
Q37. Lipsky calls __________ the essence of the criminal justice system.
Q38. For criminal justice administrators, the central objective is to determine the goals of their communities.
Q39. __________ argue that myths, symbols, and image maintenance cover fundamental ways in which correctional administrators make decisions.
Q40. Effective criminal justice supervisors exhibit technical, human, and conceptual skills.