Deck 6: Strategic Analysis

Question 1

Strategic analysis involves:

A) controlling officer arrest rates
B) monitoring deadly force policy
C) continuous assessment of external operational demand and internal response capabilities
D) managing organizational human resource policy

Answer 1

C

Question 2

Strategic analysis serves all of the following functions EXCEPT:

A) to monitor police officer arrest practices and their relationship to conviction rates
B) to learn the reasons and conditions causing criminality
C) discovery of crime and suspect relationships as well as information for investigations
D) analysis of crime data in order to allocate resources and deploy personnel

Answer 2

A

Question 3

The foundation of successful strategic policing is:

A) adherence to the department's policy and procedures
B) the systematic gathering of information, its analysis, and evaluation of its relevance to the department's strategic objectives
C) standardization of operational procedures
D) high arrest and conviction rates

Answer 3

B

Question 4

Strategic alignment:

A) is linking the desired objectives of community groups and enforcement procedures
B) is the intuitive diagnosis of the department's problems
C) is the linking of an organization's internal resources, capabilities, strategy, and tactics with the demands of its external environment
D) occurs when policy is developed to address human resource issues

Question 5

The purpose of a _________________ is to identify those critical areas of service demand and potential problems that the department must respond to in order to maintain its effectiveness and efficency.

A) procedural analysis
B) command inspection
C) process evaluation
D) SWOT analysis

Question 6

An organization's internal capability involves all of the following EXCEPT:

A) human capital
B) threat factors
C) leadership
D) physical assets

Question 7

External factors that threaten the effectiveness and capability of the department are known as:

A) success factors
B) threat factors
C) intangible assests
D) performance measures

Question 8

The beginning of both strategic analysis and planning is:

A) the analysis of a department's response capabilities and concluding how best to deploy these resources
B) analysis of organizational performance outputs
C) identification of external stakeholders
D) assessment of internal procedural development

Question 9

The structural frame of reference involves analysis of all of the following EXCEPT:

A) the department's mission
B) the department's goals and objectives
C) the department's measures of performance
D) the department's employee competence levels

Question 10

The __________ Frame of Reference identifies and analyzes conflicting groups and individuals who are competing with each other for power and control within and outside the department.

A) structural
B) human
C) political
D) cultural

Question 11

Organizational culture analysis focuses upon all of the following EXCEPT:

A) image
B) accountability and ethcis
C) power holders
D) acceptable modes of behavior

Question 12

Intelligence is:

A) information collected
B) what is produced after data is evaluated and analyzed
C) arrest procedures
D) the way managers solve problems

Question 13

__________ are generalized statements of where an organization wants to be at some future time.

A) Goals
B) Objectives
C) Strategies
D) Measures

Question 14

__________ set quantifiable performance targets to be accomplished over a period of time.

A) Goals
B) Objectives
C) Strategies
D) Measures

Question 15

One of the benefits of strategic planning is:

A) it provides benchmarks to gauge organizational performance
B) it is a panacea for resolving organizational or community conflicts
C) it can serve as a substitute for leadership
D) it can help increase scarce resources

Question 16

Which of the following statements is an example of a strategic planning goal?

A) increasing arrests by 25 percent
B) setting up an anti-gang unit
C) avoiding civil lawsuits
D) achieving a reduction in the fear of crime in a community

Question 17

Which of the following was given by NYPD officers as an example of issues most important to the department?

A) reduce crime, disorder, and fear
B) make gun arrests
C) hold down overtime
D) correct quality-of-life conditions

Question 18

Which of the following is an example of a values statement?

A) repress criminal activity
B) regulate non-criminal conduct
C) use only the minimum necessary force when performing our lawful duties
D) provide services

Question 19

Benchmarks:

A) set specific measurable targets for each goal
B) are the action steps taken to achieve goals
C) consider costs
D) examine personnel requirements

Question 20

The _________ should track time and other resources expended versus resources allocated.

A) action plan
B) implementation chart
C) monitoring system
D) evaluation plan

Question 21

The underlying concept of "system thinking" is that nothing in the organization stands alone; it must always be considered part of a greater whole.

Question 22

Jack Maple, one of the creators of NYPD's Compstat, asserts that a department's front-line officers are critical information gatherers.

Question 23

Internal organizational conflict is always destructive and should always be resolved by managers.

Question 24

Strategic planning builds upon an understanding of the agency's current strengths and weaknesses.

Question 25

A mission statement should convey, articulate, and reinforce the long-term view of where the law enforcement agency and the community want it to be.

Question 26

A values statement should reflect high ideals.

Question 27

The strategic planning process invites and confronts conflict early to build consensus.

Question 28

NYPD officers stated that both they and the department believed that "staying out of trouble" was an important organizational goal.

Question 29

NYPD officers stated that both they and the department believed that "reducing crime, disorder, and fear" was an important organizational goal.

Question 30

According to the text, a values statement should inspire commitment.

Question 31

List and discuss the strengths and weaknesses of strategic planning for police departments.

Question 32

What are the differences between a mission statement and a value statement, and why are they important?

Question 33

How should goals be determined and set? How do "stretch goals" contribute to this process?

Question 34

When he became NYPD Commissioner, William Bratton conducted an "internal scan" of the department. Why did he do it? What were the results?