welcome to the njsacop command and leadership program practical testing module

Welcome to the NJSACOP Command and Leadership Program

Practical Testing Module.

Please place your program in Slide Show Mode in order to begin. There is a navigation bar at the bottom of each

page that will take you through the entire module. Simply place your cursor over the process you want to

follow and left click from your mouse.

To start your tour, left click on CONTENTS PAGE, located at the bottom right of this page. If you wish to end your

tour now, simply left click on END.

On behalf of the entire Command & Leadership Staff, we hope this Practical Tutorial, aids you in a complete grasp

of the program concepts and process.

CONTENTS PAGE END

END

AREA IVTHE ORGANIZATIONAL SYSTEM

Lesson #31Ethical Dimension of Leadership

Lesson #30Leading Change

Lesson #29Organizational Culture

Lesson #28Organizational Environment

TESTING CONTENTS:Simply place your cursor over the Chapter Number in Green and Left click to begin that chapter. If you wish to enter another Chapter or Area, simply hit

the Escape Key, close this Chapter, and return to the main folder.

These practical exercises are designed to test your ability to IDENTIFY the sources of:

Environmental Uncertainty and/or

Organizational Dependency.

Let's get started.

TO THE QUESTIONS CONTENTS PAGE END

INSTRUCTIONS: Read the following brief situations and then select from the included list, a concept which helps to account for the

Environmental Uncertainty and/or Organizational Dependency.

Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page

indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in

working your way through the entire practice testing module.

CHAPTER #28Organizational Environment


Organizational EnvironmentChapter #28 Part #1 Question #1

NEXT TEST CONTENTS PAGE END

A. Environmental Uncertainty

B. Organizational Dependency

C. I have No Idea

As a Patrol commander, you are extremely upset with having only 60% of your day shift available for

assignment. At 0700 hours, The Chief's Office requested four (4) officers for a special detail and 6 more were

tagged at the last minute by the training unit for blood born pathogen training.

BACK TO THIS QUESTION NEXT TEST CONTENTS PAGE END





A. CORRECT. Environmental uncertainty concerns the lack of information about environmental factors and the difficulty of

predicting external changes. This morning's requirement to send 4 officer on a special detail and an additional 6 for training caught you completely by surprise. As a result of these taskings, your planned duty assignments have been adversely affected. Only 60% of your

personnel arepresent for assignment.

PLEASE TRY AGAIN NEXT TEST ENDCONTENTS PAGE





B. INCORRECT. Organizational dependency exists when the environment is the source of scarce and valued resources essential to

the organization's mission. In this situation, the factor having an impact upon your unit is not environmental organizational

dependency. Even though you are dependent on officers as a resource, they are not

in your environment; they are inside your organization.


C. I have No Idea




C. ONLY YOU KNOW, but if this is true, review the lessongoal and reading assignment; then, try again.





C. I have No Idea

As a Range Master, you are concerned about how tomake the upcoming live-fire exercise a meaningful event.

At the quarterly qualification two months ago, the department Budget officer announced a cut in the training ammunition allocations. For you, this meant only 30 live rounds, per officer, per day, for the three day exercise.

PLEASE TRY AGAIN NEXT TEST CONTENTS PAGE END




A. INCORRECT. Environmental uncertainty concerns the lack ofinformation about environmental factors and the difficulty of

predicting external changes. In this situation the factor having an impact upon your unit is not environmental uncertainty, since you

knew about the cut in ammunition for two months.

BACK TO THIS QUESTION NEXT TEST ENDCONTENTS PAGE




B. CORRECT. Organizational dependency exists when the environment is a source of scarce and valued resources essential to the organization's mission. You are dependent on the department for

ammunition and the Budget officer has cut back the amount of ammunition you have for training. This reduction in ammunition

(resource) will require you to tailor your training differently to maximize the benefit of the few rounds you have.


C. I have No Idea



C. ONLY YOU KNOW, but if this is true, review the lessongoal and reading assignment; then, try again.

INSTRUCTIONS: This series of questions will test your ability to ANALYZE how organizational leaders cope with their task

environments.

MATCH the environmental coping strategies being used in each of the following scenarios with the appropriate label listed below. Do this by

selecting the letter (A-G) corresponding to the coping strategy you feel is

represented by the scenario. There may be more than one correct answer for each question.

Simply place your curser on the answer you want to select and left click with your mouse. This will take you to a response page

indicating that you have made the correct or incorrect selection. At the bottom of each page is a navigation tool bar that will aid you in

working your way through the entire practice testing module.

CHAPTER #28Part #2

Organizational Environment


A. Acquiring Prestige B. Co-Opting C. Buffering



D. Maintaining Alternative Resources E. Smoothing Out

G. Rationing F. Adaptation

Your vehicle maintenance sergeant knew the supply system was often slow in providing needed parts for your

vehiclesTherefore, he developed a good working relationship with the owner of the local junk yard, a place where he could

legally get needed parts from wrecked vehicles.


A. Acquiring Prestige




A. CORRECT. Acquiring prestige is a strategy used by organizational leaders to reduce their relative lack of power vis-a-vis the environment. This

approach is based on maintaining a positive social image with key elements in the task environment. Organizational leaders' ability to establish and

maintain a good reputation for their organizations results in the organization gaining a form of power over other elements in their environment. If you focused on the data "he developed a good working relationship with the owner of the junk yard", and saw this as an attempt to "gain prestige" or "maintain a positive social image," then you could view this action as an

attempt to acquire prestige. There are three correct answers to this scenario.


B. Co-Opting




B. CORRECT. Co-opting is a strategy used by the leader to enlarge the organization's boundaries so as to incorporate uncertain

environmental elements--move them under the control of the organizational leader. Through co-opting, the leader attempts to increase the certainty of future support from the organization or

person being co-opted. In this case, if you saw your motor sergeant developing a good working relationship with the owner of the junk

yard as an attempt to enlarge the boundaries of your organization so as to include the junk yard, then this is an example of co-opting.

There are three correct answers to this scenario.


C. Buffering




C. INCORRECT. Buffering is a strategy used by the leader to reduce uncertainty originating in the external environment. The organization

is "buffered" by surrounding it with specialized agencies or components to absorb the uncertainty. In a tactical sense, you buffer

your unit fromsources of uncertainty by placing something or someone between you and your external environment. Buffers reduce the impact of

your greatest source of tactical uncertainty your external environment. Your sergeant is not buffering.

TRY AGAIN.


D. Maintaining Alternative Resources




D. CORRECT. Maintaining alternative resources is a proactive leader strategy used to minimize the power of the environment.

Organizational leaders can reduce their dependency on single sources in their environment by maintaining a variety of options to acquire necessary resources. Instead of relying exclusively on the repair parts supply system, your sergeant is hoping to use the junk

yard as an alternative source of parts for your unit.

There are three correct answers to this scenario.


E. Smoothing Out




E. INCORRECT. Smoothing out is a leader strategy to reduce the erratic nature of the environment. Whereas buffering absorbs environmental

fluctuations, smoothing out involves attempts to reduce fluctuations in the environment. The leader attempts to influence the task environment to

reduce the uncertainty associated with periods of either high and low demand. For example, a maintenance organization able to anticipate a

period of heavy demand for its services can publicize this fact (daily bulletin, fliers, division maintenance meeting), thereby encouraging users to schedule

their services well in advance, thus smoothing out the demand. TRY AGAIN.


F. Adaptation




F. INCORRECT. Adaptation is a leader strategy used when buffering or smoothing out isn't possible. The leader adjusts the organization to deal with anticipated environmental fluctuations rather than trying to deal directly with

the environment. For example, the maintenance Sergeant may request additional personnel to deal with a heavy demand period or work his people

longer hours; the U.S. Post Office hires temporary help during the holiday season to deal with the tremendous amount of mail typical of this period.

TRY AGAIN.


G. Rationing




G. INCORRECT. Rationing is a strategy used by the leader when all else fails or other strategies are not possible. It is making the best of

a bad situation; typical of emergency situations. When training resources (training areas, fuel, ammunition, people, etc.) are in short

supply, the budget officer's task is to distribute through out the department what resources there are. The leader is left to react to

the environment rather than being able to take a proactive approach. TRY AGAIN.






You give Sergeant Wiggins, the additional duty of Prosecutor's Office Liaison. As part of her duties, you require her to meet with the Assistant Prosecutor on a monthly basis to keep abreast of all the latest change

coming down in legal matters.





A. INCORRECT. Acquiring prestige is a strategy used by organizational leaders to reduce their relative lack of power vis-a-vis the environment. This approach is based on maintaining a positive social image with key elements in the task environment. Gaining

prestige is analogous to the principle behind the acquisition of referent power (lesson 21). That is, it is the least costly means by

which to gain power. Organizational leaders' ability to establish and maintain a good reputation for their organizations results in the

organization gaining a form of power over other elements in their environment. TRY AGAIN.


B. Co-Opting



B. INCORRECT. Co-opting is a strategy used by the leader to enlarge the organization's boundaries so as to incorporate uncertain


person being co-opted. For example, always including your department's vehicle maintenance agreement in your unit's

functions may increase the likelihood of quick, quality support in the future. TRY AGAIN.


C. Buffering



C. CORRECT. Buffering is a strategy used by the leader to reduce uncertainty originating in the external environment. The organization


your unit fromsources of uncertainty by placing something or someone between

you and the external environment. Buffers reduce the impact of your greatest source of tactical uncertainty—the external environment. In

this case, Sergeant Wiggins acts as a buffer between you and any environmental uncertainty concerning the Prosecutor's Office.





D. INCORRECT. Maintaining alternative resources is a proactive leader strategy used to minimize the power of the environment.

Organizational leaders can reduce their dependency on single sources in their environment by maintaining a variety of options to

acquire necessary resources. For example, rather than relying exclusively on

the repair parts supply system, an organizational leader might develop a relationship with the owner of the junk yard so that

another source of parts is available to the unit. TRY AGAIN.


E. Smoothing Out



E. INCORRECT. Smoothing out is a leader strategy to reduce the erratic nature of the environment. Whereas buffering absorbs

environmental fluctuations, smoothing out involves attempts to reduce fluctuations in the environment. The leader attempts to

influence the task environment to reduce the uncertainty associated with periods of either high and low demand. For example, a

maintenance organization able to anticipate a period of heavy demand for its services can publicize this fact (daily bulletin, fliers,

division maintenance meeting), thereby encouraging users to schedule their services well in advance, thus smoothing out the

demand. TRY AGAIN.


F. Adaptation



F. INCORRECT. Adaptation is a leader strategy used when buffering or smoothing out isn't possible. The leader adjusts the organization

to deal with anticipated environmental fluctuations rather than trying to deal directly with the environment. For example, the vehicle

maintenance Sergeant may request additional personnel to deal with a heavy demand period or work his people longer hours; the U.S. Post Office hires temporary help during the holiday season to deal with the

tremendous amount of mail typical of this period. TRY AGAIN.


G. Rationing





supply, the budget officer's task is to distribute through out the department what resources there are. The leader is left to react to







Your Chief told the intelligence commander to infiltrate local gangs in order to obtain information on their

activities.




activities.


prestige is analogous to theprinciple behind the acquisition of referent power (lesson 21). That

is, it is the least costly means by which to gain power. Organizational leaders' ability to establish and maintain a good reputation for their

organizations results in the organization gaining a form of power over other elements in their environment. TRY AGAIN.


B. Co-Opting


activities.



person being co-opted. For example, always including your department's vehicle maintenance Sergeant in your unit's functions may increase the likelihood of quick, quality support in the future.

TRY AGAIN.


C. Buffering


activities.

C. CORRECT. Buffering is a strategy used by the leader to reduce uncertainty originating in the external environment. The organization


your Dept. from sources of uncertainty by placing something or someone between you and the external environment. Bufferers

reduce the impact of your greatest source of tactical uncertainty-- the external environment. In this case, the Chief is demonstrating one of these buffering strategies by directing his intelligence commander to gain information on local gangs, thereby reducing uncertainty as to

their activities.




activities.




the repair parts supply system, an organizational leader might develop a relationship with the owner of the junk yard so that another

source of parts is available to the unit. TRY AGAIN.


E. Smoothing Out


activities.






demand. TRY AGAIN.


F. Adaptation


activities.


to deal with anticipated environmental fluctuations rather than trying to deal directly with the environment. For example, the maintenance

Sergeant may request additional personnel to deal with a heavy demand period or work his people longer hours; the U.S. Post Office

hires temporary help during the holiday season to deal with the tremendous amount of mail typical of this period. TRY AGAIN.


G. Rationing


activities.



supply,the Budget officer's task is to distribute through out the department

what resources there are. The leader is left to react to the environment rather than being able to take a proactive approach.

TRY AGAIN.






As the Department Training Officer, you attempt to program major training requirements throughout the calendar year rather than all at once in certain key

months.




months.


prestige is analogous to theprinciple behind the acquisition of referent power (lesson 21). That

is, it is the least costly means by which to gain power. Organizational leaders' ability to establish and maintain a good reputation for their

organizations results in the organization gaining a form of power over other elements in their environment. TRY AGAIN.


B. Co-Opting


months.



person being co-opted. For example, always including your Department's vehicle maintenance Sergeant in your unit's functions may increase the likelihood of quick, quality support in the future.

TRY AGAIN.


C. Buffering


months.



your unit fromsources of uncertainty by placing something or someone between

you and the external environment. Buffers reduce the impact of your greatest source of tactical uncertainty-- the external environment.

TRY AGAIN.




months.




the repair parts supply system, an organizational leader might develop a relationship with the owner of the junk yard so that another

source of parts is available to the unit. TRY AGAIN.


E. Smoothing Out


months.

E. CORRECT. Smoothing out is a leader strategy to reduce the erratic nature of the environment. Whereas buffering absorbs





demand. Here the Training Officer is proactively dealing with the cyclical nature of training requirements.


F. Adaptation


months.






G. Rationing


months.



supply, the Budget officer's task is to distribute throughout the department what resources there are. The leader is left to react to







As an experienced Range Master, you were making final arrangements to prepare your department for its annual firearms qualification. The last time the medical support provided by the

volunteer ambulance squad to the range was dismal. They rarely showed up on time and were often unprepared to support your

specific needs. Having a goodE.M.T. on the range was important to you, so this year you made arrangements with your Chief to utilize your own department's

E.M.T. trained law enforcement personnel.



As an experienced Range Master, you were making final arrangements to prepare your department for its annual firearms qualification. The last time

the medical support provided by the volunteer ambulance squad to the range was dismal. They rarely showed up on time and were often unprepared to

support your specific needs. Having a good E.M.T. on the range was important to you, so this year you made arrangements with your Chief to utilize your own department's E.M.T. trained law enforcement personnel.






B. Co-Opting




B. CORRECT. Co-opting is a strategy used by the leader to enlarge the organization's boundaries so as to incorporate uncertain

environmental elements--move them under the control of the organizational leader. Through co-opting, the leader attempts to increase the certainty of future support from the organization or person being co-opted. In this case, you were taking a potential source of uncertainty and dependency (the volunteer ambulance

squad), that was normally outside the boundaries of your organization, and co-opting it. By taking your own E.M.T. with you,

you have, in a sense enlarged the boundaries of your organization so as to include the E.M.T.s, thereby increasing your control over this important asset. There are two correct responses to this scenario.


C. Buffering






your unit from sources of uncertainty by placing something or someone between you and the external environment. Buffers reduce

the impact of your greatest source of tactical uncertainty--the external environment. TRY AGAIN.






D. CORRECT. Maintaining alternative resources is a proactive leader strategy used to minimize the power of the environment.


acquire necessary resources. For example, rather than relying exclusively on the repair parts supply system, an organizational

leader might develop a relationship with the owner of the junk yard so that another source of parts is available to the unit. You might view taking along your own E.M.T.s as maintaining an alternative

resource. There are two correct responses to this scenario.


E. Smoothing Out









demand. TRY AGAIN.


F. Adaptation









G. Rationing













Your new Platoon commander's goal is to improve the reputation of the platoon by doing better than any other platoons in the Patrol Division on all required tasks. He went on to explain that if we do everything well, higher headquarters will stay off our backs and allow us to do other things we want. In other words, we will all enjoy

more autonomy.



Your new Platoon commander's goal is to improve the reputation of the platoon by doing better than any other platoons in the Patrol Division on all required tasks. He went on to explain that if we do everything well, higher

headquarters will stay off our backs and allow us to do other things we want. In other words, we will all enjoy more autonomy.

A. CORRECT. Acquiring prestige is a strategy used by organizational leaders to reduce their relative lack of power vis-a-vis the

environment. This approach is based on maintaining a positive social image with key elements in the task environment. Gaining prestige is analogous to the principle behind the acquisition of referent power

(lesson 21). That is, it is the least costly means by which to gain power. Organizational leaders' ability to establish and maintain a good reputation for their organizations results in the organization

gaining a form of power over other elements in their environment. In this case, the platoon commander feels that if we are able to

establish a good reputation, we can, in effect, reduce the uncertainty surrounding outside agencies interfering with our business.


B. Co-Opting





person being co-opted. For example, always including your department's maintenance Sergeant in your unit's functions may increase the likelihood of quick, quality support in the future. TRY

AGAIN.


C. Buffering














leader might develop a relationship with the owner of the junk yard so that another source of parts is available to the unit. TRY AGAIN.


E. Smoothing Out






maintenance organization able to anticipate a period of heavy demand for its services can

publicize this fact (daily bulletin, fliers, division maintenance meeting), thereby encouraging users to schedule their services well

in advance, thus smoothing out the demand. TRY AGAIN.


F. Adaptation








G. Rationing












The vehicle maintenance Sergeant anticipates a high demand for organizational level services on 4 wheel drive vehicles in the next week, due to a snow front moving this way. In addition, semi-annual services on all vehicles are

also due. The Sergeant has requested additional mechanics for these services and is scheduling his own

mechanics to work longer hours.



The vehicle maintenance Sergeant anticipates a high demand for organizational level services on 4 wheel drive vehicles in the next week, due

to a snow front moving this way. In addition, semi-annual services on all vehicles are also due. The Sergeant has requested additional mechanics for these services and is scheduling his own mechanics to work longer hours.






B. Co-Opting






AGAIN.


C. Buffering






the impact of your greatest source of tactical uncertainty-- the external environment.

TRY AGAIN.








leader might develop a relationship with the owner of the junk yard so that another source of parts is available to the unit.

TRY AGAIN.


E. Smoothing Out





influence the task environment to reduce the uncertainty associated with periods of either high and low demand. For example, in this

case, the vehiclemaintenance sergeant could have attempted to smooth out his

anticipated high demand by scheduling all of the services early on in the period, rather than crashing his resources at the end by

pulling all-nighters. TRY AGAIN.


F. Adaptation



F. CORRECT. Adaptation is a leader strategy used when buffering or smoothing out isn't possible. The leader adjusts the organization to

deal with anticipated environmental fluctuations, rather than trying to deal directly with the environment. Here, the maintenance Sergeant

has requested additional personnel to deal with a heavy demand period as well as scheduling his mechanics to work longer hours. Another example involves the U.S. Post Office adapting by hiring

temporary help during holiday seasons to deal with the tremendous increase in the volume of mail during these periods. The postal

service also attempts to smooth out these increased loads by buying advertising spots on radio and television encouraging holiday card

and gift senders to "mail early to avoid delays."


G. Rationing












It is summer time and other police departments have asked to qualify at your range. You cannot meet all their

requests for training time. As the training officer you divide the available time among the requesting

departments.





departments.






B. Co-Opting



departments.




AGAIN.


C. Buffering



departments.









departments.




leader might develop a relationship with the owner of the junk yard so that another source of parts is available to the unit.

TRY AGAIN.


E. Smoothing Out



departments.






demand. TRY AGAIN.


F. Adaptation



departments.

F. INCORRECT. Adaptation is a leader strategy used when buffering or smoothing out isn't possible. The leader adjusts the

organization to deal with anticipated environmental fluctuations, rather than trying to deal directly with the environment. For example, a maintenance Sergeant may request additional

personnel to deal with a heavy demand period or work his people longer hours. In this case, you are not making any adjustments to

the organization to deal with the anticipated shortages in range time. All you are doing is deciding who gets what. Perhaps the

requesting departments will use adaptation to deal with the shortages and will shoot day and night to make the most of the

training time. TRY AGAIN.


G. Rationing



departments.

G. CORRECT. Rationing is a strategy used by the leader when all else fails or other strategies are not possible. It is making the best of

a bad situation; typical of emergency situations. When training resources (training areas, fuel, ammunition, people, etc.) are in short supply, the Budget officer's task is to distribute fairly to subordinate

units what resources there are. The leader is left to react to the environment rather than being able to take a proactive approach. In

this case, you cannot meet the requirement for range times. As a result you must fairly distribute to the departments what resources

are available.

Chapter #28Organizational Environment Practical Exercise

Part 3

INSTRUCTIONS: In this part of the practical exercise you will be given a short case study with which to practice the lesson goal. You will need pencil and paper for this part. After reading the case, you will need to apply the lesson goal. Use the tool bar at the bottom of the

pages to scroll back to the case study as needed.

With your pencil and paper write down the:Areas of Interest

The Analyze step The Explain step,

And the Select step

Good luck. Remember, you get out of this what you put into it, so give it a good effort. It is important to understand how to apply the

lesson goal to an actual case.

READ THE CASE STUDY CONTENTS PAGE END

A. O. I.s CONTENTS PAGE END


You just arrived in your platoon. As the new platoon commander,you were anxious to make a good first impression on the members of

your platoon. The main question on all of your platoon Sergeants minds, however, concerned the standards that were to be used in the

Chief's inspection this coming Thursday. You heard that the new Chief had mentioned modifying some of the standards that had been used in the past, but you'd seen nothing in writing. The rumor mill

was going wild with ideas, but you really wanted the "straight poop". When you talked to your platoon Sergeants, they got into an

emotionally charged argument, with each having their own ideas of how to proceed. You'd mentioned to the Patrol Captain an idea of

publishing your own standards for the platoon, but he had said he'd rather wait on the standards from the Chief. The Captain understood your frustration, and was successful in postponing the inspection until Friday, ensuring in hopes that the standards would have filtered their

way down to the Bureau.

Write down a list of your AREAS OF INTEREST.

When you are finished. Left click on A.O.I.s.

A. O. I.s CONTENTS PAGE ENDREAD THE CASE STUDY


The following is a short list of AOI's.

1. Your platoon has a Chief's inspection on Friday.

2. Your platoon Sergeants are arguing.

3. You had no standards for the inspection, and your platoonSergeants needed them quickly.

LEFT CLICK ON ANALYZE WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.

ANALYZE CONTENTS PAGE ENDREAD THE CASE STUDY


Using the course guide, write down an ANALYZE step.

When you are finished. Left click on ANALYZE.

ANALYZE CONTENTS PAGE ENDREAD THE CASE STUDY


Issues of Environmental Uncertainty.What inspection requirements would be coming down from the chain

of command? When would they come?

Issues of Organizational Dependency.How much time will I have to respond before the inspection?

How are we dealing?I am not doing anything. The Capt. used Acquiring Prestige to

convince the Chief to move the inspection back one day.

LEFT CLICK ON EXPLAIN WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.

EXPLAIN CONTENTS PAGE ENDREAD THE CASE STUDY


Write down an EXPLAIN step based on the lesson goal in the course guide.

When you are finished. Left click on EXPLAIN.

EXPLAIN CONTENTS PAGE ENDREAD THE CASE STUDY


Because of the uncertain nature of the environment (specifically, when

I would get the inspection standards from the chain of command) the platoon Sergeants are arguing about how to proceed with the

preparation for the inspection. This is AOI 2.

LEFT CLICK ON SELECT WHEN YOU ARE READY TO MOVE TO THE NEXT STEP.

SELECT CONTENTS PAGE ENDREAD THE CASE STUDY


Write down the correct SELECT step for this case.

When you are finished. Left click on SELECT.

SELECT CONTENTS PAGE ENDREAD THE CASE STUDY


ENDYOU HAVE NOW COMPLETED CHAPTER #28.


In this case many of the coping strategies may be used. Following are some examples.

Buffering: by making the standards harder than expected, and thenrelaxing those standards if the department standards allowed.

(or) Rationing by passing validated information to the platoon sergeants as it becomes available and telling them to make the best of a bad

situation.(or)

Adaptation by telling the platoon sergeants to work on other issues now to free up time for room preparation when the new standards

are known.

Welcome to the END of the Practice Exam for Chapter #28.

If you wish to discontinue your work until another time, simply hit the Escape Key on

your keyboard then end the Program.

If you wish to continue, click on the CONTENTS PAGE at the bottom right of your screen and pick another chapter to work on.

CONTENTS PAGE

welcome to the njsacop command and leadership program practical testing module

Documents