POLICE ORGANIZATION AND ADMINISTRATION

Administration - is the collective effort of two or more people to accomplish a common

task and achieve a prescribed goal. It is the transformation of policies into action -- that
is, "getting the job done."

a. Public administration - involves the conducting of public affairs and the dispensing of
services by government agencies or organizations.
b. Private administration - Is the operation of a private enterprise or concession by its
owner or manager.

Authority - is the right to direct and control.

Power - is the force or means by which authority is executed - or, alternatively, the ability
to carry out authority and to direct the behavior of others.

Organization - Is the structural component of administration.

Management - Is the fluid and dynamic component of administration as it consists of

ideas, innovations and improvements produced by administrative personnel.

Goals - Are the administrative translation of society's needs. In other words, a goal sets
forth a desired state of affairs to be achieved by the organizations working to meet a
societal need.

Line Functions - are the backbone functions of a police department.

Staff functions - Are those operations designed to support the line functions.

Auxiliary functions - Involve the logistical operations of the department.

Specialization - Is the assignment of particular workers to particular tasks.

Specialization of jobs - (areas of specialization) is the designation of certain activities or

task as one may be performed in a highly technological, scientific, or precise manner.

Specialization of people - (specialists) is the designation of a particular person as having

expertise in a specific area of work.

Hierarchy - Is the relationship between superiors and subordinates in any given

organization.

Authority - Is the right to command or control the behavior of employees in lower

positions within an organizational hierarchy, and has also been defined as the power to
grant or withhold obedience.
Span of control - Is the maximum number of subordinates at a given position that a
superior can supervise effectively.

Delegation - Is the conferring of certain specified authority by a superior rank onto a

lower level position.

Max Weber's Theory of Bureaucratic Organization

Max Weber (1864 - 1920) was a German national with strong interest in religion,
sociology, economics, and political science.

Bureaucratic Theory - postulate a system based on the legitimacy of control by superiors

and the obligation of obedience by subordinates.

Frederick Taylor's Theory of Scientific Management

Frederick Taylor (1856 - 1915) was an American mechanist and engineer whose work
came to national attention around 1911 when his theory of scientific management was
condemned by struggling labor unions as "anti-worker."

Scientific Management - also referred to as the "mechanical model" or the "principles," is

a system of administration based on the supremacy of science and the quest for
efficiency.

Elton Mayo's Human Relations Theory

Elton Mayo (1880 - 1949) an Australian who taught industrial psychology at Harvard
University.

Human Relations Theory - is a theory of administration that emphasizes employees'

Informal interaction, self-discipline, and cooperation.

The Behaviorist Systems Theory

Is a modern analysis of human activity which holds that social or economic
theories are sound only if they are quantifiable, supported by empirical evidence, or
deduced from scientific principles.

Systems Theory - The systems analysis approach to administration (also known as the
realistic synthesis) views organization as totality.

General Principles of Contingency Theory

The contingency theory of administration is the work of John Morse and Jay
Borsch. Their contingency theory stresses an evaluation of the duties and personnel of the
agency in question as a precondition in selecting an appropriate model for that agency.
Personnel Management - involves the establishment and execution of policies
concerning the development and use of human resources in a police agency.

Phases of Training

1. Unfreezing phase - The first phase of the changing process involves motivating the
trainee and making him or her ready for a change.
2. Remolding phase - Once the trainee has become open to change, he or she is ready to
be indoctrinated with new patterns of behavior.
3. Refreezing phase - This phase follows the remolding phase, particularly in pre-service
traini8ng or cadet programs.

Types of police training

1. Recruit training - Is the period of intense instruction given a new officer prior to his
or her employment as a full time sworn officer.
2. On-the-job training - This type of training has always been the backbone of true
police work.
3. In-service training - Refers to the continuing education of all officers within a police
department.
4. Management training - usually refers to the training of the assistant chiefs and staff
members.

Compensation - Refers to the payment for the services rendered.

Roles of Compensation

1. Economic role - Compensation was perceived as purely economic -- money in return

for service rendered.
2. Psychological role - Compensation came to be viewed not only for payment as
services rendered but also as a reward for dedication and willingness to serve the
society.
3. Political role - Compensation came to be also considered a political tool symbolizing
police unity and power.
4. Status role - Compensation may serve as a yardstick for a particular police
organization.

Policies regarding overtime compensation

1. Normal overtime - refers to the extra hours that officers are asked to work before or
after their regular assignment time.
2. Court time - refers to the extra time officers spend in a courtroom to testify or respond
to questions about cases they have processed.
3. Call back time - refers to the situations in which an officer is summoned back to work
during off duty time because of an emergency.
4. On-call times - refers to the time during which officers are ordered to stand by at
home or some other specified location with a telephone, in the event that
developments warrant their return to duty.

Seniority - refers to the number of years an officer must serve before he or she becomes
eligible for promotion.

Discipline - may be defined as a routine state control in which personnel obey work
policies within the agency either voluntarily or because of the deterrent effect of
punishment.

Evaluation - While the process of evaluating personnel performance maybe referred to

by various names, it is essentially an attempt to measure individual performance
systematically and on the basis of prescribed criteria.

Police budget - A budget maybe defined as a funding package that must accompany
enabling legislation, or as an estimate of costs and expenditures.

Fiscal control - is the process by which management ensures that budget plan were
properly executed that appropriation are duly honored, and that any legal restrictions on
the use of funds are carefully observed.

Police planning - Is the process of facilitating management decision making by

clarifying agency problems and recommending rational solutions through systematic,
intellectual research.

Decision making - is that process which results in a choice among alternative courses of
action. Administrative decision making is the art of making choices for the purpose of
controlling, maintaining, and changing an organization.

Information management - involves the formulation of policies and operations for the
reporting of all relevant data, the recording of data in appropriate classifications, the
storage of data in secure and organized systems, and the swift and accurate retrieval of
data when it is needed.

B. THE NATURE OF THE ORGANZATION

1." Administration" Defined: Administration is the collective effort of two or more people
to accomplish a common task and achieve prescribed goals. It is the transportation of
policies into action- that is, "getting the job."
Reason for administration: the need for the administration stems from the inability of an
individual to be into place at the same time, do several things simultaneously, master
more than a few skills, and perform all tasks equal well. Administration thus emerges
from the need for each person to cooperate with others on difficult or complex tasks in
order to achieve the goals and objectives of society.

2 CHARACTERISTIC OF ADMINISTRATION-public and Private

Public administration: public administration involves the conducting of public affairs

and the dispensing of services by government agencies or organization (for example,
courts, prison public schools, public hospitals) since police department are governmental
agencies, such as administration is the primarily concern of this text. Public
administration is the primarily concern of this text. Public administration is regarded as
having the following characteristic:

Impartial and fair; Public administration must be fair and impartial in the dispensation
and quality of its services. All citizens entitled to particular government service, or
subject to a particular public duty must be treated in a uniform manner.

(2) Efficiency: Public administration must also be efficient in its methods and result there
must be coordination of efforts, routinazation of procedure of procedures, expedition of
work performed, minimizing of costs, and so on.

(3) A political: the policies of government may be a political, but the detailed execution
of those policies is administrative. Administration is therefore a business, which should
be as a far removed from politics as possible. Ideally, politics should fall to the states man
and administration to the technician, although the two areas may intermix in practice.

(4) Public- service oriented: Government administration is directed toward the execution
of public policy. It exists to serve the public, and profit is not a motive for is operations.

(5) Publicly funded: Funds for government administration are appropriated by law.

(6) Public documented: Administrative record and financial documents (with the
exception of certain classified materials) are public information which must be
maintained and made available for review by legislators, judge, or private citezens.

(7) Accountable to public: Government administration is accountable to the public and

hence is subject is legislative and judicial review or investigation at all time.

(8) Selective staffed: Administrative agencies are staffed with qualified personnel
selected on the basis of demonstrated merit though civil service examinations. Employees
are classified by functions, given fixed tenure, and evaluated according to their expertise
and achievement.
(9) Hierarchical: Finally, Administrative agencies are official and formal. They consist of
levels of positions, with the higher levels controlling those below. Such a hierarchy is
maintaining though the exercise of prescribe authority, in which a supervisor is allowed
to direct the behavior of the subordinate (who is committed to obey the orders and advice
of the superior).

Compare- private administration is the operation of a private enterprise or concession

by its owner(s) or manager(s). Example include the administration of a shop, restaurant,
magazine, or large industrial corporation. In contrast to public administration is
characterized by:

(1) private or corporate ownership

(2) financial regulated by market price;
(3) profit as the ultimate incentive;
(4) competition with other enterprise;
(5) freedom in regulated work methods and procedures;
(6) freedom in hiring and firing workers (within certain legislative and constitutional
limits); and
Privacy of information and records (again, within certain limits).

(3) Administration as a system and process: public administration can be viewed as both a
system and process.

a. Administrative systems; as a system, administration is an integration of men, monies,

methods, and machines toward the achievement of prescribed goals. In other words, it is
a set of components working together to accomplish common objectives.

Example: the " criminal justice system" includes the components of police, prosecution,
court, prison, and rehabilitative groups. The police system" (or subsystem) in turn
includes patrol, criminal investigation, traffic, and the like

c. Administrative process: Administrative is also the integration of numerous processes,

such as organization, planning, supervision, decision-making, budgeting, staffing, and
communication. However, the term "administrative process" usually refers a sequence
of operations or activities performed within a bureaucracy toward the achievement of
some objective. Such process must have a beginning and an end.
d.
Example: police administrative process includes the apprehension process, the search
process, and so on.

Administration as authority and power: public administration and did not emerge without
a purpose. Legitimate administration evolved as a response to society's need for a method
of executing governmental policies and regulations. Administration thus requires
appropriate authority plus appropriate power to regulate activity and behavior in practice.
a. "Authority" defined authority is the right to direct and control. Based upon law, it is
therefore legitimate by definition and not contestable as such.

Example A policeman has authority to arrest, search, and sieze with a warrant or upon
probable cause; a judge has the right to sentence a convicted felon within the limits of the
law; and a teacher has the right to enter the classroom, teach students, and grade their
examination.

b. "Power" defined: on the other hand, power is the force or means by which authority is
executed-or alternatively, the ability to carry out authority and to direct the behavior of
others. The use of power may vary from one situation to another. For example, one police
man may "strong arm" a suspect to get a confession, while another may "sweet talk" a
suspect into a telling a story. Thus resistance to power may sometimes be lawful: but
resistance to authority is never lawful.

c. Combing power and authority: Administration in a free society requires both authority
and power in an appropriate mix. Without authority, administration would simply be the
exercise of raw power or tyranny. Without the power to enforce proper authority, on the
other hand, administration would be merely abstract theory-idle and meaningless.

The right mixture: the appropriate combination of authority and power must take
into consideration the restraints found in the historical, culture, and social norms of the
society as well as in the laws of the lands.

5. Administration as Science and art (SCART): the controversy over whether

administration is a science or on art has not yet been settled and most likely will continue
to be debate in the future.

a. The "art" view: the proponents of the “art" Approach perceive administration as the
use of certain skills, talents and traits. The most important of these are held to be:

(1) Talents in the fields of organization, communication, and decision making.

(2) Leadership and skill and technique.
(3) A belief in human collaboration and individual motivation.
Common sense, coupled with trial-and-error experience.

b. The "science" view proponent of the "scientific" view of administration focus on the
roles of systematic management and statistic. They see administration as primarily the
application of.

(1) A scientific body of knowledge encompassing planning, programming, and

budgeting.
(2) Management principal established though years of experimentation.
(3) Quantitative measurements of independent variables.
(4) A systematic approach to organization, classification, and scheuling.
c. The SCART CONCEPT: In light of the art - science controversy, the term "SCART"
has been used to describe an approach that stresses a combination of both the art and
science theories. The SCART concept was developed to bridge the gap between the two
theories and gap between practitioners and theorists in the field of admisnistration.

6. Administration as Organization and Management: proper administration of modern

bureaucracies should consist of an organizational component.

A. "Organization "defined": organization is the structural component of administration.

It encompasses personnel, position, rank, rules, and duties, as well as the housing
facilities, equipment, budget, and information necessary to carry out bureaucratic
functions. In other words, organization is the formal blue print for administration.
B. "Management" defined: management is the fluid and dynamic component of
administration it consists of the ideas, innovations, and improvements produced by
administrative personnel. Management is highly personal, reflecting the creativity of
those in positions of leadership, planning, and other policy- making.
C. Distinction between organization and management: An analogy may be helpful in
illustrating the distinction between the organization and management components of
administration. Organization compare to management is like the brain compares to the
mind bran. Is the physical mass consisting of tissue, cells, nerves, and blood vessel that
ca be seen and examined? The mind, on the other hand, is the intangible product of brain
activity and consist of intelligence and understanding.

Application to police bureaucracies: The organizational component of a police

bureaucracy can be seen a measured: it is a number of police officers in the department,
the facilities, equipment, rules and regulations, budget, and so on. Controversy,
management is the product of decision making, planning and leadership that determines
the quality police service, the extent to police corporation with the public, and the level of
professionalism and fairness demonstrated by department personnel.

d. Combination organization and management: an ideal mixture of organization and

management in administration does not exist. Police agencies come in a great variety of
type, size, and forms; police personnel vary in ability, intelligence, and motivation and
organization without management is characteristic of certain traditional police
departments without go absolutely "by the book" and attempt little or no innovation.
Management without organization, the opposite situation, is not practically feasible and
can be perceive only in the abstract. Effective and administration must be an integration
of both components.

e. Considerations in determining proper mixture: The major factors affecting

appropriate mixture of organization and management for particular police department
include:

(1) Size: the number of the employees in the agency.

(2) Goals: the number and nature of agency goals and objectives.
(3) Rules: the kind of rules and regulations applied.
 (4) Political pressure: the amount of political interference to which the agency may be
exposed.
(5) Education: the level of education reqired of agency personnel.
(6) Leadership: the type of quality of leadership available to agency.
(7) Resources: the financial resources( includes appropriations) available to the
agencies.
(8) Communication: the type of communication necessary to agency operation ( for
example, mail, telephone, radio).
(9) External interaction: the amount and nature of interaction between agency and its
environment ( public, legislature, court).
(10) Tradition: the influence of the agency work habits and customs department
operations.

II. ELEMENT OF POLICE ORGANIZATION

As stated in chapter 1, bureaucracy organization are the physical instrumentalities though

which the laws and policies of the government administered. Every police agency in
America-whether at the federal, state, or local level- is such a bureaucracy. While each
police organization has its own particular design, bases on its size, location, budget,
technology, and method of operation, all police organizations share the following basic
elements (each of which is discussed in detail below):

-A set of goals and objectives

-A method of grouping the activities performed by the organization
-Segregation of line, staff, auxillary functions
-Specialization of tasks or personnel
-A span of control, determining the number of subordinates number of control of superior
-Delegation of authority
-Unity of command, providing each organization employee with only one "boss"
-A system of formal communication

A. GOALS AND OBJECTIVES

|Goals are the long-range aspiration of organization-the ultimate purpose for which the
organization exists. Objectives are narrower, short term aims that provide the
organization with manageable projects and immediate motivation.

1. Goal Defined: Goals are the administrative translation of society's needs. In other
words, a goal sets forth a desired state of affair to be achieved by the organization's
working to meet a societal need.

Example: Armies are created and maintained to protect and defend the nation; schools to
educate students; hospitals to heal patients; police to maintain peace and to prevent
crime; and prisons to confine serious offenders.

2. Function of Goals
a. Justify existence of organization: Bureaucratic organizations are created and
maintained because society has complex needs that cannot be met though individual or
unstructured efforts. (For Example, law and order cannot be effectively maintained by the
group of vigilantes or a few public-spirited citizens. )without a societal need to fulfill, an
organization a "reason a being".

b. influence operation of organization: in addition to justifying the existence of an

organization in society, goals also help to guide the internal functioning of the
organization itself. In a police organization, goals can help to determine the following:

(1) the priority of organization activities, and thus the formulation of agency policy.
(2) The budget necessary to realize agency goals.
(3) The number of personnel necessary to perform desire to perform desired service
efficiency and effectively.
(4) The appropriate division of labor among the various bureaus, office, detail, and
sections within the agency.
(5) The most effective of chain of command among rank, and the appropriate levels of
supervisor.
(6) The level of specialization necessary to each activity or tasks.
(7) The program necessary for education and training of personnel.
(8) The guideline for daily operation of the force.
(9) The critical monitoring the quantity and quality of the work perform.
(10) The means of evaluation overall productivity of the agency and its responsive to
community.

3. State versus real goals: the public as aims that are sought but never really achieved
generally views the goals of the police organization. This perception may be true of the
organization's state goals. However, it is less accurate with respect to real or actual goals
of the organization.

a. State goals: the state goals of an organization are those that are written down and made
public. They are often expressed in a catchword or phrase, which is widely publicized.
Such goal are sometimes taken seriously and pursued vigorously by the organization. In
many cases, however, the state goals are use merely for political or public consumption-
that is to justify the organization's existence and to ensure its continued financing.

Example: the state goals of a public organization might include "War Against Crime,"
Safe Street," and "law and order,"

b. Real goals: in same case, the real or actual goals of an organization. However, real
goals usually tend to be more quantifiable, realistic, modest, attainable than state goals, in
addition, real goals usually are implied.
Example: the real goals of a police agency might be increased crime prevention, some
reduction in crime rates, better police training, and improve relations with the
community.
1. Objectives: whereas goals are broad formulation of purposed objective are more
specific aims with in the general context of a larger goals. These "subgoals" are
usually specific projects that are short-term or limited in scope. They are typically
spelled out in greater detail than goals, and their attainment is pursued seriously.

Example: Objectives within a police agency could include reduction of burglaries,

decrease in the number of traffic accidents on a particular street, better maintenance of
police vehicles, use of computerized communication, and so forth.

B. METHODS OF GROUPING

As previously noted, police agencies are established as bucreaucratic organizations to

handle large and complicated tasks that cannot effectively deal with by the non-
coordinated effort of individuals (whatever their competence or experience). To
accomplish such tasks " the best way" it becomes imperative to combine or segregate
police activities and functions according to system or pattern.

1. Common Methods of grouping: the most common methods for grouping police
activities and position-within a particular department are the following:

"Major purpose" Method: this method is base on combining or dividing police police
activities according to the major goals of the organization. Major purpose grouping is
view by its proponents an effective means of achieving basic police purposes.

Example: A patrol division might be form to prevent crime, while a criminal investigation
division would detect and locate and suspects.

b. "process" method: the place method group police activities according to the particular
process performed by the organization.

Example: A department might be divided according to the technological process

performed by crime lab technician the process of electronic data collection, the legal
advisory process, and the jailing process.

c. "Place" Method: combines or divides police activities and positions according to

geographical considerations.

Example: A department might be divided into central station, substation, and police
precincts in order to serve specific areas of a city or country.

e. "Subject" Method: this method groups police activities and position according to
specific subject or needs.
Example: A police department might be grouped into an office of missing persons,
organized crime units, and specialized planing and research office.

e. "Clientele" Method: financially, police activities and position may be grouped

according to relevant social and economic consideration.

2. Example: under the clientele method, a department might be grouped into bureau for
minority affairs, a juvenile office, and special details to protect the aged or the victim of a
particular crime (such as rape).

Criticism of grouping method: the foregoing method of grouping has come under in
creasing attack in recent times. The basic criticisms leveled against the methods are also
follows:

a. Vagueness: Critics argue that such methods are too general vague. For example is a
"juvenile offenders" bureau the result of a division by subject, by clientele, or by
process?
b. Overlap: it is also alleged that grouping methods result in considerable duplication
and overlap.
c. No bases for comparison: the methods are likewise criticized as failing to provide
criteria or guidelines pursuant to which a proper grouping method can be selected for
a particular department.
d. Obsolescence: Finally, the traditional grouping methods appear somewhat outdated
today in light of new theories of "functional interfacing"(For example, the modern
practice of team policing) and the popular "generalist" approach to law enforcement.

3. Guidelines for effective Grouping: in light of such criticism and the fact that each
police agency has its own unique requirements and needs, a police administrator
attempting to group the activities in a department should take the following factors into
account:

a. The real goals and objectives of the organization, and the extent to which a particular
method of grouping will help to realize them.
b. The financial condition of the department
c. The amount of the specialization necessary in the department.(the more specialization
required, the greater the need to additional division within the agency).
d. The possible duplication or overlap that might result from a new method of grouping.
e. The sentiment of employees within the agency and those with the power to oversee its
operation (legislators, For example)

C. CLASSIFICATION OF LINE, STAFF, AND AUXILLIARY FUNCTIONS

Whatever their method of grouping internal activities, all bureaucratic agencies segregate
the functions of lines, staff and auxiliary personnel. The reasons for this tripatile
classification are best explained by examining each of the functions.
1. Line Function: Line function are the " backbone" Function of the police department.
They include such operations as patrol, criminal investigation, and traffic control, as well
as supervision of the personnel performing those operations. Line functions are carried
out by "Line members," includes the patrolman, the detective, the sergeant, the lieutenant,
the capt, and the chief of police himself. Line members are thus responsible for:

a. Carrying out the major purposes of the police department.

b. Delivering the services provided by the department.
c. Dealing directly w/the department's clientele.
d. Making final decisions with respect to line activities.

2. Staff Functions: Staff functions are those operation designed to support the line
function. Typical staff operations would include planing, research, legal advice, and
internal affairs. Staff members are often with specialized training who serve within the
department but do not deal with daily operations on the street. Their main function is to
study police policies and practices and to offer proposals to the executive of the
department. Staff personnel thus tend to be:

a. Highly specialized.
b. Involved in an advisory capacity
c. Detached from the public.
d. Not directly responsible for the decisions made by department executive.

3. Auxiliary Functions: auxiliary functions involve the logistical operation of the

department. These would ordinarily include communication jailing, maintenance, record
keeping, motor vehicles, and similar operation.

4. Advantages of tripartite Classification: the tripartite classification system has the

following basic advantages:

a. It relieve line personnel of unnecessary support activities and allows them to

concentrate their effort of achieving the goals and objectives of the organization.
b. It save money by centralizing certain service in a specialized division capable of
dispensing them uniformly and at less cost.
c. It give staff members greater time and opportunity to think, experiment, plan and
suggest reforms.

5. Disadvantages of Classification System: On the other hand, the traditional separation

of line staff, and auxiliary functions come under fire in recent times critics argue that
such tripartite classification has the following drawbacks:

a. It may create conflicts among members of the department. For example, morale
problems can result from a stigma of "segregation" w/in the department.
b. It may tend to impede communication within the department. Since staff personnel
often use different terminology than line personel (especially low-panling officers and
street operatives)
c. Such separation of function may be too costly for small departments with limited.

D. SPECIALIZATION

Grouping of activities and segregation of line, staff, and auxiliary functions are large-
scale examples of specialization within a bureaucratic organization. Specialization of an
individual level is also important in such organizations, since it must be expected that
some members will know more, perform better, and contribute more in one areaof
activity than in another. Disparities in a job ability among personnel may be the result of
physical attributes, mental aptitude, skill, interest, education, training, motivation, or
adaptation, among other factors.

1. "Specialization" Defined: Specialization is the assignment of particular workers to

particular tasks. It can thus be thought of in terms of either jobs or people.

a. Specialization of job (" areas of specialization" ) is the designation of certain

activities or tasks as ones that must be performed In a highly technological, scientific,
or precise manner.
b. Specialization of people ("specialists" ) is the designation of a particular person as
having expertise in a specific area of work. Here, specialization signifies the
adaptation of an individual to the requirements of some technical task though
training conditioning, or extensive experience of the job.

Example: area of police specialization includes detective work, crime lab operations,
legal advising, computer work, planning, community relation, youth counseling, and
vehicle maintenance.

2. Advantages of specialization: Specialization w/in a police department can be

advantageous in the ways:

a. It helps to streamline the flow of work by removing or minimizing bottlenecks and

work delays. Tasks automatically go to employees designated as specialist in the area
in question.
b. It should enhance the quality of performance within the department, since jobs are
performed by those most competent to handle them.
c. It help to give jobs done faster.
d. It tends to reduce the cost of police services.
e. It motivates worker improves their expertise, and creates greater jobs satisfaction
among department personnel.

3. Disadvantages of Specialized Departments: on the other hand, specialization may

create or compound the following problems:

a. Specialist may develop a "status consciousness"-that is they may become aloof or

snobbish in dealing with the generalist within or outside the department.
b. Specialist may find difficult to communicate with generalist due to lack of common
c. Specialist may become too isolate in their work, hereby by losing sight of the
department's overall goals and the work of other specialist with in the organization.
d. Too much specialization may invite induce competitiveness, nature secretiveness, and
even lead to corruption inside the department.
e. Specialist may tend to reset strict discipline or close supervision, especially by
generalist who are their superiors in the department.

E. HIERARCHY OF AUTHORITY

If all persons within an organization were given absolute freedom to do what they liked
(and to refuse to do what they dislike), there would be likelihood of success in the
organization's endeavors. Any collaborative effort, such as that in a police department,
requires a system of checks and controls on individual behavior. Hence, the department
must have personnel and ensure compliance with standards imposed to ensure
accomplishment of the department's goals.

1. "Hierarchy" Defined: A hierarchy is the relationship between superior and subordinates

in any given organization. It can be visualized as a leader, with each rung (or rank)
representing a different position(areas of responsibility).See fig 1, below.

Chief

A O
U Captain B
T E
H D
O I
R Lieutenant E
I N
T C
Y E
Sergeant

Patrol Officer

Simple hierarchy leader for a police department Fach rank or position on a hierarchical
leader has specific duties rights, while the same time owing specific duties to the position
above and below it. Any particular position on the leader is expected to direct ad control
 the activities of the ranks below it, while obeying the directions and instructions receive
from a higher rank.

2."Authority" Defined: Authority Is the right to command and control the behavior of
employees in lower position w/in an organizations hierarchy, and has also been defined as
the power to grant or withhold obedience. A hierarchy thus serves as a framework for the
flow of authority downward though a police department (and obedience upward though
the department)

a. Example: Authority can be illustrated by the situation in which a subordinate abstains

from a making a choice made by his superior.
b. Authority roles: authority w/in an organization must be viewed in terms of prescribed
roles rather than of individuals. A particular positions w/in an organization caries the
same authority regardless of who occupies that position. While the personality of the
occupant may change the style or manner in which authority is exercised, it should not
increase or decrease the basic obligations of the occupant toward those in subordinate
position.

Example: the authority of the police chief stems from the role that a chief executive must
play whether he or she is referred to as chief, superintendent, commissioner, or some
other title, and regardless of the size or location of the department he or she commands.

E. SPAN OF CONTROL

Because a large organization necessarily must have more subordinates than superiors,
subordinate positions within a bureaucracy will out number supervisory ones. For this
reason, organization charts of police or other public agencies look more like pyramids
than ladders. The chief control from the top of the pyramid. And the rank and file obeys
from their various positions spread along the base. In between, there is a hierarchy of
rank, which expands wider and wider as it descends toward the bottom of the pyramid.
The height is a product of the hierarchy of positions and ranks and the delegation
authority downward though them. On the other hand. The width of the pyramid base is
product of the organization's staggered span of control.

1. "Span of control" Defined: A span of control is the maximum number of subordinates

at a given position that a superior can be supervise effectively.
2. Determining the span of control: effective function of the organization requires that
only manageable number of subordinates be supervise by one person at any given time.
This number will, of course, vary, not only from one organization to another (depending
on the organization's definition of "effective supervision") but also within each
organization (depending on the task and the personnel involved.)

a. Relevant fators: no magic formula exists for determining the proper span of control
within a police agency according to organization theory. Rather, the span of control for a
supervisory position may be determined on the basis of a number variable including:
(1) The physical layout of the operation;
(2) The complexity of the task;
(3) Work condition (normal, crisis, etc.);
(4) Education and skill of employees involved;
(5) Leadership quality of the supervisor;
(6) The quality of the communication system among personnel;
(7) The financial ability of the agency to hire more supervisors; and
(8) The history and traditions of the agency in question.

G.DELEGATION OF THE AUTHORITY

A hierarchy of authority demand that authority be delegated vertically thoughout th

organizational pyramid, from the chief the top of patrolman at the bottom. A great deal of
deal of delegation within a department produces a tall organizational pyramid, while very
limited delegation results in a short pyramid with fewer levels of authority.

1."Delegation" Defined: delegation is the conferring of certain specified authority by a

superior position into a lower-level position. The person to whom authority is delegated
becomes responsible to the superior for doing the assigned job. However, the delegate or
remains accountable for accomplishment of the job w/in the general operational guideline
and quality standards of the agency.

2. Need for delegation: individual and vary small organization need virtually n
delegation. For example a u.s. Marshall or a village constable ordinarily does have to
delegate authority to any one, however, when any organization outgrows the capacity
for face-to-face supervision, the chief executive must of necessity delegate some of
his authority. Larger organizations require still further delegation or "subdelegation"
of authority.
3. Compare "Accountability": Note that a delegation of authority does not include a
delegation of accountability. The latter cannot be delegated, since accountability for
"getting the job done" fall on the delegator (AND, ultimate, on the chief executor or
administrator of the agency) in other words chief of police must be fully accountable to
the local government (city, country) for the action of his department. Holding a
subordinate or subbordnates partially accountable along with the chief would violate this
basic motion of administrative responsibility.

H. UNITY OF COMMAND

Traditional theories of organization uniformly insisted that each employee should have
only one supervisor or "boss," and consider this principle of "unity of command" the
backbone of any organizational structure. Thus, for example, a patrolman would aways
receive orders from one sergeant and would always report to that same sergeant. If the
patrolman was instructed or advised by detectives, a garage sergeant, or any other
administrator (with the possible exception of the chief), the patrolman was expected to
check with his sergeant before taking any action.
1. Rationale for principle: unity of command as a guiding principle has been defended on
the following bases:

a. It strengthens authority and control within agency.

b. It helps determine responsibility for an action especially when something goes wrong.
c. It facilitate communication and reduces intra-agency conflict by eliminating
contradictory orders.
d. It enhances effective supervision of personnel.

2. Criticism of principle: at the same time, the unity-of -command principle has been
criticized on a number of grounds. Among basic arguments against this approach are the
following:

a. it deprives subordinate of valuable advice from staff and line personnel who are not
their immediate supervisors.
b. It prolongs the process of communication though a hierarchy of superiors. For
example, a request from a patrolman could take weeks te reach the chief in a large
police department.
c. It can be demoralizing for subordinates In case where their supervisor are "unwilling
to listen"
d. It prevents the subordinate from receiving necessary advice in a emergency or when
his or her immediate supervisor Is not available.
e. It degrades the position of the subordinate by assuming that she or he is incapable of
rationally reconciling command or requests from more than one source.
f. It supports the inflexibility of procedure, even where discretion might better serve the
situation.

3. Contemporary theory-Dissatisfaction with principle: modern organization theories,

especially those advocated by behavioral theorists, deny that unity of command that
modern police agencies. Instead, such theory advocate a relaxed system of command that
would allow the subordinate to consider instructions and advice from source other than
his immediate supervisor. This approach is grounded on the following argument.

a. moderrn policemen are better educated and more highly motivated and more highly
motivated than their predecessors; hence, they are better able to reconcile multiple
and even contradictory instruction and advice.
b. A wide scope of advice from line superiors and staff members is essential to effective
police work and should be utilized freely.
c. In the case of conflicting orders, the subordinate can consult someone of higher rank
to resolve thew conflict.
d. Relax command tends to boost the morale of line personnel -especially at the patrol
level- by emphasizing their use of wise discretion to resolve problem.
e. Such command also saves valuable communication time and relieves the superior of
much trivial decision making.

1.FORMAL COMMUNICATION
While the eight elements previously discussed are crucial to any police organization, they
would remain fragmented without some means of integrating them into a cohesive whole.
That means and the final element of police organization-is communication. Though
communication, personnel are kept informed of the objective of the organization, of the
means of selected for achieving them, and of the information of necessary for the
continuing operation of the department. Effective communication work to ensure a
common understanding of department goals, police are procedures and thus and thus
helps behind the agency together.

1. "Communication" Defined: basically, communication is the process of sharing

understanding an information on common subject. More precisely, it is an intercourse
between two or more people by means of word, letter, symbols or message for the
purpose of exchanging knowledge, facts, ideas, or opinion.
2. Communication in bureaucracies: Bureaucracies, which are striving to achieve goals
and accomplish difficult tasks, cannot rely on informal, hit-and-miss methods of
exchanging information. Procedures, channels, and standardized language are essential to
effective communication within such large organizations.

a. Characteristics: Bureaucratic communication typically has the following characteristics

1. Formal: it is strictly formal, excluding all informal communications.

2. Vertical: it consider primarily of downward or upward communication-that is, it
excludes horizontal or circular comm. Such as staff meeting or conferences.
3. Limited to specific subject: it necessarily concern organizational subjects, directives,
and command.
4. Recorded: it is a highly documented-the communication is kept on record, usually
with numerous copies.

b. Specialized systems: In very large organizations, communication becomes a relatively

complex operation which warrants a specialized communication system. Such system are
discussed in detail in chapter V. Briefly, however, the major element of such a system.

(1) Communicator-the sender, speaker, issuer, or suggested of a communication.

(2) A transmission procedure- a radio dispatcher, telephone operator, Teletype machine,
or mail.
(3) A format- an order, manual, letter, report, or memorandum.
(4) A recipient-a office or person
(5) A desired response- reply, formal explanation, report, or the requested information.

3. Requirements for meaningful communication: if formal bureaucratic communications

are to be meaningful and effective, they must flow though open channels, in addition,
such communication must satisfy the following requirements:

a. They must be explicit rather than subtle or casual.

b. They must be expressed in plain language and couched in terms common to all
concerned.
c. They must be directed from particular person or office to another.
d. They must be recorded in writing, on tape, or in some other form.
e. They must be related to an office to subject or request.
f. They must be transmitted though prescribed channels.
g. They must be designated to instruct or inform.
h. They must be expedient, especially emergencies.
i. They should be limited to recipients who need to know.
j. They should allow easy response or feedback.