POLICE PERSONNEL AND RECORDS MANAGEMENT (LEA 5)

Compiled By: DELMER ALMOCER MONDIDO

DEFINITION OF TERMS

ADMINISTRATIVE RECORDS – these are records required in the management of the

department personnel and designed to aid assignments, promotions and
disciplinary actions. Such records are so essential in administering
personnel matters that they must be maintained in a police department.

ALERTNESS – ability to grasp ideas quickly, his response indicated that he would quickly
understand the implication of complex problem and his own actions in the
police job.

APPEALED POLICY – this type of policy is born when a problem arises at the lower levels
of the organization and the man in charge does not know how to meet the
problem.

ARREST AND BOOKING RECORDS – this record maintains the arrest and jail booking
report which is required for all person arrested. It is made out in full and it
bears an arrest number for each arrest made.

ARTISAN – a worker who is employed in industry or who is skilled craftsman.

AUTOCRATIC LEADERSHIP – the ability t obtain from each member of the highest quality
of service which he is capable of giving by which the superior officer assumes
full accountability for all the actions and seeks obedience from his
subordinates by issuing orders and commands.

AUTHORITY – means the management is held accountable for the result arising from
authority. Administrative supremacy, desired from the exercise of political
power and its basic purpose in the accomplishment of a particular goal.

BUDGETING – the forecasting in detail of the results of an officially recognized program of

operations based on the highest reasonable expectations of operating
efficiency and is a total coordinating, operating financial factors.

CAREER MANAGEMENT - determining, planning and monitoring the career aspirations of

each individual in the organization and developing them for improved
productivity.

CASE RECORDS – composed of complaints and assignment sheet and investigation report.
A complaint or assignment sheet contains information concerning reports and
complaints received by a police unit from the public and the actions initiated
by the police. On the other hand, an investigation report reflects the findings
of an investigating officer from inquiries and other facts and circumstances
concerning the commission of a crime.

CHAIN OF COMMAND – it is the system which has for its purpose to ensure that orders,
directives and other information are channeled downward and upward
through an organizational structure in a timely and uniformed fashion. It is
also the manner through which the supervisors establish and maintain the
necessary control over subordinates.
CHARACTER INVESTIGATION – used to determine the candidates reputation and
character in his neighborhood and if his habits and attitude would make him a
good prospect for the police job.

CLASSIFICATION OF POSITION – it is a grouping of positions and tests of fitness may be

used to recruit employees.

CLASSIFYING - mentally determining the name of subject or number of which a specific

record is to be filed is called classifying.

CODING – making an identifying mark on the item to be stored to indicate what

classifications it is to filed is called coding. Maybe done by underlining,
checking, circling or marking the record in some other way.

COLLECTIVE BARGAINING – the process of negotiating agreements and following through

in day-to-day administration.

COMMAND COMMUNICATION – oral or written order of as superior officer to his

subordinate directly made and compliance is immediately expected.

COMMAND RESPONSIBILITY – generally means, each ranking officers is held responsible

for the acts of his subordinates.

COMMANDING OR ORDERING – transfer of duties and responsibilities from top man to a

subordinate.

COMMUNICATION IN MANAGEMENT – refers to the transfer of ideas or instruction from

one person to another.

CONTROL – it aims at making sure that the objectives and policies of the organization are
carried out according to the approved plan, organizational needs and the
orders which have been issued.

CONTROLLING – it involves the checking or evaluation and measurement of performance

and comparing it with planned goals or objectives of the organization, and
making the necessary corrective actions so that work is accomplished as
planned.

COORDINATION – it refers to the accomplishment of group effort among working men

through a harmonious adjustment or functioning of task, directed towards a
common goal.

CORRESPONDENCE FILES – this shall consist of sets of records of communication

classified, arranged, and filed alphabetically by the subject to which they
pertain.

CRAFT – it is a trade or occupation which required skills, manual activity, understanding of

the principles of the trade, and definite periods of training in the trade.

CRAFTSMAN – refers to a skilled mechanical or manual worker who must exercise

independent judgment, posses or thorough knowledge of process, and is often
reasonable for the maintenance of equipment and material.

CRIME PREVENTION – recognized as the primordial concern of the police organization.

CROSS REFERRENCE – refers to a notation put into a file to indicate that a record not
stored in that file but in the file specified on the cross reference.
CUT – the tabs on guides and folders are said to be out according to the width of the tabs.

DEFINITION PURPOSES – refers to the realization of what is to be done.

DELEGATION – refers to the act of investing with authority to act for another.

DEMOCRATIC LEADERSHIP – the art of influencing people in which the supervisor draws
ideas and suggestions from his subordinates by means of consultation and
discussion, by this type of leadership, staff members are encouraged to
participate in making decisions, goals, methods, etc.

DIRECTING – it involves the overseeing and supervising of the human resources and the
various activities in an organizing to achieve through cooperative efforts the
predetermined goals or objectives of the organization. In law enforcement,
directing is the exercise of command coordination and control.

DIRECTION – deals with procedures what is to be done who is to do it, when, where, and
how it is to be done.

EFFICIENCY – it is securing of maximum results with minimum effort. It is using minimum

manpower and equipment to attain good results.

EMPLOYEE – it includes any person in the employ of an employee. The term shall not be
limited to the employee of a particular employer, unless the labor code so
explicitly states.

EMPLOYEE PERFORMANCE RATING – refers to the evaluation of the traits, behavior and
effectiveness of an employer on the job as determined by established work
standards, it maybe judgmental or developmental in purpose. It is judgmental
if it is made a tool in decision making for promotion transfer, pay increases or
termination of employee. It is developmental in purpose when the evaluation
is used to facilitate employee improvement in performance or used to
improve recruitment, selection, training and developmental of personnel.

EXECUTION – deals with the performance of tasks to be done with commensurate

authority to fulfill the responsibility.

EXPANDABLE SUPPLIES – refers to those provisions which are consumable or perishable

in nature.

EXTRA – DEPARTMENTAL PLANS – these includes those plans that requires actions or
assistance from persons or agencies outside the police organization or that
relate to some form of community organization.

FIELD PROCEDURES – they are intended to be used in all situations of all kinds and serves
as a guide to officers in the field on procedures that relate to the following:
Reporting, Dispatching, Raids, Arrests, Stopping suspicious persons, Receiving
complaints, Patrolling and Conduct of Investigation of crimes.

FILING – it is the actual placement of materials in a storage container, generally a folder,

according to a plan. It includes the process of classifying, coding arranging,
and storing systematically so that they may be located quietly when needed.

FILING MANUAL – refers to an instructional book containing detailed information about

various phases of filing and records management including rules for the
procedures used.

FOLDER – refers to a container in which papers or materials are kept in a filing cabinet.
FORECASTING OF MANPOWER NEEDS – it is the determination of the number and skills
of people required for the work.

FREE-REIN LEADERSHIP – it is leadership in which the commanding officer assumes

minimum control but provides materials, instructions and information to his
subordinates.

FUNCTIONAL ORGANIZATION – it divides responsibility and authority between several

specialists, such as the person responsible for all training, the employee
directing of the community relations activities of all units within the
department handling a case involving a juvenile.

GENERAL STATEMENT OF PRINCIPLE – this pertains to some companies who have their
policies stated in broad terms, such as statement of objectives, philosophy and
creed.

HEADQUARTER PROCEDURES – usually found on the duty manual because they pertain
to the responsibility of one person or one class of persons. Procedures that
involve coordinate action on activity of several offices shall be established
separately.

HORIZONTAL COORDINATION – involves liaisoning among the staff of the same level for
the benefit of the entire organization. This is also called Lateral Coordination
among the members of the staff.

HUMAN RESOURCE PLANNING – also known as manpower planning, it refers to a process

of analyzing organizations human resources needs under changing conditions
and developing the activities necessary to satisfy their needs.

IDENTIFICATION METHOD – refers to the third division of police records. Fingerprint

records are the heart of any identification system. It provides positive
identification and the police must supplement it with a record of physical
characteristics and in their records have their own series, an identification
number is assigned to each criminal to identify records relating to him.

IMMOVABLE – material goods that cannot be physically transferred or moved from one
place to another.

IMPOSED POLICY – this type of policy comes from the government in the form of laws,
administrative orders, and rules and procedures or contract specifications.

IMPROVEMENT PLANS – it is the determination of the appropriated steps to implement

the human resources plan in order to insure the company has the right
number and right quality people, properly assigned to jibs for which they are
most useful.

INTER-OFFICE COMMUNICATION – interaction between offices at headquarters, provided

through stations, off the main switch board through the direct line telephones.
It automatically directs or transmits the voice through a similar instrument on
selected desk.

INVENTORY OF MANPOWER – it is an analysis of the present manpower complement of

the company to determine whether it has enough or less or more personnel
(both quantitatively and qualitatively is required).

INVESTIGATION REPORT – a document which contains the findings of an action taken by

the investigating officer based on inquiries made and by obtaining the
available facts of the incident.
JOB – Otis and Leukrat defined it as a position involving substantially the same duties,
skills knowledge and responsibilities or a number of workers who
customarily changes about from one position to another. It is also defined as
all the tasks carried out by a particular person in the completion of his
prescribed duties. “It is a solemn duty and obligation”.

JOB ANALYSIS – refers to the identification of the different jobs in an organization from
one another in which each category is given a specific title. It is the
determining of the duties, responsibilities and skills pertinent to each job
category by analyzing each position in terms of the duties and responsibilities
involved and the relationship of the job with other job.

JOB DESCRIPTION – it is an abstract of information derived from the job analysis report,
describing the duties performed, the skills, the training and done, and relation
of the job to another job in the organization.

JOB SPECIFICATION – refers to the statement of the qualification and traits required of the
worker so that they may perform the job properly. It specifies the type of
employee which the job call for in terms of skill, experiences, training or other
special qualification.

JOURNEYMAN – is the skilled worker actively engaged in trade or occupation requiring

apprenticeships. He is also a qualified craftsman who has mastered his trade
by serving as an apprentice.

LABEL – it is the tab on the folder which is often covered with a place of gunned paper that
identifies the contents of the folder.

LABOR-RELATION – refers to the relationship existing between the management of an

organization and its employees and the labor union representing the
employee, if the organization is unionized. It also refers to the effort
satisfactory accommodation between both employees both employees and the
management to settle disagreement.

LINE AND STAFF POLICE ORGANIZATION – this refers to the combination of staff
specialists or units with the line organization so the services of knowledge can
be provided, line and personnel by specialist.

LINE COMMAND – it is the operating authority delegated by the commander down the line
thru each intermediate superior until level of execution is reached.

LINE FUNCTION – refers to the primary operational duties like patrol, investigation, vice
control and traffic tasks.

LINE ORGANIZATION – it is often called the individual, military or departmental type of

organization is the simplest and perhaps the oldest type.

MANAGEMENT – the process of directing and facilitating the work of people organized in
formal groups in order to achieve a scientific management.

MANAGEMENT DEVELOPMENT – refers to assessing and determining the developmental

needs of managers for future successions.

MANAGERIAL EMPLOYEE – a person who is vested with powers or prerogative to lay

down and execute management policies and or to hire, transfer, suspend,
layoff, recall, discharged, assign or discipline employees, or to effectively
recommend such managerial actions.
MANAGEMENT PLANS – preparations for equipping and putting in order the police
organization to do the job rather than to its actual operation as an organized
force.

MAINTAINANCE – it covers all activities intended to provide an acceptable working

environment for employees. More over it is the process of keeping materials
in serviceable condition.

MEASURING POLICE WORK EFFECIENCY – it is the act of securing maximum effort. In

police service it is using minimum manpower and equipment to attain good
results.

MEDICAL EXAMINATION – it is used to determine whether not candidate is in good health

and is free from defects which would disable or reduce his police efficiency
and meet the standard distance and color visions.

MEMORANDA AND CIRCULARS – are other common means of communicating company

policies to employees. They can be issued fast and they provide the greatest
assurance of reaching every employee.

MISCELLANOUS RECORDS – these records which do not relate to recorded complaints and
investigation reports but is informational in character.

MOVABLE PROPERTY – refers to those material goods that can be physically moved from
one place to another.

NATIONAL CRIMINALISTICS RESEARCH AND TRAINING INSTITUTE – serves as the

scientific criminalistics laboratory and handles technical courses for PNP
personnel.

NATIONAL POLICE COLLEGE – the NPC handles the officer career courses, Bachelor of
Science in Public Safety for in service police personnel, as well as the Master
in Public Safety Administration. The course offerings are designed to set the
direction for effectiveness, efficiency and responsiveness of the men and
women in public safety services.

NEURO-PSYCHIATRIC TEST – used to exclude those applicants who are emotionally and
temperamentally unstable, psychotic and suffering from mental disorder.

NON-EXPANDABLE SUPPLIES – are those provisions which are durable in nature when
used, do not suffer any materials or substance change or alteration in form or
substance.

OFFICE PROCEDURES – the two principal office procedures are records division operation
and reporting regulations. The records division operation makes important an
assurance that each task is performed in the manner prescribed. On the other
hand, reporting regulations assist the office on what forms are to be used for a
particular purpose, the number of copies to be made and where they are to be
routed.

OCCUPATION – it refers to a collection of job which is sufficiently similar with regard to

their main task to be grouped together under a common title.

OPERATIONAL PLANS – refers to the work programs of the line divisions.

ORGANIZATION – it is the arrangement of people with common purpose and objective in

manner to enable the performance of related tasks by individuals grouped for
 the purpose. This organization can functional, line and staff, etc., depending on
the objectives and functions of organization.

ORGANIZED TRAINING – is the means by which officers are provided with the knowledge
and the skills they receive to perform their multiple complex duties.

ORIGINATED POLICY – this type of policy comes from the board of directors or the
president and is intended to set up guidelines in the operation of the firm.

PERFORMANCE MANAGEMENT – this includes analyzing, improving and monitoring the

performance of each and of the organization as a whole.

PERSONAL INTERVIEW – it is used to determine whether or not the candidate’s pattern of

personality traits is suitable for police work.

PERSONAL RESPONSIBILITY – refers to that obligation imposed by law and regulation on

any morals of the PNP for the proper use, maintenance and care of supplies
entrusted to them.

PERSONNEL ADMINISTRATION – is the development of people, promotion of their

welfare and benefits as to their welfare and benefits as to the primary
component of the police force.

PERSONNEL MANAGEMENT – it is defined as that area of management concerned with

human relations.

PERSONNEL PLANNING – refers to a study of the labor supply of jobs which are composed
with the demands for employees in those victims an organization to
determined future personnel requirements which either increases or
decreases.

PERSONNEL PROGRAM – refers to the activities programmed to implement the

organizational philosophy or creed and the personnel philosophy of central
managers in relations to people so as to accomplish organizational objectives.

PERSONNEL RECORDS – it is a file showing the history of each police officer, both prior
and subsequent to joining the force it is indispensable.

PHILIPPINE NATIONAL POLICE ACADEMY (PNPA) – administers the Cadetship program

that provides the core of professionally trained young officers for the public
safety courses.

POLICE NATIONAL TRAINING INSTITUE- Handles non-officer career courses including

specialized courses through its regional training schools.

PHYSICAL AGILITY TEST – it is used to determine whether or not the applicant posses the
required coordination strength, and speed of movement necessary for police
service. Also known as physical ability test.

PLACEMENT – refers to the process of making an employee adjusted and knowledgeable in

a new job and or working environment.

PLANNING - it is the determination in advance how the objectives of the organization will
be trained. It involves the determination of course of action to take in
performing a particular function or activity.
POLICE ADMINISTRATION – is the direction of the police organization or a part of it, and
the application of its various resources in such a way as to carry out its
functions efficiently and effectively.

POLICE MANAGEMENT – is the act, method or art of administering, controlling or

conducting a police unit or force.

POLICY – defined as a general plan action that serves as guide in the operation of a
company. They are tools of management which give life and direction to the
program of activities and set the limits within which action is to be pursued
by the personnel concerned.

POLICY FORMULATION – involves what are to be done in the form of orders or broad
statement of action.

POLICY MANUAL – it covers all personnel policies and procedures, if made available to
managers and supervisors, will be a great help in their decision-making and
employees relationship.

POTENTIAL – the overall gross worth and capability of a candidate to assume a higher
position and greater responsibility based on tangible past performance.

POSITION – it is defined as a group of tasks duties and responsibilities regularly assigned

to and performed by a person. Used to indicate work of a mental and clerical
character, performed by professional.

PROBATIONARY APPOINTMENT – given to as applicant who possesses the appropriate

illegibility for position of PO1, who shall serve a probationary period of six (6)
months following his original appointment.

PROCEDURAL PLANS – they are outlined and officially adopted as the standard method of
action to be followed by all members of the department under specific
circumstances.

PROCEDURES – are series of steps for the orderly arrangement of or records which include
alphabet, geographic, numeric, and subject of chronological.

PROFESSIONAL EMPLOYEES – refers to those individuals whose work is predominantly

non-routine and intellectual in character.

PROPER INCENTIVES – include reasonable pay allowances, promotion, assignments,

career development, guidance and fair equitable disciplinary.

PROPERTY ACCOUNTABILITY – it is the primary obligation imposed by law and

regulation on the supply accountable, office to keep forward record of
supplies.

PUBLIC SAFETY OFFICERS ADVANCE COURSE – a mandatory training requirement for

police personnel aiming to be promoted to the rank of Chief Inspector, it
consists of eight modules namely: the general subjects, role of public safety
bureaus on national development, communication skills, Management II,
research, institutional linkages, Law, Human Rights and Specialization
subjects which are distinct for each bureau of public safety service.

PUBLIC SAFETY OFFICERS BASIC COURSE – designed to provide the knowledge, skills
and attitude to junior officer of the PNP, BJMP and BFP to enable them to
perform their prominent duties and responsibilities for the middle staff
positions. The course consists of seven modules namely: general subjects,
 communication, leadership and management, law, intelligence, investigation
and specialization subjects which are distinct for each public safety bureau.
Passing the course is a requirement to be promoted to the rank of Senior
Inspector.

PUBLIC SAFETY BASIC RECRUIT COURSE – entry training requisite for PNP permanent
appointment with the initial rank of Police Officer I.

PUBLIC SAFETY OFFICERS CANDIDATE COURSE – a mandatory requirement for

promotion to Inspector, its primary objective is to provide the senior public
safety non-commissioned officers with essential knowledge and skills to
strengthen their leadership qualities and sense of responsibility.

PUBLIC SAFETY SENIOR OFFICERS COURSE – the program of instruction covers both
academic and non-academic subjects including law enforcement, research
methodology, communications skills, development administration, internal
security administration, environmental studies, local and foreign educational
tour. Also termed as OSEC, it is a mandatory training requirement for
promotion to Police Superintendent.

QUESTIONNAIRE METHOD – each employee is given a set of questions, answering this,

they describes his jobs, its operations, his duties and his responsibilities.

RECORD CYCLE – refers to the lifespan of a record from creation until disposition.

RECRUITMENT – refers to the process of encouraging job applicants from outside an

organization to seek employment in an organization.

REPAIR – the act to restore or place the unserviceable to a condition by replacing or

adjusting damage parts, assemblies or components.

REPORTING – refers to the making of detailed account of activities, work progress,

investigation and unusual in order to keep everyone informed of what’s
getting on.

RESPONSIBILITY – means the management is held accountable for the result arising from
the authority.

SELECTION – it is the process of determining the most qualified job applicant or employees
for a given position in a company.

SCIENTIFIC MANAGEMENT – is a type of management which is characterized and guided

by the used of scientific approaches to the solution of managerial problem in
business and industry.

SCORE – is an indented or raised line the bottom edge of a folder.

SPAN OF CONTROL – is a principle or doctrine governing the ability of one man to direct,
coordinate and control immediate subordinates.

SPECIFIC RULES – covers specific situations. They are more direct and are less flexible.
They are more rigid in nature.

SPECIAL OPERATING PROCEDURES – special operating procedures- included in such

guidelines are crime scene search, preservation and investigation,
dissemination of information concerning wanted persons, organization and
operation of police support units and the like.
STAFFING – it is the task of providing competent men to do the job and choosing the right
men for the right job.

STATEMENT OF PROCEDURES – this pertains to procedures to be taken in certain

situations and is narrower in space than statement principles.

SUPERVISION – deals with the assistance and guidance given to subordinates to ensure
successful performance.

SUPPLIES – refers to both expandable and non-expandable commodities.

SYSTEM – as used in records storage means any plan of filing devised by filing equipment
manufacturers.

TAB – refers to the portion of a guide or of a folder that extends above the regular height of
the folder or the guide.

TACTICAL FORCE – it is a mobile striking force of value in those situations which calls for
saturation of an area either to prevent the outbreak of a criminal activity or
racial, religious or national conflict.

TACTICAL PLANS – these plans are restricted to methods of action to be taken at a

designated location and under specific situation.

TASK – defined in the Rules and Regulations implementing the Labor Code, refers to a
major element of work or combination of elements by means of which a
specific result is achieved.

TEMPORARY APPOINTMENT – wherein in case of temporary vacancy caused by a

member who goes on leave without pay or who commutes his leave, a
temporary appointment may be extended to an applicant who possesses the
necessary qualification during the existence of the vacancy.

TESTING – checking the ability of an applicant to perform the operation or to apply the
knowledge in a new situation.

TRADE – refers to any industrial; craft or artisan occupation which is officially or

traditionally recognized as requiring special qualification which can be
acquired by lengthy training experience and practical and theoretical
instruction.

TRADE TEST – refers to examination or test to determine whether a person meets the
standards of a particular trade.

TRADITION – an act of delivering or surrendering something to another or the

transmission of knowledge and institutions through successive generations
without written instructions.

TRAINING – acquisition or finishing prescribed courses for the rank or its equivalent
courses.

TRAINING AND DEVELOPMENT – refers to any method used to improve the attitudes,
knowledge, skills or behavior pattern of an employee for adequate
performance of a given job. It is a day-to-day, year round task.

UNIT – the names, initials, or words used in determining the alphabetic order of filed
materials are called units.
UNITY OF COMMAND – refers to a principle in police service that one man is in complete
command or each situation and only one man in direct command or
supervision of each officer.

VERTICAL COORDINATION – authority from the top management or executive delegated

the line through each level of management to its frits-line supervisor.

WASSERMAN – test will be made before permanent appointment.

 POLICE SUPERVISION AND MANAGEMENT

Introduction

In the past, police officers give little emphasis and consideration in their position
as managers. They rather wanted to be called as leader. But as the days roll on,
modernization becomes part in the day to day activity in the police station, where
everything is a subject to change. Supervisory aspects become more sophisticated and a
more rationalization on the part of police leader are in demand. This is the reason why
most police leaders in an environment characterized by scare resources for programs
and the public demanding better services, tried to find new ways to improve their
productivity.

Today, officials hiring police chiefs have to assess whether applicants have the
following quality and qualifications:

 What was his vision for the future of his agency;

 How they will stimulate subordinate participations;
 What efforts they will made to ensure the quality is driven by customers concerns
 What methods they used to ensure that agency improvement is continuous;
 How they will empower employees;
 And all other related issues;

WHAT IS LEADERSHIP?

Leadership is a process of getting people to work some common objective. An

executive leader involves many processes that define organizational objectives and that
move organizations toward desired goals. While there are many definitions of the concept
of leadership, each generally includes some notion of the following description:

1. Power 3. Collective Action; and

2. Authority 4. Persuasion

3. Cooperation

SOURCES OF LEADERSHIP AUTHORITY

In organizational setting, persons can be formally charged with leadership roles, or
they can assume these roles informally. When we think of leaders, we typically think of
individuals with formal titles such as Chief of Police, which give these persons the formal
responsibility to lead.

In this sense, we say that leader has the authority to lead; he or she has been
granted this authority and has the power to exercises this authority in performing the
duties of the chief of police. Here “authority” refers to the legitimate right to lead and
influence people, while “power” refers to the capacity or ability to lead.
 The German Sociologist Max Weber (1947) distinguished among three (3) forms of
authority in organization, they are:

1. Traditional 2. Charismatic 3. Legal-Rational

Within organizations, there are sources of authority other than the above-
mentioned. French and Raven (1959: 150-167) identified five sources of power and
authority in social relations:

a. REWARD POWER c. LEGITIMATE POWER

b. COERCIVE POWER d. REFERENT POWER

THE POWER MOTIVATION OF POLICE MANAGERS

POWER is an indispensable dimension of police departments. As we experience,

power is both a grant made from the led to the leader and an extension of the formal
authority granted to a particular position like police officers.

Below is a very simple comparison between police officers who uses personalized
power versus social power.

Power however is not always used for the same purpose; the term MOTIVATIONAL
POWER refers to the reasons, intentions, and objectives that underline a police manager’s
use of power.

STYLES OF LEADERSHIP
Generally, many books discussing leaders and leadership identified the leadership
styles into three only. These are:

1. AUTHORIZATION. Authoritarian leader makes all decisions without consulting the

subordinates and closely controls work performance.
2. DEMOCRATIC. Democratic leader is group oriented and promotes the active
participation of subordinates in planning and executing tasks.
3. LAISSEZ-FAIRE. Laissez-Faire leader takes a “hands-off” passive approach in dealing
with subordinates.

LEADERSHIP AND PERFORMANCE

The police leader to be recognized as excellent must be responsible for three (3)
equally important, but essentially different, broad responsibility:

1. Fulfilling the mission of the police department

2. Making work productive and helping subordinate to achieve;
3. Producing good impacts

A number of factors that encroaches on how well these three responsibilities are
met are:

a. The Officer’s Leadership Style

b. The Community Preferences

 c. Available Resources

d. The Officer’s Selection Process

Police leaders chosen by a competitive process or who are perceived by

subordinates in the department as competent are viewed consistently as having greater
expertise and consequently, have more influence and power. There are additionally “habit
of mind” that police leaders who meet their three (3) key responsibilities effectively must
practice the following:

 They know where their time goes and manage it effectively

 They focus on outward contribution
 They build on strength
 They concentrate first on the few major areas where superior performance will
produce outstanding results
 They make effective decisions

THE PUBLIC SAFETY LEADERSHIP

The above literature provide us more understanding what, who and how a leader
is, and how it is being employed in an organization particularly in the field of public safety.
As an assessment we can surely say that a “A TRUE LEADER ARE THOSE WHO BY THEIR
IDEALS, QUALITIES AND POTENTIALS CAN CREATE WORTHY ASPIRATION; AND BY
THEIR PRECEPTS AND EXAMPLE CAN CORRECT OTHERS TO THAT ASPIRATION AND
LEAD THEIR MEN IN AN UNSELFISH CAUSE”.

In the public safety service, we need leaders who can both inspire men to do things
productively and effectively and convince, persuade and motivate others who at first do not
want to do their jobs or works, but later make them enjoy doing them soundly.

THE TRAITS AND PRINCIPLES OF A LEADER

We defined LADERSHIP as the process of directing and inspiring subordinates to

perform the task-related activities of the group or organization productively. We can
simply describe also leadership as an art of influencing others. In doing so, leaders must
have the following traits and principles to attain maximum success in influencing others:

A. TRAITS OF A LEADER

a. Bearing g. Discipline m. Judgment

b. Tactfulness h. Integrity n. Decisiveness
c. Initiative i. Dependability o. Patience
d. Courage j. Morality p. Edurance
e. Unselfishness k. Loyalty q. Enthusiasm
f. Knowledge l. Visionary

B. LEADERSHIP PRINCIPLES

1. Know yourself and seek self-improvement

2. Know your men and seek out for their welfare
3. Be technically and tactically proficient
4. Set as an example
 5. Train your men as a team
6. Seek responsibility and take responsibility for your action and the action of your
people
7. Employ your men accordance with their capability

Winning the respect and liking of the people supervised depends chiefly upon the
CHARACTER of the supervisor himself and the LEADERSHIP exercised. Appointment to a
supervisor position does not in itself guarantee that a man will automatically become
accepted as a leader, BECAUSE LEADERSHIP MUST BE EARNED.

C. OTHER DESIRABLE FACTORS AND TRAITS OF A LEADER

Below are some of the Desirable Factors of Leadership

1. Loyalty
2. Positive Thinking
3. Genuine Interest in and Liking for the People

The real leader is business-like, but he looks a thing in a friendly fashion. That many
people will work for less money to stay with friendly supervisor. One would like to work
for the man who looks at everything in a friendly manner. A ready smile, a friendly
approach, will OPEN LIKE MAGIC in a workplace like POLICE OFFICE or POLICE STATION.

To develop friendly personality, a supervisor or a leader may try the following:

a. Be conscious of the other person and not what he done;

b. Assume that people like you;
c. When you greet person, greet him empathetically;
d. Build up the other fellow’s feeling of self-worth
e. Admit your own defects, anyway no one is perfect;
f. Practice use of the word YOU and avoid the word I;
g. Admire your friends and workers; and
h. Associate with other people who are successful and happy.

CONCEPT OF MANAGEMENT AND SUPERVISION

A. Definition of Management

MANAGEMENT is the process of directing and facilitating the work of people

organized in formal groups in order to achieve a desired goal.

POLICE PERSONNEL MANAGEMENT is the art of preparing, organizing and

directing the efforts of members of a police in order that they may achieve accomplishment
of police purpose

Nature of Management
 Management embraces the essential elements of authority and responsibility
exercised in the process of organizing and directing people at work so that they may obtain
their maximum efficiency both for themselves and the organization where they belong. It is
concerned in placing the right people on the right job and in maintaining satisfied work
force. It accomplishes its objectives through the effective use of men, money, materials,
methods, and machines (SM’s of Management)

B. Elements of Management

The basic elements of management are:

AUTHORITY – administrative authority is derived from the exercise of political

power and its basic purpose is the accomplishment of a particular goal. The three
(3) sources of management are:
a. Law b. tradition d. delegation

8. RESPONSIBILITY – the essence of responsibility simply means that management is held

accountable for the result arising from its exercise of authority. It is one of the means of
guarding against an abuse of management authority. In other words, responsibility
limits the exercise of authority.

C. Functions of Management
According to Prof. Luther Gulick, the seven basic functions of management may be
summed up by the word POSDCORB and this stands for the following:

1. PLANNING – the mental process of finding adequate solutions to management

problems and the preparation of an outline of things to be done and how they
will be done to achieve results.
2. ORGANIZING – the process of allocating authority; responsibility and
accountability to people, as well as the establishment of channels of inter-group
communication in order to secure coordination and efficiency.
3. STAFFING – the task of providing competent men to do job and choosing the
right men for the right job. It involves good selection and processing of reliable
and well-trained personnel.
4. DIRECTING – the giving authoritative instructions, orders, or commands to
working men, relative to specific actions, procedures or activities which are to
performed in a particular manner or times.
5. COORDINATING – the accomplishment of an orderly pattern of group effort
among working men, through the harmonious adjustment or functioning of
tasks, directed toward a common goal.
6. REPORTING – the making of detailed account activities, work progress,
investigations, and unusual in order to keep everyone informed of what’s going
on.
7. BUDGETING – the forecasting in detail of the results of an officially recognized
program of operations based on the highest reasonable expectations of
operating efficiency and is a tool coordinating for operating financial factors.
DIRECTION, SUPERVISION AND COORDINATION

A. The Police Supervisor:

SUPERVISION: The leadership and direction of employees toward the objective of

getting work done and accomplishing the organization’s objectives. Supervision consists of
directing and controlling work; training and developing employees in knowledge, work,
skills, habits and attitudes, and will to work; coordinating efforts of workers, reviewing and
evaluating the work, results, methods, techniques and attitudes of groups and individuals

MAJOR DUTIES AND RESPONSIBILITIES

Analyzing the above-mentioned list, we find the following major duties and
responsibilities common to all supervisory positions:

1. Work accomplishment
2. Safety, Health, Physical welfare of the men
3. Development of morale
4. Development of cooperation
5. Training and development of subordinates, and
6. Records and reports

Command Responsibility

Command responsibility is a doctrine existing both in the Philippines Armed Forces

and National Police. This doctrine was established in order to ensure a more effective,
sustained, and successful campaign against unprincipled and erring government officials in
administering their offices or organization.

This was rationalized on the context that strict and effective management and
control of an organization by the supervisor is critical in ensuring responsive delivery of
services by the government especially in police matters. It is therefore expected that a
supervisor or commander is duty-bound and, as such, is expected to closely MONITOR,
SUPERVISE, DIRECT, COORDINATE, and CONTROL the overall activities of his subordinates
within his area of jurisdiction, and can be held administratively accountable for neglect of
duty in taking appropriate action to discipline his men.

This was institutionalized under Executive Order No. 226. The full text of the
Executive Order was included here as a mechanism of effective police administration and
supervision and is part of the appendices found in the last portion of this book.

BASIC FUNCTIONS OF A POLICE MANAGER

A true leader is one, who by his ideals, qualities, and potentials can create worthy
aspiration; and by his precepts and example can correct others to that aspiration, and lead
them in an unselfish cause. In the police service, we need leaders who can both inspire his
men to do things productively and effectively and CONVINCE, PERSUADE and MOTIVATE
other who at first do not want to do their jobs or works and make them enjoy doing them
soundly. Basically, these are the basic functions and the very quality of a Police Manager.
PLANNING AND DECISION MAKING
As we grow older and matured in our respective tasking we are unconsciously
enhancing our decision-making process, we call it the ART OF DECISION-MAKING.
Experienced, matured and professionalized public safety officers (not just PNP but
including BFP and BJMP) makes SOUND, TIMELY and FITTING, and ACCURATE DECISION –
be it privy or personal, and/or in official performance of their duties and responsibilities as
career public safety officers.

WHAT IS DECISION MAKING?

It is a conscious and cautious process for selecting a course of action or disposition

from two (2) or more propositions or options for the purpose of accomplishing the desired
result.

It is the disposition or position of a commander/head of

office/superior/leader/manager concerning a certain issue of problem confronting his
organization, unit, group, office or personnel including the resources.

ELEMENTS OF DECISION-MAKING

1. Choice (option)
2. Consciousness (knowledge)
3. Orientation (experience)

CONCEPT OF DECISION-MAKING

Decision are to conform to right and law, they are to be viewed to one’s own
conscience and are to be justified by all consequences.

Decision cannot be made if the leader does not have the choice between courses of
action. If only one choice is available, no decision is required. Once the decision is made, it
is time to act. The decision must be put into effect and then evaluate to ensure that the
desire results are being achieved. Because that which is a good decision today may not be a
good decision tomorrow.

TWO KINDS OF DECISION-MAKING

A. Programmed Decision B. Unprogrammed Decision

THREE PHASES IN DECISION-MAKING

1. Identify the problem

2. Gather information
3. Develop and list courses of action
4. Analyze the course of action
5. Select the best course of action
6. Implement and re-evaluate the solution
ERRORS IN DECISION-MAKING

1. Haphazard/Careless/Inappropriate decision-making
2. Dealing with the symptoms rather than causes of a problem.
3. Failure to solicit guidance, advises, coordination and consultation to:
4. Blased and prejudiced, partiality and factionalism, and pride, etc.
5. Immorality, corruption’s mismanagement, undisciplined, etc.

GUIDANCE IN DECISION-MAKING

A. Divine Wisdom

B. Education, Training and Experiences

C. Professional Commitment

D. Culture and Values

QUALITIES OF A GOOD SUPERVISOR

a. Superior Subordinate Relationship

b. The Psychological Needs of Employees
c. Work Accomplishment
d. Safety Health and Physical Welfare of Men
e. Development of Cooperation
f. Development of Moral
g. Training and Development of Subordinates
h. Records and Reports

RECORDS MANAGEMENT AND ADMINISTRATION

The Need for Police Records

A police department is only as good as its records keeping capabilities. The

effectiveness of the police department is directly related to quality of its records. They are
the primary means of communication among the members of the police department and
have as their purpose the integration of the various department units into an integrated
organization for accomplishing the police task. Records are essential in the efficient
performance of routine duties, in the wise direction of police effort, in the supervision and
control of personnel, and in the determination of department policy.

Organization of a Centralized Record System

Depending upon the size and needs of the police force, the station commander shall
maintain and adequate and centralized record system by organizing in his force and
efficient records and communication unit capable of providing appropriate services to the
line units. The centralization of records in a police station brings together at one point all
information concerning police activities, and it is through such centralization that the
various line functions of a police station and department are coordinated.

Functions and Uses of Police Records

A clear understanding of the functions and uses of the fundamental police records is
essential to the development of an adequate records system. The police records shall have
the following specific functions and uses.

 Measure police efficiency  Assists in investigation control

 Present the community’s crime services
picture  Coordinate custodial activities
 Assist in assigning and promoting  Integrate the department
personnel  Furnish data for the public
 Identify individuals  Establish responsibility
 Provide a basis for property  Aid in the apprehension of
accountability criminals
 Control investigation  Assists other police agencies
 make information available to the  Provide the basis for
public compilation of police statistics
 increase the efficiency of traffic  Effective employment of
control personnel and equipment
 assists the courts and prosecutors

Incidents to be Recorded

The following incidents shall be recorded in appropriate police records:

a. Violation of laws and ordinances reported and discovered

b. All calls in which member of the police force dispatched or takes official action
c. All legal papers handled such as warrants, subpoenas, summonses, citations, and the
like
d. Cases of missing and found persons, animals and properties
e. Reported vehicular and other types of accidents which requires police action
f. All personal injuries, bodies found, suicides
g. Damage to property
h. All cases in which police member is involved
i. All arrests made
j. Miscellaneous cases, general and special orders, violation of rules and regulations
and any other reportable incidents that the police commanders or supervisors
desire to be recorded.

Installation of a Police Records System

The standard record procedure of all law enforcement agencies shall meet the
following:

1. A permanent written record shall be made of each crime immediately upon receipt of
the complaint;
2. Proper control shall be made upon the receipt of a complaint to ensure that it is
promptly recorded and accurately tabulated;
3. An investigative report shall be rendered in each case showing fully the details of the
offense as alleged by the complainant and as disclosed by the police investigation. An
 effective follow-up system shall be adopted to ensure that all reports are promptly
submitted in all cases;
4. All reports shall be checked to see that crime classification conforms to the forms and
classification of the offenses;
5. The offense or complaint report on crime cleared by arrest shall be noted as cleared;
6. Arrest record shall be complete, special care being taken to show the final disposition of
all charges;
7. Records shall be centralized;
8. Records and statistical reports shall be closely supervised by the chief or station
commander or any other superior officer;
9. Periodic inspection shall be made to see to it that rules and regulations of the local
agency relative to record creation and maintenance are strictly complied with and;
10. Statistical records shall conform in all respect to the uniform crime reporting standards
and regulations.

TYPE OF POLICE RECORDS

The records of a police force shall be classified into five categories. They are the
following;

A. CASE RECORDS
The CASE RECORDS is the heart of any police records system. It is the basis for an
analysis of offenses and the methods by which they are committed. The following are the
different types of reports included under the case records that shall be accomplished by all
concerned.

A case record is composed of two categories, namely:

1. Complainant/assignment sheet, which reflects all information regarding

complaints and reports, received by the police from citizens and other agencies,
or actions initiated by the police.
2. Investigation reports which contains the finding of an action taken by the
investigating officer based on inquiries made and by obtaining the available facts
of the incident.
a. Case Report
b. Supplemental/Progress-Final Report
c. Continuation Report
d. Technical Report
e. Accident Report
f. Wanted Person Report
g. Daily Record of Events
1. Police Operations
2. Police Assignments; and
3. Admin. Instructions

B. ARREST AND BOOKING RECORDS

This record maintains the arrest and jail booking report that is required for all
persons arrested. It shall bear an arrest number for each made. Arrest and booking Records
shall be made out of complete information in full on each person arrested.

1. Arrest Report
2. Booking Report
 3. Prisoner’s Property Receipt

C. IDENTIFICATION RECORDS

Identification record is the third major division of police or law enforcement

records. Fingerprint records are the hearts of the any identification system.

The various identification records for the identification of criminals and other
individuals now extensively used in police stations shall include ht following:

1. Fingerprint Record
 Criminal Fingerprint – all persons arrested for an offense shall be fingerprinted
and an identification number shall be assigned to each prisoner to identify records
relating to him. A prisoner shall be fingerprinted each time he is arrested, even
though his records are already on file, in order that a copy may be sent to the NBI
main office. The identification number are recorded chronologically in a ledger the
entry on which include the following:
a. Name of the arrested individual and it’s alias/es.
b. Identification number
c. The case number
d. The fingerprint classification;
e. And the date said individual fingerprinted.
 Civilian Fingerprint – all persons requesting clearance, certificate or other
personal identification purposes shall be fingerprinted using the prescribed form.
 Alien Fingerprint – all aliens requesting clearance certificate for purposes of
petition for naturalization, change of name, oath taking and for other personal
identification purposes shall be fingerprinted using also the prescribed form.

2. Criminal Specialty or Modus Operandi File – This consist of photographic records and
modus operandi of known criminals. This shall be filed accordingly based on:
a. Certain Modus Operandi Characteristics
b. Major Classes of Crime
c. Criminal Behaviorism and;
d. Identification Number

D. ADMINISTRATIVE RECORDS
These are records required in the management of the department’s personnel and
designed to aid in the following administrative functions:

1. Assignments;
2. Promotions; and
3. Disciplinary actions

Such records are so essential in administering personnel matters that they must be
maintained in a police department.

Other is of control characters such as:

a. Personal Records d. Assignment

Records
b. Correspondence File e. Other Files
 c. Memoranda, Policy Files, Order, etc.

E. MISCELLANEOUS RECORDS
Police stations perform a variety of service, which do not relate to recorded
complaints. In addition to the general classes of records, there is a miscellaneous group,
which on occasions created filling problems within a department. The average small police
station may simply maintain one file folder for its category. Each piece of correspondence,
together with a copy of the reply, should be filed in chronological order in an appropriate
location file.

F. INDEXING
Police stations shall prepare and maintain index cards for all names appearing in the
case reports, and index card for serial number and description of recovered lost or stolen
property that has been brought to their attention. The following are the different types of
“Index File”.

a. Master Name Index File

Index cards shall be made on all names appearing in the case report such as:

 Complete name and aliases;

 Names of complainants;
 Victims;
 Suspects and wanted persons
 Addresses and locator of all persons whose name appear in the case report.

a. Property Index File

a. Numbered Property Index b. Unnumbered Property Index

G. CHARGING OUT FILES

Responsibility for filing each class of records shall be definitely assigned to one or
more designated clerks. Access to records cabinets shall be restricted to records division
member only. Documents security classifications must be applied in accessing records of
the police stations and officers as a practice. When any records is removed from file, an
appropriate borrower’s slip is used and a Charge-out Card is accomplished.

1. Borrower’s Slip 2. Charge – out Card

H. FOLLOW-UP PROCEDURE
It is essential that each Station Commander have an administrative device that will
ensure that all cases brought to the attention of the force shall receive appropriate
attention. The mechanics of the follow-up system consists in making use of one furnished
copy of the complaint/disposed of at the time of the original report.

I. SPOT MAP
Spot map are useful to indicate the traffic accidents, critical and crime locations. The
location and frequency of crime hazards aids in the direction of enforcement efforts. It
provides supervising officers with evidence of weakness of the police service in a certain
locality and shows the individual police officer where the attention is specially needed.
 In place of the crime index and the location index, spot map shall be maintained by
the police stations for its use as follows:

1. Traffic Spot Maps

2. Crime Spot Map
3. Disaster Spot Map

J. CRIME RECORDS MANAGEMENT

Crime records management may be accomplished through uniform crime reporting
system.

1. Monthly report of cases handled by the police station;

2. Supplement of monthly report on cases handled by the police Station;
3. Report of male person arrested; and
4. Report of female persons arrested
RECORDING AND FILING SYSTEM

The nature of police work justifies emphasis on criminal records. To be fully

effective, a police records system must:

1. be comprehensive and include every incident that had been brought to the
police attention;
2. be adequately arranged and indexed to permit ready reference for easy access;
3. be centralized to prove adequate control and maximum utilization of clerical
personnel;
4. be as simple as possible, consistent with adequacy; and
5. lend itself to summarization and analysis to permit continuing appraisal of the
police services.

BASIC METHODS OF FILING AND STORAGE

Basically, with the advent of computers, agencies handling voluminous documents

may not face difficulties in filing and storage of their records.