CFLM 2 Readings Only

KAPALONG COLLEGE OF AGRICULTURE, SCIENCES AND TECHNOLOGY
MODULE 1: PUBLIC SAFETY LEADERSHIP
Module Overview
Public safety is for the welfare and protection of general public. It encompasses the
diverse needs of citizens, communities, and the nation as a whole, to ensure public safety a
need for great leaders will make it happen. It is important to inculcate and recognize
leadership as crucial role in ensuring a safety society.
In this module, we will be learning all about leadership. To be specific, in this module
the student is expected to learn the following:
● Importance of leadership
● Leadership traits and habits
● The functions and styles of leadership
Module Objectives/Outcomes
At the end of this module, the student is expected to:
● Discuss the significance of leadership in public safety

● Identify traits and habits of an effective leader
● Explain the function of leader in an organization; and
● Discuss styles of leadership
Lessons in the Module
Lesson 1: The need for leadership

Lesson 2: Effective leadership traits and habits
Lesson 3: Functions and Styles of leadership
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Module 1: Public Safety Leadership

Lesson 1: The Need for Leadership
Learning Outcomes
At the end of the lesson, the students will able to:
✔ Identify the need of leadership for an efficient organization

✔ Inculcate the sense of leadership even with today’s crisis
Time Frame
1 week (3 Hours)
Introduction
Public Safety Leadership represents a crucial determinant of public safety

organizational efficacy. Supervisors and others in formal positions of power must engage,
motivate and guide subordinates, community members and other local officials. For instance,
the evolving vision of patrol officers has led to rethinking of the role of leadership even
among those not possessing conventional supervisory control. Contemporary discussions
about patrol officer suggest, “Every officer is a leader”. Public safety agencies desire
frontline employees who can lead citizens during chaotic situations, facilitate and direct
problem-solving activities, and make neighborhood safer.
In this lesson the students will be able to know the following;
1. The need for leadership

2. Importance of leadership
3. Concept of leadership
4. Indicators of effective leadership
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Abstraction
The need for leadership
✔ Convey common goals

There is a need among men for a leader who can grasp a vision, transmit it to
his associates and help them translate it into constructive action. Since people
differ, in varying degrees, in their ability to perceive and translate such vision,
the need for leadership increases in direct proportion to the size of the
organization.
✔ Maximize Difference
In addition to consolidating goals, leadership can help to minimize the
negative effects of differences among workers. The behavior of each
employee is the product of his or her heredity, environment and experience as
well as the interaction of his or her physical, mental and emotional traits.
Police officers like workers in most other occupations represents different
ethnic, social and economic groups and bring their departments a variety of
work attitudes and orientations. The following are perhaps the most common
differences among police officers with which their leaders must deal:
1. Ethnic or racial background.

2. Physical and Mental disabilities
3. Educational Background
4. Emotional Stability
Importance of Leadership
⮚ Everything rises and falls on leadership
⮚ Your leadership skills determine the level of your success and the success of those
who work around you
Concept of Leadership
Because of the pervasive and diverse nature of leadership, a single definition is
probably insufficient. The following are popular definitions of the term:
a. Keith Davis defines leadership as “the ability to persuade others to seek defined goals
enthusiastically
b. Garry Yukl defines leadership as an “influence process whereby intentional influence
is exerted by the leader over the followers. It implies that there is an observable
difference between those who lead and those who are content to follow”
c. Arthur Pell defines leadership as “the art of imposing one’s will upon others in such a
manner as to command their respect, their confidence and their wholehearted
cooperation”
The key concept is that the leadership task is about working with and influencing human
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behavior. Although there may be several definitions of leadership like the given above, for
the context of public safety administration LEADERSHIP is the art of influencing human
behavior toward organizational goal.
The central element in many definitions of leadership is that there is a process of
influence and influence seems to be a necessary part of most conceptions of leadership which
reflect the assumption that it involves a social influence process whereby intentional
influence is exerted by one person or group over other people to structure the activities and
relationships in a group or organization. The term person or group serves to emphasize that
leadership may be exercised by teams as well as individual.
Leadership as Influence
Refers to people who bend motivations and actions of others to achieving certain
goals; it implies taking initiatives and risks. This means that the process of influence is
purposeful and that it is intended to lead to specific outcome.
Leadership and Values

The primary role of any leader is the unification of people around key values.
Leadership begins with the character leaders, expressed in terms of personal values, self-
awareness and emotional and moral capability.
Leader and Vision

Vision is increasingly regarded as an important component of leadership. There are
different views about whether vision is an essential aspect of leadership which distinguishes
successful from less successful leaders. Outstanding leaders have a vision of their
organization, mental picture of preferred future which is shared with all in their constituents,
the community.
From this viewpoint, a set of generalization is emerged:
1. Outstanding leaders have a vision for their organization.

2. Vision must be communicated in a way which secures commitment among members
of the organization.
3. Communication of vision requires communication of meaning
4. Attention should be given to institutionalizing vision.
Leadership and Motivation

While, Leadership is the influencing of people by people, leadership can mean the use
of authority and power to force people into obedience and conformity. Consequently, it
should be recognized that while motivation may not be the product of an exercise of
leadership, leadership may well be based on the positive use of motivation.
Motivation is the process of arousing or strengthening a specific desire or drive
among various competing drives, so as to make the aroused drive the most urgent and
compelling to be satisfied.
Leadership by motivation
An effective leader in a police organization is not one who habitually “calls the shots”
or demands blind obedience. Rather, an effective leader is one who can motivate subordinate,
give tone to units, build good officers and transform pieces into programs. An effective police
leader is therefore one who can generate individual motivation and group involvement- one
who can direct group momentum toward achievement of department goals
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Lesson 2: Effective Leadership Traits and Habits
Learning Outcomes
✔ Recognize the qualities a leaders should possess to become effective

✔ Infer the classification schemes developed for the inclusion of members in decision-
making
✔ Assess types of shared leadership
Time Frame
1 week (3 Hours)
Introduction
As with most popular sayings, there is some truth in the adage, “Great leaders are
born, not made.” To some extent, the capacity for great leadership is innate. However,
learning how to be a more effective leader is within everyone’s grasp – whether you lead
multiple teams, an entire company or just one staff member.
In this lesson the students will be able to know the following:
1. Effective leadership traits and habits

2. Shared leadership
3. Types of shared leadership
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Main Content
Effective Leadership Traits and Habits
1. Leadership by example is a key personality trait of effective leaders who possess a

high level of honesty and integrity. Leaders who exude honesty and integrity not only
set a proper example for others in their organization but also demonstrate their
trustworthiness. Trust is a leadership efficacy. The physical, legal, and other risks
associated with policing make trust a central concern; trust ensures that officers will
follow the vision and direction of their leaders.
2. Valuing input from coworkers, subordinates and others. Though decisive in action,
effective leader recognize that improvement always can be made. They know that
strong that strong communication and listening skills are crucial and that sometimes
they must explain their decisions and actions to ensure compliance and support.
3. Fairness and courage – officers are expected to treat citizens with fairness, respect
and dignity while showing courage in the performance of their sworn duties. Leaders
display courage by sometimes making unpopular yet correct decisions. They perform
their duties ethically and appropriately and never ask others to do more that they will
do themselves. While they do not shy away from becoming involved in situations
requiring their leadership skills, they also recognize when to allow subordinates to
handle incidents commensurate with their skills and level authority.
4. Using appropriate information to form sound decisions- Effective leaders research
situations 9 or delegate that task so they can base their decisions on reasonable
assessments or relevant data. This requires them to be knowledgeable, aware of
current innovations and willing to try new ideas and tactics. To achieve efficacy,
leaders must continue to educate themselves through reading, research and attending
conferences and training.
5. Leaders understand the crucial importance between leadership and
management. Though management skills are helpful in some aspects of the
profession, policing needs more leadership from supervisors and other throughout the
organization. In particular, effective leaders avoid micromanaging the actions of
subordinates and coworkers. They set a proper tone, show how the job is to be done
and give others the freedom to find ways to complete assigned duties within those
parameters.
What is Shared Leadership?
Shared leadership is a concept that encompasses a spectrum of democratic workplace

management practices. A number of classification schemes have been developed based on the
degree and type of employee inclusion in decision making.
There are three types of shared leadership
1. Suggestion Involvement
This describes situations where employees have abundant opportunities to
offer information and suggestions but generally lack authority to make decisions.
Suggestion involvement relies on an open culture that welcomes the free exchange of
ideas at all levels. Open organizations of this type tend to be more collegial than
hierarchical. Supervision is informal and lines of communication are relatively open.
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A company that favors suggestions involvement by employees also generally

encourages experimentation and learning at the individual, group and organization
level.
Studies indicate that a corporate culture open to suggestion involvement will;
foster innovation, grow revenue, enhance job satisfaction and reduce absenteeism.
2. Job Involvement
Refers to systems that give workers a degree of autonomy over immediate
day-to-day
working conditions. Quality circles and total quality management are examples of
job-involvement approaches, provided that employees have direct implementation
authority. Job involvement has been shown to produce benefits similar to other types
of involvement but temporary involvement tends not to sustain these benefits.
Job involvement is most appropriate at the unit level. Here, line employees can
be brought into routine decision-making concerning equipment, training, problem
solving, process improvement, service delivery and even unit-level strategic planning.
Like suggestion systems, job –involvement strategies are relatively low-risk ventures.
Generally the level of empowerment is limited by boundaries set by management. The
administration may determine the ground rules up front depending on what sort of
decisions and authority it feels comfortable with delegating to these semi-autonomous
work groups. Yet the process offers significant benefits.
When employees are allowed to practice job involvement they assume a level
of control over local working conditions that directly affect them. This, in turn,
engenders a level of ownership that results in greater motivation, communication and
innovation. Problem-solving and process improvement at the point of service delivery
becomes more efficient because those doing the work are empowered to make timely
adjustments. In addition, regular process improvement meeting help employees see
how their local conditions and decisions impact other units. Higher management’s
function shifts to coordination, facilitation and boundary management.
3. High Involvement
The most advance, and perhaps riskiest from of shared leadership is high
involvement. This form encompasses both suggestion and job involvement and adds a
significant management function. High involvement entails power and information
sharing, advanced human resource development practices and frequently incorporates
task-force or policy groups to make strategic company decisions.
The upside of high involvement is that it has the potential to yield the most
dramatic workforce benefits:
● Greater employee commitment
● Positive organizational citizenship behavior
● Better perceived organization support
● Increased productivity
● Higher job satisfaction
● Reduced absenteeism
● Better labor management relations
● Improved over all organizational performance
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Lesson 3: Functions and Styles of Leadership
Learning Outcomes
✔ Recognize the ways and means a leader should carryout in an organization

✔ Differentiate three basic styles of leadership
✔ Create their own style of leading.
Time Frame
2 weeks (6 Hours)
Introduction
In an organization, and especially in public agencies, no one can force a subordinate

to work against his or her will. The employee always retains the freedom to quit. Leaders, at
all levels must therefore concentrate on their duties to motivate workers, to communicate to
them the purpose of the organization, to persuade them to tolerate work hardships and to
unite and direct their efforts toward the achievement of the agency goals. If frustration arises,
it is the responsibility of leadership to alleviate it. Yet, in this lesson the students will be able
to know the following;
5. Functions of leadership
6. Styles of Leadership
7. Application of leadership styles
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Main Content
FUNCTIONS OF LEADERSHIP
● Embodiment of Purpose
The task of leadership is not only to make policy but to incorporate it
into the organization structure. This involves shaping the character of
the agency, developing professional ways of thinking and encouraging
innovation in the execution of department policies. When purpose is
embodied in the organization, policies are felt as well as read and they
tend to be executed in the spirit rather than merely in letter.
● Representation of Employees
A leader is the recognize representative of his or her colleagues or
subordinates in their relations with members of the organization and
with persons outside the organization. The leader thus becomes a
rallying point and a symbol of group unity- a role that also serves to
strengthen group loyalty and identification with the organization.
● Defense of Institutional Integrity

Police leaders (or heads of the public agencies, for that matter) fail to
exercise effective leadership if they concentrate their efforts on mere
survival of the agency. A major function of effective leadership is to
look beyond the present condition of the organization, to develop new
programs and to defend the agency’s right to expand its line of service.
● Unification of Personnel
Competition and rivalry among police divisions or units within a given
department is as old as police work itself. While the struggle among
competing groups may never be totally neutralized (and arguably
should not be) It is the responsibility of the police leadership contain
such struggles and to elevate them from selfish quests for power to
sportsmanlike races toward greater professionalism and excellence.
● Resolution of Internal Conflict

Finally, police leadership must see to it that the function of the agency
as a whole hampered by internal conflicts or factionalism. A fair
resolution of conflicts must take into consideration the democratic
principles of due process, representation and mediation. The same
time, however leadership must be firm in distinguishing between the
peaceful resolution of normal conflicts among divisions and
individuals and necessary sanctions against troublemakers who
threaten the stability and the wellbeing of the department.
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STYLES OF LEADERSHIP
1. Authoritarian Leadership- tends to dominate the departments unit they head. They
determine the policies and dictate all procedures. They tend to remain aloof from
group activity making it clear “who is the boss around here”
2. Democratic Leadership- democratic leaders consult and involve their workers
wherever feasible and appropriate. They consider themselves builders of individuals,
rather than robots and believe that much can be learned from the subordinates.
Democratic leaders listen and persuade- rarely feeling the need to command. They
maintain membership in the work group but make it clear that their responsibility for
the whole organization transcends their loyalty to any one member of the group.
3. Laissez-faire Leadership- Laisses-faire is a French term meaning “let do” or “hands-

off). This style of leadership is essentially non leadership, the spirit being one of “do
your own thing and hope for the best” The most common for this approach is the
“country-club” type organization typical of many professional groups and business
associations, where work standards are left to the members and ther is little or no
supervision.
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MODULE 2: EFFECTIVE POLICE LEADERSHIP
Module Overview
For a leadership to become effective requires a lot of effort and skills to achieve goals
set in an organization, said the bestselling author John Maxwell, a great leader is all about
having a genuine willingness and a true commitment to lead others to achieve a common
vision and goals through positive influence hence, certain approaches and forms of leadership
will be discussed under this module that will surely help the student to discover leadership
within them.
In this module, we will be learning all about effective police leadership. To be

specific, in this module the student is expected to learn the following:
● Different models, forms and approaches to leadership

● Theories leadership
● Suggested leadership styles for an effective police
● Leadership Secrets of Attila
● Identify models, forms and approaches to leadership

● Explicate theories anchored by effective leadership
● Instill the suggested leadership styles to become effective police
● Appreciate leadership secrets of Attila
Lesson 1: Models, Forms and Approaches to Leadership

Lesson 2: Theories of Leadership
Lesson 3: Suggestions for Effective Police Leadership
Lesson 4: Review of Leadership Secrets of Attila
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Module 2: Effective Police Leadership

Lesson 1: Models, Forms and Approaches to Leadership
Learning Outcomes
✔ Discover how leaders are viewed by society

✔ Differentiate formal and informal leadership
✔ Critique the models of leadership base on its features
Time Frame
1 week (3 Hours)
Introduction
There are various forms of leadership model where this model tends to develop and
improve a certain organization. These models are practiced to elevate leading capacity of
each individual that aims to make organization efficient and effective. Yet, this lesson aims to
make students able to know the following;
1. The classical view of leadership

2. Formal and Informal Leadership
3. Models of Leadership
Main Content
MODELS, FORMS AND APPROACHES TO LEADERSHIP
The classical view of leadership

● Leaders tend to be identified by position. They are part of the
hierarchy.
● Leaders become the focus for answers and solutions. We look to them
when we don’t know what to do or when we can’t be bothered to work
things out for ourselves
● They give direction and have vision
● They have special qualities setting them apart. These help to create the
gap between leaders and followers.
Formal and Informal Leadership
- Formal leadership is the process of exercising influence from position of formal
authority in an organization while Informal Leadership is the process of exercising
influence through special skills or resources that meet the needs of other persons.
Instructional Leadership
Instructional leadership typically assumes that the critical focus for attention by
leaders is the behavior of the officers as they engage in activities directly affecting their
duties and functions. It is likely to be more effective when it is conceptualized as broad
because it increases the scope for the other leaders to play a role as well as the principal and
because it recognizes how social organizations operate. It is characterized by a strategic
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perspective, which leads to the integrated linkage and deployment of all resources available
to the organization to achieve its purpose and mission.
Instructional leadership models typically assume that leaders, usually chiefs have both
the expert knowledge and the formal authority to exert influence on line officer. It comprises
3 broad categories.
✔ Defining the organizations mission
✔ Managing programs
✔ Promoting organizational climate
Instructional leadership behavior comprises three aspects:

✔ Talking with the people
✔ Promoting professional growth
✔ Fostering officer reflection
Transformational Leadership
Is about building a unified common interest between leaders and followers. This form
of leadership assumes that the central focus of leadership ought to be commitments and
capacities of organizational members. Higher level of personal commitment to organizational
goals and greater capacities for accomplishing those goals are assume to result in extra effort
and greater productivity. Transformational leadership is more potent and complex and occurs
when one or more officers engage with others in such a way that administrators and officers
raise one another to higher levels of commitment and dedication, motivation and morality.
Through the transforming process, the motives of the leader and follower merge.
Transactional Leadership
This is a leadership style whereby the leaders exert influence during daily leader-
subordinate exchanges without much emotion. The effective transactional leaders are
described as leader who can identify the expectations of his or her followers and can respond
to them fully so as to satisfy them by establishing a close link between effort and reward.
Moral Leadership
This model assumes that the critical focus of leadership ought to be on the values and
ethics of leaders themselves. Authority and influence are to be derived from defensible
conceptions of what is right and good. This model includes normative, political or democratic
and symbolic concept of leadership. It is an alternative moral perspective is political in origin
and focuses on the nature of relationships among those within the organization and the
distribution of power between stakeholders both inside and outside the organization. Values
central to this from of leadership are derived from democratic theory. A morally confident
leader is someone who can:
a. Demonstrate causal consistency between principle and practice
b. Apply principles to new situations
c. Create shared understanding and a common vocabulary
d. Explain and justify decisions in moral terms
e. Sustain principles over time
f. Reinterpret and restate principles as necessary.
Participative Leadership
This model assumes that the decision-making process of the group ought to be the
central focus of the group. This is a normative model which is based on three criteria:
a. Participation will increase school effectiveness
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b. Participation is justified by democratic principles

c. In the context of site-based management, leadership is potentially available to any
d. Legitimate stakeholder
Participative leadership may also be conceptualized as distributed. There should be a move
away from a single person leadership to an approach which stresses collaborative decision
making.
Managerial Leadership
Assumes that the focus of leaders ought to be on the functions, tasks, behaviors and
that if these functions are carried out competently to work of others in the organization will
be facilitated. Most approaches to managerial leadership also assume that the behavior of the
organizational members is largely rational. Authority and influence are allocated to formal
positions in proportion to the status of those positions in the organizational hierarchy.
Contingent Leadership
It is an alternative approach, recognizing the diverse nature of organizations. It is
focused on taking advantages of adapting leadership styles to the particular situation rather
than adopting a one size fits all stances. This approach assumes that what is important is how
leaders respond to the unique organizational circumstances’ problems.
Complex Leadership
In complex organizations, effective leaders learn to manage and develop networks.
They foster and cultivate interdependencies within and without the organization. Leaders
generally feel that it is their responsibility to enrich connections in the system that is, to forge
new connections where none existed or to improve existing connections. They build and tend
to networks at the aggregate, meta-aggregate and meta-meta-aggregate levels, the interactive
finger of the organization should spread wide and far.
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Lesson 2: Theories of Leadership
Learning Outcomes
✔ Know theories of leadership

✔ Critique theories based on its beliefs
✔ Determine theories appropriate to practice in today’s era
Time Frame
1 week (3 Hours)
Introduction
Theory provides concepts to name what we observe and to explain relationships

between concepts. Theory allows us to explain what we see and to figure out how to bring
about change. Theory is a tool that enables us to identify a problem and to plan a means for
altering the situation. Thus, this lesson aims to provide you with the theories adapted for
better leadership and you will able to know the following;
1. Trait Theories
2. Behavioural Theories
3. Situational or Contingency Theories
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Main Contents
THEORIES OF LEADERSHIP
Trait Theory
This theory is focused on the “Great Man Theory” which states that leaders
were born, no made. These studies focused on the personal traits of leaders and attempted to
identify a set of individual characteristics that distinguish leaders from followers, and
successful leaders from unsuccessful leaders.
Behavioral Theory
The theories are concerned with the leader’s style that is oriented toward either
an employee-centered or job-centered emphasis. In the employee-centered orientation, the
leader emphasizes developing a friendly, open relationship with employee and is very
sensitive to their personal and social needs. On the other hand, a job-centered orientation is
one in which the leader emphasizes getting the job done by planning, evaluating performance
and exercising management control.
Features of Behavioral Theory;
● Concern for task. Here leaders emphasize the achievement of concrete
objectives.
● Concern for people. Leaders look upon their followers as people- their needs,
interest, problems and development and so-on.
● Directive Leadership. Leaders taking decisions for other.
● Participative leadership. Leaders try to share decision-making others.
Situational or Contingency Theory

These situational theorists insist that successful leadership depends on the
relationship between the organizational situation and the leaders’ style. The organizational
situation includes such variables as the climate, managers and subordinates values, attitudes
and experiences and the nature of the particular work to be accomplished including time and
money. The goal is to predict the most effective leadership style under varying
circumstances.
Features of situational or contingency theories are:
● The relationship between the leaders and followers.
● The structure of the task. If the task is clearly spelled out as to goals, methods
and standards of performance.
● Position power. Confers powers on the leader for the purpose of getting the
job done.
Four leadership styles are seen in contingency theory:
● Telling- Subordinates are viewed as being unable and unwilling to do a good
job.
● Selling- characterized as a coaching approach, it is to be used when people are
willing and motivated but lack the require maturity or ability
● Participating- is used when people are able but are perhaps unwilling or
insecure (they are of moderate to high maturity)
● Delegating- It entails having a high degree of competence and maturity
(people know what to do and are motivated to do it).
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Lesson 3: Suggestions for Effective Police Leadership
Learning Outcomes
✔ Illustrate effective police leadership

✔ Explain capabilities of police as a leader
✔ Give recommendations for effective leadership
✔ Assess police leadership in the Philippines
Time Frame
1 week (3 Hours)
Introduction
Let’s get straight to the point: No successful organization would have been where it is
today without effective leadership. Effective leadership is almost always one of the main and
primary drivers for growth, development and innovation. And take note, leadership isn’t
about the titles, or even the accolades. Effective leadership is much more meaningful,
impactful and profound. It’s earned and worked for. There is no set formula or step-by-step
plan, it depends on the culture and needs of the organization.
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Main Contents
SUGGESTIONS FOR EFFECTIVE POLICE LEADERSHIP
Technical Proficiency- an effective chief must be an expert police officer conversant

with all the aspects of job. This can be achieved through.
1. Basic education and continuing studies in behavioral sciences, police
administration, criminology and law enforcement among other disciplines.
2. Continuing training through in-service courses and seminars.
3. Emulation of successful leaders in the officer’s department (or in another
department).
4. Expert development through the reading of current journals and police
related literature.
Professional Development- Effective police leaders must also work to improve their
abilities. Such professional development can be achieved through.
1. Self-analysis and self-realization
2. Development of genuine interest in ones’ job, one’s fellow officers and progress
of the department.
3. Availing oneself of the honest opinions of subordinates and colleagues.
4. Master of the arts of effective writing and speaking.
A Sense of Maturity- successful leaders must be “mature people” who understand

the psychological and social needs of their colleagues and subordinates
Projecting Ethical Values- Effective leaders must always “practice what they
preach”, conform to the values of honesty, fidelity and obligation and avoid the practice of
manipulation and oppression.
Sound Decision Making- whatever its style or label, effective leadership must be
based on sound decision making. This can be achieved through:
1. Development of logical and methodical thought process so that decisions are based on
realistic and objective evaluations of work situation.
2. Appropriate management of one’s time by blocking out a certain time for each
decision to be considered made.
3. Adherence to rules of logic, reason and scientific analysis.
4. A commitment to planning ahead in order to avoid “leadership by crisis”
5. Flexibility in decision making- the avoidance of rigid, dogmatic thinking.
Instilling a sense of Responsibility- the effective leader must maintain an

atmosphere of seriousness and readiness to accept responsibility within the department. This
can be accomplished by:
1. Operating though the chain of command.
2. Affording subordinates an opportunity to perform their duties independently and
stand accountable for their decisions.
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3. Giving assistance and advice freely when it is requested by those under the leaders
command.
4. Demonstrating a willingness to accept responsibility for one’s own decisions and
for those made by subordinates
5. Maintaining constructive discipline throughout the department.
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Lesson 4: Review of Leadership Secrets of Attila
Learning Outcomes
✔ Identify Atilla and recognize how he influence former leaders

✔ Elucidate leadership lessons derived from Attila
✔ Relate Atillas leadership to one’s life.
Time Frame
1 week (3 Hours)
Introduction
Atli, or Atttila was called Etzel by the Germans and Ethele by the Hungarians. He was
a member of the ruling family of the Huns, a nomadic Asian people who spread from the
Caspnian steppes throughout Roman Empire in search of global conquest. By AD 432, the
Huns had gained so much power that they were receiving a large annual tribute from Rome.
By AD 451, Attila’s army consisted of 700,000 warriors and was content with nothing
less than the ransacking of Rome itself. They had earlier moved against the Chinese Empire
but were turned away. The Huns had a reputation for cruelty and barbarism that was not
undeserved. They ate their meat raw (often human flesh) had little use for virgins and
possessed a strong appetite for murder and mayhem. No one could look Attila in the yes, not
even any of his 400 wives.
Despite how scary Attila was, he was a leader with so much integrity and pride that
this lesson will talk about.
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Main Content
Leadership lessons derived from Attila
Number 1: YOU’VE GOT TO WANT TO BE IN CHARGE

You’ve got to be ruthlessly ambitious. Never be bored, disinterested or cowardly in
any way about always strengthening your position. Good leaders are lustful leaders. Power is
like sex, but don’t appear over eager, just extremely determined to succeed under any
circumstances, fair or unfair. (This will inspire confidence in those you lead)
Number 2: ALWAYS APPEAR AS THE ONE IN-CHARGE

Dress appropriately for your high station in life. Own the biggest horse and sword. BE
first in everything, but never appear pompous. (Be marked with armament that distinguishes
you from the masses)
Number 3: MAKE OTHERS ADAPT TO YOUR “CUSTOMS”

Make people do things your way, not their way. Make them adjust or adapt to you.
Express this as the way things are going to be from now on, or pretend it’s the way things
have always been. Refuse to acknowledge any other way of doing things other than the way
you do things. (This will extract tribute and praise from those you lead).
Number 4: NEVER CONDONE A LACK OF MORALE OR DISCIPLINE.

Terminate people at the first sign of disrespect for the common good but by no means
stifle individualism or punish the innocent who don’t know the common good. Definitely, do
not allow uncontrolled celebration. Pillaging and looting are only fun if done in the name of
nationalism. (Discipline will build morale)
Number 5: NEVER TOLERATE ANYONE WITH THEIR OWN AMBITIONS

People who are “cunning” are dangerous especially new people who have just joined
the organization. Be vigilant about how people lose their ambition and become team player;
that is the pattern you want everyone to follow. Never reward anyone for what is a common
effort. (The spirit of unity must prevail)
Number 6: PERPETUATE A LEGEND OR REPUTATION FOR YOURSELF

Find out whatever it is your worst enemy calls you, and try hard to live up to it with
passion. This will have its advantages to you whenever you need to use your fury and power
and it will accumulate minor privileges to you along the way. (You are your reputation)
Number 7: PICK YOUR ENEMIES WISELY

Do not consider all opponents, or everyone you argue with as enemies. These are
accidental enemies. Choose your enemies with purpose. They may be people you have
friendly relations with, and in fact you should let them think of you as friend., all the while
never telling them anything and lulling them into a state of complacence and acting
prematurely. (Do not make enemies unless you mean it).
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Number 8: EXPECT CONTINUAL IMPROVEMENT

You must encourage learning and innovation among those you lead. This can be done
in several ways by creating competitions among the people. Never allow them to wander
aimlessly. Regularly upgrade your standards of performance. (This fulfills most of leader’s
duties)
Number 9: USE TIMING IN MAKING DECISIONS

Never rush decisions, although sometimes you have to be because the moment is ripe
or an omen exist. It’s better to use timing, to find the obscure places and critical elements
needed to ensure you always make the right decision. This way, you ensure that even a less-
than-perfect decisions is followed. (Time your decisions)
Number 10: EXPLOIT THE DESIRE TO ENJOYT THE SPOILS OF WAR

Harness your people’s desire for short term gains. Grant small rewards for light tasks.
Reserve heaps of booty for other times and be generous with items that hold a value to
yourself. (Never underestimate the ability to buy obedience)
Number 11: ONLY ENGAGE IN WARS YOU CAN WIN

Use diplomacy, negotiation or other techniques of conflict in battles you cannot win.
When in a political war, always keep an eye to your rear. When in an external war, go all out.
(Waging war is a natural condition)
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MODULE 3: Police Management and Administration
Module Overview
Police administration refers to the control and operation of law enforcement agencies,

and the subsequent discharge of policies that keep the peace, increase public safety, and
prevent crime. From a command perspective, police administration involves setting agency
policy and making operational decisions that best achieve the aforementioned goals without
violating the law or the public trust. From a human resources perspective, police
administration involves making ethical and lawful decisions related to the hiring,
management, retention, discipline, and termination of law enforcement personnel.
In this module, we will be learning about how police organization manages its affairs
and features of police administration. To be specific, in this module the student is expected to
learn the following:
● Structure of Police Organization

● Police Productivity and Managerial Performance
● Police Management Process
● Identify the structure of police organization

● Appreciate the functions underlying the police organization
● Discuss police productivity and managerial performance
● Explain the process in police management
Lesson 1: Police Organization

Lesson 2: Police Productivity and Managerial Performance
Lesson 3: Police Management Process
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Module 3: Police Management and administration

Lesson 1: Police Organization
Learning Outcomes
✔ Recognize the PNP Organizational structure and functions

✔ List down advantages and disadvantages of certain type of police organization
✔ Discover how police organization works
✔ Differentiate types of police organization
Time Frame
1 week (3 Hours)
Introduction
The police department is truly a complex bureaucracy. It is mostly a multi-level

organization, organized in the form of pyramid with the top-level administrator being the
chief of police. At the bottom level of the organization, one finds the patrolman or line
officer.
The patrol officer is the backbone of police department. The lowest level worker
found in many, if not most, complex organization who usually performs the routine,
repetitive kind of work necessary to keep the organization functioning.
Hence in this lesson, the students will be able to know the following;
1. Nature of Police Organization

2. PNP mission and vision
3. Type of Police Organizational Structure
4. Classification of Line, Staff and Auxiliary Function
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Main Contents
Nature of Police Organization

The police department by its very nature places the line officer in a position where he
is a decision maker and manager of his area of responsibility from the first time he is given
“beat” to patrol. There are indeed few agencies in which the efficiency and parameter of the
law enforcement functions are vested in those individuals quite likely have the least amount
of experience and expertise in the organization.
PNP mission, vision, philosophy and core values
VISION- Imploring the aid of Almighty, by 2030, We shall be highly capable,

effective and credible police service working in partnership with a responsive community
towards the attainment of a safer place to live work and do business.
MISSION- Enforce the law, prevent and control crimes, maintain peace and order
and ensure public safety and internal security with the active support of the community.
PHILOSOPHY- Service, Honor and Justice
CORE VALUES- Maka Diyos, Makabayan, Makatao, Makakalikasan
Types of Police Organizational Structure

An organizational structure is a mechanical means of depicting, by an arrangement of
symbols, the arrangement that exist between individuals clearly defined to ensure
accountability and compliance
Line Organization
The straight line, often called the individual, military or departmental type of
organization, is the simplest and perhaps the oldest type; but it is seldom encountered in its
channels of authority and responsibility extends in a direct line from top to bottom within the
structures, authority is definite and absolute.
Functional Organization
Functional Organization in its pure form is rarely found in the present day
organizations, except at or near the top of the very large organizations. Unlike the line type of
structure, those establishments organized on a functional basis violate the prime rule that men
performs best when they have but one superior. The functional responsibility of each
“functional manager” is limited to the particular activity over which he has control regardless
of who performs the function.
Line and Staff Organization

The Line and staff organization is a combination of the line and functional
types. It combines staff specialist such as criminalists, the training officers, the research and
development specialist and etc. Channels of responsibility is to “think and provide” expertise
for the line units. The line supervisor must remember that he obtains advice from the staff
specialist.
In normal operation, the staff supervisor has line commands but with
recognized limitations such as coordination between line and staff personnel can be achieved
without undue friction. Failure to recognize these line and staff relationship is the greatest
and the most frequent source of friction and barrier to effective coordination. The advantage
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of this kind would be- it combines staff specialist or units with line organization so that
service of knowledge can be provided line personnel by specialist.
Classification of Line, Staff and Auxiliary Function
Whatever their method of groupings internal activities, all bureaucratic agencies

segregate the function of line, staff and auxiliary personnel. The reason for this tripartite
classification are best explained by examining each of the functions.
Line Functions: are the “backbone” 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 but “line members”,
including the patrol officer
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Module 3: Police Management and administration

Lesson 2: Police Productivity and Managerial performance
Learning Outcomes
✔ Differentiate police efficiency between police effectiveness

✔ Explain high productivity in police performance
✔ Elucidate police managers challenge in achieving high productivity
Time Frame
1 week (3 Hours)
Introduction
An effective police managers must be concerned with the productivity of police work
teams and their members. Productivity means the summary of measures of the quantity and
quality of police work performance achieved, with resource utilization considered. Good
police managers establish and support the conditions needed to ensure high productivity for
themselves, for individual contributors, for their work units and for the organization as a
whole.
In this lesson the students will able to know the following:
1. Police Efficiency
2. Police Effectiveness
3. Why should police strive for productivity?
4. Accountability, Dependency and Police Performance: The Police Managers
Challenge
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Main
Content
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work
teams and their members.
Productivity means summary of measures of the quantity and quality of police work
performance achieved with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units and for
organization as a whole.
This involves a commitment to the accomplishment of two different but

complimentary police performance outcomes.
⮚ Police Efficiency – refers to the skillfulness in avoiding wasted time and effort;
Optimum utilization of available resources. It measures whether or not important task
goals are being attained.
⮚ Police Effectiveness- refers to the quality of being able to bring about an effect or the
power to be effective. It measures how well resources are being utilized.
Thus,
PERFORMANCE EFFECTIVENESS + PERFORMANCE EFFECIENCY =High Productivity
Good
Effective but Effective

not efficient and efficient:
some police police goals
Police resources are are achieved
Effectiveness wasted. and the
(how well are resources
the
Police goals Neither effective nor Efficient but not effective:
are being efficient: police goals no wasted police resources,
not achieved; resources but police goals are achieved
Wasted in the process
Good
Poor
Police Efficiency
(how well are the Police
resources are being utilized)
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Module 3: Police Management and Administration

Lesson 3: Police Management Process
Learning Outcomes
✔ Identify cardinal points in planning

✔ Examine the police management process
✔ Explain 4 functions of police management
✔ Create their own managerial process
Time Frame
1 week (3 Hours)
Introduction
The management process applies in any work setting. The action framework provided
by the four management functions can help any police manager to answer the question “What
are my basic responsibilities in this job?” considering this, this lesson will able to make the
students know about:
1. Police Management Process

2. Four Functions of Police Management
3. Functions of Management in Police Practice
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Main Contents
Police Management Process
The management process involves PLANNING- ORGANIZING- LEADING-

CONTROLLING the use of organizational resources to achieve high performance results.
✔ Planning- is the process of setting performance objectives and identifying the

actions needed to accomplish them.
✔ Organizing- is the process of dividing the work to be done and coordinating
results to achieve a desired purpose.
✔ Leading- is the process of directing and coordinating the work efforts of other
people to help them accomplish important task.
✔ Controlling- is the process of monitoring performance, comparing results to
objectives and taking corrective actions necessary.
Planning
S
ettin
g
obje
Organizing
Controlling
D
M FOUR ividi
onit FUNCTION ng
orin S OF the
g POLICE wor
perf MANAGEM k
Leading
C
reati
ng
visio
n
Figure 1: An
Action
framework
Functions of Police Management Practice
Consider, for example, the case of a City Police Office hoping to compete
successfully with other city police offices. In respect to planning, the COP need a new
program for PCR in order to stay competitive with other law enforcement agencies. Once the
top management team has discussed the issue, a decision is made to test the new plan within
several weeks/months. In respect to organizing, the COP convenes a special task force to
create the new program. Officers with various skills are selected and assigned to the task
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force. One officer is appointed to the head of the task force. A budget, clerical support,
facilities and equipment are made available. In respect to leading, the COP states the
performance objectives at a task force meeting, answers questions that arise and explain the
reasons why the new program is so important to the organization. In respect to controlling,
the COP has frequent conversations with the head of the task force and stays informed about
efforts in the making of the new program.
Police Managerial Activities and Roles

● Interpersonal Roles- working directly with other people
● Figurehead- hosting and attending official ceremonies
● Leadership- creating enthusiasm and serving people’s needs
● Liaison- maintaining contacts with important people and
groups
● Information Roles- exchange information with other people

● Monitor- seeking out relevant information
● Disseminator- sharing information with insiders
● Spokesperson- sharing information with outsiders
● Decisional Roles- makes decisions that affects other people

● Entrepreneur- seeking problems to solve and opportunities
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MODULE 4: Police Organization and Operational Planning
Module Overview

organization, organized in the form of pyramid with the top level administrator being the
chief of police it uses a rational design or pattern for all departmental undertakings rather
than relying on chance in an operational environment. Police organization is very specific in
preparation and development of procedures and techniques in accomplishing of each of the
primary tasks and functions.
In this module, we will explore the police organization and its structural set-up as well
as how police organization accomplishes each functions. To be specific, in this module the
student is expected to learn the following:
● Elements of Police Organization

● Governing principles of police organization
● Process and approaches of police operational planning
● Importance of decision-making in police planning
● Distinguish the elements and principles of police organization

● Identify the principles practiced by police organization
● Know the strategies employed in operation planning
● Give distinctions of the implications of police planning approaches
● Appreciate the essence of decision making in planning
Lesson 1: Elements of Police Organization

Lesson 2: Principles of Police Organization
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Lesson 3: Police Operational Planning

Lesson 4: Approaches in Police Planning
Lesson 5: Decision Making; an Essential Element in Planning.
Module 4: Police Organization and Operational Planning

Lesson 1: Elements of Police Organization
Learning Outcomes
✔ Identify functional and territorial units of police organization

✔ Explain types of police organizational structures
✔ Differentiate types of police organizational structures
✔ Define elements of police organization
Time Frame
1 week (3 Hours)
Introduction
The module presents the general concepts in police organization. Organizational

guides and structural sets-up that serve to facilitate and promote smooth accomplishments of
police objectives of an organization are essential. The organization guides members in its
operation of the assigned duties. It enhances better administration of the department. Good
organization and administration would eventually mean effective and efficient police work.
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Main Content
ORGANIZATION
It is a form of human association for the attainment of a goal or objective. It is a
process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority establishing relationships for the purpose of enabling people
work effectively.
POLICE ORGANIZATION
Is a grouped of trained personnel in the field of public safety administration engaged
in the achievement of goals and objectives that promotes the maintenance of peace and order,
protection of life and property, enforcement of laws and prevention of crimes.
The organization of the police force commonly requires the following organizational units:
Functional Units:
1. Bureau- largest organic functional unit within a large department. It comprises
number of divisions.
2. Division- a primary subdivision of bureau.
3. Section- functional unit within a division that is necessary for specialization.
4. Unit- functional group within a section; or the smallest functional group within an
organization.
Territorial Units:
1. Post- a fixed point or location to which an officer is assigned for duty, such as a
designated desk or office or an intersection or cross walk from traffic duty. It is a
spot location for general guard duty.
2. Route- a length of streets designated for patrol purposes. It is also called Line
Beat.
3. Beat- An area assigned for patrol purposes, whether foot or motorized.
4. Sector- An area containing two or more beats, routes or posts.
5. District- a geographical subdivision of a city for patrol purposes, usually with its
own station.
6. Area- a section or territorial division of a large city each comprised of designated
districts.
POLICE TERMINOLOGIES OR JARGONS
Organize
To form a police unit for the purpose of accomplishing a common objective.
To arrange systematically a group of police unit/s.
Organizing
The act of systematically arranging police units in hierarchical order to perform
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specific functions thus achieve desired objectives.
Manage
To direct or conduct the affairs or interests of various police units.
To control the direction, operation, and business of a police unit or the police
organization as a whole.
Police Management
The art or manner of administering, controlling, or handling all the various aspects of
the police organization.
The skillful use of means to accomplish the task, purpose or objective of a police unit
or organization.
Police Politics
The study of public administration or affairs of the government in relation to police
matters.
Maneuvering for power within the police organization.
Police Power
The power of the government to impose what is considered reasonable restriction on
the liberties of its citizens for the maintenance of public order and safety.
Legally speaking, it is the power of the government to enact laws or regulations
relative to persons and property that may promote public health, public morals, public safety
and the general welfare and convenience of the people.
Police Accountability
The inherent responsibility of the police organization to be answerable for the
misconducts committed by its members.
It is the legal responsibility of the police officers to face any consequence that may
arise while exercising their powers, duties, and functions.
Sworn Officer
Personnel of the police department who took his oath of office and thus possesses the
power to arrest.
Superior Officer
An officer having supervisory responsibilities (either temporary or permanent) over
an officer of lower rank.
Subordinate - An officer belonging to the lower or inferior rank.
Commanding Officer
An officer who is in command of a police department, bureau, division, district, or
area/station.
Ranking Officer
An officer having the more senior/higher rank in a team or group of police officers.
Commissioned Officer (PCO)

A police officer with a rank of police inspector and higher.
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Non-Commissioned Officer (PCNO)

A police officer with a rank of Senior Police Officer IV and lower.
Length of Service
The period of time that has elapsed since the oath of office was administered to an
officer; previous active services maybe included or added.
On-duty/Active Duty
The period when an officer is actively engaged in the performance of his duty.
Special Duty
It is the form of duty requiring an officer to be excused from the performance of his
active regular duty.
Off-duty- The nature of which the police officer is free from specific routine duty.
Leave of Absence
A specified period during which an officer is excused from active duty or direct
participation in police work.
Sick Leave
A period wherein an officer is excused from active duty by reason of illness or injury.
Suspension
A consequence of an act that temporarily deprives an officer from the privilege of
performing his duties as a result of violating a directive or other departmental regulation.
Departmental Policies/Rules
Rules established by the police department directors/administrators to control the
conduct of the members of the police force.
Duty Manual
A book of instruction that describes the procedures and defines the duties of officers
designed to a specified post or position.
Order
An instruction given by a ranking officer to a subordinate either general, special, and
personal.
Report
It is usually a written communication unless otherwise specified to be verbal report.
Verbal reports should be confirmed by written communication.
Nature of Police Organization

organization, organized in the form of pyramid with the top level administrator being the
chief of police. At the bottom level of the organization, one finds patrol man or line officer.
The patrol officer is the backbone of the police department. The lowest level worker
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found in many, if not most, complex organizations who usually performs the routine,
repetitive kind of work necessary to keep the organization functioning.
The police department by its very nature places the line officer in a position where he
is a decision maker and manager of his area of responsibility from the first time he is given a
“beat” to patrol. There are indeed few agencies vested in those individuals quite likely have
the least amount of experience and expertise in the organization.
Types of Police Organization Structure

An organizational structure is a mechanical means of depicting, by an arrangement of
symbols, the relationships that exist between individuals, groups and individuals clearly
defined to ensure accountability and compliance.
Line Organization
The straight-line organization, often called the individual, military or
departmental type of organization, is the simplest and perhaps the oldest type; but is seldom
encountered in its channels of authority is definite and absolute.
While the line type of organization has many advantages, it also has some
inherent weaknesses which for many organizations, makes it use impractical. Perhaps its
greatest advantage is that, it is utterly simple. It involves a division of work into units of eight
person with a person in charge who has complete control and who can be hold directly
responsible or accountable for the results or lack of them.
Functional Organization
The functional responsibility of each functional manager is limited to the
particular activity over which he has control, regardless of who performs the functions.
Coordination of effort in this type of organization becomes difficult since the employees
responsible for results may be subject to functional direction of several persons. Discipline is
difficult to administer because of this multi headed leadership. There may be considerable
conflict among the functional administrators, resulting in much confusion among line
personnel. Line of authority and responsibility are fragmented into many functional channels
making each supervisor responsible to several superiors depending upon the function he
happens to be performing.
Line and Staff Organization
It combines staff specialist such as criminalist, the training officers and the
research and development specialist etc. Channels of responsibility is to “think and provide
expertise” for the line units. The line supervisor must remember that he obtains advice form
the staff specialist.
Classification of Line, Staff and Auxiliary Function
Line Functions:
Backbone of police department, they include such operations as patrol,
criminal investigation and traffic control, as well as supervision of personnel performing
those operations. Line functions are carried out by line member. Line members are
responsible for;
a. Carrying out the major purpose of the police department
b. Delivering the services provided by the department
c. Dealing directly with the departments clientele
d. Making final decisions with respect to the activities they perform.
Staff Functions:
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Staff functions are those operations designed to support the line functions,
staff members are necessarily advisors who are typically assigned to planning, research, legal
advice, budgeting and educational services. Staff members are often civilians 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 chief executive of the department. Staff personnel 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.
Auxiliary Functions:
Involves logistical operations of the department. These includes training,
communications, jailing, maintenance, record keeping and motor vehicles and similar
operations.
Elements of Police Organization
● Specialization – is designation of particular person as having expertise in the

specific area of work. Here specialization signifies the adaption of an
individual to the requirements got some technical task through training,
conditioning or extensive on-the-job experience.
● Hierarchy of Authority- If all person within an organization were given the

freedom to do what they like (and refuse to do what they dislike), there would
be little likelihood of accomplishment. Hierarchy represents the formal
relationship among superiors and subordinates in any given organization. It
can be visualized as a ladder, with each rank representing higher or lower level
of authority.
● Authority- is the right to command or control the behavior of the employees

in lower positions within an organizational hierarchy. A hierarchy thus serves
as the framework for the flow of authority downward (and obedience upward)
through the department.
● Span of Control- is the maximum number of subordinates at given position

that superior can supervise effectively.
● Delegation of Authority- Delegation is the conferring of the amount of

authority by a superior position onto a lower-level position. The person to
whom authority is delegated becomes responsible to the superior for doing the
assigned job. However, the delegators remain accountable for accomplishment
of the job within the guidelines and quality standards of the organization.
● Unity of Command - Unity of command refers to placing one and only one
superior in command or in control of every situation and every employee. This
concept is instituted to ensure that multiple or conflicting orders are not issued
by several superior officers to the same police officers.
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● Formal Communication- Written rules are the heart of the traditional police
organization because they provide direction and control. Written directives
and rules generally follow three forms: policies or procedures, special orders,
and memoranda. Effective communication would ensure common
understanding of the departments goals, policies and procedures and this helps
binds the agency together.

Lesson 2: Principles of Police Organization
Learning Outcomes
✔ Gain understanding about the principles of police organization

✔ Discuss how police organization works based on its principles
✔ Analyze and apply the principles of police organization
Time Frame
1 week (3 Hours)
Introduction
Police Organization to make its more productive and effective follows number of
principles which will enable the organization to achieve its goals and maintain the balance
within the organization. Therefore in this lesson the students will be able to learn the
principles practice by Police organizations or even other organizations practiced this types of
principles whether how small or large an organization is.
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Main Contents
Principles of Police Organization
1. Principle of Unity of Objectives

An organization is effective if it enables the individuals to contribute to the
organizations objectives,
2. Principle of Organizational Efficiency

Organizational structure is effective if it is structured in such a way to aid the
accomplishment of the organizations objectives with minimum cost.
3. Scalar Principle
Shows the vertical hierarchy of the organization which defines an unbroken
chain of units from top to bottom describing explicitly the flow of authority. The
scalar principle are;
a. Line of Authority and Chain of Command- This principle of organization
suggests that communications should ordinarily go upward through
established channels in the hierarchy. Diverting orders, directives or reports
around a level of command usually has disastrous effects on efficiency of the
organization.
b. The Span of Control- of a supervisor over personnel or units shall not mean
more than what he can effectively direct and coordinate. In span of control,
levels of authority shall kept to a minimum
c. The Delegation of Authority- a superior officer must designate some of his

immediate subordinates to exercise a part of his administrative power. However,
the power passed on by the superior officer carries an appropriate responsibility.
d. Functional Principle - This principle is otherwise known as division of work

according to type, place, time, and specialization.
e. Line and Staff Principle - It implies a system of varied functions arranged

into a workable pattern.
f. Principle of Balance - Application of the principles of organization must be

balanced to ensure the effectiveness of the patrol force in accomplishing its
objectives.
g. Principle of Absoluteness of Responsibility - It states that the responsibility

for performance of the deputy chief to the chief of police is absolute
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(unconditional) and vice versa, and that the chief of police cannot escape his
accountability on the activities performed by his subordinates.
h. Principle of Flexibility - It states that there is higher tendency that the PNP
can fulfill its purpose if the organization receives more provisions for
flexibility (adaptability).
i. Principle of Authority Level (Hierarchy of Authority) - Decisions within

the authority of the police station commanders should be made by them and
should not be referred to their superiors, such as the police district commander
(or PNP provincial director).
j. Principle of Parity and Responsibility - The responsibility of the head of the

Investigation Section for the actions of his detectives cannot be greater than
that implied by the authority he has delegated, nor should it be less.
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Lesson 3: POLICE OPERATIONAL PLANNING
Learning Outcomes
✔ Recognize the essence of planning in police operations

✔ Explicate police operations
✔ Examine operational plans implemented by police organizations
✔ Create their own Oplan.
Time Frame
1 week (3 Hours)
Introduction
Police administrators sometimes do not appreciate the importance of planning because
of their pattern of career development. It is ironic that the pattern of career development for
typical police managers carries with it seeds that sometimes blossom into a negative view of
planning. However, planning is an integral element of good management and good decision
making.
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Main Contents
Police Operational Planning - the act of determining policies and guidelines for police
activities and operations and providing controls and safeguards for such activities and
operations in the department. Involves strategies or tactics, procedures, policies or guidelines.
Operational Planning - the use of rational design or patten for all departmental undertakings
rather than relying on chance in an operational environment. The preparation and
development of procedures and techniques in accomplishing each of the primary tasks and
functions of an organization.
Police Planning - an attempt by police administrators in trying to allocate anticipated

resources to meet anticipated service demands. The systematic and orderly determination of
facts and events as basis for policy formulation and decision-making affecting law
enforcement management.
Planning - the determination in advance of how the objectives of the organization will be
attained; involves the determination of a course of action to take in performing a particular
function or activity. The process of developing methods or procedures or an arrangement of
parts intended to facilitate the accomplishment of a definite objective. The process of
deciding in advance what is to be done and how it is to be done.
Plan - an organized schedule or sequence by methodical activities intended to attain a goal or

objectives for the accomplishment of mission or assignment. A method or way of doing
something in order to attain objectives and provides answers to the 5Ws and 1H.
Strategy - a broad design or method or a plan to attain a stated goal or objective.
Tactics - are specific design, method or a course of action to attain a particular objective in
consonance with strategy.
Procedures - are sequences of activities to reach a point or to attain what is desired.
Policy - a course of action which could be a program of

actions adopted by an individual, group, organization or government or the set of principles
on which they are based.
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● case operational plan (COPLAN) - a definite target - specific activity conducted in

relation to an intelligence project under which it is affected. Several case operations
may fall under one intelligence project.- refers to a preparatory plan on how to carry
out a case operation which is the last resort to pursue intelligence objectives when
normal police operations fail.
● command post/holding area - area where case conferences, briefings and debriefings
are being conducted by the responding agencies.
● dragnet operation - is a police operation purposely to seal off the probable exit
points of fleeing suspect from the crime scene to prevent their escape.
Management or Administrative Functions

1. Planning
2. Organizing
3. Directing
4. Controlling
5. Staffing
6. Reporting
7. Budgeting
Guidelines in Planning
1. What - mission/objective
2. Why - reason/philosophy
3. When - date/time
4. where - place
5. How - strategy/methods
Characteristics of a Good Plan

1. A Plan must have a clearly defined objective
2. A Plan must be simple, direct and clear
3. A Plan must be flexible
4. A Plan must be attainable
5. A Plan must provide standards of operation
6. A Plan must be economical in terms of resources
needed for implementation.
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Lesson 4: APPROACHES OF POLICE PLANNING
Learning Outcomes
✔ Exhibit understanding of the steps in synoptic planning

✔ Critique approaches in police planning
Time Frame
1 week (3 Hours)
Introduction
Welcome to Lesson 4 of Module 4 where knowledge of planning will enrich you.

This lesson will help you understand the approaches employed in police planning.
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Main Content
What are the approaches in Police Planning?
● Synoptic Approaches
● Incremental Approach
● Transactive Approach
● Advocacy Approach
● Radical Approach
A variety of approaches are employed in the planning processes. Each is unique and can be
understood as a method of operationalizing the word planning. There are basically five major
approaches to planning which are:
Synoptic Planning
Synoptic planning or the rational comprehensive approach is the dominant tradition in

planning. It is also the point of departure for most other planning approaches. This model
is based on a problem-oriented approach to planning especially appropriate for police
agencies. It relies heavily on the problem identification and analysis of the planning
process. It can assist police administrators in formulating goals and priorities in terms that
are focused on specific problems and solutions that often confront law enforcement.
Steps in Synoptic Planning
a. Prepare for Planning

b. Describe the present situation
c. Develop projections and consider alternative future states
d. Identify and analyze problems
e. Set goals
f. Identify alternative course of action
g. Select preferred alternative
✔ Strategic analysis – this include the study on the courses of actions; suitability
studies; feasibility studies; acceptability studies; and judgment.
o Suitability – each course of action is evaluated in accordance with

general policies, rules and laws.
o Feasibility – these include the appraisal of the effects of a number of factors
weigh separately and together.
o Acceptability – those judged to be suitable and feasible are then realized in
acceptability studies.
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✔ Cost – effectiveness Analysis – This technique is sometimes called cost-benefit or cost

performance analysis. The purpose of this form of selection is that the alternative
chosen should maximize the ratio of benefit to cost.
✔ Must-wants Analysis – This method of selecting a preferred course of action combines

the strengths of both strategic and cost effectiveness analysis. Must wants analysis is
concerned with both the subjective weights of suitability, feasibility, and acceptability
and the objectives weights of cost versus benefits.
h. Plan and carryout implementation

i. Monitor and evaluate process
j. Summation of the synoptic planning approach
k. Repeat the planning process
Incremental Planning
Incrementalism concludes that long range and comprehensive planning are not only
too difficult, but inherently bad. The problems are seen as too difficult when they are
grouped together and easier to solve when they are taken one at a time and broken
down into gradual adjustments over time.
Transactive Planning
Transactive planning is carried out in face-to-face interaction with the people who are
to be affected by the plan and not to an anonymous target community of beneficiaries.
Techniques include field surveys and interpersonal dialogue marked by a process of
mutual learning.
Advocacy Planning
Beneficial aspects of this approach include a greater sensitivity to the unintended and
negative side effects of plans.
Radical Planning
The first mainstream involves collective actions to achieve concrete results in the
immediate future. The second mainstream is critical of large-scale social processes
and how they permeate the character of social and economic life at all levels, which,
in turn, determine the structure and evolution of social problems
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Lesson 5: Decision Making; an Essential Element in Planning
Learning Outcomes
✔ Explain managerial decisions

✔ Explicate the importance of decision-making in police planning
✔ Elaborate factors influencing decisions in planning
Time Frame
1 week (3 Hours)
Introduction
Police planning is involved in a problem solving process. Problem solving and

decision making are used interchangeably in the context of management and administration
because police managers spend most of their times in making decisions to resolve problem.
To discover how police managers engage themselves in decision making, this module will
discuss about the following;
1. Elements of Managerial Decisions

2. Importance of Decision Making in Police Planning
3. Influences on Decision
4. Nine Steps in Rational Decision Making
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Main Content
Managerial Decision
To decide is to make up one’s mind. A decision is a choice from among asset of
available alternatives. Managerial decisions are choices between alternative courses of action
translated into administrative behavior designed to achieve an organization’s mission through
the accomplishment of specifically targeted goals and objectives.
Elements of Managerial Decision

In coming up with appropriate decisions, police managers should consider the
following elements:
1. Choices- If a police administrator does not have the ability to make a choice, there
is no real decision. Following rules, obeying orders or being coerced to act in a
certain ways cannot without a great deal of distortion be construed as making
decisions.
2. Alternatives- There must be more than one possible course of action available in
order for the police administrator to have choice. Effective police managers look
for and try to create a realistic option for resolving problems.
3. Targets- Goals and objectives come together to perform a vital function. They
activate and give direction to decision-making process.
4. Behavior- Making decisions is irrelevant unless they are translated into action.
Importance of Decision Making in Police Planning

Police planning involved in a problem-solving process. Problem solving and decision
making are used interchangeably in the context of management and administration because
police managers spend most of their time making decisions to resolve problem.
The decision making process consist of three stages as used in police planning. These
stages are described as follows:
1. Intelligence- this involves scanning the environment for conditions that require the
decision.
2. Design- entails creating, developing and analyzing possible courses of action
(creative problem solving)
3. Choice- refers to the actual selection of particular course of action from among
available alternatives.
Based on these concepts, decision making and planning can be described as multi-step
process through which problems are recognized, diagnosed and define. Alternative solutions
are generated, selected and implemented.
Influences on Decision
Internal Factors
1. The specificity of organizations mission, goals, and objectives.
2. The delegation of sufficient authority to enable managers carry out their
assigned duties.
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3. The degree of autonomy given to management personnel at different levels

in the organization
4. The leeway granted to managers by departmental policies and procedures,
rules and regulations.
5. The availability of valid, reliable, and objective information on which to
base decisions.
6. The time and energy use to select, train and retain qualified managers.
7. The nature, extend and effect of intra-organizational conflict.
8. The adequacy of the reward system in promoting timely and effective.
External Factors
1. Social Instability
2. Rising Expectation
3. Professional Ethics
4. Legal Constraints
5. Dwindling Resources
6. Technological Change
Internal and external environmental factors are never under the direct control of the
decision-maker. Effective decision-makers learn and accept to cope with this uncertainty,
complexity and risk.
Situational variable
No two decisions are exactly the same. There are simply too many variables. Every
police problem that elicits a decision is unique in terms of its
✔ Nature and Extent
✔ Difficulty
✔ Urgency
✔ Seriousness
✔ Complexity
✔ Solution
Personal Variable
✔ Mental Heath
✔ Intellectual Capacity
✔ Education and Experience
✔ Values, attitude and perception
✔ Motivation to act
9 steps in rational decision making

1. Awareness of the need to make decision – Decision making is activated by the
recognition of opportunities as well as problems.
2. Identifying the existing problem
3. Listing possible and probable cause
4. Designing alternative solutions
5. Evaluating alternative solutions
6. Choosing an alternative solution
7. Implementing decision
8. Analyzing feedback
9. Making necessary adjustment
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KAPALONG COLLEGE OF AGRICULTURE, SCIENCES AND TECHNOLOGY

MODULE 1: PUBLIC SAFETY LEADERSHIP

At the end of this module, the student is expected to:

● Discuss the significance of leadership in public safety

Lessons in the Module

Lesson 1: The need for leadership

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Module 1: Public Safety Leadership

At the end of the lesson, the students will able to:

✔ Identify the need of leadership for an efficient organization

Public Safety Leadership represents a crucial determinant of public safety

1. The need for leadership

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The need for leadership

✔ Convey common goals

1. Ethnic or racial background.

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Leadership and Values

Leader and Vision

1. Outstanding leaders have a vision for their organization.

Leadership and Motivation

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Module 1: Public Safety Leadership

✔ Recognize the qualities a leaders should possess to become effective

1. Effective leadership traits and habits

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Effective Leadership Traits and Habits

1. Leadership by example is a key personality trait of effective leaders who possess a

What is Shared Leadership?

Shared leadership is a concept that encompasses a spectrum of democratic workplace

There are three types of shared leadership

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A company that favors suggestions involvement by employees also generally

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Module 1: Public Safety Leadership

✔ Recognize the ways and means a leader should carryout in an organization

In an organization, and especially in public agencies, no one can force a subordinate

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● Defense of Institutional Integrity

● Resolution of Internal Conflict

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3. Laissez-faire Leadership- Laisses-faire is a French term meaning “let do” or “hands-

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MODULE 2: EFFECTIVE POLICE LEADERSHIP

In this module, we will be learning all about effective police leadership. To be

● Different models, forms and approaches to leadership

At the end of this module, the student is expected to:

● Identify models, forms and approaches to leadership

Lessons in the Module

Lesson 1: Models, Forms and Approaches to Leadership

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Module 2: Effective Police Leadership

✔ Discover how leaders are viewed by society

1. The classical view of leadership

The classical view of leadership

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Instructional leadership behavior comprises three aspects:

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b. Participation is justified by democratic principles

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Module 2: Effective Police Leadership

✔ Know theories of leadership

Theory provides concepts to name what we observe and to explain relationships