Leadership, Decision making management and administration

Leadership – According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and motivates it towards
goals.”
Other definitions:

Leadership

- is a process by which an executive can direct, guide and influence the behavior and work of others
towards accomplishment of specific goals in a given situation.
- is the ability of a manager to induce the subordinates to work with confidence and zeal.
- is the potential to influence behavior of others.
- It is also defined as the capacity to influence a group towards the realization of a goal. Leaders are
required to develop future visions, and to motivate the organizational members to want to achieve the
visions.

What are the QUALITIES of a leader?

HUMANIST
He has to handle the
OBJECTIVE
SELF-
personal problems of his
CONFIDENCE AND He should develop his
subordinates with great
WILL-POWER own opinion and should
care and attention.
base his judgement on
facts and logic

SENSE OF PHYSICAL
RESPONSIBILITY APPEARANCE

Responsibility and A leader must have a

accountability towards an pleasing appearance
individual’s work

EMPATHY

A leader should understand

KNOWLEDGE OF the problems and complaints
WORK of employees

VISION AND
FORESIGHT
COMMUNICATIVE
He has to visualize situations
SKILLS INTELLIGENCE and thereby has to frame
logical programs.
ROLE OF A LEADER
Leadership is a function which is important at
1. Required at all LEVELS all levels of management.

 In the top level, it is important for getting co-

operation in formulation of plans and policies.
 In the middle and lower level, it is required for
interpretation and execution of plans and
programmes framed by the top management.

Leadership can be exercised through guidance and

counselling of the subordinates at the time of
execution of plans.
A leader, i.e., a manager is said to be the
2. Representative of the organization
representative of the enterprise. He has to
represent the concern at seminars,
conferences, general meetings, etc.

His role is to communicate the rationale of

the enterprise to outside public. He is also
representative of the own department which
he leads.

3. Integrates and reconciles the

personal goals with organizational
goals A leader through leadership traits helps in
reconciling/ integrating the personal goals of the
employees with the organizational goals. He is trying
to co-ordinate the efforts of people towards a
common purpose and thereby achieves objectives.
This can be done only if he can influence and get
willing co-operation and urge to accomplish the
objectives.

A leader is a manager and besides that he is

a person who entertains and invites support 4. He solicits support
and co-operation of subordinates. This he
can do by his personality, intelligence,
maturity and experience which can provide
him positive result.

In this regard, a leader has to invite

suggestions and if possible implement them
into plans and programmes of enterprise.
This way, he can solicit full support of
employees which results in willingness to
work and thereby effectiveness in running of
a concern.
5. As a friend, A leader must possess the three-dimensional traits in
him.
philosopher and guide
 He can be a friend by sharing the feelings,
opinions and desires with the employees.
 He can be a philosopher by utilizing his
intelligence and experience and thereby
guiding the employees as and when time
 Since the role of leader has been discussed and emphasized from the above table, do you think
Importance of Leadership must be possessed by a certain leader? Why do you think so?

Well, Leadership is an important function of management which helps to maximize efficiency and to
achieve organizational goals. The following points justify the importance of leadership in a concern.

Importance
Of

Motivation
Initiates action
Building morale
Builds work Creating Providing
confidenceguidance
Environment

Coordination

Initiates action- Leader is a person who starts the work by communicating the policies and plans.
Motivation- A leader proves to be playing an incentive role in the concern’s working.
Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates.
Creating confidence- Confidence is an important factor which can be achieved through expressing the
work efforts to the subordinates.
Building morale, A leader can be a morale booster by achieving full co-operation so that they perform
with best of their abilities as they work to achieve goals.
Builds work environment An efficient work environment helps in sound and stable growth.
Therefore, human relations should be kept into mind by a leader.
COORDINATION it can be achieved through reconciling personal interests with organizational goals.

As shown from the step-ladder above, clearly it manifests the level of actions that needs to be attained
in accordance to what is required on a certain level of issues with specific clear-cut of communications to be
done by a leader of a department or organization.

Did you wonder why the step-ladder starts with co-ordination (beginning phase) and ends with initiates
action (final phase)? Let`s check this out.

Note: Therefore, as a leader, in importance of leadership, it must start with coordination to better build-up a
proper communication to the concerned departments as to what is really the point of the plan in which in line
with the organization and or department`s goals as a primary concern of all. By these, the last stage to be
made by the leader is to initiate action, meaning the leader must be the first to do an action to take the lead
for the group by putting everything in usable means to see the results of what is being planned

FAQs
1. How important is leadership?
Ans: Leadership is an important function of management which helps to maximize efficiency and to achieve
organizational goals.

2. Why the qualities of a leader must be considered?

Ans: Qualities of a leader must be considered to develop future visions, and to motivate the organizational
members to want to achieve the visions.

Leadership and Management – Its Relationship & Differences

Leadership and management are the terms that are usually used synonymous. It is essential to
understand that leadership is an essential part of effective management.

As a crucial component of management, remarkable leadership behavior emphasizes upon creating an

environment in which each and every employee develops and excels.

The organizations which are over managed and under-led do not perform up to the benchmark. Leadership
accompanied by management sets a new direction and makes efficient use of resources to achieve it .
Both leadership and management are essential for individual as well as organizational success.

a. Leader versus Manager

“Leadership and managership are two synonymous terms” is an incorrect statement. Leadership doesn’t
require any managerial position to act as a leader. On the other hand, a manager can be a true manager only
if he has got the traits of leader in him. By virtue of his position, manager has to provide leadership to his
group. A manager has to perform all five functions to achieve goals:
- Planning,
- Organizing,
- Staffing,
- Directing, and
- Controlling.

Leadership is a part of these functions. Leadership as a general term is not related to managership. A
person can be a leader by virtue of qualities in him.

For example: leader of a club, class, welfare association, social organization, etc. Therefore, it is true to
say that, “All managers are leaders, but all leaders are not managers.”

A leader is one who influences the behavior and work of others in group efforts towards achievement of
specified goals in a given situation. On the other hand, manager can be a true manager only if he has got traits
of leader in him. Manager at all levels are expected to be the leaders of work groups so that subordinates
willingly carry instructions and accept their guidance. A person can be a leader by virtue of all qualities in him.

Basis Manager Leader

A person becomes a manager by A person becomes a leader on

Origin
virtue of his position. basis of his personal qualities.

Manager has got formal rights in an Rights are not available to a

Formal Rights
organization because of his status. leader.

The group of employees whom

The subordinates are the followers of
Followers the leader leads are his
managers.
followers.

Leader influences people to

A manager performs all five functions
Functions work willingly for group
of management.
objectives.

A leader is required to create

A manager is very essential to a
Necessity cordial relation between person
concern.
working in and for organization.

Stability It is more stable. Leadership is temporary.

Mutual
All managers are leaders. All leaders are not managers.
Relationship
 Manager is accountable for self and
Leaders have no well-defined
Accountability subordinate`s behavior and
accountability.
performance.

A leader’s concern is group

A manager’s concern is
Concern goals and member’s
organizational goals.
satisfaction.

People follow manager by virtue of People follow them on voluntary

Followers
job description. basis.

A manager can continue in office till

A leader can maintain his
Role he performs his duties satisfactorily
position only through day to day
continuation in congruence with organizational
wishes of followers.
goals.

Manager has command over

A leader has command over
allocation and distribution of
different sanctions and related
sanctions.
Sanctions task records. These sanctions
are essentially of informal
nature.

a. Authority versus Leadership

Individuals, who do not rely on authority but lead people, are the ones who enjoy the privilege of their
ideologies and thoughts practiced by later generations long after they are gone. Even with individuals
who held positions of responsibilities, the ones who actually led their people are the ones remembered
and followed.

When dealing with adults, the sole use of authority to direct and discipline them hardly works, leadership
provides a better approach of sharing and involving thus building rapports with followers and creating long term
relationships.

Authority can hardly make people change their attitudes and behaviors with lasting effects and results
however a leader inspires followers through self modeled ways and hence leadership displays greater
effectiveness in addressing attitudes and behaviors of people.

What is the effects of exercising the authority and showing leadership to a certain group of people in
an organization?
Ans: Exercising authority sometimes limits the approaches to arrive at solutions for issues and problems while
leadership encourages people to look beyond the obvious and think innovatively and sometimes emerge with
radical solutions.
WEEK 3

Organizational Leadership: it`s Leadership Ethics and Styles and Traits of Effective Leadership

Lesson Objectives:
At the end of this module, I should be able to:
1. Be able to make an outline on leadership ethics and styles; and
2. Able to synthesize the importance of leadership

MAIN LESSON
 a. Organizational leadership deals with both human psychology as well as expert tactics.
Organizational leadership emphasizes on developing leadership skills and abilities that are
relevant across the organizations. It means the potential of the individuals to face the hard times
in the industry and still grow during those times.

Tips for Effective Organizational Leadership A leader must

boost up the
A leader must morale of the
employees
lead himself,
only then he can
lead others

A leader must
work as a team

b. Leadership Ethics

Ethics refer to the desirable and appropriate values and morals according to an individual or the society
at large. It serve as guidelines for analyzing “what is good or bad” in a specific scenario. Correlating ethics with
leadership, we find that ethics is all about the leader’s identity and the leader’s role.

Ethical theories on leadership talk about two main things:

(a) The actions and behavior of leaders; and
(b) the personality and character of leaders. It is essential to note that “Ethics are an essential to
leadership”.

An effective and ethical leader has the following traits / characteristics

Honest leaders can be should not use his followers as a medium to achieve his
Dignity personal goals. He should respect their feelings, decision and
always relied upon and
and values
depended upon. They Respectful
always earn respect of -ness
their followers. Serving should place his
Honesty others follower’s interests
ahead of his interests.
He should be humane.
considers his
own purpose
as well as his Justice He is fair and just.
c. Leadership Strategy
Best players in a team do not guarantee success without a great coach, similarly, work teams may not
function effectively if leaders do not follow an appropriate leadership strategy.

To understand leadership styles here are three scenarios:

Scenario 1 - A Teacher gives a question to the class full of students, however, solves it for them;

Scenario 2 - A Teacher gives the question to the students and observes how students solve them;

Scenario 3 - A Teacher gives a question to the students and moves around the class, observes the students,
and helps wherever required.

Scenario 1 was “Leading from the Front”, Scenario 2 was “Supportive Leadership Style”, and Scenario 3
was “Interactive Leadership Style”. Besides this the leadership styles / strategies could be based on
personality traits like Directive Leadership, Structured Leadership, Intuitive Leadership, or Process Driven
leadership.

Ethical Leader

Some of the important leadership styles are as follows:

Autocratic leadership style: In this style of leadership, a leader has complete command and hold over
their employees/team. The team cannot put forward their views even if they are best for the team’s or
organizational interests. They cannot criticize or question the leader’s way of getting things done.

The Laissez Faire Leadership Style: Here, the leader totally trusts their employees/team to perform
the job themselves. He just concentrates on the intellectual/rational aspect of his work and does not
focus on the management aspect of his work.
Democrative/Participative leadership style: The leaders invite and encourage the team members to
play an important role in decision-making process, though the ultimate decision-making power rests with
the leader. The leader guides the employees on what to perform and how to perform, while the
employees communicate to the leader their experience and the suggestions if any.
Bureaucratic leadership: Here the leaders strictly adhere to the organizational rules and policies. Also,
they make sure that the employees/team also strictly follows the rules and procedures. Promotions take
place on the basis of employees’ ability to adhere to organizational rules.

Does Ethical Leadership gives credit to one`s action?

Ans: YES! It serves as guidelines for analyzing “what is good or bad” in a specific scenario
WEEK 4

Theories of Leadership
Lesson Objectives:
At the end of this module, you should be able to:
1. Define what theory is all about; and
2. Differentiate theories from one another.

MAIN LESSON

WHAT IS THEORY?
According to Freda Adler, theory is a statement that explains the relationship between abstract
concepts in a meaningful way. For example, if scientists observe that criminality rates are usually high in
neighborhoods with high unemployment rates, they might theorize that environmental conditions influence
criminal behavior (Siegel, 2007).

1. House`s Path Goal Theory

The theory was developed by Robert House and has its roots in the expectancy theory of
motivation. The theory is based on the premise that an employee’s perception of expectancies between his
effort and performance is greatly affected by a leader’s behavior.

House’s theory advocates servant leadership. As per servant leadership theory, leadership is not
viewed as a position of power. Rather, leaders act as coaches and facilitators to their subordinates. According
to House’s path-goal theory, a leader’s effectiveness depends on several employee and environmental
contingent factors and certain leadership styles. All these are explained in the figure 1 below:

Figure 1: Path-Goal Leadership Theory

2.Contingencies
The theory states that each of these styles will be effective in some situations but not in others. It
further states that the relationship between a leader’s style and effectiveness is dependent on the following
variables: Employee characteristics, and Characteristics of work environment.

The four leadership styles are:

Here the leader provides guidelines, lets subordinates know what is

Directive expected of them, sets performance standards for them, and controls behavior
when performance standards are not met. He makes judicious use of rewards and
disciplinary action. The style is the same as task-oriented one.
The leader is friendly towards subordinates and displays personal concern
Supportive for their needs, welfare, and well-being. This style is the same as people-oriented
leadership.
The leader believes in group decision-making and shares information with
Participative subordinates. He consults his subordinates on important decisions related to work,
task goals, and paths to resolve goals.
The leader sets challenging goals and encourages employees to reach their
Achievement- peak performance. The leader believes that employees are responsible enough to
oriented accomplish challenging goals. This is the same as goal-setting theory

Are some people born to lead? If we look at the great leaders of the past such as:

Alexander the Great, Julius Caesar, Napoleon, Queen Elizabeth I, and Abraham Lincoln, we will
find that they do seem to differ from ordinary human beings in several aspects.

The same applies to the contemporary leaders like George W. Bush and Mahatma Gandhi. They definitely
possess high levels of ambition coupled with clear visions of precisely where they want to go. These leaders
are cited as naturally great leaders, born with a set of personal qualities that made them effective leaders.
Even today, the belief that truly great leaders are born is common.
According to the contemporary theorists, leaders are not like other people. They do not need to be intellectually
genius or omniscient prophets to succeed, but they definitely should have the right stuff which is not equally
present in all people. This orientation expresses an approach to the study of leadership known as the great
man theory.
According to the contemporary theorists, leaders are not like other people. They do not need to be intellectually
genius or omniscient prophets to succeed, but they definitely should have the right stuff which is not equally
present in all people. This orientation expresses an approach to the study of leadership known as the great
man theory.

Assumption

 The leaders are born and not made and possess certain traits which were inherited
 Great leaders can arise when there is a great need.

Theory on this: The great man theory of leadership states that some people are born with the necessary
attributes that set them apart from others and that these traits are responsible for their assuming positions of
power and authority. A leader is a hero who accomplishes goals against all odds for his followers.

Let`s start with our main lesson. I want you to read and comprehend to theories. You are going to answer the
question given right every after the discussion of theory. Write your answers on the space provided.

1. Trait Theory Trait Model of Leadership

Based on the
characteristics of many
leaders

successful Unsuccessful

Is used to predict leadership

effectiveness

The resulting lists of traits are then compared to those of potential

leaders to assess their likelihood of success or failure.

Successful leaders definitely have interests, abilities, and personality traits that are different from
those of the less effective leaders. Through many research conducted in the last three decades of
the 20th century, a set of core traits of successful leaders have been identified. These traits are not
responsible solely to identify whether a person will be a successful leader or not, but they are
essentially seen as preconditions that endow people with leadership potential.
Core Traits High level of effort, high
levels of ambition, energy
well adjusted, does and initiative.
not suffer from Achievem
severe ent Drive
psychological leadershi
Emotional p
disorders. Maturity Motivatio an intense desire to
n lead others to reach
shared goals.
Knowledge Among
of industry the core
Knowledg
and other e of traits
technical identified Honesty and
Business Integrity
matters
trustworthy,
reliable, and open.

Cognitive Self-
Capable of exercising
Ability confidence
good judgment, strong
analytical abilities, and Belief in one’s self,
conceptually skilled ideas, and ability

Strengths/Advantages of Trait Theory Limitations of The Trait Theory

 It is naturally pleasing theory.
 It is valid as lot of research has
validated the foundation and
basis of the theory.
 It serves as a yardstick against
which the leadership traits of an
individual can be assessed.
 It gives a detailed knowledge and
understanding of the leader
element in the leadership
process.
 There is bound to be some subjective judgment in
determining who is regarded as a ‘good’ or
‘successful’ leader
 The list of possible traits tends to be very long.
More than 100 different traits of successful leaders
in various leadership positions have been identified.
These descriptions are simply generalities.
 There is also a disagreement over which traits are
the most important for an effective leader
 The model attempts to relate physical traits such as,
height and weight, to effective leadership. Most of
these factors relate to situational factors. For
example, a minimum weight and height might be
necessary to perform the tasks efficiently in a
military leadership position. In business
organizations, these are not the requirements to be
an effective leader.
 The theory is very complex
 The trait theory gives constructive information about leadership. It can be applied by people at
all levels in all types of organizations. Managers can utilize the information from the theory to evaluate
their position in the organization and to assess how their position can be made stronger in the
organization.

2. Leadership-Member Exchange (LMX) Theory

Informal observation of leadership behavior suggests that leader’s action is not the
same towards all subordinates. The importance of potential differences in this respect is
brought into sharp focus by Graen’s leader-member exchange model, also known as the
vertical dyad linkage theory. The theory views leadership as consisting of a number of
dyadic relationships linking the leader with a follower. The quality of the relationship is
reflected by the degree of mutual trust, loyalty, support, respect, and obligation.

Leaders distinguish between the in-group and out-group members on the basis of the perceived
similarity with respect to personal characteristics, such as age, gender, or personality. A follower may also be
granted an in-group status if the leader believes that person to be especially competent at performing his or
her job. The relationship between leaders and followers follows stages:

Role taking: When a new member joins the organization, the leader assesses the talent and abilities of the
member and offers them opportunities to demonstrate their capabilities.

Role making: An informal and unstructured negotiation on work-related factors takes place between the
leader and the member. A member who is similar to the leader is more likely to succeed. A betrayal by the
member at this stage may result in him being relegated to the out-group

Strength of LMX Theory

LMX theory is an exceptional theory of leadership as unlike the other theories, it concentrates and talks
about specific relationships between the leader and each subordinate.
LMX Theory is a robust explanatory theory.
LMX Theory focuses our attention to the significance of communication in leadership. Communication is
a medium through which leaders and subordinates develop, grow and maintain beneficial exchanges.
When this communication is accompanied by features such as mutual trust, respect and devotion, it
leads to effective leadership.
LMX Theory is very much valid and practical in it’s approach.
WEEK 5

The Basics of Decision-making: Decision-making versus Problem-solving

(Its Characteristics and Techniques)
Lesson Objectives:
At the end of this module, you should be able to:
1. Define what decision-making is all about; and
2. Categorize the characteristics and techniques of decision-making and problem-solving.

MAIN LESSON

Decision-Making
Decision-Making is an important function of every manager. Under planning important things like,
‘what is to be done’, ‘how it is to be done’, when it is to be done and who is to do it are considered. In an
answer to all these questions a manager has various alternatives. When a manager chooses the best
alternative out of many available ones, it is called decision and the process that has been adopted in order to
reach the final decision is known as the decision-making.
According to Koontz and O’Donnel, “Decision-making is the actual selection from among alternatives
of a course of action.” While according to George R. Terry, “Decision-making is the selection based on some
criteria from two or more possible alternatives.” And as of Louis A. Allen, “Decision-making is the work which
a manager performs to arrive at conclusion and judgement.”
 On the basis of the above-mentioned definitions it can be said that decision-making involves the
selection of the best available alternative as a solution of some problem. It is thus clear that a decision is
needed when there are many alternatives to do a work. In other words, if there is only one method of doing a
work there is no need to take a decision and in that case that method in itself is a decision.

Steps to effective decision-making

Decision making is the process of making choices by identifying a decision, gathering information, and
assessing alternative resolutions.
Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions
by organizing relevant information and defining alternatives. This approach increases the chances that you will
choose the most satisfying alternative possible.

Characteristics

1. Decision-making is based on rational thinking. The manager tries to foresee various possible effects of
a decision before deciding a particular one.
2. It is a process of selecting the best from among alternatives available.
3. It involves the evaluation of various alternatives available. The selection of best alternative will be made
only when pros and cons of all of them are discussed and evaluated.
4. Decision-making is the end product because it is preceded by discussions and deliberations.
5. Decision-making is aimed to achieve organizational goals.
6. It also involves certain commitment. Management is committed to every decision it takes.

7. Techniques or basis for Decision-Making

Decision-making has become a complex problem. A number of techniques, extending from guessing to
mathematical analyses, are used for decision-making process. The selection of an appropriate technique
depends upon the judgment of decision-maker.
Following techniques of decision-making are generally employed:

1. Intuition
Decision-making by intuition is characterized by inner feeling of the person. He takes a decision as per
the dictates of his conscious. He thinks about the problem and an answer is found in his mind.
2. Facts
Facts are considered to be the best basis of decision-making. A decision based on facts has its roots in
factual data. Such decisions will be sound and proper. The increasing use of computers has helped in
systematic analysis of data.

3. Experience
Past experience of a person becomes a good basis for taking decisions. When a similar situation arises
then the manager can rely on his past decisions and takes similar decisions. The person sees and
understands things in terms of concepts with which he is familiar.

4. Considered Opinions
Some managers use considered opinions as a basis for decision-making. Besides pertinent statistics,
opinions are also given due weightage. Something discussed and considered by more persons become logical
and may form a sound basis for decision-making.

5. Operation Research
The traditional methods of taking decision on the basis of intuition, experience, etc. are replaced by
systematic techniques based on analysis of data. The operations research is one of the techniques used by
modern management for deciding important matters.

6. Linear Programming
This technique is used to determine the best use of limited resources for achieving given objectives.
This method is based on this assumption that there exists a linear relationship between variables and that the
limits of variations could be ascertained.

Problem-Solving
In order to effectively manage and run a successful organization, leadership must
guide their employees and develop problem-solving techniques. Finding a suitable solution for
issues can be accomplished by following the basic four-step problem-solving process and
methodology outlined below.

1. Problem Solving Chart

Step Characteristics
1. Define the problem  - Differentiate fact from opinion
 - Specify underlying causes
 - Consult each faction involved for information
 - State the problem specifically
 - Identify what standard or expectation is violated
 - Determine in which process the problem lies
 - Avoid trying to solve the problem without data

2. Generate alternative - Postpone evaluating alternatives initially

solutions  - Include all involved individuals in the generating of
alternatives
  - Specify alternatives consistent with organizational
goals
 - Specify short- and long-term alternatives
 - Brainstorm on others' ideas
 - Seek alternatives that may solve the problem

3. Evaluate and select an - Evaluate alternatives relative to a target standard

alternative  - Evaluate all alternatives without bias
 - Evaluate alternatives relative to established goals
 - Evaluate both proven and possible outcomes
 - State the selected alternative explicitly

4. Implement and follow up on - Plan and implement a pilot test of the chosen
the solution alternative
 - Gather feedback from all affected parties
 - Seek acceptance or consensus by all those
affected
 - Establish ongoing measures and monitoring
 - Evaluate long-term results based on final solution

Characteristics of Problem-solving

They recognize
They re- They listen
They have Conflict as often a
define the to their
an Prerequisite to solution
problem intuition
“attitude”
CHARACTERISTICS
They avoid the OF PROBLEM They invariably go
experience trap SOLVERS beyond “solving the
problem”

They consider
They gain agreement
They have every position as They seek
and commitment from
a system though it were permanent
the parties involved
their own solution

Frequently AskedQuestions

Q: Why problem-solving is important?

Ans: it enables us to exert control over our environment and it gives us a mechanism for identifying
these things, figuring out why they are broken and determining a course of action to them.

Q: When decision is needed?

 Ans: decision is needed when there are many alternatives to do a work. In other words, if there is only
one method of doing a work there is no need to take a decision and in that case that method in itself is a
decision.

WEEK 6

Roles of Managers within the Organization: Interpersonal, Informational, and Decisional

Lesson Objectives:
At the end of this module, you should be able to:
1. discuss and differentiate the roles of managers within the organization

MAIN LESSON
 1. Interpersonal Roles:
There are three interpersonal roles inherent in the manager’s job. This set of roles derives directly from
the manager’s formal position. As the figurehead for his unit, he stands as a symbol of legal authority,
performing certain ceremonial duties e.g., signing documents and receiving visitors.

Leader role: hires, trains, and motivates his personnel.

Liaison role: manager interacts with many people outside the immediate chain of command, those who are
neither subordinates nor superiors.

2. Informational Roles:
Informational roles are important because information is the lifeblood of organizations and the manager
is the nerve center of his unit. As a monitor, the manager is a receiver and collector of information. Information
is acquired through meetings, conversations, or documentation.

Disseminator role: managers distribute information to subordinates daily.

As a spoke-person: the manager transmits information to individuals outside the organization. This role is
present in all managerial jobs.

3. Decisional Roles:
To get the work done, managers have to make decisions. In performing the decision-making role, man-
agers act as entrepreneur, disturbance handler, resource allocator, and negotiator. In playing the

Entrepreneurial role: managers actively design and initiate changes within the organization. It involves some
improvements.
As a disturbance handler: the manager handles difficult problems and non-routine situations such as strikes,
energy shortages etc.
As resource allocator: the manager decides how resources are distributed, and with whom he will work most
closely.
As negotiator: Managers negotiate with suppliers, customers, unions, individual employees, the government,
and other groups.
It is important to note that neither the functional (process) nor the role approach provides complete
insight into many aspects of a manager’s daily routine. Managers should integrate the role-oriented approach
with the traditional process approach, because it is, as Jon Pierce says, through the interpersonal,
informational, and decisional roles that managers execute the planning, organizing, directing and controlling
functions.

Other forms of Roles of Manager

Manager is responsible to integrates all the activities which are performed in an organization. In other
words, he has co-ordinate the talents of people working under him for the purpose of achieving the
organizational goals. The role of a manager gets much importance than other executives in an organization.
Hence, a manager’s job is very much complex and requires some special qualities to be a head.

1. Director – Manager gives direction to people working under him. Direction includes instructions. Manager
has directed the executives towards achieving organizational goals.
2. Motivator – Manager understands likes and dislikes of executives and motivates them accordingly.
Motivation stimulates the performance of job. Here, the manager stimulates the executives through motivation.
3. Human being – Manager treats all the people working under him equally and no personal bias. He has to
mingle with others and understand the feeling of other executives.
4. Guide – Manager should be well aware of using the equipment, techniques and procedures involved in
performing specific tasks. If so, he can guide others whenever a need arises.
5. Friend – Unnecessary misunderstanding may be arising among the executives. Now, the manager should
come forward voluntarily and eliminate the misunderstanding at the earliest. Here, the manager is acting as a
friend.
6. Planner – Day-to-day requirements of the organization has to be identified and arranged by the manager.
He has to plan the work and assign the same to the executives according to their position held.
7. Supervisor – Manager has to supervise and control executive’s performance and maintain personal
contacts with them. He has to perform this work along with the work to be performed by him.
8. Reporter – The feedback information is provided by the manager to the top management people.
Sometimes, workers’ problems have not been solved by the manager. If so, the same should be
communicated to the top authorities.

Frequently AskedQuestions

Q: What is the responsibility of a manager?

Ans: Manager is responsible to integrates all the activities which are performed in an organization. In
other words, he has co-ordinate the talents of people working under him for the purpose of achieving the
organizational goals.

Q: Do managers work independently?

Ans: NO! A manager cannot convert the raw materials into finished products himself; he has to take
the help of others to do this. The greatest problem before any manager is how to manage the personnel to get
the best possible results.
WEEK 7

The Fundamentals of Management: Fundamental functions of management as to Planning,

Organizing, Leading, Staffing and Controlling.
Lesson Objectives:
At the end of this module, you should be able to:
1. discuss the fundamentals functions of management and the Importance of Planning.

MAIN LESSON
While most positions and departments within a business are tasked with specific duties based on particular
knowledge, expertise, or company needs, managers can have a broader and more complex set of
responsibilities. More than just specialized knowledge, management requires an ability to navigate numerous
procedurals, structural, and interpersonal challenges in the process of guiding one's team to the completion of
various goals.
Originally identified by Henri Fayol as five elements, there are now four commonly accepted functions
of management that encompass these necessary skills: planning, organizing, leading, and controlling.
Consider what each of these function entails, as well as how each may look in action.

Fundamental Functions of Management

Planning
One main role of a manager is creating a plan to meet company goals and objectives. This involves
allocating employee resources and delegating responsibilities, as well as setting realistic timelines
and standards for completion. Planning requires those in management roles to continuously check
on team progress in order to make small adjustments when necessary, while still maintaining a clear
picture of a company's larger aims and goals.
Organizing
Along with planning, a manager's organizational skills can help to ensure a company or departmental
unit runs smoothly. From establishing internal processes and structures to knowing which employees
or teams are best suited for specific tasks, keeping everyone and everything organized throughout
daily operations are important functions of management.
Leading
Managers should be comfortable and confident commanding their team members’ daily tasks as well
as during periods of significant change or challenge. This involves projecting a strong sense of
direction and leadership when setting goals and communicating new processes, products and
services, or internal policy.
Controlling
To ensure all of the above functions are working toward the success of a company, managers should
consistently monitor employee performance, quality of work, and the efficiency and reliability of
completed projects. Control (and quality control) in management is about making sure the ultimate
goals of the business are being adequately met, as well as making any necessary changes when
they aren't.

(PNP perspective) of planning

We must pro-act, not just react – it is best to solve a problem before it happens.
Doing more with less – this ensures efficiency. It emphasizes that “one plus one should be equal to three or more”
Foundation of your work – the plan serves as a basis or guide for what you will do.
Help make your people more productive – when people are aware and understand the plan leads them to improve
themselves.
Reflect your competence – your knowledge and skills will reflect on the plan you make. A good plan is a good image
builder.

2. Elements of Planning
A goal – what do you want to attain?
Course of action – how would you reach your goal?
Implementing group – who is tasked to do the action?
Resources needed – what is needed to accomplish this task?
Time/duration – when is to be done?
Place or environment – where is to be done?

3. PLANNING APPROACHES
Acronym: S-T-A-I-R

Synoptic Planning – the rational comprehensive approach and tradition in planning. This is the most
appropriate for police agencies because it is based on a problem-oriented approach to planning.
Transactive Planning – the approach involves the interaction with the people who are to be affected by the
plan hence; surveys and interpersonal dialogues are conducted.
Advocacy Planning – the beneficial aspect of this approach includes greater sensitivity to the unintended and
negative side effects of the plan.
Incremental Planning – in this planning approach, 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
adjustment over time.
Racial Planning – this involves collective actions to achieve concrete results in the immediate future.

Characteristics of Plans
Clearly defined goals or objectives
Clarity, simplicity and directness
Flexibility
Possibility of attainment
Provisions for standard of operations
Economy

Frequently AskedQuestions

Q: Why PLAN is essential for a person to succeed?

Ans: a well-guided person will become more organize that is why plan is very important for an individual will be
able to hit his/her targets and be able to realize his/her objective daily.
Communication (in management process): It`s characteristics and Elements for effective communication

Communication refers to the process by which information is exchanged between two or more people
(increasingly, machines are also included in communication, but we limit the discussion here to communication
between people). Each of the management roles—planning, organizing, leading, and controlling—depends on
effective communication.

As Richard Holdin said, communication is the lubricant for the wheels of progress; people must talk to
each other if there is to be coordination and a minimum of duplication is scattered over numerous disciplines
and fields and is often contradictory.it is in the residues of our discovered imperfections that we are able to
predict what might work. Sufficient evidence is now before us to conclude that communication is characterized
as;
- The Perception
- The Expected
- Making Demands
- Related to but different from information, and
- Marginal when one way

A. Characteristics of Communication

Communication is Perception – paradoxically, it is the recipients who communicate rather than the
person who emits the message. While communication speaks, write, or gesticulates a message,
communication does not occur until the receiver perceives it, keep in mind that perception is a total
experience as opposed to logic.

Communication is Expectation – in most instances they perceived what they expect to find in the
message. The unexpected or unwanted data are frequently ignored or filtered in line with their
expectations. Basically, our human mind seeks to fit incoming data into a pre-established pattern of
expected expectations.

Communication is Deemed – the prime usage of the communication is to influence control. Therefore, it
is always making demands on us to change or continue to do what we are doing, believe it or not, or act
or not to act. Usually, such demands are gradual or subliminal, and the major demands are frequently
resisted because they do not comply with the existing patterns of expectations.

Communication is Related to Information- communication and information, although different, are

nevertheless independent. Information is formal and logical; conversely, communication is personal and
psychological. Indeed, communication can occur without information. Also, of interest is the difference
between effective communication.

Two-Way is Best – one-way communication typically fails. It is ineffective for obvious reasons that we do
not know if or how the recipient has perceived the message. Listening is important, but not sufficient to
ensure that one has communicated.
1. Encoding – information must be converted into whatever form the system requires.
2. Transmission – the information must be moved from one place to another.
3. Decoding – when the information is received at the intended place and time, it must be converted back into
a form that the human brain can process.
4. Feed Back – for a communication system to work properly there must be some means for the sender of
information to know that it has been accurately received.
5. Dependability – above all, the system must work properly at all times, or as close to that ideal as any
mechanical system can come.
6. Security – a related requirement is that the system must be protected from being disrupted, whether
deliberately by someone who intends to interfere with the operations, or accidentally such as by natural
phenomena.
7. Confidentiality – security is important not only to ensure that the system works but to prevent sensitive
information from falling into wrong hands.
8. Accessibility – a police communication system must be available to all the personnel who have need of it,
at the time and place where it is needed.
9. Speed – even in routine matters, personnel need to exchange information as quickly as possible. In an
emergency, communication must be immediate.
10. Easy to Use – communication system may be technologically complex and sophisticated but they should
be easy for the personnel to operate.
 A. Elements of the Communication Model
The communication process may seem simple: one person sends a message and others
receive it. The process becomes more complex, however, because the information in the message
must be sent and received accurately. The communication-process model describes how
the information is sent and received.

The person initiating the communication, the sender, has information he wants the other person,
the receiver, to know. However, before it can be sent, the information has to be encoded into a form that can
be transmitted. In a simple case, the information is put into words spoken to the receiver. Or the information
may be converted into printed text, tables, charts, or graphs given to the receiver. In a more complicated case,
the information is encoded into words or images that are then converted into electronic signals sent to the
receiver. The channel is the medium through which the information is conveyed. It could be air conveying
sound waves, paper conveying text and images, or wires or magnetic fields conveying electronic signals.

The receiver reverses the process. She receives the encoded message and then decodes it. That
means she converts the message back into information that can be understood. In the opening example, an
employee reads the message and knows who has been hired and when he will start. Information has been
transferred from managers to employees. In an interactive communication process, the receiver can
send feedback to the sender to indicate that the message has been received and how it has been interpreted.
This can start an interactive back-and-forth exchange that can assure the sender that the message has been
received and understood correctly.

The two-person model can be generalized to the case of one person communicating with many others.
It could be a person making a presentation to a roomful of people, a manager sending an e-mail to employees,
a Facebook post to friends, or a tweet to hundreds of followers.

Frequently

Asked

Questions

Q: Is clear-cut communication effective?

Ans: YES! Managers can only reach organizational goals when the people in the organization are
committed to the goals. People perform much better when they are informed and involved.

Q: Is there any possibilities of missteps in communication?

Ans: Yes! Missteps are possible to occur especially during decoding when the receiver interprets the
message differently than the sender intended.
Factors Affecting Decision-Making in Management

What is Decision-Making?

In psychology, decision-making is regarded as the cognitive process resulting in the selection of a

belief or a course of action among several possible alternative options
It is the process of identifying and choosing alternatives based on the values, preferences and beliefs of
the decision-maker. Every decision-making process produces a final choice, which may or may not prompt
action.

Decision-Making is a conscious and human process involving both individual and social phenomenon based
upon factual and value premises which concludes with the choice of one behavioral activity among one or
more alternatives with the intention of moving towards some desired state of affairs. (Shull, Delberg, and
Cumming)

Decision-making is a process of identifying and choosing alternative course of action in a manner

appropriate to the demand of the situation. The act of choosing implies that alternative course of action must
be weighted and weeded out. (Kreitner)

5 Cs of Decision-Making
Construct a clear picture of
precisely what must be done

CONSTRUCT

Consider the
Compile a list of
“what might go
wrong” factor with
each alternative
CONSIDER
5 COMPILE requirements
must be met.
that

Cs
Compare alternatives Collect information on
COMPARE COLLECT
that meet the alternatives that meet the
requirements requirements.

A. Types of Decision

1. Organizational and Personal Decision

Organizational Decisions - are those which managers undertake under certain conditions relating to
organization. Sometimes taken independently and sometimes delegated to other colleagues.
Personal Decisions – are to be taken by the managers on their own. Others need not be consulted.

2. Tactical (Routine) and Strategic (Basic) Decisions

Tactical (Routine) Decisions
- Concerned with routine and preventive problems
- Neither require collection of new data nor conferring with the people. Thus, can be taken without much
deliberation.
- Has short term implications
 - May be complicated but are always one dimensional
- More experience and judgement
Strategic (Basic) Decisions
- Made on the problems which are important
- Require thorough fact-finding analysis of the possible alternatives
- Finding the correct problem in such decisions assume more importance
- Has long term implications

3. Programmed and Non-Programmed Decisions

Professor Herbert Simon has given this classification. He has utilized terminology in classifying
decisions.
- Programmed Decision may also be called as routine decision and non-programmed as strategic
decisions.

4. Policy and Operative Decisions

Policy Decisions determined the basic policies organizations and are taken at top level management. The
policies are decided at the top become the basis for operative decisions can go beyond the policy framework of
the organization. These are important in nature and have long term impact.
Operative Decisions on the other hand, are less important and related with day-to-day operations of the
business. Middle and lower management take these decisions since these involve actual execution and
supervision.
Example:
Whether to allow bonus to employee or not is a policy decision. Once it is decided to pay bonus then
making calculation of payments to be made to different employees is an operative decision.

5. Individual and Group Decisions

It is based on the number of persons involved in decision-making
- Generally individual decisions are less important and programmed one.
- Group decisions are taken by a group of persons. These are generally important decisions and relate to
policy matters. The decisions are taken after a thorough discussion among persons who are assigned
this work. The problem of delay I taking group decisions may create difficulties but otherwise these are
well discussed.

C. Factors Affecting Decision Making in an Organization

Whenever we are involved in making decision a number of factors can affect the process we follow and
ultimately the decision we make.
They can be organized into 3 major groups:
- Perception Issues
- Organizational Issues
- Environmental Issues

1. Perception Issues:
- Perception can be described as the way in which individuals interpret their environment.

Perception can be influenced by the following:

- The Perceiver
The types of personal characteristics that can affect an individual`s perception include:
- background and experience
- personal values
- personal expectations
- Personal interests
 - The Situation
- Time, location and other situational factors can influence our perception of an object.

Example:
Team Leader may notice team members who work late on the same evenings as the
Team Leader. However, team members who work late on other evenings may not be noticed
by the Team Leader.

- The Object
- The object, which refers to any - The relation an object has to other
person, item or event can have an objects can also affect the
impact on the way it is perceived. perception of the perceiver.

Example: Example:
An individual team
When a manager receives member may be judged on
a number of reports to read, he the actions of the whole team
may be more inclined to read the even when it is more
appropriate for them to be
one with the most colorful cover as judged on their own merits.
this one stands out.

2. Organizational Issues (issues within the organization)

A number of organizational issues can impact on the decision-making process. These issues include:
- Policies and procedures
- Organizational hierarchy
- Organizational politics

 Policies and Procedures

- Many organizations have formalized policies and procedures which have been developed to resolve
common problems and to guide managers when making decisions.

Example:
Many organizations have documented disciplinary procedures which
guide managers through a process of resolving issues with staff members.

 Organizational Hierarchy
- refers to the management structure of the organization. Most organizations have different levels of
management which carry with them different degrees of authority. The degree of authority directly
impacts on the nature of the decisions an individual can make.

Example:
A Customer Contact Center Team Leader cannot make decisions
about the overall goals of the organization. However, the Team Leader
can make decisions about how their team contributes to the achievement
of the organization`s goal.
 Organizational Politics
- Refers to the behavior displayed by the individuals and groups which is designed to influence others.
Individuals and teams will often use politics to:
- Advance their careers
- Advance their interests and ideas
- Increase their rewards
- Organizations are made up with individuals with different beliefs, values, and interests. These
differences are often the driving forces behind organizational politics.

Example:
Two teams believe they require an extra team member.
Unfortunately, the organization can only afford one new employee. The
two teams may well use politics in an attempt to influence their manager to
allocate the new employee to their team.

1.
Environmental Issues (issues within the environment)
- Environmental issues are the external factors that affect the organization. The types of external
factors that can have an effect on decision-making include:
- The market in which the organization
- The economy
- Government legislation
- Customer`s reaction to the organization`s products and services
Principles of Efficient Management (Division of Work, Authority and Responsibility, Discipline, Unity of
Command, and Scalar Chain)

The principles of management are the activities that “plan, organize, and control the operations of the basic
elements of people, materials, machines, methods, money and markets, providing direction and coordination,
and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise. “The
fundamental notion of principles of management was developed by French management theorist Henri Fayol
(1841–1925). He is credited with the original planning-organizing-leading-controlling framework (P-O-L-C),
which, while undergoing very important changes in content, remains the dominant management framework in
the world. See H. Fayol, General and Industrial Management (Paris: Institute of Electrical and Electronics
Engineering, 1916). For this reason, principles of management are often discussed or learned using a
framework called P-O-L-C, which stands for planning, organizing, leading, and controlling.

A. Division of Work or Division of Labor

- In the law enforcement agencies, it cannot function without division of work and often specialization.
Neither they can function without maximum coordination of these generalists and specialists. As the
organization grows in size, specialization develops to meet the needs of the community. The extent
of specialization is a management decision.

Specialization occurs when the organizational structure is divided into units with specific
tasks to perform. It creates a potential for substantially increased levels of expertise, creativity,
and innovation. It can enhance department`s effectiveness and efficiency.

The division of work is the course of tasks assigned to, and completed by, a group of workers in order
to increase efficiency. Division of work, which is also known as division of labor, is the breaking down of a job
so as to have a number of different tasks that make up the whole. This means that for every one job, there can
be any number of processes that must occur for the job to be complete.

Let us take the example scenario below.

Can you remember the last time that you went to a restaurant for carry out?
More than likely, and for pure convenience, you probably used the drive thru window.
How many people did it take to complete your order from start to finish? Let's see. The
first order of business was to have someone take your order. Once that was
completed, your order was submitted to the cooks. The cooks made your meal
and placed it on the counter. Someone working the counter collected your food
and placed it in a bag to hand to you out the window. Another person handed
the bag out the window. Those are the different steps that were taken to fully
complete one task. It is also a perfect example of the division of work.

B. Authority and Responsibility

Authority – it is the supreme source of government for any particular organization. The right to
exercise, to decide, and to command by virtue of rank and position.
- is the power to give orders and get it obeyed or in other words it is the power to take decisions.
Responsibility – means state of being accountable or answerable for any obligation, trust, debt or
something or in other words it means obligation to complete a job assigned on time and in best way.
Authority and responsibility are closely related and this principle states that these two
must go hand in hand. It means that proper authority should be delegated to meet the
responsibilities.
 A match should be there between these two because of two main reasons:

Firstly Secondly
if A person is given some responsibility without
if There is excess authority being delegated
sufficient authority he can’t perform better, and to an individual without matching responsibility
also could not accomplish the desired goal. then the delegated authority will be misused in
one way or the other.

This is an important and useful principle of management because if adequate authority is

not delegated to the employee, they cannot discharge their duties with efficiency and this in turn will
hamper the achievement of the organizational goal. Sometimes the relation between management
and employees is also badly affected by non-delegation of proper authority.

C. Discipline
- It comprises behavioral regulations and imposed by command or self-restraint to ensure supportive
behavior.

Henri Fayol, “Discipline means sincerity, obedience, respect of authority & observance of rules and
regulations of the enterprise”.

o This principle applies that subordinate should respect their superiors and
obey their order.
o It is an important requisite for smooth running of the enterprise.
o Discipline is not only required on path of subordinates but also on the part of
management.

DISCIPLINE can be -There are good superiors at all levels.

enforced if: -There are clear & fair agreements with workers.
- Sanctions (punishments) are judiciously applied.

D. Unity of Command
- Means that every individual in the organization has only one immediate superior or supervisor.
Each individual unit should be under the control of one and only one person.
Unity of command provides that an employee is responsible to only one supervisor,
who in turn is responsible to only one supervisor, and so on up the organizational
hierarchy. This is true even if the top of the organization is led by a group of people.

Imagine you are the CEO of a technology firm in Silicon Valley. While the
board of directors of your company governs the policy making and strategic
planning, under the concept of unity of command, you do not answer to all
Let's take a members
minute andof climb a corporate
the board, but onlyladder to demonstrate
the chairman how unity of command works from the
of the board.
bottom up. Imagine that you are a new systems analyst for the technology company in Silicon Valley. For
better or worse, you are at the bottom rung and you supervise no one. However, you do answer to your unit
supervisor, who answers to her department manager. The department manager answers to the vice president
of operations, who answers to the CEO. The CEO answers to the chairman of the board of directors.

Unity of Command Chart

E. Scalar Chain
a. Fayol defines scalar chain as ’The chain of superiors ranging from the ultimate authority to the
lowest”.
b. Every order, instruction, message, request, explanation etc. has to pass through Scalar chain.
c. But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known
as Gang Plank.

d. A Gang Plank is a temporary arrangement between two different points to facilitate quick &
easy communication as explained below:

In the figure given, if D has to communicate

with G he will first send the communication upwards
with the help of C, B to A and then downwards with
the help of E and F to G which will take quite some
time and by that time, it may not be worth therefore
a gang plank has been developed between the two.

Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be
molded and modified as per the requirements of situations

Q: What are the possible consequences in violating the principle of Authority and Responsibility?
Ans: the following are the consequences in violating this principle: misuse of authority, responsibility
can’t be discharged effectively, no one can be held accountable, conflicts between management and
employees.

Q: What is Principle of Management?

Ans: are the activities that plan, organize, and control the operations of the basic elements of people,
materials in giving leadership to human efforts, so as to achieve the sought objectives of the enterprise.
Human Behavior in Organization (HBO)
What is Organizational behavior?
Organizational behavior is the study of human behavior in the workplace, the interaction between
people and the organization with the intent to understand and predict human behavior. The understanding of
individual, group, and organizational behavior is critical to success as a leader or a follower, and it requires a
systematic study to even begin to grasp all of the variables that impact behavior.
Different notion on organizational behavior

“Organizational behavior is a “Organizational behavior is a

subset of management activities branch of the Social Sciences that seeks
concerned with understanding, predicting to build theories that can be applied” to
and influencing individual behavior in predicting, understanding and controlling
organizational setting.”—Callahan, behavior in work organizations.”—Raman
Fleenor and Kudson. J. Aldag.

“Organizational behavior is the “Organizational behavior is a field

study and application of knowledge
about how people act within an
organization. It is a human tool for
human benefit. It applies broadly to the
behavior of people in all types of
organization.”— Newstrom and Davis.
of study that investigates the impact that
individuals, groups and structure have on
behavior within the organizations for the
purpose of applying such knowledge
toward improving an organization’s
effectiveness.”—Stephens P. Robbins.

ORGANIZATIONAL CULTURE:
A major factor in determining how well a person will be satisfied with the company is organizational
culture. Organizational culture is defined as individuals in an organization having a common perception and
sharing core values. As a result, organizational culture is a critical determinate in the establishment of
organizational policies and actions toward a wide range of issues. Organizational culture is a determinate in
such things as the dress code and the language used on the job, from the establishment of a team
environment to ethical standards.

a. Three very important points:

 It is within organizations that the differences in behavior are observed. An

organization is a group of two or more people that shares a common goal and
meets at regular times. There are many types of organizations, ranging from
small groups to clubs to companies; however, the same principles apply to all
organizations.
 Do not rely on your intuition. Many “common sense” ideas are wrong; therefore,
a systematic study is required. A systematic study refers to well-constructed
studies that examine the many aspects of human behavior.
 Human behavior can be understood and predicted, but it often depends on the
contingencies or the situation.

b. Three key factors that define a person:

 PERSONALITY ABILITY LEARNING

An individual’s personality is the way we Ability is defined in two ways

characterize that person. Some have a pleasant
personality while others may be abrasive. Some may  physical ability, and
be loud while others may be quiet. We often use a  intellectual ability
series of assessments to assist in the classification of Physical ability includes
a person’s personality. It includes: ability to perform physical activities
such as lifting, running, dexterity,
 Extroverts (outgoing) and introverts (reserved) stamina, etc.
describe how people relate to others Intellectual ability means
 Sensing or intuitive ability to perform mental activities
 Thinking or feeling such as critical thinking and math.
 Perceiving or judging

Learning can occur in several ways. Classical conditioning makes learning passive. Operant
conditioning makes learning active. Social learning means learning through experience. Learning styles
describe the way we learn. They include:

 Bodily-kinesthetic learning, which happens through experience (by doing)

 Visual-spatial learning, which happens when people remember what they have seen
 Verbal-linguistic learning, which happens when people remember what they hear and say
 Logical-mathematical learning, which occurs when people reflect on concepts

KEY ELEMENTS OF ORGANIZATION BEHAVIOR

ELEMENTS FACTORS
Individual and People make the internal social system of the organization. They consist of
group individuals and groups (large as well as small). There are informal as well as
formal groups. Each individual has his own physical, psychological and social,
needs for which he uses his own traits and experiences. His work behavior is
influenced not only by his biological inheritance, but also by his interactive
environment, viz. family relationships, racial background, social setup, religious
beliefs, technological perceptions, learning and personality to shape their work
behavior. Their desires, needs, wants, attitudes and experiences shape their
work behavior. The study of these factors would help management to mold the
behavior of employee for achieving organizational objectives.
Organizational Individuals and groups operate within the structure of formal organization. The
Structure structure establishes the relationships of people in an organization. It leads to
division of labor so that people can perform their duties to accomplish the
organizational goals. Different jobs are required to accomplish all of an
organization’s activities. For example, there are managers and employees,
accountants and assemblers. These all people performing different jobs at
different levels have to be related in some structural way so that their work can
be effectively coordinated.
Technology Technology has a significant influence on work the work environment and
working relationships. It provides the resources with which people work and
affects the task that they perform. Apply specialized knowledge. The use of
 scientific methods and latest technology effect the behavior of individuals and
groups at work.
Environment All organizations operate within an external environment. A single organization
does not exist alone. It is a part of a large system that contains many other
elements, such as government, the family and other organizations. The external
environment affects the organization through technological and scientific
development. Economic activity social and cultural influences and government
actions. The changes in environmental conditions may compel the management
to bring changes in the internal organizational relationships.
c. How important is MOTIVATION?
Motivation is the willingness of a person to exert effort to satisfy wants and needs. As
noted in the need’s theories of motivation, motivation is intrinsic and is a driving force.

THEORIES OF MOTIVATION
Human needs fall into five groups: physiological, safety, social and love,
Maslow's needs esteem and ego, and self-actualization. When a need at one level is
hierarchy essentially satisfied and is no longer a driving force, that need loses its
strength and the next level need is activated.

Takes Maslow's five levels of needs and compresses them into three
interactive needs. This more contemporary model shows multiple needs
Alderfer's ERG being active at the same time, and this model is supported by research. This
model theory demonstrates that the individual worker is very complex and has
multiple needs all interacting at the same time. That makes the manager's
task much more challenging.

Divides job factors into satisfiers and dissatisfiers. The satisfiers are the
motivators, and the dissatisfiers are the maintenance or hygiene factors. The
Herzberg's problem we find in business and industry today is when management
motivation— attempts to motivate through the use of the hygiene factors, which may not
hygiene theory be successful. Management will try to motivate with policies, procedures, and
pay increases, and, as noted by Herzberg's model, this only prevents
dissatisfaction for a short period of time. It does not motivate.
Looks at motivation from the manager's perspective. The manager with the
Theory X perspective believes people are inherently lazy and will try to avoid
work, therefore requiring a very assertive and directive form of management.
McGregor's Theory The manager with the Theory Y perspective believes people enjoy work as
X and Theory Y much as play and will seek responsibility. Those with the Theory Y
perspective will use a more participative and self-controlled style of
management for motivation.

Explains that certain needs that people strive to satisfy are acquired from the
culture. His research centers around three needs of particular significance in
McClelland's needs understanding managers and workers: need of achievement, need for power,
theory and need for affiliation. The need for power is the primary motivator of
successful managers.
Is an important part of all major theories of motivation. Goals that are more
specific and difficult but achievable will result in higher performance than
Goal-setting theory easy goals. Goals that are participatively set are accepted by the workers,
provide some sort of feedback provision and reward, and are more effective
in motivating the worker.
Equity theory Explains how people are motivated by fairness. A person will make a
determination of equity by evaluating all of the inputs and outputs of a
situation. If the person perceives the situation to be unfair, he or she may use
 a variety of ways to find equity in the situation.
The consequences of an action (rewards and punishments) determine a
Reinforcement person's motivation for engaging in certain behaviors. People learn to repeat
theory behaviors that bring them pleasurable outcomes and learn to avoid
behaviors that lead to uncomfortable outcomes.
Is based on the idea that motivation results from deliberate choices to
Expectancy theory engage in certain activities in order to achieve worthwhile outcomes. The
expectancy theory model is based on effort-to-performance expectancies,
performance-to-reward expectancies, and reward-to-need satisfaction
expectancies.

d. Group Behavior

2 kinds of groups:

1. INFORMAL GROUPS Reasons why people join groups:

 security, status,
 power, goal achievement, and
2. FORMAL GROUPS  Organizational culture.

Are defined by
the organizational The process of group development is based on
structure and can be five stages:
either command groups
based on the  Forming is realizing that people will be
organizational chart or working together in a group.
task groups formed to  Storming is the conflict that occurs in
complete a project. building a group.
 Norming is setting the acceptable standards
of behavior.
 Performing is doing the task.
 Adjourning is ending the group.

A time-based model of group development is the punctuated equilibrium model, which is based on
improving performance over time—from the first meeting to the transition period to the completion.
There are three types of teams:

 Problem-solving teams that focus on solving problems

 Cross functional teams that include workers from different areas that focus on a task
 Self-managed teams that manage a process

Ten issues are important to team organization and success:

 size,  timing,
 team skills,  leadership,
 authority,  reward systems,
 geography,  group decision making,
 goals, and
 Trust.

Three problems with using teams are:

  Group think (desire to get a consensus),
 Group shift (lack of individual responsibility), and
 Escalation of commitment (staying with a bad plan).
e. CONFLICT
Conflict can be defined as a process in which one party perceives that another party has negatively
affected (or is about to negatively affect) something of concern to the first party.

Conflicts can be viewed in three ways:

 The traditional view is that conflicts should be avoided.

 The human relations view is that conflicts are a natural part of life, and people need to learn
how to resolve them.
 The interactionist view is that conflicts are positive and lead to innovation and change.

How conflicts be addressed?

Informational-based conflicts can be resolved by sharing information. Conflict may also be functional,
when it supports the goals of the organization, and dysfunctional, when it hinders performance and does not
support the goals of the organization.

Strategies for handling conflict include:
 Competing (wanting to win,
creating a win/lose situation)
 Collaborating (wanting to work
together for a win/win situation)
 Avoiding (deciding not make a
decision)
 Accommodating (letting the
other side win)
 Compromising (working to get
some of what you want)
Not all conflict can be resolved just between
the two parties, and sometimes a third party is
required to intervene. Techniques for resolving a
conflict involving a third party include:
 Conciliation (keeping both sides talking)
 Fact finding (getting the facts of the conflict)
 Fact finding with recommendations
(getting the fact and offering a solution)
 Mediation (making suggestions for a
solution)
 Arbitration (making the final decision for the
parties involved)

Military Leadership and Management

 Leadership
-is the process of influencing people by
providing them with purpose, direction, and
motivation while you are operating to
accomplish a mission and improve the
organization.
Command
-possession and exercise of the authority to
command, a specific and legal position
unique to the military— the legal and moral
responsibilities of commanders exceed those
of any other leader of similar position or
authority.

An Army leader is anyone who, by virtue of assumed role or assigned responsibility, inspires and
influences people to accomplish organizational goals. Army leaders motivate people both inside and outside
the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the
organization.

A. Military leadership
- is the process of influencing others to accomplish the mission by providing purpose, direction, and
motivation.
- is the ability to influence others directing them towards the accomplishment of a mission.

Providing Purpose and Vision

By providing purpose, you enable your Soldiers to see the underlying rationale for a mission; you
provide them the reason to act in order to achieve a desired outcome. Leaders should provide clear purpose
for their followers; they do that in a variety of ways. They can use direct means through requests or orders.

Vision is another way that leaders provide purpose. Vision refers to an organizational purpose that may
be broader or have less immediate consequences than other purpose statements. Higher-level leaders
carefully consider how to communicate their vision.

Providing Direction Providing Motivation

When giving direction, you make
clear how you want your Soldiers to
accomplish a mission. You prioritize tasks,
assign responsibility for completing them
(delegating appropriate authority), and make
sure subordinates understand the Army
standard for the tasks. You decide how to
accomplish a mission with the available
people, time, and resources.
Motivation is the will to accomplish a
task. By learning about your Soldiers and
their capabilities, you will soon be able to
gear the team to the mission. Once you have
given an order, don’t micromanage the
process—allow your Soldiers to do their jobs
to the best of their abilities. When they
succeed, praise them. When they fail, give
them credit for the attempt, and coach them
on how to improve.

The Be, Know, Do Leadership Philosophy

The characteristics of an effective Army leader make up the Be, Know, Do philosophy. Embracing a
leadership role involves developing all aspects of yourself: your character, your competence, and your actions.
You learn to lead well by adopting the Army Values, learning military skills, and practicing leadership actions.
Only by this self-development will you become a confident and competent leader of character.

Be, Know, Do
The key
characteristics of an
Army leader that
Attributes—What an Army Leader Is

BE: Who You Are—A Leader of Character and a Leader with Presence Army leadership begins with
what the leader must Be—the values and attributes that shape character. It may be helpful to think of these as
internal and defining qualities you possess all the time.

The Leader Attributes

A Leader of Character A Leader with

A Leader with Presence
(Identity) Intellectual Capacity

 Army Values  Military Bearing  Mental Ability

 Empathy  Physically Fit  Sound
 Warrior Ethos  Composed Judgment
 Confident  Innovation
 Resilient  Interpersonal
Tact
 Domain
Knowledge
KNOW: Skills You Have Mastered—A Leader with Intellectual Capacity Competence in soldiering skills—what
you Know—is as important as good character in your growth as an Army leader. Without it, your command will
lack substance. To ask subordinates to perform to standard, you must first master the standard yourself. You
must master five types of Army leadership attributes and skills in your training:

• Mental agility—having flexibility of mind, a tendency to anticipate or adapt to uncertain or changing situations
• Sound judgment—having a capacity to assess situations or circumstances shrewdly and to draw feasible
conclusions
• Innovation—the ability to introduce something new for the first time when needed or an opportunity exists
• Interpersonal tact—interacting with others and accepting the character, reactions, and motives of oneself and
others
• Domain knowledge—possessing facts, beliefs, and logical assumptions and an understanding of military
tactics related to securing a designated objective through military means.

Core Leader Competencies—What an Army Leader Does

DO: How You Carry out Your Decisions—Leads, Develops, and Achieves As you have already seen,
leadership takes place in action. What you Do is every bit as important as the Be and Know aspects of your
Army leadership philosophy. While character and knowledge are necessary, by themselves they are not
enough. Leaders cannot be effective until they apply what they know. What leaders Do, or leader actions, is
directly related to the influence they have on others and on what is done.

The Core
Leadership LEADS DEVELOPS ACHIEVES
Competencies

Levels of Army Leadership

Army leadership positions divide into three levels—direct, organizational, and strategic. The leadership
level involves a number of factors, including:
• Span of control
• Headquarters level
• Extent of the influence of the leader holding the position
• Size of the unit or organization
• Type of operations the unit conducts
• Number of people assigned
• The unit’s long-term mission or how far in advance it develops plans.

Is face-to-face, first-line leadership. Subordinates of direct leaders

Direct Leadership
Organizational Leadership
see them all the time at the team, squad, section, platoon, company,
battery, squadron, and battalion levels. The direct leader may
command anywhere from a handful to several hundred people.
Direct leaders influence their subordinates one-on-one, but may still
guide the organization through subordinate officers and
noncommissioned officers (NCOs). Direct leaders quickly see what
works, what doesn’t work, and how to address problems.
Organizational leaders command several hundred to several
thousand people. Their command is indirect, generally through more
levels of subordinates. This “chain of command” sometimes makes it
difficult for them to see results. Organizational leaders usually
employ staffs of subordinate officers to help manage their
organizations’ resources. Organizational leaders are responsible for
establishing policy and the organization’s working climate. Their
skills are the same as those of direct leaders, but they cope with
more complexity, more people, greater uncertainty, and a greater
number of unintended consequences. They have little face-to-face
contact with the rank-and-file Soldier and command at the brigade
through corps levels. Typically, their focus is on planning and
missions in the next two to 10 years.

Strategic Leadership
Strategic leaders include military and Department of the Army (DA)
civilian leaders from the major command level through the
Department of Defense leadership. Strategic leaders are responsible
for large organizations and influence several thousand to hundreds
of thousands of people. They establish force size and structure,
allocate resources, communicate strategic vision, and prepare their
commands for their future roles. Strategic leaders consider the total
environment in which the Army functions. They may take into
account such things as congressional hearings, Army budgetary
constraints, new-systems acquisition, civilian programs, research,
development, and interservice cooperation

LEADERSHIP TRAITS

BEARING, COURAGE, DECISIVENESS, DEPENDABILITY, ENDURANCE, ENTHUSIASM

INITIATIVE, INTEGRITY, JUDGEMENT, JUSTICE, KNOWLEDGE, LOYALTY,
TACT, UNSELFISHNESS

LEADERSHIP PRINCIPLES

Know yourself and seek self-improvement

Honest self-evaluation to determine his own strengths and weaknesses is a paramount importance to a
leader. Through this process he can determine his capabilities and limitations
Be technically and tactically proficient
A leader must demonstrate to his men that he is qualified to lead his unit. He must be competent in
combat operations and training as well as in the technical and administrative aspect of his duty
Seek responsibility and take responsibility for your actions
Armed with knowledge gained from the honest self-evaluation and with the sound technical and tactical
foundation required to perform his duty, the leader must take initiative to accomplish his unit’s mission. By
seeking responsibility, he develops himself professionally and increases his leadership
ability.
Make sound and timely decisions
The leader must be able to make a rapid estimate of the situation and arrive at a sound decision. He
should be able to reason under the most trying conditions and decide quickly what action is necessary to take
advantage of opportunity as it occurs.
Set an example
A good leader must be a good example to his men in integrity, courage, professional competence,
personal appearance and conduct. More so, he must set the personal and professional standard for his men.

Know your men and look out for their welfare

Understanding self is of equal importance in understanding his men. It is not enough that a leader
knows his men’s names, ranks, and other data. The leader must understand what makes his men stick to their
values, ideas and attitude.
Keep your men informed
This will encourage initiative, improve teamwork and enhance morale. Keeping your men informed will
reduce fear and rumors thus will gain cooperation and instilling to them one common goal and mission.
Develop sense of responsibility in your subordinates
Another way to show your men that you are interested in their welfare is by giving them the opportunity
for professional development. Delegation of authority commensurate with responsibility thus develops mutual
confidence and respect between the leader and his subordinates.
Ensure that the task is understood, supervised and accomplished
Your men must know what is expected from them and must be informed of specific task requirements
through clear and concise orders. Be sure that you are understood by communicating with your men. Do not
overtake an order by giving too many details.
Train you men as a team
The very essence of leadership is the ability to influence your men to act as one, to act in unison and as
a team in the accomplishment of a mission.
Employ your command/unit in accordance with its capabilities.
Men get satisfaction when performing tasks which are challenging yet within their capabilities, but
become dissatisfied if given tasks that are considered too easy, too difficult and above all out of bound. Putting
the right person on the right job is the key to this principle.

B. Leadership Versus Management

As you can see, leadership operates through a wide range of levels, organization sizes, and conditions.
Depending on the course of your career as an officer, your path might lead to almost any of these levels and
assignments if you are willing to work hard to develop your character, competence, and behavior. You should
prepare to embrace the opportunity for promotion when it arises. This path will also take you on an exciting
journey through Army life that will almost always provide fulfilling work. One aspect of your job to which you
should pay particular attention is the tendency toward the “management mindset.”
Management versus Leadership
Managers Leaders
Administer Innovate
Maintain Develop
Control Inspire
Short-term View Long-term View
Imitate Originate
Ask How/When Ask What/Why
Accept Status Quo Challenge Status Quo

Police Leadership and Management

A. Police Leadership
Police departments are frequently called upon to provide crowd control and management during large
group events, demonstrations, or disturbances basically it sums up their fundamental duty “to serve and
protect” . Some of these events are planned in advance by groups, giving law enforcement agencies an
opportunity to develop appropriate management strategies.

For example:
- 1. The Seattle Police Department was aware of the possibility of widespread *demonstrations during
the 1999 World Trade Organization meetings in the city and, in the months immediately leading up to
the event, received intelligence about possible criminal activity and other disruptions.
- 2. Awareness of events is no guarantee of effective control, as the department *acknowledged being
caught off guard by the scale of the protests. Other events emerge more spontaneously, such as a
street fight that grows in size or a sudden demonstration that turns into a destructive or violent riot.

From the above statement, it clearly speaks of a thing how leadership works in a certain police organization by
means of stern implementation of rules and regulations and how should it be managed by a direct officer who
lead such department. With this, management should be done promptly by a manager of the department to
take a lead on actions to be taken with regards to departmental or administrative issues and personnel
development.
1. Standard of Police Professionalism
PNP members shall perform their duties with integrity, intelligence and competence in the application of
specialized skill and technical knowledge with excellence and expertise.

2. Police Ethical Standards

Ethical standards shall refer to established and generally accepted moral values. Ethical acts to be
observed are the following:

Morality - PNP members shall adhere to high standards of morality and decency and shall set good examples
for others to follow. In no instance during their terms of office, among other things, shall they be involved as
owners, operators, managers or investors in any house of ill-repute or illegal gambling den or other places
devoted to vices, nor shall they patronize such places unless on official duty, and tolerate operations of such
establishments in their respective areas of responsibilities. They shall be faithful to their lawfully wedded
spouses.

Judicious Use of Authority - PNP members shall exercise proper and legitimate use of authority in the
performance of duty.

Integrity - PNP members shall exercise proper and legitimate use of authority in the performance of duty.

Justice - PNP members shall strive constantly to respect the rights of others so that they can fulfill their duties
and exercise their rights as human beings, parents, children, citizens, workers, leaders, or in other capacities
and to see to it that others do likewise.

Humility - PNP members shall recognize the fact that they are public servants and not the masters of the
people and towards this end, they shall perform their duties without arrogance. They shall also recognize their
own inadequacies, inabilities and limitations as individuals and perform their duties without attracting attention
or expecting the applause of others.

Orderliness - PNP members shall follow logical procedures in accomplishing tasks assigned to them to
minimize waste in the use of time, money and effort.

Perseverance - Once a decision is made, PNP members shall take legitimate means to achieve the goal even
in the face of internal or external difficulties, and despite anything which might weaken their resolve in the
course of time.

3. Power and Related Constructs

f. Power and Authority

The terms power and authority are frequently used interchangeably. In this way, there is little
distinction in the phrases the sergeant has authority over her officers and the sergeant has power over
her officers. In spite of the casual use of both terms, there is a significant distinguishing feature.
Individuals willingly comply with the commands of authority figures, accepting the fact that the person
has the right to make demands of others.

In modern organizations, much of this authority is derived from position with the
hierarchically structured department. Subordinates have a duty to comply with the requests of
superiors and tend to do so as long as the commands fall within their “zone of indifference.”

g. Power and Influence

The terms power and influence are typically used in conjunction with one another. Power tends
to be viewed as a capacity, something to be mobilized or exercised. This is quite different from actual
influence. Police officer conceivably has a great amount of power to fulfill peacekeeping responsibilities,
drawing upon the threat of the criminal law to resolve interpersonal disputes.

h. Power and Leadership

Leaders exercise power and authority in order to move group members toward the achievement
of goals. Indeed, the amount of power inherent within a position in an organization was identified as a
critical contingency in Fiedler’s theory of leadership. The distinction between power and leadership
may appear murky, with most definitions of the latter explicitly mentioning influence. This similarity
aside, writers have generally made sharper distinctions between the two concepts.
 For example:
Jago, restricted leadership to “noncoercive influence.” Unfortunately, omitting
coercion ignores the fact that a leader’s role sometimes requires the development of a
shared purpose among followers that is otherwise initially absent, even if it means drawing
upon coercive or other power bases.

Bases of Power
What gives an individual power over another? According to Bertram Raven, “Social power can
be conceived as the resources one person has available so that he or she can influence another
person to do what that person would not have done otherwise.

Researchers have grouped the bases of power into those derived from:
- One’s position in the organization (position power) or
- those independent of position and related to the individual (personal power)
In most cases, an individual’s ability to reward, punish, invoke rank, or access information is
largely dependent upon his or her position in the organizational hierarchy.

1. Reward Power
Individuals acquire reward power through their ability to, or perceived ability to, distribute
intrinsic and extrinsic rewards to others in the organization. If we draw upon the language of the
expectancy theory of motivation, power wielders provide outcomes that have positive valences for the
power recipient or remove outcomes that have negative outcomes.

2. Coercive Power
Coercive power is based on the power recipient’s perception that sanctions will result from
noncompliance. Perceptions are more critical than the power holder’s actual ability to punish or deliver
some penalty. Coercion is widely regarded as a position power base since an individual’s location
within an organization provides access to various coercive means.

3. Legitimate Power
By including legitimate power in their typology, French and Raven considered compliance based
on authority. It is based on the power recipient’s belief that the power holder has a right, generally
based on an organizationally bestowed position or rank, to extract compliance from others.

4. Referent Power
Referent power is based on one party’s identification with the other, “the desire of followers to
identify with their leaders and to be accepted by them.” The power recipient admires, respects, or seeks
to associate with the power holder. Referent power comes from the characteristics of the individual
(e.g., personality, approachability), not the position occupied

5. Expert Power
Individuals acquire expert power due to their extensive knowledge in a specific area. Power
recipients often defer to an expert’s advice, particularly in situations where their own knowledge base is
lacking.

6. Information Power
One additional base of power emerged soon after the publication of the original five—
information power. In spite of its prominence in the power literature, scholars never unified around a
single definition of the concept. Accordingly, information power is possessed by individuals who control
information flows within an organization or who have access to information sought by others.
B. Police Management
Police management includes the administrative activities of coordinating, controlling and directing
police resources, activities and personnel. Simply put, it's the everyday act of running the police
department.
Police work involves many different duties and responsibilities, including patrolling, responding to calls,
investigating complaints, conducting interviews and interrogations, performing searches, gathering
evidence, documenting case files and testifying in court.
It takes a lot of coordination, and a lot of people, in order to fulfill these duties. Therefore, successful
police management is key.
1. Organizational Types
An organizational type refers to the way an entity is structured, or ordered. Police departments
typically use one of four basic organizational types. The four types are line, line and staff, functional,
and matrix. Let's take a brief look at each type.
Organizational Type Description
Line Organization Uses a simple chain of command structure, where authority flows
from the top to the bottom in a distinct line. This organizational type
is the oldest structure. It's used mainly in small police departments
that serve rural communities. It's hard to use this type of structure in
large agencies, because the chain, or line, simply becomes too long
to be efficient.
Line and Staff Resemble the line organization, but adds internal support roles. This
Organization organizational type is popular in medium-sized police departments,
because the department can utilize the simple line structure while
delegating administrative duties to other personnel. This is helpful
when a department has recently grown, and when new duties or
demands are placed on the police officers.
Functional Organization  A functional organization is a common type of organizational
structure in which the organization is divided into smaller
groups based on specialized functional areas, such as IT,
finance, or marketing.
 Functional departmentalization arguably allows for greater
operational efficiency because employees with shared skills
and knowledge are grouped together by function.
 A disadvantage of this type of structure is that the different
functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. A recent trend
aimed at combating this disadvantage is the use of teams that
cross traditional departmental lines.
Matrix Organization -Is a structure in which there is more than one line of reporting
managers. Effectively, it means that the employees of the
organization have more than one boss.
-Is complex but helps in achieving the ultimate goal i.e. reaching
higher productivity. It has various benefits. This type of structure is
used in organizations which have diverse product lines and services.
 2. Principles of Policing
PRINCIPLE 1 “The basic mission for which the police exist is to prevent crime and disorder.”
PRINCIPLE 2 “The ability of the police to perform their duties is dependent upon public approval of police
actions.”
PRINCIPLE 3 “Police must secure the willing cooperation of the public in voluntary observance of the law to be
able to secure and maintain the respect of the public.”
PRINCIPLE 4 “The degree of cooperation of the public that can be secured diminishes proportionately to the
necessity of the use of physical force.”

PRINCIPLE 5 “Police seek and preserve public favor not by catering to the public opinion but by constantly
demonstrating absolute impartial service to the law.”

PRINCIPLE 6 “Police use physical force to the extent necessary to secure observance of the law or to restore
order only when the exercise of persuasion, advice and warning is found to be insufficient.”

PRINCIPLE 7 “Police, at all times, should maintain a relationship with the public that gives reality to the historic
tradition that the police are the public and the public are the police; the police being only members of the
public who are paid to give full-time attention to duties which are incumbent on every citizen in the interests of
community welfare and existence.”

PRINCIPLE 8 “Police should always direct their action strictly towards their functions and never appear to
usurp the powers of the judiciary.”

PRINCIPLE 9 “The test of police efficiency is the absence of crime and disorder, not the visible evidence of
police action in dealing with it.”

3. Police Organizational Structure (PNP)

 This organizational structure of the PNP basically shows how the work will function from the higher
echelon down to the lower echelon. It manifested how authority takes off from the Chief, PNP going to
Directorial staff which also manages the administrative support units and the operational support units
respectively with their corresponding functions.

The Basics of Police Administration: Theories of Community Policing (Social structural theory, Broken
Windows Theory, and Zero tolerance theory)

Community policing

Is, in essence, a collaboration between the police and the

community that identifies and solves community problems. With the
police no longer the sole guardians of law and order, all members of
the community become active allies in the effort to enhance the
safety and quality of neighborhoods. Community policing has far-
reaching implications.

Theories of Community Policing

1. Social Structure Theory

- In sociology, the distinctive, stable arrangement of institutions whereby human beings in a society
interact and live together. Social structure is often treated together with the concept of social change, which
deals with the forces that change the social structure and the organization of society.

Although it is generally agreed that the term social structure refers to regularities in social life, its
application is inconsistent.

For example:
The term is sometimes wrongly applied when other concepts such as custom,
tradition, role, or norm would be more accurate.

Social structure theories emphasize poverty, lack of education, absence of marketable skills, and
subcultural values as fundamental causes of crime.
Three subtypes of social structure theories can be identified:
 social disorganization theory,
 strain theory, and
 culture conflict theory.

Social disorganization theory

encompasses the notion of social
pathology, which sees society as a kind
of organism and crime and deviance as
a kind of disease or social pathology.
 Strain theory points to a lack of fit
between socially approved
.
success goals and the availability
of socially approved means to
achieve those goals. As a
consequence, according to the
Culture conflict theory suggests perspective of strain theory,
that the root cause of criminality individuals unable to succeed
can be found in a clash of values through legitimate means turn to
between differently socialized other avenues that promise
groups over what is acceptable or economic and social recognition.
proper behavior.

Examples:

(Social disorganization)
Bursik and Grasmick (1993) found that instability greatly reduced the neighborhood residents’ ability to
exert social control. At the level of residents, high population turnover made it difficult to maintain ties to other
residents.

For example:
A tenant in a public housing unit may live there for years and
never form a relationship with his or her neighbors. Residents who do
not know the children of the area were less likely to intervene when
the children displayed unacceptable behavior. Instability also
negatively influenced the security of the neighborhood because it
reduced informal surveillance. A strong neighborhood network reduced
the places crime could hide from surveillance, whereas weak networks

(Strain Theory)
People feel strain when they are exposed to cultural goals that they are unable to obtain because they
do not have access to culturally approved means of achieving those goals (R. Merton)

Example:
A study of Canadian Mohawks` involvement in the organized crime of
smuggling in the early 1990s.

(Cultural Conflict)
 Cultural conflicts are difficult to resolve as parties to the conflict have different beliefs. Cultural conflicts
intensify when those differences become reflected in politics, particularly on a macro level.

Example:
The debate over abortion. Ethnic cleansing is another extreme example of cultural conflict.
Wars can also be a result of a cultural conflict; for example the differing views on slavery were one
of the reasons for the American civil war.

2. Broken Windows Theory

The broken windows theory states that visible signs of disorder and misbehavior in an environment
encourage further disorder and misbehavior, leading to serious crimes. The principle was developed to explain
the decay of neighborhoods, but it is often applied to work and educational environments.
Although widely used to explain criminal behavior and to inform policing policies in the 1990s,
psychological and scientific evidence backing the theory is scarce. As a result, it has been increasingly
discredited.

Defined in 1982 by social scientists James Wilson and George Kelling, drawing
on earlier research by Stanford University psychologist Philip Zimbardo, argues that no
matter how rich or poor a neighborhood, one broken window would soon lead to many
more windows being broken: “One unrepaired broken window is a signal that no one
cares, and so breaking more windows costs nothing.” Disorder increases levels
of fear among citizens which leads them to withdraw from the community and decrease
participation in informal social control.

Experimental Evidence for the Broken Window Theory

In the late 80's, New York experienced a high rate of violence and crack was everywhere.
In 1985 when George L. Kelling, coauthor of the article "Broken Windows", was hired as a
consultant to the New York City Transit Authority, the subway was awful. Kelling implemented
new measures. He made every graffiti disappear and cleaned every station. Day after day after
day, new graffiti would be made in the night and removed during the day, until one day the new
policy started to be successful and graffiti progressively disappeared. Mayor and police
department of New York also employed the same method, they implemented a zero-tolerance
policing with easier arrestee procedure. Police started enforcing the law very strictly, against
subway fare evasion, public drinkers, urinators, and the like. The rates of both petty and serious
crime fell suddenly and significantly.

1. Zero Tolerance Theory

Defined as a strict non-discretionary law enforcement approach that is thought to be tough on crime.
Under this approach, the police enforce every facet of the law. This also means that they pay closer attention
to minor offenses and those considered quality of life offenses, such as public drinking, vandalism, graffiti,
begging, and vagrancy.

History tracing
 The expression zero-tolerance can be traced back to the Safe and Clean Neighborhood
Act, which was approved in New Jersey in 1973. It became popular in 1982 when criminologists
James Q. Wilson and George L. Kelling published their broken windows theory of crime. Under
that theory, the idea that minor physical and social disorder, if left unattended, would cause more
serious crime to occur.
Zero-tolerance policing was publicly implemented in 1994 by New York City Mayor
Rudolph Giuliani and his police commissioner William Bratton based on the broken windows
theory, and it seemed to have instant success. Upon its implementation, the crime rate in New
York City dropped by 30-50%.

Sample scenario

You wake up on the first day of a new month and realize that your vehicle registration
expired last month. Driving to the department of motor vehicle to purchase a new registration, you
are stopped by police. You explain to the police officer that you are in the process of obtaining your
new registration, and he issues you a citation saying that he doesn't have any discretion because
you are in violation of the law. What you have just experience is called zero-tolerance policing.

Frequently

Asked

Questions

Q: What is community policing?

Ans: It is a collaboration between the police and the community that identifies and solves community
problems.
Q: Why community policing needs to be enforced?
Ans: COP is needed to be enforced for the law enforcers to have constant relationship with the
community in reaching the common goal of reducing crime rate and suppressing the possible occurrence of
crime.

Theories of Community Policing (continuation of lesson 15) (Public Relation theory, Communitarian
theory, Organizational Culture Theory)

1. Public Relations Theory

What is Public Relations?

Public relations is a strategic communication process that builds

mutually beneficial relationships between organizations and publics.

(Public Relations Society of America, 2017)

Key points:

Strategic
Communication Process
Mutually Beneficial
Relationships
Two-way
Communication
Relationships
(process)
Publics

Public Relations Functions:

Research, Public and Media Relations, Research, Public and Media Relations,
Employee Relations, Community Employee Relations, Community
Relations, Problem Management, Relations, Problem Management,
Industry Relations Industry Relations

Four Models of Public Relations:

 Press Agentry
 Public Information
 Two-way asymmetrical
 Two-way symmetrical

Press Agentry - Mostly in 19th century

- Uses propaganda, persuasion and manipulation to influence
audiences to behave as the organization desires
- Truth is not essential
- Key figure: Barnum P.T.
Public Information - Beginning of the 20th century
- Uses press releases and other one-way communication
techniques to distribute organizational information
- Truth is essential
- Key figures: Ivy Lee
Two-way Asymmetrical - Middle of the 20th century
- Uses persuasion to influence audience to behave as the

Two-way Symmetrical
organization desires
- Imbalance effects
- Key figures: Edward L. Bernays
- End of 20th century
- Uses communication to negotiate with the public, resolve
conflict and promote mutual understanding and respect
between the organization and its stakeholders.
- Balanced effects

Model Main sphere of use type

Press Agentry Show business, sports, product
information. One-way communication
Public Information Government, non-profit business.
Two-way Asymmetrical Business
Two-way Symmetrical Business, non-profit Two-way communication

2. Communitarian Theory

Communitarian theory suggests a primarily non-political approach towards the rejuvenation of a

democratic political culture. This approach regards the rebuilding of community as a social and moral project -
strengthening relationships, enhancing processes of participation, developing the capacity for communal self-
help, promoting feelings of empowerment and connectedness - in a sphere that is distinct from market and
polity.

Concept:

Is a philosophy that emphasizes the connection between the individual and

the community. Its overriding philosophy is based upon the belief that a person's social identity
and personality are largely molded by community relationships, with a smaller degree of
development being placed on individualism.

Origin:
The term "communitarian" was coined in the 1840s by the British Utopian Socialist Goodwyn
Barmby (1820 - 1881) to refer to advocates of a communalist society (which refers to communal living and/or
communal property, essentially a forerunner to modern Communism).
Types: The term is primarily used in two senses:

Philosophical Communitarianism
Ideological Communitarianism
Is primarily concerned
Can be seen as a radical
with metaphysical and epistemological iss
centrist ideology (a third way philosophy
ues, as distinct from policy issues. It
which includes the belief that, in affirming
specifically opposes classical Liberalism,
the core principles involved on both
which construes communities as
sides of a political argument, the
originating from the voluntary acts of pre-
disagreement can be resolved or
community or atomistic individuals, and
rendered moot). It is sometimes marked by
emphasizes the role of the community
leftism on economic issues and
in defining and shaping individuals. It
conservatism on social issues.
believes that the value of community is not
Communitarians seek to bolster social
sufficiently recognized in liberal theories
capital (the value to democracy of social
of justice. Communitarians claim values
networks and groups) and the institutions
and beliefs exist in public space, in which
of civil society.
debate takes place.

3. Organizational culture theory

Emphasizes that culture is a set of values that an organization or group of people have in
common.

Seven (7) elements make up an organizational culture:

1. Structural stability. All cultures are held together quite rigidly by their own values and beliefs. It’s
what identifies the group and resists any changes to the members.
2. Breadth. Culture is pervasive and touches every part of the organization. Even if someone
doesn’t fully adhere or agree with the culture, they are subject to it anyway since it’s what is
generally accepted.
3. Depth. Do not underestimate how ingrained and unconscious culture is present in any group. It’s
how people act and not have to explain their actions to their peers.
4. Patterning or integration. When the members of the group exhibit the same behavior over a
period of time, it means that culture makes their beliefs coherent.
5. Visible artifacts. The office is a great example of an artifact important to organizational culture
theory. But mostly these are things that are very apparent on the surface of the group such as
hierarchy, interaction and attitudes during meetings.
6. Espoused beliefs, values, rules and behavioral norms. When you look up at the company
corkboard or its website and you see the mission and visions then you’ve seen these element.
7. Underlying, taken-for-granted assumption. There are tacit, basic things that explain the
artifacts and beliefs.

Four (4) types of Organizational Culture

 Every organization is different, and all of them have a unique culture to organize groups of people. Yet
few people know that every organization actually combines a mix of four different types of organizational
culture under one leading cultural style, according to research by business professors Robert E.
Quinn and Kim S. Cameron at the University of Michigan.

Quinn and Cameron developed the Organizational Culture Assessment Instrument (OCAI), a validated
survey method to assess current and preferred organizational cultures. The OCAI is based on Quinn and
Cameron’s Competing Values Framework Model, which has been used by over 12,000 companies worldwide.

https://www.runmeetly.com/four-
types-organizational-culture

The framework explains how the four organizational cultures compete with one another. The four
parameters of the framework include internal focus and integration vs. external focus and differentiation, and
stability and control vs. flexibility and discretion. (As shown in diagram above.)
To determine what type of organizational culture you belong to, here is a summary of the four
types and their specific qualities:

 This culture is rooted in collaboration. Members share commonalities and

see themselves are part of one big family who are active and involved.
Leadership takes the form of mentorship, and the organization is bound by
commitments and traditions. The main values are rooted in teamwork,
The Clan communication and consensus. A prominent clan culture is Tom’s of
Culture Maine, the maker of all-natural hygiene products. To build the brand,
founder Tom Chappell focused on building respectful relationships with
employees, customers, suppliers and the environment itself..

 This culture is based on energy and creativity. Employees are encouraged

to take risks, and leaders are seen as innovators or entrepreneurs. The
organization is held together by experimentation, with an emphasis on
individual ingenuity and freedom. The core values are based on change
The Adhocracy and agility. Facebook can be seen as a prototypical adhocracy
Culture organization, based on CEO Mark Zuckerberg’s famous admonition to,
“Move fast and break things – unless you are breaking stuff, you are not
moving fast enough.”

 This culture is built upon the dynamics of competition and achieving

concrete results. The focus is goal-oriented, with leaders who are tough
and demanding. The organization is united by a common goal to succeed
and beat all rivals. The main value drivers are market share and
The Market profitability. General Electric under ex-CEO Jack Welch is a good example
Culture of this culture. Welch vowed that every G.E. business unit must rank first or
second in its respective market or face being sold off. Another example of
the market culture is software giant Oracle under hard-driving Executive
Chairman Larry Ellison.
 https://www.runmeetly.com/four-
types-organizational-culture

FAQ

Q: What is community policing?

Ans: It is a collaboration between the police and the community that identifies and solves community
problems.

Q: Why community policing needs to be enforced?

Ans: COP is needed to be enforced for the law enforcers to have constant relationship with the
community in reaching the common goal of reducing crime rate and suppressing the possible occurrence of
crime.

Theories of Public Administration

What is Administration?

Administration is a Administration is a type of

In its broadest
planned approach to sense, cooperative human effort
solve all kinds of administration that has high degree of
problems in almost every can be defined rationality. The
individual or group as the activities
significance of high
activity, both public and of groups
cooperating to degree of rationality lies in
private. human cooperation which
accomplish
Dimock, common goals. varies in effectiveness of
and Keonig, - Simon, 1991 goal attainment.
1960 - Waldo, 1955

What is Public Administration?

Public Administration is a species belonging to genus administration, which

genus in turn belongs to a family which we may call cooperative human action.

A. Public Administration Theory

 Is the amalgamation of history, organizational theory, social theory, political theory and related
studies focused on the meanings, structures and functions of public service in all its forms.
 Often recounts major historical foundation for the study of bureaucracy as well as
epistemological issues associated with public service as a profession and as an academic field.
 In more recent times, the field has had three (3) main branches: New Public Administration,
Classic Public Administration, and Postmodern Public Administration.
Characteristics of Administration: (Waldo, 1955)
The characteristics of administration are best subsumed under two terms ORGANIZATION and
MANAGEMENT.
 Organization is the anatomy, Management is the physiology of administration
 Organization is the structure, Management s the functioning of administration
 B. THEORIES OF PUBLIC ADMINISTRATION
Theories are analytical tool for understanding, explaining, and making predictions about a given
subject matter.

1. Classical Public Administration Theory

The classical approach is based upon the ideas similarly generated in the late 1800’s and
early1900’s and are primarily based upon the economic rationality of all employees. This evolved
around the classical assumption of Adam smith, that people are motivated by economic incentives and
that they will rationally consider opportunities that provide for them the greatest economic gain. The
rational economic view is summarized as below, based on Schein (1970)’s position, as quoted by Smit,
et.al (2007):
Organizations can be designed in ways to control irrational emotions and thus unpredictable,
dysfunctional behaviors of employees.
There are three (3) branches which feed on the same underlying principle of classical theory,
these are: Scientific Management, Administrative Principles, and Bureaucratic Organization
Theory.

2. Modern Public Administration Theory

The modern theory of public administration emphasizes more on behavioral and quantitative
schools of thought. Modern management theory has changed the way public administrators look at
their jobs (Denhardt, 2008). Advancements and refinements in management theory and practice have
enabled managers and managerial systems to evolve. The modern approach to public administration is
oriented to results, focusing on clients, outputs and outcomes. The adoption of new form of public
management means the emergence of a new paradigm in public sector. In the word of Katsamunska
(2010)

Below is a brief explanation of modern approach to public administration:

System Approach -This is also called system analysis of organization and it was developed in the
or Model ‘50s to eliminate the deficiencies of the classical model by requiring that any
organization should be viewed as a system and its actions performed. Ludwig
von Bertalanffy, a biologist and one of its
staunchest proponents wrote in the 1920’s about the unification of science and
scientific analysis (Manithaneyam, 1995).
-The system theory is however a unified whole having a number of
interdependent parts or sub system and it has identifiable boundaries that
distinguish it from its surrounding environment in which it is embedded and with
which it interacts. The system theory explains how public administration
activities are coordinated within a system and sub system that interact.
Structural- - The entire units that constitute the sum of a system are structures and
functional these structures function to ensure the delivery of services to the public.
Approach Structural functionalism or simply referred to as functionalism is the
relations among government sub system such as intergovernmental
relations with the goal of achieving desired goals through an institutional
arrangement that perform certain functions in order to survive and operate
efficiently. It tries to explain how structures operate in a society, the various
part or institutions combine to give society continuity over time.
Contingency - “contingency theory is a class of behavioral theory that claims that there is
Approach no best way to organize a corporation, to lead a company or to make
decisions. Instead the optimal course of action is contingent (dependent)
upon the internal and external situation.” A contingent leader effectively
applies their own style of leadership to the right situations. Some writers
considered contingency theory as dominant, theoretical, rational, open
 system model at the structural level of analysis in organization theory and
that the basic assumption of contingency approach is that the environment
in which an organization operates and determines the best way for it to
organize (Betts, 2005).
Behavioral - The key scholar under this category is Elton Mayo. The origin of
School behavioralism is the human relations movement that was a result of the
Hawthorne Works Experiment carried out at the Western Electric Company,
in the United States of America that started in the early 1920s (1927-32_.

3. Postmodern Public Administration Theory

- Postmodern theory is a broad and somewhat ambiguous belief system tied to the philosophical and
cultural reaction to the convictions of Modernism (sometimes equated with Humanism).Postmodernism
is the philosophical proposal that reality is ultimately inaccessible by human investigation, that
knowledge is a social construction, that truth-claims are political power plays,and that the meaning of
words is to be determined by readers not authors (James, 2006). In brief, postmodern theory sees
reality as what individuals or social groups make it to be.

- Postmodernism is commonly spoken in recent time among intellectuals in arts and social sciences. It is
a novel imagination and thought in social theory with no clear definition for the term. Post modernists
are interested in psychedelic imagination of the world. The theory rejects “foundationalism” and tends to
be relativistic, irrational and nihilistic (Ritzer, 2012).

- Postmodernism is a reflection of difference between modernism and post modernism over whether itis
possible to find rational solution to society’s problems. Post-modernists question some foundation such
as the system that tend to privilege some groups and downgrade the importance of others, give some
group power and render some groups powerless (Ritzer, ibid.).

These are the Effects or contribution of theories in the field of Public Administration:
 Public-Private Partnership
 Public Administration in Policy making
 Movements Towards Political Economy
 New Emerging Goals of Public Administration
 Staff and Line Units are Complementary, not Antagonistic
 Human Relations Approach in Public Administration
 People`s Participation Decision-making
 Decentralization
 Emerging Changes in Bureaucratic Pattern and Behavior
The Law and Police Administration

Terms:
Law - the system of rules which a particular country or community recognizes as regulating the actions of its members
and which it may enforce by the imposition of penalties.
Police – a body of civil officers, especially in a city, organized under authority to maintain order and enforce law.
Administration – the management of public affairs, the government as existing, or the persons collectively who
compose it, especially its executive department. (Webster)
Police Administration – the organizational process concerned with the implementation or objectives and plans and
internal operating efficiency of the police department.

A. The law (creation of police organization)

During Spanish Regime
Carabineros de Seguridad Publico
- 1712
- Carry out the policies of the Spanish government
- Members were armed and considered as mounted police.
- Later assigned to duties of a port, harbor, and river police
Guardrilleros
- January 8, 1836
- Rural police organized in each town.
Royal Decree - Composed of 5% of the able-bodied male inhabitants of each town or
province
Guardia Civil
- February 12, 1852
- Relieved the Spanish Peninsular Troops or their works in policing towns
- Consisted of a body of Filipino policemen organized originally in each of the
provincial capitals of the central provinces of Luzon under the command of
Alcalde (Governor)
American Occupation until the WWII broke out
Insular Police Force
- November 30, 1900
- Filipino-American war (1898-1901) upon the recommendation of the
Philippine Commission to the Secretary of War.
Insular Constabulary
Act no. 175 - July 18, 1901
- An act providing for the Organization and government of an Insular
Constabulary
Act no. 183 (of Manila Police Department
Philippine - July 31, 1901
Commission)
Insular Constabulary (changed to) Philippine Constabulary
Act no. 255 - October 3, 1901
- Manned mostly by Filipinos but officers were mostly Americans
Revised - Sec. 825 of this law, stated that the Philippine Constabulary is a National
Administrative Police Institution for preserving the peace keeping order and enforcing the
Code of 1917 law
Act no. 3815 - Revised Penal Code of the Philippines
- January 1, 1932
 - Bureau of Investigation (created)
Act no. 181 - November 1938
- The modification of the Division of Investigation from the Department of
Justice
Republic Act - National Bureau of Investigation (created)
no. 157
Post-World War II
Republic Act - 1960
no. 2678 - Provided the expansion and reorganization of the NBI
- It was established for the NBI become a double edge sword as an
investigative and research service agency.
Republic Act - Police Act of 1966
no. 4864 - September 18, 1966
- Created the office of the Police Commission (later, National Police
Commission (NAPOLCOM))
- POLCOM was originally created as a supervisory agency to the PC and its
function was to oversee the training and professionalization of the local police
forces. Through this law, reformation and professionalization of the police
service gained official recognition.
Presidential - August 8, 1975
Decree no. 765 - Stipulated that the office of the NAPOLCOM should be under the office of the
Ministry of National Defense.
- Also defined the relationship between the integrated National Police and the
Philippine Constabulary. This was in compliance with the provision of Sec. 12,
Art. 15 of the 1973 Philippine Constitution.
Republic Act - DILG Act of 1990
no. 6975 - later recognized as PNP Law of 1991 (December 13, 1990) under Pres. Cory
Aquino
- created the Philippine National Police and declared it to be the only police
force of the country with national in scope and civilian in character.
Republic Act - PNP Reform and Reorganization Act of 1998
no. 8551 - February 25, 1998
- Under the administration of Fidel V. Ramos
- Amended some provisions of R.A. 6975 which reorganized the PNP for the
purpose of reforming and professionalizing it.

1. Police Administration (PNP)

Philippine National Police
Is the national police force of the Republic of the Philippines. It is both a national and a local police
force in that it provides all law enforcement agencies throughout the Philippines. It was a result of the merger
of the Philippine Constabulary and the Integrated National Police. And it was activated on January 29, 1991.

With the effectivity of Republic Act no. 6975, otherwise known as “Philippine National Police
Reform and Reorganization Act of 1998,” the PNO was envisioned to be a community and service-
oriented agency.
Mandate
Republic Act 6975 entitled An Act Establishing the Philippine National Police under reorganized
Department of the Interior and Local Government and Other Purposes as amended by Republic Act no. 8551-
Philippine National Police Reform and Reorganization Act of 1998 and further amended by R.A. no. 9708.

Philosophy Core Values

Service, Honor, and Justice Maka-Diyos, Makabayan, Makatao,
Makakalikasan
 of PNP

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
The PNP shall 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.

Functions:
 Law Enforcement
 Maintain Peace and Order
 Prevents and Investigates crimes and bring offenders to justice
 Exercise the vested powers from the Philippine Constitution and pertinent laws
 Detain an arrested person for a period not beyond what is prescribed by law
 Implements pertinent laws and regulations on firearms and explosives control
 Supervise and control the training and operations and security agencies

PNP Organizational Structure

Functions:
Primary/Line Staff/Administrative
Auxiliary Functions
Functions functions

Carry out the major Refer to functions

purposes of the involving logistical
Designed to
organization, delivering operations of the
support the line
the services and organization. It
functions and assist
dealing directly with the includes training,
in the performance of
public. Serves as the communication,
the line functions. It
backbone of the police maintenance, records
includes planning,
department. It includes management,
research, budgeting
patrolling, traffic duties supplies and
and legal advice.
and crime equipment
investigation. management.

What is Organizational Structure?

Organizational structure is the systematic arrangement of the relationship of the members, departments
and functions or work of the organization.

Kinds of Organizational Structures:

1. Line – the oldest and simplest kind; also called military. It is defined by its clear chain of command from the
highest to the lowest and vice versa. It depicts the line functions of the organization. The orders or commands
must come the higher level of authority before it can be carried out.

2. Functional – this is structured and specialized units. It depicts staff functions of the organization. The
responsibilities are divided among all authorities who are all accountable to the authority above.

3. Line and Staff – this is the combination of the line and functional kind. It combines the flow of information
from the line structures with the staff departments and service, advise and support them. This is generally
more formal in nature and has many departments.

PNP Staff Directories:

a. Directorate for Personnel e. Directorate for i. Directorate for Police-

and Records Management Comptrollership Community Relations
b. Directorate for Human f. Directorate for Intelligence j. Directorate for Investigation
Resources and Doctrine and Detective Management
Development
c. Directorate for Logistics g. Directorate for Operations k. Directorate for Integrated
Police Operations
d. Directorate for Research h. Directorate for Plans l. Directorate for Information
 and Development and Communications
Technology Management

PNP Operational Support Units:

a. Maritime Group e. Special Action Force i. Civil Security Group

b. Intelligence Group f. Aviation Security Group j. Crime Laboratory Service
c. Police Security and g. Highway Patrol Group k. Narcotics Group
Protection Group
d. Criminal Investigation and h. Police Community
Detection Group Relations Group

The Forensic Science and Police Administration

What is forensic science?

Forensic science is a branch of science that aids in the investigation, solution and prevention of crime.
Forensic science is a broad field that refers to a variety of sciences and technologies used to enforce
the law. This discipline is composed of a cast of criminal justice and scientific professionals, such as experts in
toxicology, pathology, anthropology, computer science and criminalistics.

A. Development of Forensic Science

In 16th-century Europe,
Medical practitioners in army and university settings began to gather information on the cause
and manner of death.
Ambroise Paré, a French army surgeon, systematically studied the effects of violent death on internal
organs.
Two Italian surgeons, Fortunato Fidelis and Paolo Zacchia, laid the foundation of
modern pathology by studying changes that occurred in the structure of the body as the result of disease. In
the late 18th century, writings on these topics began to appear. These included A Treatise on Forensic
Medicine and Public Health by the French physician Francois Immanuele Fodéré and The Complete System of
Police Medicine by the German medical expert Johann Peter Frank.
18th century,
Criminal investigation became a more evidence-based, rational procedure − the use of torture to force
confessions was curtailed, and belief in witchcraft and other powers of the occult largely ceased to influence
the court's decisions. Two examples of English forensic science in individual legal proceedings demonstrate
the increasing use of logic and procedure in criminal investigations at the time.
(Landmark cases)
In 1784, in Lancaster, John Toms was tried and convicted for murdering Edward Culshaw with a pistol.
When the dead body of Culshaw was examined, a pistol wad (crushed paper used to secure powder and balls
in the muzzle) found in his head wound matched perfectly with a torn newspaper found in Toms's pocket,
leading to the conviction.
 In Warwick 1816, a farm laborer was tried and convicted of the murder of a young maidservant. She
had been drowned in a shallow pool and bore the marks of violent assault. The police found footprints and an
impression from corduroy cloth with a sewn patch in the damp earth near the pool. There were also scattered
grains of wheat and chaff. The breeches of a farm labourer who had been threshing wheat nearby were
examined and corresponded exactly to the impression in the earth near the pool.

Forensic Science and Humanitarian Works

The International Committee of the Red Cross (ICRC)
Uses forensic science for humanitarian purposes to clarify the fate of missing persons after armed
conflict, disasters or migration, and is one of the services related to Restoring Family Links and Missing
Persons. Knowing what has happened to a missing relative can often make it easier to proceed with the
grieving process and move on with life for families of missing persons.
Forensic science is used by various other organizations to clarify the fate and whereabouts of persons
who have gone missing. Examples include the NGO Argentine Forensic Anthropology Team, working to clarify
the fate of people who disappeared during the period of the 1976–1983 military dictatorship. The International
Commission on Missing Persons (ICMP) uses forensic science to find missing persons, [95] for example after the
conflicts in the Balkans.
Recognizing the role of forensic science for humanitarian purposes, as well as the importance of
forensic investigations in fulfilling the state's responsibilities to investigate human rights violations, a group of
experts in the late-1980s devised a UN Manual on the Prevention and Investigation of Extra-Legal, Arbitrary
and Summary Executions, which became known as the Minnesota Protocol. This document was revised and
re-published by the Office of the High Commissioner for Human Rights in 2016.
Supplemental Forensic Sciences
Various other life and physical sciences are used to assist police investigations. Specialists approach
the problem from different scientific perspectives, and the results of their investigations can provide police with
a wealth of information about a case.
The following are few of the many supplemental forensic sciences that are usually the main focus of
crime investigation when it is momentarily occurred.

Is a specialty within the field of medical pathology. Forensic pathologists

Forensic pathology conduct an autopsy in cases of violent, unexplained, or unattended deaths,
closely examining the decedent’s wounds, blood, and tissue to ascertain
how he died.

Forensic anthropology Is primarily concerned with the identification of human skeletal remains.
Forensic anthropologists can differentiate animal remains from those of
humans and, given the proper bones, can determine the gender and in
some cases the race of the victim.

Facial reconstruction Combines both art and science. A skull can be used as a foundation and the
face reconstructed with clay. By using charts of specific points
of skin and tissue thickness, scientists can produce a relatively unique face
that can then be used to help identify the decedent.

Is another field that assists police in determining time of death. Insects infest
a corpse at a very predictable rate. Certain insects immediately invade the
Forensic entomology body to feed or to lay eggs, while others will not approach the body until it
has reached a more advanced stage of decomposition.

Examine teeth and bite marks. They can compare the teeth of an
unidentified body with an individual’s antemortem dental X-rays or dental
Forensic odontology molds. They also may tie a suspect to a crime by comparing a bite mark
taken from the crime scene with dental casts taken from the suspect.

Examine plants and plant matter to determine their species and origin. In
some cases, suspects may leave behind plant parts, spores, or seeds that
Forensic botany had adhered to their clothing.

B. Forensic Science in the Administration of Police organization (PNP)

 HISTORY OF PNP-SOCO (FORENSIC SCIENCE)

 National Forensic Science Training Institute

In June of 1972, the Crime Laboratory was established through the directive issued by
National Police Commission Chairman CRISPIN M DE CASTRO.

Training courses in various fields of Forensic Science were offered to students and would-
be investigators of the Philippine Constabulary/Integrated National Police.

On August 1975, pursuant to Presidential Decree 765 and the Headquarters PC/INP Staff
Memorandum Number 20 dated 08 June 1976, personnel of the Crime Laboratory of the Academic Division
of the Integrated National Police Academy were placed under the responsibility of the Integrated National
Police Training Center.

On October 1991, the Crime Laboratory was transferred to Camp Mariano Castañeda in Silang,
Cavite pursuant to RA 6975. On 01 October 1993, it was revitalized and served as a Training Division of
the National Police College. On 03 November of the following year, DILG Circular Nr 93-28 signed by
SECRETARY RAFAEL M ALUNAN III caused the activation and transfer of the Educational and Training
Center under the control and supervision of the Philippine Public Safety College.

DIRECTOR EUGENIO C. CRUZ, JR. became the third Director and first civilian head of NCRTI
during the transition years from 1994 to 1998. POLICE SUPERINTENDENT TEODORO S CRUZ took
command for seven months in 1999. And POLICE SUPERINTENDENT ANDRES Z AGSALDA held the
post for four months between 1999, and 2000. During the incumbency of Dr. Ernesto B. Gimenez, MD., s
president PPSC.

On 2 July 2001, ATTY. RAMSEY LAPUZ OCAMPO assumed office as President of the Philippine Public
Safety College (PPSC). During his incumbency, the following Police Commissioned Officers were designated
NCRTI Directors, namely: PCINSP REDENCION CAIMBON (2000-2001); PCINSP ANGELITO TORRES (2001-
2002); and PSSUPT MARLENE M SALANGAD Ph.D., the current Director.
 PSSUPT MARLENE M SALANGAD Ph.D., the incumbent director, made the great leap
of NCRTI to its present state as premier institution of PPSC in Crime Investigation and
Scientific Crime Detection possible. Her leadership, skill and experience in the field of forensic
science were clearly manifested in the emergence of the PPSC-NCRTI Crime Scene Plaza -
considered as the outdoor laboratory for the investigative training of public safety personnel
from the Philippine National Police; Bureau of Fire Protection; and the Bureau of Jail
Management and Penology. The implementation of the directive to produce proficient crime
investigators in the country issued by President Gloria Macapagal Arroyo gave birth to the
Public Safety Crime Investigation and Detection Course, It also led to the improvement of the
NCRTI facilities, particularly the offices and laboratories as well as the acquisition of
sophisticated equipment. The Forensic Science Department and the Crime Scene Plaza of the
Philippine National Police Academy in Camp Gen. Mariano N. Castañeda, Silang Cavite,
another constituent unit of PPSC, were also developed.

It was also during this year when NFSTI was given a big break. The Institute was given the chance by no
less than Her Excellency President Gloria Macapagal-Arroyo to prove its worth when it was mandated to conduct
the Crime Investigation and Detection Course, more popularly known as CRIDEC.

Innovations were introduced to the Curriculum. The programs of instruction for the three
(3) courses were revised and the latest trends and techniques in scientific investigation were
part of the curriculum to pave the way for a well-rounded, highly competent and proficient crime
investigators. There was no stopping NFSTI, as the focus of development expanded to facilities
and equipment, faculty corps, and leadership and management. The in-house capability of the
institute particularly in the aspect of Scientific Investigation has also been developed while
logistical requirements of the students have been met.

For now, a high standard of training has been set for the CRIDEC Course to ensure quality for the students
and to contribute to the success of criminal prosecution in the country. With the untiring support of the leadership of
PPSC President Dr. Margarita R. Cojuangco, MNSA, NFSTI will soon be at the forefront for the public safety
services.

Training Programs
 Public Safety Traffic Investigation Course (PSTIC)
Designed to provide students with proficiency in traffic investigation and enhance the students in
responding to critical and challenging traffic problems in the country and be knowledgeable of the procedures
and technical aspects of the traffic rules and regulations.
  Public Safety Investigation and Detection Course (PSIDC)
Designed to provide students with proficiency in crime investigation and detection crafted to keep the
graduates of the course abreast with the most recent techniques in crime solution.

 Public Safety Narcotics Investigation Course (PSNIC)

Designed to train and develop skilled investigators to respond to the challenging problems that beset
society on the drug menace both in the local and international community qualifying them as certified narcotics
investigators.

Forensic (Science) Crime Laboratory

What is PNP Crime Laboratory?
The men and women of the PNP Crime Laboratory are committed to the vision of a professional,
dynamic and motivated forensic service providing quality scientific investigation and working in partnership
with the responsive pillars of the Criminal Justice System towards the attainment of equality and justice.

Crime Lab Units:

1. Biology Unit
- Staffed with biologists and Biochemists who identify and perform DNA profiling on dried bloodstains
and other bodily fluids.
2. Firearms Unit
- Examines firearms, discharge units, cartridge cases, shotgun shells, and ammunition of all types.
3. Document Examination Unit
- studies the handwriting and typewriting to ascertain authenticity and or source on questioned
documents.
4. Photography Unit
- Examines and records physical evidence
5. Toxicology Unit
- examine bodily fluids and organs to determine the presence or absence of drugs and poisons.
6. Latent Fingerprint Unit
- Process and examines evidence for latent fingerprints when submitted in conjunction with other lab
examinations.
7. Polygraph Unit
- Also known as lie detector, has come to be recognized as an essential tool of the criminal
investigator than the forensic scientist.
8. Voiceprint analysis Unit
- Investigators may require the skills of the voiceprint analysis unit to tie the voice to a particular
subject.
9. Crime Scene Investigation Unit
- Dispatches especially trained personnel to crime scene to collect and preserve physical evidence
that will later be processed at a crime lab.
10. Forensic Psychiatry
- Specialized area that examines the relationship between human behavior and legal proceedings.
11. Forensic Odontology
- Practitioners help identify victims based on dental evidence when the body is left at an
unrecognizable state.

FAQ
Q: Why Forensic science is essential in police works?
Ans: Forensic Science aids in the investigation, solution and prevention of crime in the police works
since this will lead the investigators to a high percentage solvability of criminal investigation.
Research and Police Administration
A. What do we mean by research?
One impediment to research within police agencies is that it can seem overly demanding. But, in
practice, research does not need to be complex, complicated, mathematical, or statistical.

Research
- It is simply a process of systematic inquiry, generally aimed at either increasing knowledge
(basic research) or solving problems and improving practices (applied research).

Research that might immediately be useful to police practitioners is mainly applied research. Since the
1970s, a substantial amount of applied research has been conducted within and on behalf of the policing field
on a host of topics, including operational effectiveness, community relations, officer stress and safety, and use
of force. Despite the fact that policing studies have become rather common, some of us still misunderstand
research because we equate it to completing a “research” paper in high school or college, which typically
involved summarizing information published in articles and books or found on the internet. Although integrating
existing information and consuming research are very important skills, they are not what we usually mean by
doing research.

It is always important to keep in mind, “What is the question?”

Research is conducted in order to answer a research question — something that is not fully known or
understood and that cannot simply be looked up or “Googled.”

An example research question is “Does assigning a school resource officer (SRO) to a

high school result in fewer crimes being committed in the school?” In the more formal version of
the scientific method, this might be restated as the hypothesis, “High schools with SROs will have
fewer reported Part I crimes than high schools without SROs.” Hypotheses and research
questions serve the same purpose; however, for most people, research questions are a more
naturalofway
1. Types of expressingpolice
agency-based something that we would like to know.
research
Most of the better-known policing studies have been done by academics or organizations such as the
Police Foundation, the Police Executive Research Forum, and the Rand Corporation.

1st dimension of agency-based police research pertains to focus:

Research might be focused internally on administration, management, supervision, leadership,

human resources, policies, procedures, training, and similar matters; or research might be focused
externally on crime, disorder, safety, fear, public trust, and related issues associated with the missions
and functions of policing

2nd dimension of applied research undertaken by police agencies pertains to purpose:

Some research aims to identify, measure, and analyse problems and conditions to better
understand the challenges faced by the agency (often called descriptive research); other research
evaluates, tests, and experiments to determine and improve the effectiveness of agency practices
(often called explanatory or causal research).
 Research focused Research focused
INTERNALLY within the EXTERNALLY on CRIME,
police organization DISORDER, LEGITIMACY
Descriptive research A. Organizational analysis, C. Problem analysis (e.g., crime
identifies, describes, measures, systems analysis analysis, intelligence analysis,
and analyzes problems and traffic analysis)
conditions
Explanatory Research B. Management science, D. Evidence-based policing
evaluates, tests, and continuous improvement
experiments to determine and
improve the effectiveness of
agency practices.
Justification:
Within police agencies, descriptive research (domains A and C) is probably more common than
explanatory research (domains B and D). This is likely because descriptive studies are easier and less
complicated to conduct, but it has also been noted that decision-makers often attach the greatest value
to research that helps them understand the problems and conditions faced by their organizations.

Another observation about these four domains is that the focus of police research seems to
have changed over time. Prior to the 1980s, agency-based police research was mainly internally
focused on administration, management, allocation of resources, and related areas (domains A and, to
some extent, B). Since the 1990s, however, police research seems to have dramatically shifted toward
an external focus (domains C and, to some extent, D).
One final note relates to the current emphasis on evidence-based policing (domain D). It can
certainly be argued that evidence-based policing is ultimately the most important because it is directly
focused on improving the outcomes of policing. However, one can also argue that successful
implementation of evidence-based practices is dependent on research that focuses on improving the
inner workings of police organizations, and that effective targeting of evidence-based practices is
dependent on careful analysis of crime, disorder, and community relations issues. In other words,
learning what works in reducing crime and enhancing police legitimacy will not lead to more effective
policing unless the organization’s members actually change their behavior, nor will progress be
achieved if new strategies are applied to the wrong problems or in the wrong places.

2. Models for conducting agency-based police research

Through time, police agencies have adopted several different models to develop and enhance their
capacity to conduct research:

Contract
Research
Researcher
Research
in the
Partner
Ranks

Models
(Agency-
Research based Police Embedded
Unit Research) Researcher
 Models
A police agency might enter into a contract with an individual or firm to provide a
■ Contract specific research service or product. Contracts are sometimes used to conduct
research an evaluation in conjunction with a grant, to meet some particular technical
requirement, or to satisfy demands for an independent and objective external
review.
A police agency might enter into a partnership, typically with a local college or
university, for the provision of research services. Although this may often involve
■ Research a contract, it is generally thought to be somewhat more of a relationship than
partner strictly a business deal. Recent studies have found that about one-third of larger
police agencies have had some kind of research partnership, but most are short
term rather than long term.
A few police agencies have hired researchers, either full or part time, not simply
■ Embedded to conduct one study but also to provide an ongoing, high-level research
researcher capacity. Police departments taking this approach have included Indianapolis,
Boston, and Redlands, California. An alternative, “flipped” approach has been to
embed police practitioners into research organizations.
A police agency might have a unit staffed with sworn officers or civilian
personnel, or both, that is assigned the task of conducting research. At one time,
planning and research units were considered critical indicators of
■ Research unit professionalism in larger police agencies. However, as a result of dramatic
developments in information technology, along with the introduction of the crime
analysis and intelligence analysis functions, the word “research” seems to have
become less popular among police units. It is not clear whether this indicates
that less research is being done within agencies, or if it is simply a change in
semantics.
A current phenomenon associated with evidence-based policing is experiments
conducted by working police officers, often in conjunction with the officers’
graduate education. This is not an entirely new practice. Police personnel
■ Researchers completing master’s theses and even doctoral dissertations have been relatively
in the ranks common since the 1970s, but it is suspected that some of the studies being done
by police officers today have a higher profile and may have a more immediate
impact. Not unlike their predecessors, though, these officers are sometimes
“prophets without honor in their own lands” — that is, their research is frequently
recognized elsewhere but not within their own police departments.

B. Research in Police Administration (Philippine National Police)

 Directorate for Research and Development (DRD-PNP)

DRD HISTORY:
Research is a very broad human activity embracing various aspects of man's existence. It is practically
a “conception resurrection” concept that deals with all the branches of knowledge. Research work, however,
may be limited depending upon the scope of the study being conducted. In law and justice, a research may be
undertaken to redefine police as role as some legal adjustments are made to adapt to social change. In law
enforcement, research may be done to resolve ethical problems within police agencies. The most common
problem areas being explored are in the organizational frontiers, behavioral patterns, processes and
procedures and value system.

LEGAL BASES OF DRD:

- Establishes the Philippine National Police under a reorganized Department of
the Interior and Local Government Section 25, Chapter III thereof provides for
Republic its organization. Section 30, Rule VII of the Implementing Rules and
 Act 6975 Regulations of the Act, provides that “the Chief of the PNP shall, within sixty
(60) from the effectivity of the Act and in accordance with the broad guidelines
set forth therein, recommend the organizational structure and staffing pattern
of the PNP to the National Police Commission”.
- In its resolution numbered 92-36, approved the revised organizational
NAPOLCOM structure of the PNP on October 11, 1993, by virtue of NHQ, PNP, General
Orders No. 834. PCSUPT MILTON F TIBURCIO was designated as the
Director of the Directorate for Research and Development.
ACTIVATION:
The Directorate for Research and Development was activated on 1 November 1993 and became
operational on 16 January 1994 imbibing a conspicuous role in PNP organizational which is to conduct
research studies pertaining to criminalistics equipment and investigative equipment / materials,
communication-electronics and transportation, weapons and clothing for effective and efficient maintenance of
law and order and public safety function and to uphold the furtherance of self-reliant development projects of
the PNP.

DIVISIONS OF DRD:
 Research and Development Center

Policies Plans and Programs Division

Functions
1. Undertake program development, monitoring and evaluation of Research and Development plans and
programs of the PNP and recommend necessary amendment thereof.
2. Formulate and implement policies and on matters falling under the area of concerns of DRD.
3. Consolidate and review all DRD researchers and studies.
4. Conduct research and develop project proposals for the PNP Research and Development Center (PNP-
RDC).
5. Responsible in undertaking programs and activities of the Directorate for Research and Development in
complying with the requirements of the different PNP Strategic programs.
6. Act as Assistant Secretariat of the UNiforms and Equipment Standardization Board (UESB) and as Head of
Secretariat of Test and Evaluation Board, Test Parameters Board and Task Force “Bantay Bihis”.
7. Perform other tasks as directed by the Director, DRD.

PNP Ethical Doctrine: Ethics of Police Service

PROFESSIONAL CONDUCT AND ETHICAL STANDARDS
A. Standard of Police Professionalism
PNP members shall perform their duties with integrity, intelligence and competence in the application of
specialized skill and technical knowledge with excellence and expertise.

Police Professional Conduct:

Commitment to Democracy. Uniformed PNP members shall commit themselves to the democratic way of life
and values and maintain the principle of public accountability. They shall, at all times, uphold the Constitution
and be loyal to our country, people and organization above their loyalty to any person.

Commitment to Public Interest. PNP members shall always uphold public interest over and above personal
interest. All government properties, resources and powers of their respective offices must be employed and
used effectively, honestly and efficiently, particularly to avoid wastage of public funds and revenues. PNP
members must avoid and prevent the “malversation” of human resources, government time, property and
funds.

Non-Partisanship. PNP Members shall provide services to everyone without discrimination regardless of party
affiliation in accordance with existing laws and regulations.

Physical Fitness and Health. PNP members shall strive to be physically and mentally fi t and in good health
at all times. Toward this end, they shall undergo regular physical exercises and annual medical examination in
any PNP hospital or medical facility, and actively participate in the Physical Fitness and Sports Development
Program of the PNP

Secrecy Discipline. PNP members shall guard the confidentiality of classified information against
unauthorized disclosure, including confidential aspects of official business, special orders, communications and
other documents, roster or any portion thereof of the PNP, contents of criminal records, identities of persons
who may have given information to the police in confidence and other classified information on intelligence
material.

Social Awareness. PNP members and their immediate family members shall be encouraged to actively get
involved in religious, social and civic activities to enhance the image of the organization without affecting their
official duties.
Non-Solicitation of Patronage. PNP members shall seek self-improvement through career development and
shall not directly or indirectly solicit influence or recommendation from politicians, high-ranking government
officials, prominent citizens, persons affiliated with civic or religious organizations with regard to their
assignments, promotions, transfer or those of other members of the force, nor shall they initiate any petition to
be prepared and presented by citizens in their behalf. Moreover, they shall advise their immediate relatives not
to interfere in the activities of the police service particularly in the assignment and reassignment of personnel.

Proper Care and Use of Public Property. PNP members shall promote and maintain sense of responsibility
in the protection, proper care and judicious disposition and use of public property issued for their official use or
entrusted to their care and custody just like “a good father of the family”. When the Commander/ Director is
relieved from his post, all properties/equipment belonging to the government must be turned-over to the
incoming. A committee for the purpose shall be proper. Hence, it is a taboo for outgoing Commander/Director
to detach, remove and bring home or to his new assignment properties which do not personally belong to him.

Respect for Human Rights. In the performance of duty, PNP members shall respect and protect human
dignity and uphold the human rights of all persons. No member shall inflict, instigate or tolerate extra-judicial
killings, arbitrary arrests, any act of torture or other cruel, inhuman or degrading treatment or punishment, and
shall not invoke superior orders or exceptional circumstances such as a state-of-war, a threat to national
security, internal political instability or any public emergency as a justification for committing such human rights
violations.

Devotion to Duty. PNP members shall perform their duties with dedication, thoroughness, efficiency,
enthusiasm, determination, and manifest concern for public welfare, and shall refrain from engaging in any
activity which shall be in conflict with their duties as public servants.

Conservation of Natural Resources. - PNP members shall help in the development and conservation of our
natural resources for ecological balance and posterity as these are the inalienable heritage of our people.

Discipline. PNP members shall conduct themselves properly at all times keeping with the rules and
regulations of the organization.

Loyalty. PNP members shall be loyal to the Constitution and the police service as manifested by their loyalty
to their superiors, peers and subordinates as well.
Obedience to Superiors. PNP members shall obey lawful orders and be courteous to superior officers and
other appropriate authorities within the chain of command. They shall readily accept whenever they are
assigned anywhere in the country. Therefore, it is taboo for any personnel to petition in court or in any public
forum his assignment.

Command Responsibility. In accordance with the Doctrine on Command Responsibility, immediate

Commanders/Directors shall be responsible for the effective supervision, control and direction of their
personnel and shall see to it that all government resources shall be managed, expended or utilized in
accordance with laws and regulations and safeguard against losses thru illegal or improper disposition.

B. Ethical Standards
Ethical standards shall refer to established and generally accepted moral values. Ethical acts to be
observed are the following:

Morality. PNP members shall adhere to high standards of morality and decency and shall set good examples
for others to follow. In no instance during their terms of offi ce, among other things, shall they be involved as
owners, operators, managers or investors in any house of ill-repute or illegal gambling den or other places
devoted to vices, nor shall they patronize such places unless on offi cial duty, and tolerate operations of such
establishments in their respective areas of responsibilities. They shall be faithful to their lawfully wedded
spouses.

Judicious Use of Authority. PNP members shall exercise proper and legitimate use of authority in the
performance of duty.

Integrity. PNP members shall exercise proper and legitimate use of authority in the performance of duty.
Justice. PNP members shall strive constantly to respect the rights of others so that they can fulfi ll their duties
and exercise their rights as human beings, parents, children, citizens, workers, leaders, or in other capacities
and to see to it that others do likewise.

Humility. PNP members shall recognize the fact that they are public servants and not the masters of the
people and towards this end, they shall perform their duties without arrogance. They shall also recognize their
own inadequacies, inabilities and limitations as individuals and perform their duties without attracting attention
or expecting the applause of others.

Orderliness. PNP members shall follow logical procedures in accomplishing tasks assigned to them to
minimize waste in the use of time, money and effort.

Perseverance. Once a decision is made, PNP members shall take legitimate means to achieve the goal even
in the face of internal or external diffi culties, and despite anything which might weaken their resolve in the
course of time.

C. POLICE OFFICER’S PLEDGE PRINCIPLES AND CONDUCT OF LAW ENFORCEMENT OFFICIALS

The Police Officer’s Pledge

I will love and serve God, my country and people.

I will uphold the Constitution and obey legal orders of the duly constituted authorities.
I will oblige myself to maintain a high standard of morality and professionalism.
I will respect the customs and traditions of the police service; and
I will live a decent and virtuous life to serve as an example to others.

D. Fundamental Principles
The rigid application of fundamental principles in police work is necessary to avoid human rights
violation and maintain respect of the profession. Thus, PNP members have the following responsibilities:
 a. To prevent and control crime, disorder and oppression by influential/ political groups, abusive
soldiers and policemen, tyrannical policeman and decadent society.
b. To recognize that the fulfillment of its functions is dependent upon community approval of its
existence, and on its ability to obtain and maintain responsive support and participative
cooperation.
c. To recognize that in order to secure and maintain the approval, support and cooperation of the
public, it has a collateral responsibility of securing the willing assistance of the public in the task
of securing observance of law.
d. To recognize that when the community cooperates and assists the police, it diminishes
proportionately the need for the use of physical force and compulsion in achieving law
enforcement objectives.
e. To seek and preserve public favor, not by soliciting public opinion, but by constant
demonstration of impartiality by ready offering of individual service and congeniality to all
members of the community without regard to their wealth, friendship, social standing and race;
and by ready offering of individual sacrifice and to some extent the sacrifice of relatives.
f. To use physical force only when the exercise of persuasion, advice and warning is found to be
insufficient in the pursuit of law observance or to restore order, and shall resort only to the
minimum degree of physical force necessary on any particular occasion in achieving law
enforcement objectives.
g. To constantly maintain wholesome relationship with the community that gives reality to the
historic tradition that the police is the people and the people is the police; police officers are
members of the community who are paid to render public safety services due upon every
citizen, endearing the principle that a public office is a public trust.
h. To recognize the need for strict adherence to the law, refrain from usurping the powers and
authority of the judiciary in avenging individuals, judging guilt and punishing the guilty
i. To recognize that the test of police efficiency is the absence of crime and disorder, not the
visible evidence of law enforcement action in dealing crime and disorder; enshrine the principle
that crime prevention is better than crime solution; measure is better than countermeasure.
j. To recognize that the test of law enforcement integrity is the presence of personal moral
responsibility exemplified by virtuous behavior and non-compromising law enforcement officer.
k. To recognize that the achievement of a professional service depends principally upon the
constant development of police education and training, research and planning and exercise.
l. To recognize that the stability of the Republic, the continuity of sovereignty and strength of
democracy depend upon a police organization that is constantly aware of the sensitive balance
between individual freedom and collective security; ever-alert to the dangers of extralegal or
immoral procedures; and never compromise principle in favor of evil means to attain the good
ends.
m. To recognize the ever-magnificent principle: Love God, honor the government and respect the
people.
n. To recognize that “the people is the peace maker, the police is the peace keeper and the local
government is the peace preserver.” If he goes beyond and above of his role, he must observe
the three (3) C’s in internal and external relations-consult, coordinate and cooperate.

E. Code of Conduct for Law Enforcement Officials:

This Code of Conduct for Law Enforcement Officials was adopted by United Nations General Assembly
Resolution 34/169 of December 17, 1979.
a. Law enforcement official shall at all times fulfill the duty imposed upon them by law, by serving the
community and by protecting all persons against illegal acts, consistent with the high degree of responsibility
required by their profession.
b. In the performance of their duty, law enforcement officials shall respect and protect human dignity and
maintain and uphold the human rights of all persons.
c. Law enforcement officials may use force only when strictly necessary and to the extent required for the
performance of their duty.
d. Matters of confidential nature in the possession of law enforcement officials shall be kept confidential, unless
the performance of duty or the needs of justice strictly require otherwise.
e. No law enforcement official may inflict, instigate or tolerate any act of torture or other cruel, inhuman or
degrading treatment or punishment, nor may any law enforcement official invoke superior order or exceptional
circumstances such as a state of war, a threat to national security, internal political instability or any other
public emergency as a justification of torture or other cruel, inhuman or degrading treatment or punishment.
f. Law enforcement officials shall ensure the full protection of the health of persons in their custody and, in
particular, shall take immediate action to secure medical attention whenever required.
g. Law enforcement officials shall not commit any act of corruption. They shall also rigorously oppose and
combat all such acts.
h. Law enforcement officials shall respect the law and the present Code. They shall also, to the best of their
capability, prevent and rigorously oppose any violation of them.

Law enforcement officials who have reason to believe that a violation of the present Code has occurred
or is about to occur shall report the matter to their superior authorities and, where necessary, to other
appropriate authorities or organs vested with reviewing or remedial power.

FAQ
Q: Why is it important for police officers to have ethics?
Ans: Because ethical conduct greatly impacts public trust, law enforcement agencies must closely examine
their policies, reward systems, and training to ensure that their agency fosters a culture of firm ethical values.

Q: Why do we need ethics?

Ans: We need to be ethical because it defines who we are individually and as a society. These are norms of
behavior that everyone should follow. Our society might fall into chaos if we accept that each of us could pick
and choose what the right thing to do is.