SUBJECT: LAW ENFORCEMENT Five Core Filipino Values

ADMINISTRATION – CHARACTER FORMATION

Based on Dr. Mina Ramirez, five core Filipino
Patriotism and Nationalism values based on basic aspiration.
• Magpasalamat – based on aspiration of
Character Formation Filipinos to pamumuhay (life) and pananalig
Is the process by which the individual, through sa Dyos at kapwa (God and people faith)
interaction of biologically transmitted predisposition • Matatag – This is based on Filipino’s
with the environment, develops stable pattern of kaayusan or order aspiration
functioning, thinking and feeling, • Masigasig – This is based on the
kasaganaan and ginhawa aspiration.
Contributing Factors of Character Formation • Mapagmalasakit – This compassion allows
• Parental Influence us to assist others without in exchange
• Home Environment asking or anything
• School Environment • Magalang
• Culture
Patriotic Symbols
Filipino Character (Positive Traits)
• Hospitality The Philippine Flag
• Respect • Symbol of nations independence
• Strong Family Ties and Religion • Symbol of of our country, the Philippine
• Generosity and Helpfulness Republic
• Strong Work Ethics
• Loving and Caring Hoisting and Proper Display
The Flag shall be displayed everyday
Filipino Character (Negative Traits) throughout the year;
• Fatalism • Public Buildings
• Manana Habit • Official Residences
• Crab Mentality • Public Plazas
• Hypocrisy • Institution of learning
• Ningas Cogon
• Gossiping The Flag shall be permanently hoisted;
• Malacañang Palace
Pagkataong Pilipino (Filipino Personhood) • Congress and Supreme Court building
• Rizal Monument, Aguinaldo Shrine,
A theory of Virgilio Enriquez (1989), describes the Baraoisan Shrine
personality of the Filipino. • Libingan ng mga Bayani
• International Ports of entry
Surface Value
• Accomodative Surface Value – pertains to Flag-Raising Ceremony
hiya, utang na loob, and pakikisama. • All government offices and educational
• Associated Behavioral Pattern – biro, institutions shall henceforth observe the flag
lambing, and tampo. raising ceremony every Monday morning
• Confrontative Surface Value – bahala na, and flag lowering ceremony every Friday
lakas ng loob, and pakikibaka. afternoon

Core Values Half Mast

• Kapwa • Sign of mourning
• Pakiramdam • Act on the day of the official announcement
• Kagandahang loob of the death of any of the following;
1. President or a former President, for
Societal Values ten (10) days;
• Karangalan 2. Vice-President, Chief Justice, Senate
• Katarungan President, Speaker of House of
• Kalayaan Representative, seven (7) days
Commemoration
• December 30 – Rizal Day
• November 30 – Andres Bonifacio Day
• August 26 (Cried of Pugad Lawin, 1986) –
National Heroes Day
• June 12 – Independence Day
• May 28 – June 12 – National Flag Day
• April 9 – Araw ng Kagitingan
Leadership, Decision Making, Management and
Administration
Self Concept
Is how we perceive our behavior, abilities, and
unique characteristics;
It is how someone thinks about, evaluates or
perceives themselves.
Self Concept Theories
Michael Lewis’ Two Aspect of Development of
Self Concept
• Existential Self
• Categorical Self
Carl Rogers Self Concept Theory
Leon Festinger’s Social Comparison Theory
Social comparison process involves people
coming to know themselves by evaluating their
own attitudes, abilities, and traits in
comparison with others.
• Upward Social Comparison
• Downward Social Comparison
Self Determination Theory
It posits that there are two main types of
motivation and that both are powerful forces in
shaping who we are and how we behave (Deci,
E. L., Ryan, R. M., 2008)
• Extrinsic Motivation
• Intrinsic Motivation
Three Basic Need (Deci, E., Ryan, R., 1991)
• Autonomy – It is the need to
control the course of their lives
• Competence – It is the need to be
effective in dealing with the
environment
• Relatedness – It is the need to
have a close, affectionate
relationship to others.
Self Leadership
Is the practice of intentionally influencing one’s
personal thinking, feeling and action towards
personal objective.
Is the ability of an individual or a group of
individuals to influence and guide the followers
or other members of an organization.
Organization Leadership – refers to
overreaching field of a person strategically
guiding, managing a group of people to meet a
common goal.
Management – is the ability to control day-to-
day process and keep employees on track to
achieve a goal of an organization.
NOTE: Leadership is an essential part of
effective management
Four Factor of Leadership:
• Leader
• Follower
• Communication
• Situation
Theories of Leadership
Great Man Theory of Thomas Carlyle
It posited that great leader are born, not made.
These individual come into the world possessing
certain characteristics and traits not found in all
people.
Spencer’s Leadership Theory of Herbert
Spencer
Before a “great man” could shape and build his
society, the same society had to shape and build
him.
Leadership Trait Theory of Francis Galton
Claims that certain individuals have special innate
or inborn characteristics or qualities that makes
them leaders.
• Adaptability and Flexibility;
• Understanding followers and their needs;
• Eagerness to Accept Responsibility; and
• Capacity to motivate others.
• Delegating
Followers Maturity Level – right style of
leadership depends greatly on the maturity
level of the individual or group.
Its either M1, M2, M3, and M4.

Behavioral Theory
This theory focuses on the action of leaders rather
than on their personal qualities. (Akpa, Asikhia, and
Adedeji, 2022)

Leadership Style

Refers to a leader’s characteristic behavior when

directing, motivating, guiding, and managing group
of people.
Three Classical Leadership Style by Kurt Lewin
• Authoritarian Leadership – This style of
leadership is strongly focused on both
command by the leader and control of
followers.
• Participative Leadership – Leader offer
guidance to group members, but they also Power of a Leader
participate in the group and allow input from
other group member. According to John French and Bertram
• Delegative Leadership – Leaders offer Raven in their The Base of Social Power
little or no guidance to group members and (1959):
leave the decision making up to the group • Coercive Power;
members. • Reward Power;
• Legitimate Power;
• Referent Power;
Two Distinct Styles of leadership as to the • Information Power; and
study of University of Michigan. • Expert Power
• Employee-Oriented Leadership – It
emphasized interpersonal relation, taking a Management
personal interest in the needs of their
employees and accepting individual Is a set of principles relating to the function of
differences among team members. planning, organizing, directing, and controlling,
• Production-Oriented Leadership – It and the application of these principle in
emphasized the technical or task aspect of harnessing physical, financial, human, and
the job and sees team members as a informational resources efficiently and
means to an end. effectively to achieve organizational goals.

Situational Leadership by Paul Hersey and Administration – Is the systematic process of

Ken Blanchard administering the management of an
Proposes that leaders choose the best course organization.
of action based upon the situational factors;
different situations require different leadersip Levels of Management
style.
• Telling Top-level Managers – These managers are
• Selling responsible for controlling and overseeing the
• Participating entire organization.
Middle-level Managers – They are
accountable to the top management for their
department’s function.
Low-level Managers – Having a responsibility
off guiding and supervising employees on day
to day activities and assigning employees task
Theories in Management
Scientific Management (Frederick Taylor,
1856 – 1915)
• It is focused on methods of increasing
worker productivity.
• Taylor believed that workers are motivated
primarily by economic rewards.
• If workers were taught the best procedures,
with pay tied to output, they would produce
the maximum amount of work.
Hawthorne Study (Elton Mayo)
• It suggests that when special attention is
paid to employees by management,
productivity is likely to increase regardless
of changes by management. This
occurrence is called as “Hawthorne Effect”.
Theory X and Y (Douglas McGregor, 1960)
Theory X
• Management assumes employees are
inherently lazy and will avoid work if they
can and that they inherently dislike work.
Theory X
• Assumes employees may be ambitious and
self-motivated and exercise self-control.
Functions of Management
Planning – is the first task of managers, and
forms the basis of which all other task are
derived.
Characteristic of Planning;
• Planning is goal oriented
• Planning is looking ahead
• Planning is intellectual process
• Planning involved choices and decision
making
Factors the affect planning;
• External Factors – This includes shortage
of resources
• Internal Factors
Organizing – is a process of creating structure
for the organization that will enable the various
players to work together effectively towards its
objective.
Organizational Structure – is the basic
framework of formal relationship among
responsibilities, task, and people in the
organization.
Basic Principle of Organizing;
• Division of work and specialization
• Departmentation
• Chain of Command
• Unity of Command
• Span of Control
Staffing – It involves the process of recruiting,
training, developing, compensating and
evaluating employees.
• Recruitment
• Selection
• Placement
• Training and Development
• Remuneration
• Performance Appraisal
• Promotion and Transfer
Directing – Is the interpersonal aspect of
management which deals directly with
influencing, guiding, supervising, motivating
subordinate for the achievement of
organizational goal.
Controlling – is the measurement and
correction of performance activities of man
power.
Performance Standard – are the expression of
management approved performance
thresholds, expectations, and requirement that
are to be met.
Timing of Controls
• Feedback Controls – it occurs after an
activity or process is completed
• Proactive Control – Involves anticipating
trouble, rather that waiting for a poor
outcome.
• Concurrent Controls – Monitoring takes
place during the process or activity.

Decision Making

Is a process of making choices by identifying a

decision, gathering information, and assessing
alternative resolution.

Types of Decision
• Programmed Decision – refers to a
decision that do not have major
consequence or even require a lot of
thought
• Non-Programmed Decision – refers to a
decision that are require concius thinking,
information gathering and careful
consideration of of alternatives.

Categories of Decision
• Strategic Decision
• Tactical Decision
• Operational Decision

Steps in Effective of Decision Making;

• Step 1: Identify Decision
• Step 2: Gather Relevant Information
• Step 3: Identify Alternatives
• Step 4: Weigh the Evidence
• Step 5: Choose Among Alternatives
• Step 6: Take Action
• Step 7: Review the Decision and its
Consequence