YLLANA BAY VIEW COLLEGE

“The builder of future Leader”

Enerio St. Balangasan Dist., Pagadian City
Study Notes in LEA 1

Policing- It refers to the activities carried out by the police officers in order to preserve law and order or the
actions of a person or group in authority in order to ensure fairness and legality in an area of public life.

Policing Approaches or Models

1. Reactive Policing
- It is sometimes known as the Fire Brigade Policing or Incident Driven Policing. This policing involves
following up on civilian calls notifying problems.
2. Proactive Policing
- It is the practice of deterring criminal activity by showing police presence and engaging the public to
learn their concerns, thereby preventing crime from taking place in the first place.
3. Problem-Oriented Policing
- This policing identifies a repeated problem and then setting out to devise a solution. This can involve
traditional reactive techniques, but may also require innovative and cross- institutional work or be
tied to community policing initiatives.
4. Evidenced- based Policing
- This policing tries to seriously evaluate policing activity and perhaps using properly designed trials
to see “what works” to reduce crime or to respond to community needs. It seeks to improve policing
efficiency by formulating policy on the basis of the outcomes of evaluation of research.
5. Intelligence- led Policing (ILP)
- It is a policing model built around the assessment and management of risk. Intelligence officers
serve as guides to operations, rather than operations guiding intelligence.
6. Team Policing
- This approach emphasized the delivery of round-the-clock decentralized patrol services by a team of
officers, usually under the direction of a sergeant or lieutenant, in a specific geographic area.
7. Community (Oriented) Policing (CP/COP).
- Also term as Neighborhood Policing, it emphasizes proactive enforcement that proposes street crime
which can be reduced through greater community involvement and integration between citizens and
police.
SARA Model of Community Policing
- The SARA Model is a department’s approach to community policing agencies consists of four
components of the problem-solving process: scanning, analysis, response and assessment (SARA).

a. Scanning. It means that crimes should be identified.

b. Analysis. It means that crime patterns should be synthesized to develop a well-defined problem.
c. Response. It means that based on careful analysis by working with the community and businesses, a
crime reduction strategy is developed and introduced to address the identified problems.
d. Assessment. It means that the response is evaluated to see if the crime- reduction strategy was effective
at solving or reducing the problem.
8. Zero- Tolerance Policing
- It is one which imposes strict punishment for infractions of a stated rule, with the intention of
eliminating undesirable conduct.
Note: The origin of the policy lies in the theory of broken windows expounded by James Q. Wilson and George Kelling in
1982. They suggested that a great deal of crime is simply a response to visible sign of disorder.

9. Predictive Policing
- It refers to the usage of mathematical, predictive analytics, and other analytical techniques in law
enforcement to identify potential criminal activity. This method falls into four general categories:
methods for predicting crimes, methods for predicting offenders, methods for predicting perpetrators
identifies, and methods for predicting victims of crime.
Theories of Police Service
1. Home Rule Theory
 Police are considered servants of the community.
 Effectiveness of the policemen in their functions depends on the express wishes of the people.
  Policemen are civil employees whose primary duty is the preservation of the public peace and
security.
2. Continental Theory
 Policemen are considered servants of a higher authority
 Ordinary people have a little or no share in all of the police duties, nor have any direct
connection with the police functions.
Concepts of Police Service
1. Old Concept
 Police is looked upon as a repressive machinery of the government.
 Punishment which is throwing more people in jail rather than keeping them out of jail, is sole
instrument of crime control.
 The yardstick of police efficiency is more arrest. Thus, the job of the police is to arrest and put
people in jail rather than keep them out of jail.
2. Modern Concept
 Police is an instrument for crime prevention.
 It is not only focused on criminal apprehension but in includes social services.
 Objective of the police is to promote the welfare of the individual citizen as well as the society in
general.
 The yardstick of police efficiency is the absence of crime.

Traditional Organizational Theories

a. Theory of Organization (Luther Gullick)
1. Planning – It is the act of knowing what to do and how to do it. It is the basic process of selecting
goals and determining how to achieve them.
Types of Plans
 Policy or Procedural Plans – Standard operating procedure shall be planned to guide members in
routine field operations and in some special operations in accordance with the ff. procedures: This is
specifically referred to:
a. Office Procedures- the two principal office procedures are records division operation and reporting
regulations. The records division operation makes important an assurance that each task is performed
in the manner prescribed. On the other hand, reporting regulations assist the office on what forms are
to be used for a particular purpose, the number of copies to be made and where they are to be routed.
b. Field Procedure- They are intended to be used in all situations of all kinds and serves as a guide to
officers in the field on procedures that relate to the following:
 Reporting
 Dispatching
 Raids
 Arrests
 Stopping suspicious persons
 Receiving complaints
 Patrolling
 Conduct of investigation of crimes
c. Headquarter Procedures- Usually found on the duty manual because they pertain to the
responsibility of one person or one class of persons. Procedures that involve coordinate action on
activity on activity of several offices shall be established separately. (Ex: The use of phone, use of
police devices, dispatching process)
d. Special Operating Procedures- included in such guidelines are crime scene search, preservation
and investigation, dissemination of information concerning wanted persons, organization and
operation of police support units and the like.
 Tactical Plans – These are the procedures for coping with specific situations at known locations.
Included in this category are plans for dealing with an attack against the buildings with alarm systems
and an attack against police headquarters by law less elements. (Ex: For blockades, jail emergencies,
special community events, large meetings, athletic contests, parades or religious celebrations.)
 Operational Plans – These are plans for operations of special divisions like the patrol, detectives,
traffic, fire and juvenile control divisions. Operational plans shall be prepared to accomplish each of the
primary police tasks:
 Patrol Division
  Investigation Division
 Traffic Control Division
 Vice Control Division
 Juvenile Control Division
Operational Plans composed of:
 Regular Operating Programs (Plans)- they are designed primarily to meet every day, year-
round needs
 Meeting Unusual Needs- refers to the result of intermittent and usually unexpected variations in
activities that demand police attention.
 Extra- Departmental Plans – The active interest and participation of individual citizen is to vital to the
success of the integrated police programs that the police shall continuously seek to motivate, promote
and maintain an active public concern in its affairs. Plans shall be made to organize the community to
assist in the accomplishment of objective in the field of traffic control, organized crime and delinquency
prevention.
 Management Plans – Plans of management shall map out in advance all operations involved in the
organization management or personnel and material and in the procurement and disbursement of money,
such as the following:
 Budget Planning
 Accounting Procedures
 Specification and Purchasing procedures
 Personnel Management
 Organizational Plans
2. Organizing – The establishment of the formal structure of authority through which work
subdivisions are arranged, defined and coordinated for the defined objective. It is the process of
making the organizations fit with its objectives, its resources and its environment.
3. Staffing – It is the filling and keeping filled positions in the organizational structures. This is done
by identifying work force requirements, inventorying the people available, recruiting, placing
personality, promoting, appraising, compensating, and training of personnel.
4. Directing – It is the process of giving orders, commands, directives or instructions to personnel in
order to rule or guide them in knowing or telling what to do, where to go, etc. in accordance with the
goals and objectives of the organization.
5. Coordinating – It is the manner of integrating the different elements within or outside the
organization into an efficient and harmonious relationship, thus making them work together or fit
with each other.
6. Reporting – keeping those to whom the executive is responsible informed as to what is going on,
which thus includes keeping himself and his subordinates informed through records, research and
inspection.
7. Budgeting – It is the management of income and expenditures within the organization.
b. Bureaucratic Management (Max Weber)
1. Hierarchy – each lower office is under the control and supervision of a higher one. There is right of
appeal and of statement of grievances from the lower to the higher.
2. Division of Labor – It is based on a “specified sphere of competence”.
3. Rational Rules – applied uniformly throughout the organization.
4. Record – administrative acts, decisions and rules are put into writing.
5. The “rights” associated with a position are the property of the office and not the officeholders.
6. Merit – employees are appointed and promoted on the basis of qualifications and special training.
7. Maintenance of impersonal relationships, because rational decisions can only be made objectively
and without emotions.
c. Scientific Management (Frederick Taylor)
- It is a theory of motivation in which employees will be guided in their actions by what is in their
economic self-interest.
d. Administrative Theory (Henry Fayol)
1. Division of work or Specialization
2. Authority and responsibility – the right to give orders and the power to extract obedience.
Whoever exercises authority has responsibility.
3. Discipline – in essence the obedience, application, energy and behavior, and outward marks of
respect in accordance with the standing agreement between the organization and its employees.
4. Unity of command – with an employee receiving orders from only one supervisor.
 5. Unity of Direction – with one head and one plan for a group of activities having the same objectives
– unity of command cannot exist without unity of direction.
6. Subordination of individual interest to the general interest – the interest of an individual or a
group of employees does not prevail over the concerns of the organization.
7. Renumeration of Personnel – to be fair to the employee and employer.
8. Centralization – the objective is to pursue the optimum utilization of the capabilities of personnel.
9. Scalar Chain – the chain of superiors ranging from the ultimate authority to the lowest ranks, often
referred to as the chain of command.
10. Order – material and human resources should be in the right place at the right time, and individuals
should be in the jobs or positions most suited for them.
11. Equity – employees should be treated with kindness and justice
12. Stability of Tenure of Personnel – an employee needs time to adjust to a new job reach a point of a
very satisfactory performance; high-over should be avoided.
13. Initiative – the ability to conceive and execute a plan should be encouraged and developed at all
levels of the organizations.
Organizational Principles
1. Work Specialization
- It is sometimes called division of labor. It is the degree to which organizational tasks are divided into
separate jobs. Employees within each department perform only the task related to their specialized
function.
2. Chain of Command
- It is an unbroken line of authority that links all person in an organization and defines who reports to
whom. This chain has two underlying principles: unity of command and scalar principle.
3. Unity of Command
- This principle states that an employee should have one and only one supervisor to whom he or she is
directly responsible. No employee should report to two or more people.
4. Scalar principle
- This principle refers to a clearly defined line of authority that includes all employees in an
organization. The classical school of management suggests that there should be a clear and unbroken
chain of commanding linking every person in the organization with successively higher levels of
authority up to and including the top manager.
5. Authority
- It is the formal and legitimate right of a manager to make decisions, issue orders, and allocate
resources to achieve organizationally desired outcomes.
Organizational authority has three important underlying principles:
1. Authority is based on the organizational position, and anyone in the same position has the same
authority.
2. Authority is accepted by subordinates. Subordinates comply because they believe that managers have a
legitimate right to issue orders.
3. Authority flows down the vertical hierarchy. Positions at the top of the hierarchy are vested with more
formal authority than are positions at the bottom.
Authority comes in three types:
 Line Authority – gives the right to direct the work of his or her employees and make many decisions
without consulting others.
 Staff Authority – supports line authority by advising, servicing, and assisting, but this type of authority
is typically limited. The department head may also give assistant the authority to act, such as the right to
sign off on expense reports or memos.
 Functional Authority – It is an authority delegated to an individual or department over specific
activities undertaken by personnel in other departments.
6. Delegation
- It is the downward transfer of authority from a manager to a subordinate.
7. Span of Control
- Sometimes called span of management. It refers to the number of workers who report to one
manager.
Principles of Police Organization
1. Principle of Unity Objectives
- Every police officer should play a part in the attainment of the objectives of the police organization.
2. Principle of Organizational Efficiency
- This principle requires that, in order that the PNP organization is effective, it must be structured in a
certain manner to accomplish the objectives with a minimum cost.
3. Scalar principle
- This principle requires a vertical hierarchy of an organization which defines the unbroken chain of
units and command from top to bottom describing explicitly the flow of authority.
a. Unity of Command – It states that a group of police officers should only be under the control of one
superior or ranking police officer.
b. Span of control – It states that a senior police officer should be provided with men not more than
what he can effectively direct.
c. Delegation of Authority – A superior officer must designate some of his immediate subordinates to
exercise a part of his administrative power. However, the power passed on by the superior officer
carries an appropriate responsibility.
4. Functional principle
- It states that a group of police officer should only be under the control of one superior or ranking
police officer.
5. Line and Staff principle
- It implies a system of varied functions arranged into a workable pattern.
- It states that operational units are responsible for the direct accomplishment of the objectives while
the administrative units are responsible for support or advisory functions that facilitate the capacity
of the operational units.
6. Principle of Balance
- Application of the principles of organization must be balanced to ensure the effectiveness of the
patrol force in accomplishing its objectives.
7. Principle of Absoluteness of Responsibility
- It states that the responsibility for performance of the deputy chief to the chief of police is absolute
(unconditional) and vice versa, and that the chief of police cannot escape his accountability on the
activities performed by his subordinates.
8. Principle of Flexibility
- It states that there is higher tendency that the PNP can fulfill its purpose if the organization receives
more provisions for flexibility (adaptability)
9. Principle of Authority Level (Hierarchy of Authority)
- Decisions within the authority of the police station commanders should be made by them and should
not be referred to their superiors, such as the police district commander (or PNP provincial director).
10. Principle of Parity and Responsibility
- The responsibility of the head of the investigation section for the actions of his detectives cannot be
greater than that implied by the authority he has delegated nor should it be less.