LAW ENFORCEMENT

ORGANIZATION AND
ADMINISTRATION
BY SA AWA
GRO MENDE OLITA
MORALES
NILLA N
UP 1 BANZUELA

BIGLA
MAGAYANES

NG-
LONGA
TYPES OF ORGANIZATION
DESIGN AND PRINCIPLE OF
POLICE ORGANIZATION
Introduction
Public agencies traditionally adhere to vertical
organizational structures. This means that problems that
cannot be solved at one level continue to rise through
each hierarchical level until a resolution is reached.
Some organizations-particularly law enforcement
agencies--carry this philosophy to an extreme by
eliminating any semblance of discretion at the lowest
level of the organization. Even minor decisions must be
made by individuals who hold elevated positions in the
hierarchy. This, in turn, impedes changes in
organizational design and structure.
LINE STRUCTURE
The line structure is the oldest, simplest, and clearest
form of organizational design. A primary emphasis is placed
upon accountability by close adherence to the chain of
command.
The term “line” originated with the military and was
used to refer to those units which are to be used to engage
the enemy in combat. Line also refers to those elements of a
police organization which perform the work which the
agency was created to handle. The primary line elements of a
police department are uniformed patrol, investigation, and
traffic. Within police agencies the line function may also be
referred to as “Operations,” “Field Services.” The pure line
police organization does not have any supporting elements
which are internal or part of such personnel, media
relations, training, or fiscal management. The line police
organization totally uses its resources to provide services
Table the Line Organization
LINE AND STAFF STRUCTURE
As more demands for services are placed on police
departments, there is a need to add internal support functions so that
the line function can continue to provide direct services to the
public. The addition of support functions to the line elements
produces a distinct organization form, the line, and staff structure.
The addition of a staff component to the line structure offers several
advantages because such units are helpful
1. Providing expert advice to line units in special knowledge ares as
demonstrated by the opinions of legal advisors;
2. Relieving line managers from performing task which they least prefer to do
or are least qualified to do such as training and scientific analysis of physical
evidence;
3. Achieving department-wide conformity in activities that affect the entire
organization such as disciplinary procedures; and
4. Reducing oreliminating special problems such as corruption because of the
greater expertise they bring to bear on the issue and the greater amount of
time they have to devote to the problem.
TABLE Chief Executive

Staff Executive

Workers

Line Executive Line Executive Line Executive

Supervisors Supervisors Supervisors

Workers Workers Workers

 LINE, AUXILIARY AND STAFF FUNCTIONS

LINE AUXILIARY STAFF

-uniformed -Crime Laboratory- -Personnel-
patrol- Detention and Jails- Training-Planning
Investigations- Records- and Research-
Vice and Identification- Fiscal Budgeting-
Narcotics-Traffic Communication- Fiscal Budgeting-
Enforcement- Property Legal Services-
Juvenile Service - Maintenance- Media Relations
Crime Prevention Transportation and
Maintenance
 The Functional Organization
Table

The Functional Organization

Functional Supervisor Functional Supervisor Functional Supervisor

Worker Worker Worker Worker Worker

Staff also referred to as “support” or “administrative and
all three terms are generally used to denote any non-line
function. Staff functions will sometimes be further broken
down into two types; auxiliary or support and staff
services. Under this arrangement, auxiliary or support
units such as communications and crime laboratory
services, are charge with the responsibility of giving
immediate assistance to the operations of line elements.
FUNCTIONAL STRUCTURE
The functional structure is one means by which the line authority
structure of an organization can be modified. Hodge and Johnson state
that functional structure is a line and staff structure that has been
modified by the delegation of management authority to personnel
outside their normal spans of control. Organization by purpose
facilitates the accomplishment of certain assigned objectives by
bringing trained specialist and specialized resources together under a
single manager that can be held accountable for attainment of a desired
situation. The unit can be judged by what is accomplishes, not by its
methodology. This type of organization is effective for attaining
energies and loyalties of assigned officers because their purpose is
clearly understood.
MATRIX STRUCTURE
One interesting form of Organizational design is variously referred
to as “matrix” or “grid” structure. In some cases, the style has been
inclusively part of the “project” or product.Management the essence of
Matrix structure is in the assignment of members of functional areas
(example patrol, detective, and support service) to specific project
(example task force and crime specific programs). The most typical
situation in which the matrix approach is used in where a community has
had a series of sensationalized crimes and the local police department
announces it has formed a ‘task force’ to apprehend the violator.
PNP INTERNAL FORMAL STRUCTURE AND
FUNCTIONS
The internal functions of the PNP may be generally grouped into three
types: mission-critical, conscience and housekeeping functions.
a. Mission-critical functions-traditionally called “line” functions, which directly
deal with the production and delivery of the services which the PNP is mandated
by law to provide.
b. Conscience or “staff” functions- which include the formulation of plans,
policies and programs; development of rules, guidelines and standards;
monitoring and evaluation of organizational performance; research and
development; strategic planning and establishing the capacity for continuing
learning and improvement.
c. Housekeeping functions- which cover the administrative and financial
activities, including budgeting and accounting, procurement and physical assets
management, human resource management, general administration services, and
related logistical services.
PRINCIPLES OF
POLICE
ORGANIZATION
SPAN OF CONTROL
A span of control is the maximum number of subordinates at a
given position that superior can supervise effectively. The span of
control of supervisor over personnel or units shall be not more than
what he can effectively direct and coordinate, relate levels of authority
shall be kept to minimum. It is the area of activity and number of
functions, people, or things for which an individual or organization is
responsible.
Because a large police organization necessarily must have more
subordinates than superiors, subordinate positions with a
bureaucracy will outnumber supervisor position. For this reason,
organizational charts of police agencies look more like pyramids. The
chief control from the top of pyramid, and the rank-and-file obey
from their varied positions spread along the base. There is hierarchy
of ranks that expands wider and wider as it descends toward the
bottom of the pyramid.
DETERMINING THE SPAN OF CONTROL
Effective organization requires that only a manageable number of
subordinates be supervised by one person at any given time., this number
will, of course, vary-not only from one organization to another
(depending on each organization’s definition of “effective supervision”)
but also with each organization depending on the number of task and the
size of personnel available at a given time.

DELEGATION OF AUTHORITY
Authority to execute required activities of agency units and
functions is delegated by the Chief of Police through the command
structure for responsibilities to be accompanied by commensurate
authority. Organization dynamics requires that authority-
responsibility relationships be established so that the hierarchical
structure can accomplish its objectives. The process of delegation must
take place whenever a supervisor’s responsibilities became too heavy
for him. Delegation involved authority, responsibility, and
accountability.
 AUTHORITY
Authority involves the right to make decisions, give orders,
and expect to be obeyed in relation to work assignments. It is the
right to require action of others. The permission to make
commitments, use resources, and to take other necessary action to
make possible the performance of the assigned work.

RESPONSIBILITY AND ACCOUNTABILITY

Responsibility is a double obligation: (1) to the obligation to
perform the assigned work in a suitable manner or to see that someone
else does it in suitable manner, and (2) accountability for its proper
performance. Accountability is defined as the obligation of a subordinate
to report to the delegating superior upon the exercise of authority and
the performance of the assignment.
 DELEGATION
Delegation is the act of transferring selected responsibilities,
with commensurate authority, to one or more subordinates.
Delegation of authority should be from a superior to his
immediate subordinates. The delegation should be to the position
and not to the man; but the kind of man determines the kind of
UNITY OF COMMAND
delegation.
Traditional theories of organization insisted that each employee should have
only one supervisor or boss and considered this principle of “unity of command” the
backbone of any organizational structure. Unity of command means that each
person, from the bottom to the top of the organization, has just one boss, and only
that boss should be giving him direct orders. A superior has direct authority and
responsibility for his subordinates; he is responsible for their actions. This is
contrary to the principle that authority and responsibility must coextensive.
GROUPING OF SIMILAR TASKS
Task, similar or related in purpose, process, method, or
clientele, should be grouped together in one or more units under
the control of one person. Every function of the police force will be
assigned to a unit.
ACCORDING TO FUNCTION
The force should be organized primarily according to the
nature of the basis to be performed. It should be divided into
groups so that similar and related duties may be assigned to each.
ACCORDING TO PLACE OF WORK
A territorial distribution of a platoon, accomplished by
assigning patrolman on beats, is necessary to facilities the direction
and control of the officer and to ensure suitable patrol service at
very point within the jurisdiction.
ACCORDING TO TIME FRAME
The elements are divided into many shifts or watches
according to the time of the day. This is the most elementary form
of police organization. Any large functional unit can also be
organized according to time if the demand exists.

ACCORDING TO LEVEL OF AUTHORITY

A police department is always divided according to the
level of authority. There will be some patrolmen, sergeants,
some lieutenants, some captains, and so on. Veridical
combinations of superior officers, with each rank at a different
level of authority from any other, from channels through
which operations may be directed and controlled can be
adopted in certain cases to ensure coordination.
SPECIALIZATION BASED ON NEED
Specialization is a principle or organization which is the result
of the division of the force into separate units. The degree of
specialization is determined by the size and sophistication of the
department and by the extent to which unit has exclusive responsibility for
the performance of each group of the operational task.

LINE AUTHORITY AND CHAIN OF COMMAND

This principle or organization suggests that communications should
ordinarily go upward through established channels in the hierarchy. The
chain of command is violated when one organization member
communicates in an official capacity with another who is not his immediate
superior, subordinate, or colleague. Some violators can be charged to
ignorance, come to failure to consider the consequences, and some to the
ambition of a supervisor who is trying to take over the authority for a
particular activity to enlarge the area of his job.