who have oath and who possess the power to arrest.

2. Superior Officer- one having supervisory responsibilities, either temporarily or

permanently, over officers of lower rank.
3. Commanding Officer- an officer who is in command of the department, a
bureau, a division, an area, or a district.
4. Ranking Officer- the officer who has the senior rank in a team or group.
5. Length of Service- the period of time that has elapsed since the oath of office
was administered. Previous active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of
his duty.
7. Off Duty - the nature of which the police officer is free from specific routine
duty.
8. Special Duty -the police service, its nature, which requires that the officer be
excused from the performance of his active regular duty.
9. Leave of Absence- period, which an officer is excused from active duty by any
valid\acceptable reason, approved by higher authority.
10. Sick leave -period which an officer is excused from active duty by reason of
illness or injury.
11. Suspension - a consequence of an act which temporarily deprives an officer
from the privilege of performing his duties as result of violating directives or other
department regulations.
12. Department Rules- rules established by department directors\superiors to
control the conduct of the members of the police force.
13. Duty Manual -describes the procedures and defines the duties of officers
assigned to specified post or position.
14. Order – an instruction given by a ranking officer to a subordinate, either:
a. General Order,
b. Special, or
c. Personal
15. Report - usually a written communication unless otherwise specifies to be
verbal reports; verbal reports should be confirmed by written communication.

PRINCIPLES OF EFFICIENT MANAGEMENT IN A POLICE ORGANIZATION

1. Planning. It refers to the determination in advance of how the objectives of the

organization will be attained.

2. Organizing. It involves the determination and allocation of the men and women as well as
the resources of an organization to achieve pre-determined goals or objectives of the
organization.

3. Staffing. This refers to the task of providing competent men to do the job and choosing the
right men for the job.

4. Directing. This involves the overseeing and supervising of the human resources and the
various activities in an organization to achieve through cooperative efforts the pre-determined
goals or objectives of the organization.

5. Controlling. It involves the checking or evaluation and measurement of work performance

and comparing it with planned goals or objectives of the organization, and making the
necessary corrective actions so that work is accomplished as planned.

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 6. Organizing. It involves the determination and allocation of the men and women as well as
the resources of an organization to achieve pre-determined goals or objectives of the
organization.

7. Reporting. It is the making of detailed account of activities, work progress,

investigations and unusual in order to keep everyone informed of what is going on.

8. Budgeting. It refers to the forecasting in detail of the results of an officially recognized

program of operations based on the highest reasonable expectations of operating efficiency.

POLICE SERVICE

Fundamental Theories of Police Service

1. The Continental Theory - police are servant of higher authorities and the people
have little or no share at all in their duties, nor any direct connection with them.

2. The Home Rule Theory - policemen are considered as servants of the community
who defend for the effectiveness of their function upon the express wishes of the
people.

Concepts of Police Service

1. Old Concepts -this old philosophy means throwing more people in jail rather
than keeping these out jail. Punishment is the sole instrument of crime control.
The yardstick of efficiency of the police is more on arrests.

2. Modern Concept -police service today has broadened its activities to include
certain aspect of social service for the welfare of the people. Their yardstick of
efficiency is the absence of crime.

ORGANIZATION: Its Concept and Element

Organization refers to the arrangement of people with common purpose and

objective in a manner to enable the performance of related tasks by individuals
grouped for the purpose. Organization exists for many different reasons. One
important reason is that, a group can accomplish things an individual could never
do alone. The typical law enforcement design is that of pyramid shaped hierarchy
based on a military model. The typical pyramid authority predominated with its
hierarchy of authoritative management. Command officers and supervisors had
complete authority over subordinates. Communication flowed downward.

The Formal Organization

The formal organization is put together by design and rational plan. The
essential elements of a formal organization are:
1. Clear statement of mission, goals, objectives and values
Mission and Goals
The primary purpose of most law enforcement agencies is to provide
specialized services to specific political entities 24 hours a day, 7 days a
week, 365 days a year. This is their mission.
Mission statement is the organizations overriding purpose. It serves
as the driving force for any organization including law enforcement. It
articulates the rationale for an organizational existence and the most

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 powerful underlying influence in law enforcement, affecting organizational
attitudes, conduct and performance.
Goals and objectives are interdependent. All of these are needed to
carry an organization’s mission. Goals are based on general desired
outcomes. These are visionary, projected achievements for objectives.
Objectives are specific and measurable ways to accomplish the goals. These
are needed before a plan can be developed, which is more specific than goals
and usually have a time line. It is critical to planning, assigning tasks and
evaluating performance.
2. A Division of Labor among specialists
Law enforcement agencies cannot function without division of work and
often specialization. Neither can they functions 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.

Note: Generalists – these are officers who perform most functions relative to
law enforcement.
Specialists – those who work in a specific area (e.g., forensic ballestic
examination, police photographer, question document examiner, polygraph
specialist, finger print technician)

3. A Rational Organization Design

Organizational Chart- it visually depicts how personnel are organized
within an agency
Chain of Command- it is the order of authority; it begins at the top of the
pyramid with the chief and flows downward to the next level or echelon. It
also establishes definite lines of authority and channels of communication.
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.
Span of Control- this refers to the number of people or units supervised by
one manager.

ORGANIZATIONAL UNITS IN THE POLICE ORGANIZATION

The organization of the police force commonly requires the following
organizational units:

Functional Units:

1. Bureau - the largest organic functional unit within a large department. It

comprises of numbers of divisions:
2. Division - a primary subdivision of a bureau.
3. Section -functional unit within a division that is necessary for specialization.
4. Unit -functional group within a section; or the smallest functional group within
an organization.

Territorial Units:

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1. Post - a fixed point or location to which an officer is assigned for duty, such as a
designated desk or office or an intersection or cross walk from traffic duty.It is a
spot location for general guard duty.
2. Route -a length of streets designated for patrol purposes. It is also called LINE
BEAT.
3. Beat - an area assigned for patrol purposes, whether foot or motorized.
4. Sector - an area containing two or more beats, routes, or post.
5. District-a geographical subdivision of a city for patrol purposes, usually with its
own station.
6. Area- a section or territorial division of a large city each comprised of designated
districts.

FUNCTIONS IN A POLICE ORGANIZATION

All police function and activities can be categorized as their line or non-line.
Line functions are those tasks that directly facilitate the accomplishment of
organizational goals, whereas non-line functions are those tasks that supplement
the line its task performance.

Line activities are further broken into the sub-categories: primary line and
secondary line functions, both of which are field service.

1. Primary/Line Function
These refer to functions that carry out the major purposes of the
organization, delivering the services and dealing directly with the public. It serves
as the backbone of the police department. It includes patrolling, traffic duties and
crime investigation.

a. Primary Function

The primary line function is police patrol; that is the patrol activities of a police
organization are considered basic and the first priority.

The patrol division has the initial responsibility for crime prevention and dictation
of the apprehension of offenders.

It also assists in the preparation in the facts for presentation in a court of law.

Theoretically, if the patrol force were 100 percent effective in the execution of its
assigned tasks, the need for specialized units (traffic and detective) would be
eliminated.

The patrol function is accurately called the backbone of the police service.

b. Secondary Function

Historically, police department were established only as police patrols, however as

municipalities increased in population, area, and technology (for example, the
invention of the automobile), the burden of this patrols was greatly increased.

The department, were unable to provide additional personnel because of budgetary

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limitations, were unable to increase the number of the officers on the patrol beat in
proportion to the rising population and rate of crime and was force to enlarge each
officers beat.

2. Staff/Administrative Function
These refer to functions that are designed to support the line functions and
assist in the performance of the line functions. It includes planning, research,
budgeting and legal service.
Simply put, non-line functions are those services that support the line.
Whereas the line provides services directly to the citizens, non-line activities help
the line to accomplish its primary task.
Traditionally non-line or support activities consist of two major categories: staff and
auxiliary services.

a. Staff Services

These activities that have the responsibility and personal development and
department management are staff services.

Personal development includes recruitment, selection, training, and supervision.

Budget, planning and research, inspection, and similar activities fall under the
heading of managerial activities.

3. Auxiliary Services

All non-line not regarded as staff service are classified as auxiliary services.

Typically, they provide support service of both a technical and non-technical nature
to both line and non-line activities.

Polygraph examiner, photographer, fingerprint and crime scene technicians, and

the police laboratory are technical auxiliary services that support the line activities.

The jail and the communication system and non-line (staff) activities.

Some activities are extremely difficult to classify as either the staff or auxiliary.

In many instances they perform a dual service. Police community relation units,
although performing secondary line service, may be designated as an auxiliary or
even a staff function.

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ORGANIC UNITS IN A POLICE ORGANIZATION

1. Operational Units- those that perform primary or line functions which include
patrol, traffic, investigation and vice control.
2. Administrative Units- those that perform the administrative functions like
personnel, finance, planning and training.
3. Service Units- those that perform auxiliary functions such as communication,
records management and supplies.

KINDS OF ORGANIZATIONAL STRUCTURES (ALSO KNOWN AS FUNCTIONAL

ORGANIZATION)

An organizational structure is a mechanical means of depicting, by an arrangement

of symbols, the relationships that exist between individuals, groups, and functional
relationships between groups and individuals clearly defined to ensure accountability
and compliance.

The functional organization in its pure form is rarely found in present day
organizations, except at or near the top of the very large organizations.
Unlike the type of structure, those establishment organized on a functional basis
violate the prime rule that men perform best when they have but one superior.

The functional responsibility of each functional manager is limited to the particular

activity over which he has control, regardless of who performs the function.

Coordination of effort in this type of organization becomes difficult since the employees
responsible for results may be subject to functional direction of several persons.

Discipline is difficult to administer because of this multi-headed leadership.

There may be considerable conflict among the functional administrators, resulting in

much conclusion among line personnel.

Line of authority and responsibility are fragmented into many functional channels,
making each superior responsible to several superiors depending upon the function he
happens to be performing.

The functional organization in its purest form is rarely found in present-day

organization except at or near the top level.

Advantages

1. Divides responsibility and authority between several specialists;

2. Functional responsibility is limited to the particular activity over which he has

control regardless of who performs the functions.

Disadvantages
1. Coordination of effort becomes difficult;

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2. Discipline is difficult to administer;

3. Conflict among the functional administrators.

Line and Staff Organization

The line and staff organization is a combination of the line and functional types.

It combines staff specialist such as the criminalists, the training officers, the research
and development specialists, etc. channels of responsibility is to think and provide
expertise for the line units.

The line supervisor must remember that he obtains advice from the staff specialist.

In normal operations, the staff supervisor has line commands but with recognized
limitations such as coordination between line and staff personnel can be achieved
without undue friction.

Failure to recognize these line and staff relationship is the greatest and most frequent
source of friction and a barrier to effective coordination.

The advantage of this kind would be- it combines staff specialist or units with line
organization so that service of knowledge can be provided line personnel by specialist.

PRINCIPLES OF ORGANIZATION

To understand the organization and operation of public departments certain

general basic principles of organization must be understood. These principles of
organization were generated by the experience of industry, business, and the military
services. They have no absolute values, but they do provide a check list against which
an organization can be structurally and functionally evaluated.

This notion will become more defined as each principle is considered.

Division of Labor

For a police organization to be effective, work assignments must be designed so that

similar tasks, functions, and activities are given to an individual or group for
accomplishment.

Police functions are sub-divided into units that are described as follows:

1. Branch -usually the largest unit within station

2. Division – part of the branch having a department-wide function
3. Section -basically one of the several functional elements of a division

Unity of Command

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Unity of command requires that an individual be directly accountable to only one
superior. No person can effectively serve two superiors at a given time.

Chain of Command
Primarily this principle provides for the vertical movement of authority up and down
established channels in the organizational hierarchy.

To illustrate this concept, consider a directives originating in the office of the patrol
chief intended for the patrol force (downward movement).

Two levels of authority fall between the patrol chief and the patrol officer inspector.

Because both levels are held responsible for various aspects of patrol supervision,
both must be aware of such directives.

If either supervisor is by-passed, that one cannot be held accountable for the lack of
knowledge.

Further, performance of supervisory duties is greatly hindered, and potentially serious

problem is created.

Delegation of Responsibility and Authority

There must be a clear line of normal authority running from the top to bottom
of every organization.
Ultimate authority and responsibility for a police organization lies at the top of the
chain of command-with the chief.

However, if a subordinate is to be held responsible for the accomplishment of a

given task, he or she must be given the authority to carry out those responsibilities.

It is important also that responsibility and the authority be clearly defined.

If the patrol officers are given the responsibility for evaluating police response
time on a given day or in a specific situation, the officer must be given the authority to
procure the communication logs from the communication center.
Without this authority, the entire task cannot be accomplished.

Delineation of Responsibility and Authority

A clear-out delineation of responsibility and authority is essential to prevent confusion

of lines of authority.
If responsibility and authority are not clearly defined, conflicts, duplication and
overlaps of function lead to confusion and inefficiency.

Each officer and each organization segment of authority delegated to accomplish the
job.

Span of Control

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The number of officers or units reporting directly to the supervisor should not exceed
the number that can be feasibly and effectively coordinate and directed.

There are an innumerable factor that limits the span control including distance, time,
knowledge, personality, and the complexity of the work to be performed.

It is not unusual to fine fifty or sixty workers to perform identification function

reporting to one supervisor.

On the other hand, as we ascend the chain of command and the diversity of functions
increases, the number of individuals that a police executive supervises decreases
rapidly.

Objective

All organizational elements must contribute, directly or indirectly, to the

accomplishment of the objectives of the enterprise.

Each organizational element should be formed for a definite purpose, and this
purposes must be accomplish the major objective.

Any police function and organizational elements that is not required in the
accomplishment of the overall objectives should be eliminated.

Coordination

The organizational structure must facilitate the development of close, friendly, and co-
operative relations, especially between line and staff activities.

Effective coordination is dependent almost entirely upon adequate communication

among all element of a police organization.

Time
The police service is among the few public services that maintain a twenty-four hour
schedule. It is necessary to the department to assigned officers in sufficient number to
meet the demands at any given time.

Watch or Shift

A time division of the day to ensure proper allocation of personnel.

Shifts are normally eight consecutive hours, five days, giving an officer a forty-hour a
week.

However, longer working hours and work weeks are common.

Further, shifts frequently overlaps to provide additional personnel during peak period.

Territory

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Territorial distribution is necessary to ensure the availability and general suitability of
the patrol service throughout a jurisdiction. Geographical or territorial divisions of the
department can be described as follows:

1. Post - a fixed or stationary point location (e.g., a specified street intersection,

surveillance site, or an assigned desk or office).

2. Route or Lined Beat- a length of street normally assigned to the traffic and patrol
officers whether foot or mobile. The rout has the characteristics of being continuous,
in a straight line, or the line sight.

3. Beat – a geographical area, once again assigned to either foot or mobile patrol and
traffic officer.

4. Section – two or more beats, routes, posts, or any combination thereof.

Clientele

The distribution of patrol services with respect to the characteristics of the population
served must be recognized and dealt with in contemporary law enforcement. The
development of specialized functional unitsexpresses the principle of the organization
by clientele.

Nature of the Office of a Policeman

A police man must have a mind of a lawyer the soul of a clergyman, the heart of the
social worker, discipline of an army sergeant, the integrity of a saint. He must believe
in a community of law, while seeing little but lawlessness; believe in the goodness of
man, while seeing the man most often at his worst, depend on his faithfulness, know
his jurisdictions like a sociologist, and he must understand people like a psychologist.
He must take long view of life like a philosopher and yet never losing his common
touch.
POLICE OPERATIONS
Police Operation
Another word in the large collection of police service terminology is operations. For the
most part, operation is synonymous with line function. In accordance with previous
definitions, operations are inclusive of both primary and secondary line functions.

Subdivision of the Operation

Area.

1. District - is a subdivision of a province and shall consist of a metropolitan city or a

metropolitan city and adjacent municipalities\ small cities, or several adjacent
municipalities and small cities.

2. Station -is a subdivision of a district and shall consist of a large municipality or a

small city or municipalities\small city and some adjacent smaller municipalities or
several adjacent municipalities.

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3. Sub-station -is a subdivision of a station and shall consist of a large municipality
or small city or a municipality itself.

Operating Unit of a Police Station

1. Patrol Division\Section - shall be responsible for crime prevention; general

preservation of peace and order; crime suppression, and other public safety services.

2. Investigation Division\section - shall be charged with the duty of carrying on the

objectives of criminal investigation, that is, to identify and locate the guilty party and
provide evidence of his guilt through criminal proceedings.

3. Vice Control Division\Section - shall be responsible for the neutralization or

suppression of vices such as gambling, prostitution and drug abuse.

4. Juvenile Division\Section - shall be primarily concerned with children and youth,

the correction and rehabilitation of youth offenders.

5. Intelligence Division\Section - shall work for the detection of syndicated crimes

and subtle criminal activities, including subversion and threats to the security of the
state.

6. Traffic Division\section - shall be responsible from the enforcement of traffic laws

and regulation of traffic. This section is primarily concerned with the motorist and
pedestrians.

7. Homicide Division\Section - shall be charged with the duty to investigate

homicide and murder cases.

8. Municipal Police Sub-station - shall be concerned with the general maintenance of

peace, order and public safety within their respective jurisdictions. The Municipal
Police Sub-station shall consist of two principal sections with corresponding functions
as indicated below:

a. Patrol Section

1. Preservation of peace and order

2. Suppression of criminal activities

3. Crime prevention

4. Inspection activities

5. Enforcement of traffic laws and regulations

6. Fire prevention and control

b. Investigation section

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 1. Crime investigation

2. vice control

3. Control of juvenile delinquency

4. Custody of prisoners

Peace Officer of Small Police Station

Peace officers of small Police stations are considered as generalist. Most small
police station within the limits of their capabilities, are responsible for all activities in
the fields of law enforcement and public safety. They provide routine patrol, conduct
premise inspection, make criminal and traffic investigations, make arrest, and in other
ways, provide for the community security. In such stations, its members and officers
are by and large generalist.

LEARNING EXERCISE NO. 2

Name: ____________________________________ Score: ___________

Student No.:____________ Rating: ___________

Course/Year & Section: __________________________ Date: ___________________

Essay

1. Why is it important to study the various concepts and principles of organization?

Please elaborate your answer.
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
______________________________

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2. Could organization exist without management? Justify briefly.
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
3. The Philippine National Police is what type or kind of organization? Give the
characteristics/features of its organization.
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
______________________________

4. Give at least five (5) advantages for having division of work or delegation of authority
in the PNP.
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
13_______________________________________________________________________________
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______________________________

5. Differentiate objective from goal.

 Rubrics for Written Task

Content Non- 1 2 3 4 5 6 7 8 9 10 Substantive

substantive

Organization Very Poor 1 2 3 4 5 6 7 8 9 10 Very Good

Vocabulary Poor Stock 1 2 3 4 5 6 7 8 9 10 Rich Stock

Grammatical Frequent 1 2 3 4 5 6 7 8 9 10 Rare

Accuracy Number of
Errors

Mechanics Poor 1 2 3 4 5 6 7 8 9 10 Mastery of

Knowledge Convention
of
Conversion

OVERALL IMPRESSION 1 2 3 4 5 6 7 8 9 10

Poor Fair Average Good Very Excellent

Good

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 Suggested Readings

1. Law Enforcement Administration by Rommel K. Manwong.

2. Criminal justice system: Basic Concepts and Approaches by Porferio
C. Madelo Jr.
3. Philippine National Police (PNP) Handbook: Revised Philippine
National Police Operational Procedures.

References/Sources

1. Manwong , R. K. (n.d.). Law enforcement administration

2. Madelo Jr., P. C. (2013). Criminal justice system: Basic concepts and
approaches. Unit 302, 3rd Floor, DM Building # 32 Visayas Ave.,
Corner Congressional Ave., Project 6, Quezon City. Wiseman’s Books
Trading.
Philippine National Police (December, 2013). Philippine National Police
Handbook: Revised Philippine National Police Operational Procedures. 3 RD
Floor, NHQ Building, Camp Crame, Quezon City.

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