LEA 1 MODULE 3

Police Administration and Management

Learning Objectives:
At the end of this module, the student will be able to:
1. Discuss the basic police administration and management function
2. Distinguish law enforcement or police organizations from other organization.
3. Explain the responsibilities of a police supervisor,
4. Differentiate types of police leadership and apply basic
5. Distinguish two forms of police discipline
6. Classify the police (PNP) disciplinary machinery,
7. Explain the process of building and maintaining major police.

A. Role of the Police Administrators (POSDCORB by Luther Gulick)

1. Planning.
The process of combining all aspects of the public safety activity and the realistic anticipation
of future problems, the analysis of strategy, and the correlation of strategy to detail. It is the
process of determining what is to be accomplished (goals) and how it is to be accomplished.
2. Organizing.
A process is done in structuring a workgroup into components to establish workable channels
of intra- group communication in the performance of an assigned task or tasks. The application
of organizational principles in determining the department's formal organizations, including
chain of command, job specialization, and how various units are coordinated. In other words,
organizing include structuring and staffing, or placing people in the department, and facilitates
their working relationships and goal attainment, determining what and how many units need to
exist, which must be carefully considered to be efficient as possible. It is the size of the
department, bureau, division, section, or unit that determines the importance of the
organization.
3. Staffing.
It refers to the bringing in and out of personnel, training, and maintaining the staff in the
favorable conditions of work. It also includes filling in the organization with the right people in
the right job. This personnel function focuses on recruitment, training, placement, and police
uniform and non-uniform personnel promotion.
4. Directing.
It refers to order, commanding, instructing, and superintending the subordinates. This role
provides direction to employees in terms of policies and orders.
5. Coordinating.
It refers to the Process of communicating and harmonizing activities with other units, including
in some cases, agencies outside the police department, and also interrelating the numerous
component units within the organization to ensure goal accomplishment.
6. Reporting.
Keeping the superior informed of what is going on in the organization includes keeping himself
and his subordinates informed through records, research, and inspections. It may be in the
form of verbal and written directives, records, and inspections.
7. Budgeting.
It is the process of fiscal planning, accounting, and control to ensure the department has the
resources necessary to pursue goals and objectives

Notes:

In the lower level of the police organizational hierarchy, such as in the Sgt. Level functions are divided
into three (3) Categories: LEADING, DIRECTING, AND CONTROLLING.

B. Management Level Roles

Management roles in the law enforcement or police organization resemble a military structure with the
following management levels:

1. Administrators (Chief, Assistant Chief, Majors);

2. Commanders or midlevel managers (captains, lieutenants); and
3. Supervisors (sergeants)

These roles, however, are changing; managers are no longer considered taskmasters-concerned
solely with work. It changes into. two types: people and task orientation; and mission and goal
orientation. Likewise, managers clarify tasks and guide the employees to function effectively. The
depth of involvement gives each a distinct orientation.
 C. How Law Enforcement/Police Organizations Differ From Other Organizations

1. Police organizations differ from all other organizations because only the police possess legitimate
arrest power and authority within our society. This responsibility results in police officers performing a
variety of tasks and meeting the need for services continuously.
2. Public organizations exist within a political environment.
3. It has no profit motive, and it is involved in providing services as opposed to goods.
4. The existence of bureaucratic governmental rules and regulations stymies creativity and flexibility.
5. It has limited, inflexible resources.
6. It must answer to its many and diverse citizens.
7. It is service-oriented and thus faces five virtually nonexistent problems in the manufacturing sector,
such as: provides an intangible product; built-in flexibility for responding to differing service needs; a
higher degree of customer participation; distinguished by timing; and is labor-intensive.
8. Requires a distinctive management style.
 PRINCIPLES OF POLICE SUPERVISION

A. THE POLICE SUPERVISOR

Supervisor

- In its generic sense, it refers to a person in charge of setting goals for performance and
deadlines in ways that comply with the organization's plans and vision.
- In its strict sense, it refers to a person in charge of organizing the workflow. It ensures that
subordinates understand their duties or delegated tasks, monitors productivity, and provides
feedback and coaching.

Basic Responsibilities of the Police Supervisor

1. Direction
2. Creation of a suitable working climate
3. Employee development
4. Self-development

B. POLICE LEADERSHIP

An activity of influencing people to work harmoniously toward some goal which they come to find
desirable. Also, the ability to obtain from each member of the force the highest quality of service he
can render.

The process by which an individual can influence others to willingly make their best effort to achieve
the organization's goals.

Leadership Styles

1. Autocratic - The superior assumes full responsibility for all actions and seeks obedience from the
group in the following out of orders. He determines all policies and considers decision-making to be a
one-man operation.
2. Democratic- The superior draws ideas and suggestions from his group employing discussion and
consultation; the staff is encouraged to decide policy, methods, goals, etc.
3. Free-Rein The superior is an information booth. He plays down his role in the group's activities; he
mainly provides materials and information, together with minimum control.
4. Laissez-faire- The leader interferes very little with workers. Productivity and morale suffer, and
unofficial leaders emerge to fill the void.

Attributes of a Good Leader

1. They manage time effectively

2. They delegate matters that do not require their attention
3. They are result-oriented
4. Know their strengths and the strengths of those who work for them. More importantly, they build on
these strengths.
5. They do not spread themselves too thin. They concentrate on few areas in which outstanding
results can be obtained.
6. They are effective decision-makers. They realize that decision-making is a matter of following a
proven system.

C. DISCIPLINE

Basic Concepts and Principles on Discipline

Discipline is derived from the root word "Disciple," meaning "follower or student" Thus, discipline is a
two-sided coin-Positive and Negative Discipline.

Forms of Positive Discipline

1. Formal training
2. On-the-job training
3. Corrective interviews
4. Counseling

Forms of Negative Discipline

 1. Oral reprimand or warning
2. Written reprimand
3. Loss of assignment
4. Loss of accrued time
5. Suspension without pay
6. Suspension without pay followed by a probationary period
7. Fines
8. Demotion
9. Termination
10. Judicial action

The "Hot-Stove Rule" in Discipline

Propounded by Douglas McGregor, it suggests that in disciplining erring subordinates, the disciplinary
action should be immediate, with a warning, consistent and impersonal.

Steps in the Application of "Hot-Stove Rule"

1. Immediate investigation of the offense must, be done to determine the facts

2. Previous warning
3. Consistency
4. Disciplinary action must be impersonal

The PNP Disciplinary System

Offenses Subjected to Police Administrative Disciplinary System

1. Citizen's Complaints- A formal charge initiated by a natural or juridical person or his/its duly
authorized representative or guardian on account of an injury, damage, or disturbance sustained due
to irregular or illegal act or omission of a PNP member.

2. Breach of Internal Discipline- Any offense committed by a member of the PNP involving minor
offense and affecting order and discipline within the police organization.

3. Summary Dismissal Cases- With notice and without notice.

Administrative Offenses Covered by the Disciplinary System

1. Neglect of duty or nonfeasance

2. Irregularities in the performance of duty or misfeasance
3. Misconduct or malfeasance
4. Incompetence
5. Oppression
6. Dishonesty
7. Disloyalty to the government

Acts Constituting BREACH OF DISCIPLINE in the PNP:

1. Simple misconduct and negligence

2. Insubordination
3. Frequent absences or tardiness
4. Habitual drunkenness
5. Gambling prohibited by law

Summary Dismissal Cases

1. With Due Notice and Summary Hearing

1.1 When the charge is serious, and evidence of guilt is strong.

1.2 When the respondent police officer is a recidivist or has been repeatedly charged, and there are
reasonable grounds to believe that he is guilty of the charges.

1.3 When the respondent police officer is guilty of a serious offense involving conduct unbecoming of
a police officer.
 2. Immediate Dismissal-When, the PNP Officer, goes on the absence without leave (AWOL) for a
continuous period of thirty (30) days or more.

Disciplinary Authorities ON CITIZEN'S COMPLAINTS

1.Chief of Police- Offense is punishable by withholding privileges, restriction to specified limits,

suspension or forfeiture of salary, or any combination thereof, for a period not exceeding fifteen (15)
days.

2. Mayors of Cities or Municipalities- The offense is punishable by the withholding of privileges,

restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for not
less than sixteen (16) days but not exceeding thirty (30) days.

3. People's Law Enforcement Board (PLEB)- Offense is punishable by withholding privileges,

restricting specified limits, suspension or forfeiture of salary, or any combination thereof, for a period
exceeding thirty (30) days; demotion or by dismissal from the service.

Disciplinary Authorities on BREACH OF INTERNAL DISCIPLINE

1. Chiefs of Police or Equivalent Supervisors- The imposable penalty is a warning; reprimand;

restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any
combination thereof; Provided, that in all cases, the total period shall not exceed fifteen (15)
days.

2. Provincial Directors or Equivalent Supervisors. The imposable penalty is warning or reprimand,

restrictive custody: withholding of privileges, forfeiture of salary or suspension; or any
combination of the foregoing Provided, that in all cases, the total period shall not exceed thirty
(30) days.
3. Regional Directors or Equivalent Supervisors- The offense(s) is punishable by dismissal from
the service, warning or reprimand; restrictive custody, withholding of privileges; suspension or
forfeiture of salary; demotion, or any combination of the foregoing: Provided that in all cases.
The total period shall not exceed sixty (60) days.
4. Chief of the PNP- Offense(s) is punishable by dismissal from the service, demotion,
suspension, or forfeiture of salary, or any combination thereof for a period not exceeding one
hundred eighty (180) days. Restrictive custody during the pendency of a grave administrative
or criminal case against the erring police officer.

Disciplining Authorities on SUMMARY DISMISSAL CASES

1. National Police Commission

2. PNP Chief
3. PNP Regional Directors

Disciplinary Appellate Boards/Bodies

1. Regional Appellate Board (RAB) and National Appellate Board (NAB) of the National Police
Commission (NAPOLCOM)
2. Secretary of the Department of Interior and Local Government (SDILG)
3. Civil Service Commission (CSC)

Regional Appellate Board (RAB)

Composition of the RAB

1. Senior Officer of the NAPOLCOM Regional Office- Chairperson

2. One (1) representative each from the PNP- Member (term of 3 years)
3. Regional Peace and Order Council- Member (term of 3 years)

Cases Appealable to the RAB:

1. Decisions of the PLEB where the penalty is DEMOTION OR DISMISSAL from the service;
2. Decisions of the PNP Regional Director or equivalent supervisor, where the penalty imposed is
DEMOTION OR DISMISSAL from the service;
3. Decisions of city and municipal Mayors in cases falling within their respective jurisdictions; and
4. Disciplinary recommendations of the Regional IAS were not acted upon by the PNP regional
director or equivalent supervisor within thirty (30) days from submission by the Regional IAS, where
the recommended penalty is DEMOTION OR DISMISSAL from the service.
 Effect of the Failure of RAB to Decide on Appeal Cases within the Reglementary Period of 60
Days

1. The decision of the disciplinary authority shall become final without prejudice to the filing of an
appeal by the party adversely affected to the SILG;
2. The RAB concerned shall automatically make a written explanation to the NAPOLCOM en Banc on
its failure to do so; and
3. The NAPOLCOM en Banc shall order the conduct of investigation against the RAB Chair and PNP
representative concerned if it appears from the explanation that evident neglect of duty was
committed

National Appellate Board (NAB)

Composition of the NAB:

1. Vice-chairperson and Executive Officer-Chairperson

2. Four (4) Regular Commissioners

Cases Appealable to the NAB:

1. Decisions of the Chief, PNP where the penalty imposed is DEMOTION OR DISMISSAL from the
service;
2. Disciplinary recommendations of the Inspector General, IAS that were not acted upon by the Chief,
PNP within thirty (30) days from submission by the Inspector General, IAS where the recommended
penalty is DEMOTION OR DISMISSAL; and
3. The decision of the Inspector General affirming the Resolution of the Regional IAS, dismissing the
complaint about lack of probable cause.

Cases Appealable to Secretary to the SILG:

- Decisions of the NAB and the RAB

Cases Appealable to the CSC:

1. Decisions of the SILG in the exercise of its appellate jurisdiction
2. Decisions of the NAPOLCOM en banc as summary dismissal authority

Preventive Suspension

When: Upon motion of the complainant, at any time after a case is formally filed but before the
presentation of complainant's evidence is terminated.
Period: not exceeding ninety (90) days

Grounds/Circumstances:
1. Preventive Suspension by the Disciplinary Authority
1.1 The charge is grave, and the evidence of guilt is strong; or
1.2 Evidence shows that the respondent exerts efforts to harass, intimidate, coerce, or unduly
influence the complainant or his/her witnesses into withdrawing his complaint or retracting his sworn
statement or that of his witnesses against the respondent, or tampering with the evidence.

2. Preventive Suspension Upon Request by the PLEB

2.1 The respondent refuses to heed the PLEB's summons or subpoena.
2.2 The PNP personnel has been charged with offenses involving bodily harm or grave threats.
2.3 The respondent is in a position to tamper with the evidence.
2.4 The respondent is in a position to unduly influence the witnesses

D. ORDER GIVING

Classification of Orders.

1. Command or direct orders

2. Request orders
3. Implied orders
4. Call for volunteers
E. PNP Complaints and Grievance System

Complaint.
A verbal or written expression of the feeling of dissatisfaction with some aspects of personnel working
conditions, relationships of status which are beyond the capacity of the PNP members to change or
control unilaterally.

Grievance. In the first instance and the employee's/subordinate’s opinion, a complaint in writing has
been ignored, overridden, or dropped without consideration.

Grievance Procedure. The method of determining and finding the best way to remedy the specific
cause or causes of a complaint or grievance and the system to ensure the adjudication of such.

Four-Step Approach in Handling Grievances

1. Receive the grievance properly

2. Gather the necessary facts
3. Make a decision, and implement it
4. Take follow-up action

Complaints and Grievance Policy (NAPOLCOM MC No. 93-021)

PNP uniformed personnel shall have the right to present complaints and/or grievances to the
management and have them settled as expeditiously as possible in the best interest of the employee
concerned, the PNP organization, and the government as a whole. Towards this end, the PNP
management shall ensure the fair, speedy and equitable settlement of employee complaints and/or
grievances according to approved rules and procedures.

Scope of Complaints and Grievance Machinery

PNP Complaints and Grievance Machinery cover grievances on uniformed PNP Personnel against:

1. Peers
2. Supervisors and subordinates of parallel units
3. Rules/Circulars and implementation

Matters/Issues Covered by Complaints and Grievance Machinery

1. Implementation of policies, practices, and procedures

2. Exercise of discretion
3. Favoritism or improper placements or assignments or transfers
4. Conferment/giving of recommendations and awards, promotions, and salary increases
5. Working conditions
6. Tools and equipment
7. Any other similar and significant matters that may cause employee/subordinate
8. Dissatisfaction

F. BUILDING AND MAINTAINING POLICE OFFICER'S MORALE

Morale. A state of mind which reflects the degree to which a member of an organization has
confidence in the organization and the other members of his workgroup. Also, a reflection of the
degree to which an employee believes in its objectives and desires to accomplish them.

Factors that Affect Morale

1. Quality of Leadership
2. Salary levels and other remuneration received employees, including fringe benefits
3. Levels of discipline in the organization
4. Quality of supervision received
5. Opportunity for individual growth and promotion
6. Working Condition in general

Criteria in Measuring Morale

1. Quality and quantity of work performed
2. Absentee rates
3. The volume of negative disciplinary actions
4. Number of grievances reported
5. Group cohesiveness
6. The general appearance of personnel
7. Accident rates
8. Attitudes toward the leadership and goals of the group

Strategies in Building Morale

1. Administer discipline fairly and impartially.
2. Praise employees in public, and criticize them in private.
3. Always recognize good performance.
4. Provide employees with an opportunity for individual growth.
5. When possible, explain the reasons for departmental policies and procedures.
6. Distribute work fairly and equitably.