POLICE ADMINISTRATION & MANAGEMENT CONCEPTS Authority and Responsibility –
The setting below shows that management is
authority includes the right to command and
related with administration in an organizational environment.
the power to require obedience; one can not
Management pertains to the utilization of available resources
have authority without responsibility.
in an organization while administration refers to the
processes used. The organization with management and Discipline – Discipline is necessary for
administration is directed towards the achievement of goals an organization to function effectively,
and objectives. Goals are broad statements of general and however, the state of the disciplinary process
long-term organizational purposes often used to define the depends upon the quality of its leaders.
role of the police, for instance, to prevent crime, maintain Unity of Command - employee should
order or help solve community problems. Objectives are receive orders from one superior only.
specific short term statements consistent with an
organization’s goal. Both goals and objectives are important Unity of Direction – there should be one
because they help to identify the expectations of what the manager and one plan for a group of activities
police are doing and how productively (efficient and effective) that have the same objective.
they perform. Subordination of individual interest to
Police Productivity and Managerial Performance general interest – the interest of one
An effective police manager must be concerned employee or group of employees should not
with the productivity of police work teams and their members. take precedence over those of the
Productivity means the summary of measures of the quantity organization as a whole.
and quality of police work performance achieved, with
resource utilization considered. Remuneration of Personnel –
Good police managers establish and support the compensation should be fair to both the
conditions needed to ensure high productivity for themselves, employee and the employer.
for individual contributors, for their work units, and for the Centralization – the proper amount of
organization as a whole. This involves a commitment to the centralization depends on the situation. The
accomplishment of two different, but complimentary, police objective is to pursue the optimum utilization
performance outcomes: of the capabilities of personnel
Scalar Chain – the hierarchy of authority
Police Effectiveness, which measures is the order of ranks from the highest to the
whether or not important task goals are being lowest levels of the organization. Besides this
attained vertical communication should also be
Police Efficiency, which measures how well encourage as long as the managers is in the
resources are being utilized chain are kept informed.
POLICE MANAGEMENT PROCESSES Order – materials and human resources
The management process involves Planning – should be in the right place at the right time;
Organizing – Leading – Controlling the use of individuals should be in jobs or position that
organizational resources to achieve high performance results. suits them.
1. Planning – is the process of setting Equity – employees should be treated
performance objectives and identifying the with kindness and justice
actions needed to accomplish them.
Stability of personnel tenure - an
2. Organizing – is the process of dividing employee needs time to adjust to a new job
the work to be done and coordinating results and reach a point of satisfactory performance;
to achieve a desired purpose. high turnover should be avoided.
3. Leading – is the process of directing and Initiative – the ability to conceive and
coordinating the work efforts of other people to execute a plan (through initiative and freedom)
help them accomplish important task. should be encouraged and developed
4. Controlling – is the process of throughout all levels of the organization.
monitoring performance, comparing results to Espirit de Corps –“union” Unity is
objectives and taking corrective action as strength; Harmony and teamwork are
necessary. essential to effective organizations.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with other
people
1. Gulick and Urwick (1920-1937) - Pioneers of “The
Science of a Administration” (1937). In this book, they
Figurehead – hosting and attending official
have described the major functions of administration using
ceremonies
the acronym POSDCORB.
Leadership – creating enthusiasm and serving
people’s needs
Liaison – maintaining contacts with important 1. Planning – working out in broad outline the
people and groups things that need to be done and the methods
Informational Roles –exchange information with for doing them to accomplish the purpose set
other people for the enterprise.
Monitor – seeking out relevant information 2. Organizing – establishment of the formal
Disseminator – sharing information with insiders structure of authority through which work
Spokesperson – sharing information with outsiders subdivisions are arranged, defined, and
coordinated for the define objective.
Decisional Roles – make decisions that affect 3. Staffing – personnel function of bringing in
other people and out training the staff and maintaining the
Entrepreneur – seeking problems to solve and staff the favorable conditions of work. Filling
opportunities to explore the organization with the right people and right
Disturbance handler – helping to resolve conflicts position.
Resource Allocator – allocating resources to 4. Directing – task of making decisions and
various uses embodying them in specific and general
Negotiator – negotiating with other parties orders and instructions and serving as the
Henri Fayol (1841-1945) – in his most influential leader of the enterprise
work “Industrial and General Management”, 14 principles of
efficient management was identified. 5. Coordinating - the all-important duty of
interrelating the various parts of the work.
Division of Work - work specialization
can increase efficiency with the same amount
6. Reporting – is keeping those to whom the
, and his subordinates informed through them and in coordinating their activities to achieve the aims of
records research and inspection. the police.
7. Budgeting – with all that goes of budgeting in Efficient management of human resources in any
the form of fiscal planning, accounting, and organization can spell the difference between its success and
control failure to attain its objectives or goals.
POLICE MOTIVATION Purpose of Police Personnel Administration
Police organizations are replete with stories of The prime objective of an effective police personnel
organizational restructuring and re-engineering. As a common administration is the establishment and maintenance for the
trend in these stories are retrenchments or rightsizing (in public service of a competent and well-trained police force,
police parlance are called attrition) as sometimes called. The under such conditions of work that this force may be
direct outcome is that employees are expected to ‘do more completely loyal to the interests of the government of all
with less’ and the creation of an atmosphere of uncertainty, times.
insecurity, and fear of future retrenchment. For this, it is Police Personnel Policies
difficult to sustain high levels of employee commitment and
loyalty. Thus, the challenge is to rebuild high loyalty and 1. Acquiring competent personnel - includes human
commitment for high level of performance. resources planning, job description and job
1. Maslow’s Hierarchy of Needs theory specification, police recruitment, selection,
Abraham Maslow has suggested that human needs placement, transfer, layoffs, and separation.
form a hierarchy from the most basic biological requirements
to the needs for self-actualization – the highest of all needs.
2. Holding and retaining competent police
The pyramidal structures of human needs from the personnel - gives depth and meaning to good
bottom to the top of the hierarchy, the levels of needs or management philosophy, and involves the granting
motive according to Maslow, are: of fair wages, reasonable working hours, and other
employee benefits and services. These activities
Biological or Physiological Needs – these include the determination of an equitable wage and
motives include the need for food, water, oxygen, maintenance of an incentive system. This area also
activity, and sleep. concerned with securing greater officer participation
in activities and with strengthening officer morals
Safety Needs – these pertain to the motives of
and effectiveness. All these help make the
being cared for and being secured such as in organization a “good place to work in.”
income and place to live.
3. Developing and motivating personnel - deals
Love/Belongingness – Belongingness is with the education of the police officers, the
integration into various kinds of social groups or appraisal of work performance, their promotion, and
social organizations. Love needs means need for the suggestion system, which enables them to
affection. develop so they can rise to the police organization’s
Cognitive Needs – our motivation for learning and desired standards of performance.
exploration 4. Labor and human relations - involves the
Esteem Needs – our motivation for an honest, development of harmonious relations between
fundamental respect for a person as a useful and management on one hand and individual police
honorable human being. officer the on the other hand. It also concerns the
observance and application of laws and court
Aesthetic Needs - our motivation for beauty and decisions affecting human relations, and
order relationships with other government law
enforcement agencies.
Self- actualization – pertains to human total
satisfaction, when people are motivated not so 5. Efficient administration of the program with
much by unmet needs, as by the desire to become adequate budget – this is to achieve a favorable
all they are capable of (self-realization). climate for police officers. Good human relations
should be the attitude in the applications,
implementation and interpretation of the
2. Aldefer’s ERG Theory organization’s policies, rules and regulations. The
Clayton Aldefer has developed the ERG theory important tools in this area are records and reports,
which is a modification of the Maslow’s theory. ERG theory personnel research and statistics, and evaluation of
categorizes needs into Existence, Relatedness and Growth the effects of current policies, activities, and
needs. programs.
According to Aldefer: POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Existence Needs – are desires for
Policies are tools of police management, which give
physiological and material well-being life and direction to the police program of activities and set
Relatedness Needs – are desires for limits within which action is to be pursued by the personnel
satisfying interpersonal relationships concerned. Policies define the authority and the responsibility
of subordinates. They help the personnel understand their
Growth Needs – are desires for continued
mutual relationships. They are ahead to guide the men on the
personal growth and development.
operational level, authority, and responsibility and to enable
3. McClelland’s Acquired Needs Theory
them to arrive at sound decisions.
David McClelland identified three types of acquired
POLICY refers to a general plan of action that
needs. These are:
serves as a guide in the operation of the organization. It
makes up the basic framework of management decisions that
Need for Achievement – the desire to do set the course what the organization should follow. It defines
something better or more efficiently, to solve the authority and responsibility of supervisors in their job of
problems, or to master complex task. directing group efforts and implementing personnel programs.
Need for Affiliation – the desire to establish Policies form a code of procedure in that they
broadly indicate the best method of conducting any portion of
and maintain friendly and warm relations with
the work at hand. They assist police officers in problem
others
solving and decision-making. While policies must be
Need for Power – the desire to control others, consistent, they must be flexible enough to permit
to influence their behavior, or to be adjustments when the need for change arises.
responsible for others. Types of Police Policies
POLICE PERSONNEL MANAGEMENT According to origin, policies are classified as:
Police Personnel Management (Human
Resources Management) may be defined as that area of 1. Originated Policy - This type of policy comes from
management concerned with human relations in the police top management level and is intended to set up
organization. As an overview, Police Personnel Management
The setting below shows that management is
authority includes the right to command and
related with administration in an organizational environment.
the power to require obedience; one can not
Management pertains to the utilization of available resources
have authority without responsibility.
in an organization while administration refers to the
processes used. The organization with management and Discipline – Discipline is necessary for
administration is directed towards the achievement of goals an organization to function effectively,
and objectives. Goals are broad statements of general and however, the state of the disciplinary process
long-term organizational purposes often used to define the depends upon the quality of its leaders.
role of the police, for instance, to prevent crime, maintain Unity of Command - employee should
order or help solve community problems. Objectives are receive orders from one superior only.
specific short term statements consistent with an
organization’s goal. Both goals and objectives are important Unity of Direction – there should be one
because they help to identify the expectations of what the manager and one plan for a group of activities
police are doing and how productively (efficient and effective) that have the same objective.
they perform. Subordination of individual interest to
Police Productivity and Managerial Performance general interest – the interest of one
An effective police manager must be concerned employee or group of employees should not
with the productivity of police work teams and their members. take precedence over those of the
Productivity means the summary of measures of the quantity organization as a whole.
and quality of police work performance achieved, with
resource utilization considered. Remuneration of Personnel –
Good police managers establish and support the compensation should be fair to both the
conditions needed to ensure high productivity for themselves, employee and the employer.
for individual contributors, for their work units, and for the Centralization – the proper amount of
organization as a whole. This involves a commitment to the centralization depends on the situation. The
accomplishment of two different, but complimentary, police objective is to pursue the optimum utilization
performance outcomes: of the capabilities of personnel
Scalar Chain – the hierarchy of authority
Police Effectiveness, which measures is the order of ranks from the highest to the
whether or not important task goals are being lowest levels of the organization. Besides this
attained vertical communication should also be
Police Efficiency, which measures how well encourage as long as the managers is in the
resources are being utilized chain are kept informed.
POLICE MANAGEMENT PROCESSES Order – materials and human resources
The management process involves Planning – should be in the right place at the right time;
Organizing – Leading – Controlling the use of individuals should be in jobs or position that
organizational resources to achieve high performance results. suits them.
1. Planning – is the process of setting Equity – employees should be treated
performance objectives and identifying the with kindness and justice
actions needed to accomplish them.
Stability of personnel tenure - an
2. Organizing – is the process of dividing employee needs time to adjust to a new job
the work to be done and coordinating results and reach a point of satisfactory performance;
to achieve a desired purpose. high turnover should be avoided.
3. Leading – is the process of directing and Initiative – the ability to conceive and
coordinating the work efforts of other people to execute a plan (through initiative and freedom)
help them accomplish important task. should be encouraged and developed
4. Controlling – is the process of throughout all levels of the organization.
monitoring performance, comparing results to Espirit de Corps –“union” Unity is
objectives and taking corrective action as strength; Harmony and teamwork are
necessary. essential to effective organizations.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with other
people
1. Gulick and Urwick (1920-1937) - Pioneers of “The
Science of a Administration” (1937). In this book, they
Figurehead – hosting and attending official
have described the major functions of administration using
ceremonies
the acronym POSDCORB.
Leadership – creating enthusiasm and serving
people’s needs
Liaison – maintaining contacts with important 1. Planning – working out in broad outline the
people and groups things that need to be done and the methods
Informational Roles –exchange information with for doing them to accomplish the purpose set
other people for the enterprise.
Monitor – seeking out relevant information 2. Organizing – establishment of the formal
Disseminator – sharing information with insiders structure of authority through which work
Spokesperson – sharing information with outsiders subdivisions are arranged, defined, and
coordinated for the define objective.
Decisional Roles – make decisions that affect 3. Staffing – personnel function of bringing in
other people and out training the staff and maintaining the
Entrepreneur – seeking problems to solve and staff the favorable conditions of work. Filling
opportunities to explore the organization with the right people and right
Disturbance handler – helping to resolve conflicts position.
Resource Allocator – allocating resources to 4. Directing – task of making decisions and
various uses embodying them in specific and general
Negotiator – negotiating with other parties orders and instructions and serving as the
Henri Fayol (1841-1945) – in his most influential leader of the enterprise
work “Industrial and General Management”, 14 principles of
efficient management was identified. 5. Coordinating - the all-important duty of
interrelating the various parts of the work.
Division of Work - work specialization
can increase efficiency with the same amount
6. Reporting – is keeping those to whom the
, and his subordinates informed through them and in coordinating their activities to achieve the aims of
records research and inspection. the police.
7. Budgeting – with all that goes of budgeting in Efficient management of human resources in any
the form of fiscal planning, accounting, and organization can spell the difference between its success and
control failure to attain its objectives or goals.
POLICE MOTIVATION Purpose of Police Personnel Administration
Police organizations are replete with stories of The prime objective of an effective police personnel
organizational restructuring and re-engineering. As a common administration is the establishment and maintenance for the
trend in these stories are retrenchments or rightsizing (in public service of a competent and well-trained police force,
police parlance are called attrition) as sometimes called. The under such conditions of work that this force may be
direct outcome is that employees are expected to ‘do more completely loyal to the interests of the government of all
with less’ and the creation of an atmosphere of uncertainty, times.
insecurity, and fear of future retrenchment. For this, it is Police Personnel Policies
difficult to sustain high levels of employee commitment and
loyalty. Thus, the challenge is to rebuild high loyalty and 1. Acquiring competent personnel - includes human
commitment for high level of performance. resources planning, job description and job
1. Maslow’s Hierarchy of Needs theory specification, police recruitment, selection,
Abraham Maslow has suggested that human needs placement, transfer, layoffs, and separation.
form a hierarchy from the most basic biological requirements
to the needs for self-actualization – the highest of all needs.
2. Holding and retaining competent police
The pyramidal structures of human needs from the personnel - gives depth and meaning to good
bottom to the top of the hierarchy, the levels of needs or management philosophy, and involves the granting
motive according to Maslow, are: of fair wages, reasonable working hours, and other
employee benefits and services. These activities
Biological or Physiological Needs – these include the determination of an equitable wage and
motives include the need for food, water, oxygen, maintenance of an incentive system. This area also
activity, and sleep. concerned with securing greater officer participation
in activities and with strengthening officer morals
Safety Needs – these pertain to the motives of
and effectiveness. All these help make the
being cared for and being secured such as in organization a “good place to work in.”
income and place to live.
3. Developing and motivating personnel - deals
Love/Belongingness – Belongingness is with the education of the police officers, the
integration into various kinds of social groups or appraisal of work performance, their promotion, and
social organizations. Love needs means need for the suggestion system, which enables them to
affection. develop so they can rise to the police organization’s
Cognitive Needs – our motivation for learning and desired standards of performance.
exploration 4. Labor and human relations - involves the
Esteem Needs – our motivation for an honest, development of harmonious relations between
fundamental respect for a person as a useful and management on one hand and individual police
honorable human being. officer the on the other hand. It also concerns the
observance and application of laws and court
Aesthetic Needs - our motivation for beauty and decisions affecting human relations, and
order relationships with other government law
enforcement agencies.
Self- actualization – pertains to human total
satisfaction, when people are motivated not so 5. Efficient administration of the program with
much by unmet needs, as by the desire to become adequate budget – this is to achieve a favorable
all they are capable of (self-realization). climate for police officers. Good human relations
should be the attitude in the applications,
implementation and interpretation of the
2. Aldefer’s ERG Theory organization’s policies, rules and regulations. The
Clayton Aldefer has developed the ERG theory important tools in this area are records and reports,
which is a modification of the Maslow’s theory. ERG theory personnel research and statistics, and evaluation of
categorizes needs into Existence, Relatedness and Growth the effects of current policies, activities, and
needs. programs.
According to Aldefer: POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Existence Needs – are desires for
Policies are tools of police management, which give
physiological and material well-being life and direction to the police program of activities and set
Relatedness Needs – are desires for limits within which action is to be pursued by the personnel
satisfying interpersonal relationships concerned. Policies define the authority and the responsibility
of subordinates. They help the personnel understand their
Growth Needs – are desires for continued
mutual relationships. They are ahead to guide the men on the
personal growth and development.
operational level, authority, and responsibility and to enable
3. McClelland’s Acquired Needs Theory
them to arrive at sound decisions.
David McClelland identified three types of acquired
POLICY refers to a general plan of action that
needs. These are:
serves as a guide in the operation of the organization. It
makes up the basic framework of management decisions that
Need for Achievement – the desire to do set the course what the organization should follow. It defines
something better or more efficiently, to solve the authority and responsibility of supervisors in their job of
problems, or to master complex task. directing group efforts and implementing personnel programs.
Need for Affiliation – the desire to establish Policies form a code of procedure in that they
broadly indicate the best method of conducting any portion of
and maintain friendly and warm relations with
the work at hand. They assist police officers in problem
others
solving and decision-making. While policies must be
Need for Power – the desire to control others, consistent, they must be flexible enough to permit
to influence their behavior, or to be adjustments when the need for change arises.
responsible for others. Types of Police Policies
POLICE PERSONNEL MANAGEMENT According to origin, policies are classified as:
Police Personnel Management (Human
Resources Management) may be defined as that area of 1. Originated Policy - This type of policy comes from
management concerned with human relations in the police top management level and is intended to set up
organization. As an overview, Police Personnel Management
