Definition of Terms:

Police-the term police is derived from the word POLITIA, meaning condition of a state, government and administration.
The word POLITIA originated from the GREEK WORD Politeia which means government, citizenship, or the entire activity
of a POLIS meaning a CITTY. Is a group of persons established, maintained and organized for keeping order, safety,
protection of lives and properties and for prevention and detection of crimes. It is a branch of the criminal justice system
that has the specific responsibility of maintaining law and order and combating crime within the society.

Organization – it is defined as the arrangement of separate elements, such as personnel or group of employees, into a
structure through which authority and responsibility may be distributed. It is a form of human association for the
attainment of a goal or objective. It is the process of identifying and grouping the work to be performed, defining and
delegating authority establishing relationships for the purpose of enabling people work effectively.

Police Organization – is a group of trained personnel in the field of public safety administration engaged in the
achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property,
enforcement of the laws and the prevention of crimes.

Administration – in any organization, this refers to the element that is responsible for making and enforcing policies,
allocating resources, and coordinating activities to fulfill the organization’s primary goal or purpose. It may also refer to
the processes used.

Police Administration – focuses on the policing process or how police agencies are organized and managed in order to
achieve the goals of law enforcement most effectively, efficiently and productively.

Management – in any organization, a level that is responsible for supervising the operating elements, coordinating
diverse operations, communicating orders and policies from the administrative level to the operating level, and
reporting the results of operations to the administrator, the middle section of the chain of command. Pertains to the
utilization of available resources.

Distinction of Police Management from Police Administration – Management is personnel administration as it is the
development of people and not of objects. It means getting the cooperation and coordination of human beings so as to
obtain effective results with people. It denotes function that directs and guides the activities of the personnel of an
organization in the realization of both policies and objectives. Administration on the other hand, is the function that
determines the basic policies and objectives of an organization and the means to be employed to achieve them.

Policy – refers to a general plan of action that serves as a guide in the operation of the organization.

Bureau – is one of the major organizational divisions, usually headed by a senior officer.

Bureaucracy – refers to any organization that is structured into a hierarchy consisting of specialized elements, each of
which is responsible for a particular part of the organizations overall tasks, a theory developed by Max Weber, a German
Sociologist.

Planning – act or process of choosing goals to be attained in the future, the methods of attaining goals, the allocation of
resources to carry out those methods and the methods of determining the extent or degree to which the goals are
attained.

Chain of Command – is the system of relationship between superiors and subordinates through which authority and
accountability are connected.

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Authority – refers to the right of an individual to make certain decisions and to require subordinates to perform certain
tasks. It is also the right to command and control the behavior of employees in lower positions within an organizational
hierarchy. Every grant of AUTHORITY carries with it an equal RESPONSIBILITY which means an obligation of the person
to perform the authorized duty, to observe the limits or restrictions set by the people and ultimately to serve the public
need or purpose for which authority has been granted.

Accountability- refers to the principle that each subordinate must report to a superior and account for his or her
actions.

Communication – the transter of information over time and space. It is the process of sharing understanding and
information on common subjects. It is an intercourse between, two or people by means of words, letters, symbols, or
gestures for the purpose of exchanging information. The backbone of any police tactics.

POSDCORB – is an acronym developed by early management theorist Luther Gulick, this acronym supposed to define all
duties of an administrator or manager and this stands for planning, organizing, staffing, directing, coordinating, reporting
and budgeting.

Planning – working out in broad outline the things that need to be done and the methods for doing them to accomplish
the purpose set for the enterprise.

Organizing – establishment of the formal structure of authority through which work subdivisions are arranged, defined
and coordinated for the define objective.

Staffing – personnel function of bringing in and out training the staff and maintaining the staff the favorable conditions
of work. Filling the organization with the right people with right position.

Directing – task of making decisions and embodying them in specific and general orders and instructions and serving as
leader of the enterprise.

Coordinating – the all-important duty of interrelating the various parts of the work.

Reporting – is 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.

Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting and control. Involves setting of
financial objective, identifying the required resources and linking these resources to employee’s productivity and
organizational effectivity.

Span of Control- number of subordinate, employees or organizational elements that are subject to the control and
authority of particular individual. It is the maximum number of subordinates at a given position that superior can
supervise effectively.

Unity of Command - refers to the principle that each subordinate in an organization should be accountable to only one
superior.

SMART – criteria in planning which means: Simple, Manageable, Attainable, Realistic and Time bounded.

Leadership – relates to the characteristic of setting example- of doing things first so that others may follow. It is the
process of getting people to work toward some common objective. A group dynamic and it involves the exercise of
influence.
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Goals – are broad statements of general and long-term organizational purposes often used to define the role of the
police, for instance to prevent crime, maintain order or help solve community problems.

Objectives – are specific short term statements consistent with an organization’s goal.

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

Territorial Units:

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
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 posts.
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.

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.

Other Terms:

1. Sworn Officers – all personnel of the police department 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 district.
4. Ranking Officer – the officer who has the more senior rank/ higher 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 of duty.
8. Special Duty – the police service, its nature, which require 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 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/ supervisors 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: General Order, Special or Personal order.

THE NATURE OF POLICE ORGANIZATION

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 The police department is truly a complex bureaucracy. It is mostly a multi-level organization, organized in the
form of a pyramid with the top- level administrator being the CHIEF OF POLICE. At the bottom level of the organization,
one finds the patrolman or LINE OFFICER.
The PATROL OFFICER – is the backbone of the police department. The lowest level worker found in many, if not
most, complex organizations who usually performs the routine, repetitive kind of work necessary to keep the
organization functioning.

The police department by its very nature places the LINE OFFICER in a position where he is a decision maker and
manager of his area of responsibility from the first time he is given a “BEAT” to patrol. There are indeed few agencies in
which the efficiency and parameter of the law enforcement functions are vested in those individuals quite likely have
the least amount of experience and expertise in the organization.

TYPES OF POLICE ORGANIZATIONAL STRUCTURES:

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.

1. LINE ORGANIZATION – the straight line organization, often called the individual, military or departmental type
of organization, is the simplest and perhaps the oldest type; but it is seldom encountered in its channels of
authority and responsibility extends in a direct line from top to bottom within the structures, authority is
definite and result.
 While the line type of organization has many advantages, it also has some inherent weaknesses which,
for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly
simple. It involves the division of the work into units of eight (8) people with a person in charge who has
complete control and who can be hold directly responsible or accountable for results, or lack of them.
 Quick decisions can be made in the line organization because of the direct lines authority. Because of
these direct lines, each member in the chain of command knows to whom he is clearly fixed.
 Discipline is easily administered in this type of organization.
 Responsibility of making decisions is well identified.
 Coordination of effort is relatively easy to achieve because functional overlapping in between units, a
prime cause of friction in any organization can be minimized.
2. FUNCTIONAL ORGANIZATION – 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 line type of structure, those
establishments organized on a functional basis violate the prime rule that men perform best when they have but
ONE SUPERIOR.
 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 confusion.

3. 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, and the research and
development specialists.
 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 specialists.
 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 in line personnel by specialist.
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CLASSIFICATION OF LINE, STAFF AND AUXILIARY FUNCTION:

Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of line,
staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the
functions.

LINE FUNCTIONS – are the “backbone” of the police department; they include such operations as patrol, criminal
investigation, and traffic control, as well as supervision of the personnel performing those operations. Line functions are
carried out but “line members,” including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and
the chief of police. Line members are responsible for:

a. Carrying out the major purposes of the police department.

b. Delivering the services provided by the department.
c. Dealing directly with the department’s clientele.
d. Making final decisions with respect to the activities they perform.

STAFF FUNCTIONS – are those operations designed to support the line functions. Staff members are necessarily advisors
who are typically assigned to planning, research, legal advice, budgeting, and educational services. Staff members are
often civilians with specialized training who serve within the department but do not deal with daily operation on the
street. Their main function is to study police policies and practices and to offer proposals to the chief executive of the
department. Staff personnel tend to be:
a. Highly specialized
b. Involved in advisory capacity
c. Detached from the public
d. Not directly responsible for the decisions made by the department executive.

AUXILIARY FUNCTIONS – involve the logistical operations of the department. These include training, communications,
jailing, maintenance, record keeping, motor vehicles and similar operations.

Advantages of Tripartite Classification:

 It relieves line personnel of unnecessary activities and allows them to concentrate their efforts on achieving the
goals and objectives of the organization.
 It saves money by centralizing certain services in a specialized division capable of dispensing them uniformly
rapidly, and at less cost.
 It gives staff members greater time and opportunity to contemplate, research, experiment, plan, and suggest
reforms.
Disadvantages of Tripartite Classification:
 It may create conflicts among members of the department
 It may tend to impede communication within the department, since staff personnel often use different
terminology than line personnel especially low-ranking officers and street operatives.
 It may be too costly for small departments with limited resources.

ELEMENTS OF THE ORGANIZATION:

1. SPECIALIZATION – the grouping of activities and segregation of line, staff, and auxiliary functions are large-scale
examples of specialization within a bureaucratic organization.
 Specialization of an individual is also important in all organization, since it must be expected that some
members will know more, perform better and contribute more in one area of activity than in others.
 Specialization of jobs (areas of specialization) is the designation of certain tasks or activities as one that
must be performed in a highly technological, scientific or precise manner.

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  Specialization of people (specialists) is the designation of particular persons as having expertise in a
specific area of work. Here, specialization signifies the adaptation of an individual to the requirements of
some technical tasks through training, conditioning or extensive on-the-job experience.
EXAMPLE: Areas of police specialization include undercover works, crime scene operations, legal advising, computer
work, planning, community relations, drug related cases, or SWAT operations.

Advantages of Specialization:
 It helps streamline the flow of work by removing or minimizing bottle necks and work delays.
 It enhances the quality of performance within the department, since jobs are performed by those
competent to handle them.
 It helps get jobs faster.
 It tends to reduce the cost of police services.
 It motivates workers, improves their expertise, and creates greater job satisfaction of department.

Disadvantages of Specialized Departments:

 Specialists may develop a “status consciousness” – that is, they may become aloof or snobbish in dealing
with generalists within or outside the department.
 Specialist may find it difficult to communicate with generalist due to a lack of common terminology.
 Specialist may become too mush isolated in their work, thereby losing sight of the department’s overall
goals and the work of other specialists with the organization.
 Specialization may invite undue competitiveness, nurture secretiveness, and even lead to corruption
inside the department.

2. Hierarchy of Authority –a hierarchy represents the formal relationship among superiors and subordinates in any
given organization. it can be visualized as a ladder, with each rung representing a higher or lower level of
authority. If all persons within an organization were given the freedom to do what they like and refuse what
they dislike, there would be little likelihood of accomplishment. Any collaborative effort such as that in a police
department thus requires a system of checks and controls on individual behavior. HENCE, the department must
have a person or persons with authority to direct the actions of workers and ensure compliance with standards
in order to achieve the department’s goals. Each rank or position on a hierarchical ladder has specific rights,
while at the same time owing specific duties to the positions above and below it. Any particular position of the
ladder is expected to direct and control the activities of the ranks, while obeying the directions and instructions
received from higher ranks.

3. Span of Control - It is the maximum number of subordinates at a given position that superior can supervise
effectively. Because a large police organization necessarily must have more subordinates than superiors,
subordinate positions within a bureaucracy will outnumber supervisor positions. For this reason, organizational
charts of police agencies look more like pyramids. The chief controls the top pyramid, and the rank-and-file obey
from their varied positions spread along the base. In between, there is a hierarchy of ranks that expands wider
and wider as it descends toward the bottom of the pyramid. The height of an organizational pyramid is a
product of the hierarchy of supervisory positions or ranks that exists, while width of the pyramids base is a
product of the organization’s staggered span of control.

4. 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 within each organization
depending on the number of task and the size of personnel available at a given time.

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 Relevant Factors: Organization theory offers no magic formula for determining the proper spans of control
within a police agency. Rather, the span of control for any supervisory position may be determined on the basis
of a number of variables including.

1. The physical layout of the operation;

2. The complexity of the task;
3. Work conditions (normal. Crises)
4. Educational and skill of the employees involved;
5. Leadership qualities of the supervisors;
6. The quality of the communication system among personnel;
7. The financial ability of the agency to hire more supervisors; and
8. The history and traditions of the agency in questions.
Example: While a patrol sergeant may able to supervise 10 to 15 patrol officers effectively in more department, a SWAT
sergeant is usually assigned five or fewer subordinates.

5. DELEGATION OF AUTHORITY
DELEGATION – is the conferring of an amount of authority by a superior position onto a lower-level position.
The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However,
the delegators remain accountable for accomplishment of the job within the guidelines and quality standards of the
agency.
Maintaining control within the organization demands that authority be delegated vertically throughout the
organization’s pyramid, from the chief at the top to the patrol officers at the bottom. Excessive delegation within a
department produces a tall organizational pyramid, while very limited delegation results in short pyramid with fewer
levels of authority.

6. NEED FOR DELEGATION: Very small organizations need virtually no delegation, for example, a U.S. Marshall or a
village constable ordinarily does not have to delegate authority to anyone. However, when any organization
outgrows the capacity for face-to-face supervision, the chief executive must of necessity delegate some
authority. Larger organizations require still further delegation or “sub delegation” of authority.

7. COMPARE “ACCOUNTABILITY”- As allude to earlier, a delegation of authority does not include delegation of
accountability. The latter cannot be delegated, since accountability for “getting the job done” falls on the
delegator and, ultimately, on the chief executive of the agency. In other words, a chief of police must be fully
accountable to the local government (city, county) for the actions along with the chief would violate the basic
notion of administrative responsibility.

8. UNITY OF COMMAND
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. Thus, a patrol
officer, for example, would always receive orders from one sergeant and would always report to that same
sergeant. If the officer was instructed or advised by a detective, garage sergeant, or any other administrator
(with the possible exception of the chief), the officer is expected to check with his or her sergeant before taking
any action.

RATIONALE FOR PRINCIPLE: Unity of Command as a guiding principle has been defended on the following bases:
a. It strengthens control within the agency.
b. It helps determine responsibility for an action-especially when something goes wrong.
c. It facilitates communication and reduces intra-agency conflicts by eliminating contradictory orders.
d. It enhances supervision of personnel.
9. FORMAL COMMUNICATION

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 Basically, communication is the process of sharing understanding and information on common subjects. More
precisely, it is an intercourse between, two or people by means of words, letters, symbols, or gestures for the
purpose of exchanging information. Procedures, channels, and standardized languages are essential to effective
communication within such large organization.
While the eight elements previously discussed are crucial to any police organization, they would remain
fragmented without some means of integrating them into a meaningful and practical whole. The integrating
element is communication. Through communication, personnel are kept informed of the objectives of the
organization, of the means selected for achieving them, and of the information necessary for the continuing
operation of the department. Effective communication would ensure a common understanding of department
goals, policies, and procedures and this helps to bind the agency together.

THE PRINCIPLES OF POLICE ORGANIZATION

Police organizations are either formal or informal. FORMAL ORGANIZATIONS are highly structured while
INFORMAL ORGANIZATIONS are those without structures.

Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives – an organization is effective if it enables the individuals to contribute to the
organization’s objectives.
2. Principle of Organizational Efficiency – organization structure is effective if it is structured in such a way to
aid the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of units
from top to bottom describing explicitly the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command – This principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy.
Diverting orders, directives, or reports around a level of command usually has disastrous effects on
efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more than what he can
effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.
c. The Delegation of Authority – shall carry with it a commensurate authority and the person to whom
the authority is delegated shall be held accountable therefore. It implies that delegation must carry
with it appropriate responsibility.
d. The Unity of Command – explains that subordinates should only be under the control of one
superior.
4. Functional Principle – refers to the division of work according to type, place, time and specialization.
5. Line and Staff- implies that a system of varied functions arrange into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is responsible for
support, advisory or facilitative capacity.
6. Principle of Balance – states that the application of principles must be balanced to ensure the effectiveness
of the structure in meeting organization’s objectives.
7. Principle of Delegation by Results – states that authority delegated should be adequate to ensure the ability
to accomplish expected results.
8. Principles of Absoluteness of Responsibility - explains that responsibility for action cannot be greater than
that implied by authority delegated nor should it be less.
9. Authority Level Principle – implies that decisions within the authority of the individual commander should
be made by them and not be returned upward in the organizational structure.
10. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose.

OTHER PRINCIPLES IN POLICE ORGANIZATIONS:

1. Grouping of Similar Task

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 Tasks, similar or related in purpose, process, method, or clientele, should be grouped together in one or
more units under the control of one person. Whenever, practicable, every function of the police force
shall be assigned to a unit.
 ACCORDING TO FUNCTION
The force should be organized primarily according to the nature off the basis to be performed. It
should be divided into groups so that similar and related duties may be assigned to each.
 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 PLACE OR WORK
A territorial distribution of a platoon, accomplished by assigning patrolman on beats, is
necessary to facilitate the direction and control of the officers and to ensure suitable patrol
service at every point within the jurisdiction. Patrolman on street duty is great, it may be
desirable to divide them into squads assigned to specific sectors of jurisdiction, with a sergeant
in charge of each squad.
 ACCORDING TO LEVEL OF AUTHORITY
A police department is always divided according to the level of authority. Example, there will be
some patrolmen, sergeants, some lieutenants, some captains, and so on. Vertical 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.

2. Specialization Based on Need

Specialized units should be created only when overall departmental capability is thus significantly increased.
Specialization is a principle of 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.

THE PNP ORGANIZATION

Achievement of Professional Conduct and Exemplary Behavior among PNP Members

A PNP member as a LAW ENFORCER and an agent of a person in authority is a model citizen of the community.
He is looked upon as the paragon of virtues and a protector of people. He has chosen a noble profession of high risk and
dedicated service to protect the rights, lives and properties of the people whom he had sworn to serve with utmost
dedication. In this regard, each PNP member is mandated to strictly adhere to the POLICE CODE OF PROFESIONAL
CONDUCT AND ETHCAL STANDARD. Swift punishments are rendered to erring members while proper recognition for
exemplary achievements is given to deserving ones. Merit and performance, qualifications and mandatory promotional
courses are instituted from acceleration in the career ladder. Continuing education and leadership development aside
from moral values enhancement are the keys to dynamic professional groups of PNP members.

The Role of the PNP in Economic Development

The PNP plays a vital role in the country’s economic development. Being the guardian of peace and maintainer
of law and order, it is the commitment of the PNP to provide the people with a peaceful environment that fosters
healthy working condition conducive for economic development.

The PNP thrust on Efficiency and Effectiveness in the Development of Human Resource

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 The PNP Human Resource and Doctrine Development Program revolve on the following three dimensions of
human-resource development namely: Intellectual, Moral, Spiritual, and Physical. These are our guides to developing to
the fullest capacity and competence the potential of our policemen to actualize the Police 2000. The following
summarize the Program of Actions for the three dimensions cited:

The Intellectual Dimension

People as rationale being must be developed intellectually for his intelligence is the centerpiece of his civility. In
a democratic society where our behavior is guided by laws, norms and ethical standard, education is the worth of a
person, much more the people in police uniform. Continuing education and training to acquire new approaches and
techniques have been the prevailing thrust in the PNP.

The Moral Dimension

The human resources development must start from the basic orientation of moral values for PNP personnel,
who are exposed to all forms of risk and temptations especially, for material gains and personal satisfaction outside the
accepted morality standard. Moral dimension is best exemplified by the saying that: “Education with our moral
foundation is intellectualism in the highest level of hypocrisy.” Material life without moral direction is like a sharp arrow
without a feather, or just like driftwood in the ocean. It is life devoid of purposes.

The Physical & Sports Development Dimension

Physical attribute is the basic order and foundation of physical existence. Physical fitness and sports
development program are in place to remain fit in police work. The human body is a perfect machine with a soul where
the breath of life is a God given gift by the Creator. It is a moral obligation to Him to preserve and maintain our body in a
most perfect condition where the brain is the center nerve of our rationality.

The PNP Doctrine of Development

Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of a policeman is the
excellent knowledge of the law he is enforcing, and that the gun is only secondary or a defensive weapon. An ordinary
policeman is expected to be a one-man staff, operator, fiscalizer and prosecutor in the court of law. He is also expected
to behave civilly as a model citizen of his community and a protector of human rights. As quoted by no less that the
Chief, PNP, Director General Ricardo A. Sacramento II: “Rigors of police work, more than anything else, touch the lives of
every citizen as they go through their daily routine.” This is mirrored by often-quoted maxim, verbalized by August
Vollmer who said:

“Average citizen expects the police officer to have the Wisdom of Solomon, the Courage of David, the Strength of
Samson, the Patience of Job, the Leadership of Moses, the Faith of Daniel, the diplomacy of Lincoln, the Tolerance of the
Carpenter of Nazareth, the Kindness of the Good Samaritan, and finally, an intimate knowledge of every branch of
natural, biological and social science. If he possesses all these qualities, then he might be a good policeman.”

The Community-Oriented Policing System (COPS)

In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic police
services adhering to the following basic concepts have been adopted- the so called COPS:
a. The police and community are co-producers of police vices. Hence, peace and order is a shared responsibility of
the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active and vigilant actions
and participation of the citizenry.
c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes of the problem and its
solution.

The PNP Organizational Set Up

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 The PNP is composed of a National Headquarter, Regional Headquarters, Provincial Headquarters, District
Headquarters or Municipal Stations. At the National level, the PNP maintains its national headquarter in Camp Crame,
Metropolitan Manila which houses the Directorial Staff, Service Staff and Special Support Units.

PNP Staff and Support Units

a. The Chief of the Philippine National Police has the rank of Police Director General in the Armed Forces of the
Philippines with a four-star rank. He is assisted by a Personal Staff composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
b. Deputy Chief of Philippine National Police for Administration
c. Deputy Chief of Philippine National Police for Operation
d. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff
The two deputies and the Chief of Directorial Staff have the rank of Police Deputy Director General equivalent to
a three-star rank in the Armed Forces of the Philippines.

DIRECTORIAL STAFF (FUNCTIONAL STAFF)

1. Directorate for Personnel- Record Management
2. Directorate for Intelligence
3. Directorate for Operations
4. Directorate for Investigation
5. Directorate for Logistics
6. Directorate for Plans
7. Directorate for Comptrollership
8. Directorate for Police Community Relations
9. Directorate for Human Resources and Doctrine Development
10. Directorate for Research and Development

ADMINISTRATIVE SUPPORT UNITS

1. Logistic Support Service
2. Computer Service
3. Finance Service
4. Health Service
5. Communications-Electronic Service
6. Chaplain Service
7. Legal Service
8. Headquarters Support Service
9. Engineering Service

OPERATIONAL SUPPORT UNITS

1. Maritime Group
2. Intelligence Group
3. Security and Protection Group
4. Criminal Investigation and Detection Group
5. Special Action Force
6. Aviation Security Group
7. Traffic Management Group
8. Police Community Relations Group
9. Civil Security Group
10. Crime Laboratory

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THE POWERS AND FUNCTIONS OF THE PNP
1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety.
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice, and assist in
their protection;
4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and
pertinent laws;
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person so detained of
all his/ her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and to security guards and private
detectives for the practice of their professions;
8. Perform such other functions as may be provided by law. One of these is the forestry Law wherein the PNP is
primary enforcer in coordination with the Department of Environment and natural Resources (DENR).

The Rank Classification of the PNP Personnel

PNP RANK MILITARY EQUIVALENT

POLICE COMMISSION OFFICERS (PCO)

 Police Director General - General

 Police Deputy Director General
 Police Director
 Police Chief Superintendent
 Police Senior Superintendent
 Police Superintendent
 Police Chief Inspector
 Police Senior Inspector
 Police Inspector
- Lt. General
- Major General
- Brigadier General
- Colonel
- Lt. Colonel
- Major
- Captain
- 2nd/ First Lieutenant

POLICE NON-COMMISSIONED OFFICERS (PNCO)

 Senior Police Officer IV - Master Sergeant

 Senior Police officer III
 Senior Police Officer II
 Senior Police Officer I
 Police Officer III
 Police Officer II
 Police Officer I
- Technical Sergeant
- Staff Sergeant
- Sergeant
- Corporal
- Private 1st Class
- Private

PNP: NATIONAL IN SCOPE – CIVILIAN IN CHARACTER

NATIONAL IN SCOPE simply means that the PNP is a nationwide government organization whose jurisdiction
covers the entire breath of the Philippine Archipelago which extends up to the municipality of Kalayaan islands in the
province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government
employees. CIVILIAN IN CHARACTER means that the PNP is not a part of the military. Although, it retains some military
attributes such as discipline, it shall adopt unique non-military cultures, Code of Ethics, and Standard of Professional
Conduct comparable to the civilian police forces of other countries.

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OVERVIEW OF THE PNP AGENCY

The passage into Law on December 13, 1990 of Republic Act No. 6975 entitled “An Act Establishing the
Philippine National Police under a Reorganized Department of the Interior and Local Government and for Other
Purposes ended the existence of the Philippine Constabulary and the Integrated National Police and gave way to the
creation of the Philippine National Police, now known as the country’s police force that is national in scope and civilian in
character. It is administered and controlled by the NAPOLCOM.

With the effectivity of Republic Act No. 8551, otherwise known as the Philippine National Police Reform and
reorganization Act of 1998, the PNP was envisioned to be a community and service-oriented agency. As mandated by
law, the PNP activated/ created the INTERNAL AFFAIRS SERVICE (IAS) on a national scope on June 1, 1999. It is an
organization within the structure of the PNP and one of its tasks is to help the Chief, PNP institute reforms to improve
the image of the police force through assessment, analysis and evaluation of the character and behavior of the PNP
personnel. It is headed by the INSPECTOR GENERAL.

VISION
The men and women of the PNP is committed to a vision of a professional, dynamic and highly motivated
Philippine National Police working in partnership with a responsive community towards the attainment of a safe to live,
work, invest and do business with.

MISSION
To enforce the law, to prevent and control crimes, to maintain peace and order, and to ensure public safety and
internal security with the active support of the community.

MOTTO
We Serve and Protect

CORE VALUES
SERVICE-HONOR-JUSTICE

POLICE OFFICER’S PLEDGE

I will love and serve God, my country and people;
I will uphold the Constitution and obey legal orders of the duly constituted authorities;
I will oblige myself to maintain a high standard of morality and professionalism;
I will respect the customs and traditions of the police service and
I will live a decent and virtuous life to serve as an example to others.

LAW ENFORCEMENT CODE OF ETHICS

As a Law Enforcement Officer, my fundamental duty is to serve mankind; to safeguard lives and property; to protect the
innocent against deception, the weak against oppression or intimidation, and the peaceful against violence or disorder;
and to respect the Constitutional rights of all persons to liberty, equality and justice.

I will keep my private life unsullied as an example to all; maintain courageous calm in the face of danger, scorn or
ridicule; develop self-restraint; and be constantly mindful of the welfare of others. Honest in thought and deed in both
my personal and official life, I will be exemplary in obeying the laws of the land and the regulations of my department.
Whatever I see or hear of a confidential nature or that is confided to me in my official capacity will be kept ever secret
unless revelation is necessary in the performance of my duty.

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 I will never act officiously or permit personal feelings, prejudices, animosities or friendships to influence my decisions.
With no compromise for crime and with relentless prosecution of criminal, I will enforce the law courteously and
appropriately without fear or favor, malice or ill will, never employing unnecessary force or violence and never accepting
gratuities.

I recognize the badge of my office as a symbol of public faith, and I accept it as a public trust to be held so long as I am
true to the ethics of the police service. I will constantly strive to achieve these objectives and ideals, dedicating myself
before God to my chosen profession...law enforcement.

PNP Seal Meaning and Symbolism

Lapu-Lapu Hero - The great Filipino hero of Mactan, the prototype of the best and most noble in Filipino manhood who
is the symbol and embodiment of all the genuine attributes of leadership, courage, nationalism, self-reliance and a
people-based and people powered community defense. The benevolent and heroic warrior who derived added strength
from a cohesive, determined and loyal people is today a fitting symbol and a prototype as well of people power to
preserve our values, customs, traditions, way of life and the rule of law thru a solidly community-based police system.
Lapu-Lapu also personifies for us today civilian constitutional authority.

Laurel - Green Laurel with 14 leaves symbolizes the 14 Regional Commands. It is also a symbol of the honor, dignity and
the privilege of being a member of a noble organization where the call to public service is par excellence a commitment
to public trust.

Shield - The symbol of the Philippine Constabulary, the first National Police by virtue of Organic Act No. 175, enacted by
the Philippine Commission on 18 July 1901. The Philippine Constabulary for the close to 90 years of service to the nation
has performed with honor, professionalism and courage. The PC has carved out a large part of the glorious pages of
Philippine history, as attested by its proudly and deservedly garnering 86 of the 92 "Medals of Valor" the highest honor
that a grateful Filipino nation can bestow on its gallant sons in the service of the Republic. Most appropriately therefore,
the Philippine Constabulary became the nucleus of the Integrated National Police in 1975 to nurture the then embryonic
concept of the nationalization of the country's local police forces.

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Three Stars - Luzon, Visayas and Mindanao and the 1,700 islands and the territorial integrity wherein the National Police
must enforce the law and maintain peace and order with professionalism, zeal and dedication in keeping with the
highest ideals and traditions of service to our country and people.

Service • Honor • Justice - Added distinct ideals for the officers, men and women of the PNP to insure efficiency,
integrity, cohesiveness, camaraderie and equanimity to enhance community acceptance and support to attain its
mission of peace keeping and law enforcement.

Sun - Symbolize the flowering, maturing and ultimate realization of the glorious evolution of the PC/INP into a National
Police Organization - "national in scope and civilian in character" - as enshrined in the 1986 Constitution. The Traditional
light rays which represents the fight ingest provinces whose ideals of courage and patriotism the members of the
National Police must possess.

PNP Badge Meaning and Symbolism

Philippine Monkey Eating Eagle The National Bird – symbol of swiftness and ferocity, power, courage and immortality.

PNP Shield - Symbol of protection of all citizens.

Three Stars - Stands for Luzon, Visayas and Mindanao which constitute the Republic's Territorial Integrity over which the
PNP must enforce the law and maintain peace and order with professionalism, zeal and dedication in keeping with the
highest ideals and traditions of service to God, Country and People.

Eight Sun Rays - Represents the eight (8) provinces whose ideals of courage, gallantry patriotism led to their revolt
against Spain.
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Lapu – Lapu - Symbolizes the bravery of the Philippine National Police.

Service, Honor, Justice - Service is the vibrant and cogent deeds and actions in response to the needs and wants of the
people in distress: Honor could be the overriding criterion and consideration in the performance of their entrusted task
or mission: and Justice dispensed to everyone whatever is due to him without favoritism or discrimination of any sort.

Laurel Leaves - Symbolizes the competency, brilliance and honor in the field of endeavor expected from each and every
member of the PNP.

Philippine National Police - Identity of Solidarity.

PNP CONSTITUTIONAL BASIS:

Section 4, Article 2 of the 1987 Constitution provides that,” it is the policy of the State to promote peace and order,
ensure public safety and further strengthen local government capability aimed towards the effective delivery of basic
services for the citizenry through the establishment of a highly and competent police force that is NATIONAL IN SCOPE
and CIVILIAN IN CHARACTER”.

Section 23, Chapter III, of Republic Act No. 6975, “An Act Establishing the Philippine National Police under a Reorganized
Department of the Interior and Local Government”, or otherwise known as, “THE PNP LAW”.

Republic Act No. 8551, “An Act Providing for the Reform and Reorganization of the Philippine National Police and for
other Purposes or otherwise known as, “The PNP Reform Act of 1998”.

MEANING OF POLICE (CONTENT OF POLICE 2000)

P- Prevention and control crimes primarily through community-oriented policing system

O- Order maintenance, peace keeping and internal security operations
L- Law enforcement without fear or favor
I – Image credibility and community support enhancement
C- Coordination with other government agencies, non-government organization and the international police community
E- Efficient and effective development and management of human and material resources

WHY DOES POLICE ORGANIZATION EXIST?

Generally, organization exists because individuals are limited in their physical and mental capabilities.
Specifically, police organizations are mechanism through which many police officers combine their efforts and work
together to accomplish more than one person could do alone in the fight against crime and in the enforcement of laws.

POLICE ORGANIZATION AS AN OPEN SYSTEM

POLICE RESOURCE (INPUTS) TRANSFORMATION PROCESS PRODUCT (OUTPUT)

 Information The organization Police Services

 Materials
 Equipment
 Facilities Human resources and
 Money Physical resources
 People Work Activity

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 The police organization ultimately depends on the activities and collective efforts of many people for its success.
In this sense, people are the essential human resources of organizations – the individuals and groups whose
performance contributions make it possible for the police organization to serve a particular purpose. But the
organization needs more than people if they are to survive and prosper. They also need material resources, including
technology, information, and physical equipment and facilities, raw materials and money. These are necessary for the
police organization to produce the desired service.

The system obtains human and material resources (INPUTS) from their environment and transforms them into
product (OUTPUTS) in the form of police services. The outputs are then offered to the environment (community) for
consumption.

Police Organization and the New Work Place

Police productivity problems and lack of international competitiveness is one big reason for focusing on the
study of individuals and groups in organizations (the human side of the enterprise).

The challenge for police managers as we enter the information age is to rethink and restructure the way in
which they manage their work forces (human resources) and to design their organizations to enable them to survive and
remain competitive in the millennium years.

Why? The new workplace is changing rapidly and will continue to do so. What is the situation? “Call it whatever
you like – re-engineering, restructuring, transformation, flattening, downsizing, rightsizing, a quest for global
competitiveness – it’s real, it’s radical, and it’s arriving everyday”. “The revolution feels something like this: Scary, guilty,
painful, liberating, disorienting, exhilarating, empowering, frustrating, fulfilling, confusing, challenging.” In other words,
it feels very much like chaos.

What are the realities of the police organization and the dynamic workplace?

 The police workforce is changing: multiculturalism, police force skills, police force values, etc.,

Challenge to the Police Manager:

 To deal well with police officers of different ethnic and racial backgrounds, of different
genders and ages, of different lifestyle preferences and of different life style preferences
and of different personal values.

 To deal with police officers whose skills may not be consistent with the demands of new
technologies and changing workplace tasks.

 The Police Organization and Scheduling of Work is Changing: work force flexibility

Challenge to the Police Manager

 To deal with the development of a wave of new work options promoting work force
flexibility (job sharing, part time, flexible work hours).

 Community expectations are changing: Total Quality Management: management that ensures that the police
organization and all its members operate with commitment to continuous improvement and to meeting
community needs completely.

Challenge to the Police Manager

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  Since only organizations that are able to deliver what community wants in terms of
quality, service, and cost will prosper; the manager must deal with the age of total
quality management – benchmarking trends (focus is on maintaining staff-customer
trust – and not just providing a basic service).

 Police Organizations are changing: In a complex environment, police organizations today are now forming
alliances, creating new structures, going global, engaging in joint ventures and employing sophisticated
technologies.

Challenge to the Police Manager

 To deal with competitive pressures – pursuing police productivity , empowering officers,
pressing for police innovations, and trying to adapt self to beat fit changing times.

 Design and Conceptualization of police workplace is changing: Re-engineering

Challenge to the Police Manager

 To deal with police office innovations such as the use of telecommunications
technologies (teleworking), location independent work, flexi place – the so-called virtual
office.

 Police Managers Must Change Too: There’s no doubt about it, the directions are clear, the future is there. But in
order to succeed, police managers must be willing to step forward and make the personal and optional changes
necessary to secure it, to make the behavioral and attitudinal adjustments necessary to succeed in every
dynamic time.

The Police Manager in the New Workplace

A manager is a person in an organization who is responsible for work that is accomplished through the
performance contributions of one or more persons. Traditionally, the other persons have been identified as manager’s
team members or associates.

In the police service, the manager in turn are identified by a wide variety of possible job titles, including police
supervisor, police department head, police team leader, police coordinator, police director, police chief, etc.,

In the new workplace, they formed a work team – a task-oriented group that includes the police manager and
his team members or associate:

The police managers in the new workplace:

 Know that police success in a highly dynamic environment will come to active opportunity seekers and problem
solvers.

 Continually analyze changing situations to identify opportunities to be exploded or problems to be solved.

 Add value to the police organization.

 Able to identify, manage and modify the behavior of police members.

Fundamentally, any police manager should seek to key results for a police work team:

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  Task Performance – the quality and quantity of police work produced or the services provided by the work team
as a whole.

 Human and material resource maintenance – the attraction and continuation of a capable police work force
overtime and the care of sustainable performance of other resources.

Police Managerial Skills and Competencies

Our previous discussion of managerial activities, roles and networking responsibilities of managerial work raises
an important question.
What police skills or competencies are required to achieve managerial success in such a dynamic work environment?

Skill is ability to translate knowledge into action that results in desired performance. It is ability that allows a
person to achieve superior performance. It is the ability that allows a person to achieve superior performance in one or
more aspects of his or her work.

Robert Katz divides the essential managerial skills into three categories:

 Technical Skill – the ability to perform specialized tasks. This involves being highly proficient at using selected
methods, processes and procedures to accomplish tasks.

 Human Skill – the ability to work well with other people. It emerges as a spirit of trust, enthusiasm and genuine
involvement in interpersonal relationships. The skill is essential in networking activities.

 Conceptual Skill – the ability to analyze and solve complex problems. This is analytical ability, which draws
heavily on one’s mental capacities to identify problems and opportunities, and to make good problem solving
decisions that serves the organization’s purpose.

Technical Skills are shown as being more important at lower level police managers, where supervisors must deal with
concrete problems. Human Skills are consistently important across all managerial levels while conceptual skills are
portrayed to be most essential for top level managers.

POLICE PERSONNEL MANAGEMENT

-may be defined as that area of management concerned with human relations in the police organization. It uses
planning, organizing, directing and controlling of day-to-day activities involved in procuring, developing and motivating
them and in coordinating their activities to achieve the aims of the police.

Objectives of Personnel Management:

The management of human resources is delegated to the unit of organization, known as Human Resource
Department (HRD). This is to provide services and assistance needed by the organization’s human resource in their
employment relationship with the organization. An important task of the Human Resource Department is winning
employee’s acceptance of organization’s objective.

The objectives are:

1. To assist top and line management achieves the organization’ objective
2. To acquire capable people and provide them with opportunities for advancement in self-development
3. To assist top management in formulating policies and programs
4. To provide technical services and assistance to the operating management
5. Ta assist management in training and developing the human resources
6. To see that all police members are treated equally and in the application of policies, rules and regulations
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 7. To help effect organization development and institution building effort.

OPERATIVE FUNCTIONS OF POLICE PERSONNEL

1. POLICE PERSONNEL PLANNING – is a study of the labor supply of jobs, which are composed with the demands
for employees in an organization to determine future personnel requirements, which either increase or
decrease.
2. POLICE RECRUITMENT – is the process of encouraging police applicant from outside organization to seek
employment in an organization. it consists of recruitment strategy, formulation of job applicants search,
screening of qualified applicants, and maintaining a waiting list of qualified applicants.
3. POLICE SELECTIONS (SCREENING) – is the process of determining the most qualified police applicant for a given
position in the police organization.
4. POLICE PLACEMENT – is the process of making police officers adjusted and knowledgeable in a new job and or
working environment.
5. POLICE TRAINING AND DEVELOPMENT – refers to any method used to improve the attitude, knowledge, and
skill or behavior pattern of an employee for adequate performance of a given job.
6. POLICE APPRAISAL or PERFORMANCE RATING – it is the evaluation of the traits, behavior and effectiveness of a
police officer on the job as determined by work standards.
7. POLICE COMPENSATION – financial compensation in the form of wages of salaries constitutes the largest single
expenditure for most organizations.

POLICE JOB DESCRIPTION

-it is defined as an abstract of information derived from the job analysis report, describing the duties performed,
the skills, the training, and experience required, the condition under which the job is done, and relation of the job to the
other job in the organization. It contains:
 Major duties performed
 Percentage of time devoted to each duty
 Performance standards
 Working conditions including possible hazards
 Number of persons working on the same job
 Reporting relationships
 Machines and equipment used

POLICE RECRUITMENT, SELECTION AND PLACEMENT

ON POLICE RECRUITMENT
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of attracting
well-qualified applicants. Recruitment in the police service is dependent on the availability of national or regional quota
of the PNP, which is determined by the NAPOLCOM.

ON SELECTION PROCEDURE
The purpose of the selection process is to secure these candidates who have the highest potential for
developing into good policemen.

THE SCREENING PROCEDURES:

1. PRELIMINARY INTERVIEW – the applicant shall be interviewed personally by the personnel officer. If the
applicant qualifies with respect to the requirements of citizenship, education and age, he shall be required to
present the following:

 Letter of application if none has submitted

 An information sheet
 A copy of his picture (passport size)
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  Birth certificate
 TOR/Diploma
 Fingerprint card properly accomplished
 Clearance papers from the local police department, NBI, and any others that may be required.

2. PHYSICAL AND MEDICAL EXAMINATION – it is being conducted by the police health officer after he qualifies in
the preliminary interview.
3. PHYSICAL AGILITY TEST – the screening committee shall require the applicant to undergo a physical agility test
designed to determine whether or not he possess the required coordination strength, and speed of movement
necessary for police service. The applicant shall pass the tests like Pull-ups (6), push-ups (27), two minutes sit-
ups (45), squat jumps (32), and squat thrusts (20).
4. CHARACTER AND BACKGROUND INVESTIGATION – the Screening Committee shall cause a confidential
investigation of the character and from among various sources.
5. PSYCHOLOGICAL AND/ OR NEURO-PSYCHIATRIC TEST – in order to exclude applicants who are emotionally or
temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take a
psychological and/ or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly recognized
institution offering such test after he has qualified and met all the requirements above.
6. THE ORAL INTERVIEW – the Screening Committee shall interview the qualified applicants for suitability for
police work. The interview shall aid in determining appearance, likeableness, affability, attitude toward work,
outside interest, forcefulness, conversational ability, and disagreeable mannerism.

POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who passes the tests
required in the screening procedures shall be recommended for initial appointment and shall be classified as follows:
Temporary – if the applicant passes through the waiver program as in provided in under RA 8551.
Probationary – if the applicant passes through the regular screening procedures.
Permanent – if the applicant able to finish the required field training program for permanency.

APPOINTMENT IN THE PNP SHALL BE AFFECTED IN THE FOLLOWING MANNER:

A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP for
National Head Quarter’s personnel and attested by the Civil Service Commission (CSC).
B. Inspector to Superintendent – appointed by the Chief PNP as recommended by their immediate superiors and
attested by the Civil Service Commission (CSC).
C. Senior Superintendent to Deputy Director General – appointed by the President upon the recommendation of
the Chief PNP with the endorsement of the Civil Service Commission (CSC) and with confirmation by the
Commission on Appointment.
D. Director General – appointed by the President from among the most senior officers down to the rank of Chief
Superintendent in the service subject to the confirmation of the Commission on Appointment. Provided, that
the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in times of war or other
national emergency declared by congress, the President may extend such tour of duty.

WAIVER FOR APPOINTMENT

Waivers for initial appointment to the police service shall be governed by Section 15 of Republic Act 8551.

APPOINTMENT BY LATERAL ENTRY

 In general, all original appointments of Commissioned Officers (CO) in the PNP shall
commenced with the rank of INSPECTOR to include those with highly technical
qualifications applying for the PNP technical services, such as DENTIST, OPTOMETRIST,
NURSES, ENGINEERS, and GRADUATES OF FORENSIC SCIENCES.

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  Doctors of Medicine, members of the BAR and Chaplains shall be appointed to the rank
of SENIOR INSPECTOR in their particular technical services.

 Graduates of the PNPA shall be automatically appointed to the initial rank of

INSPECTOR.

 LICENSED CRIMINOLOGIST may be appointed to the rank of INSPECTOR to fill up any

vacancy.

POLICE TRAINING

TYPES OF POLICE TRAINING PROGRAMS:

1. Basic Recruit training
2. Field training
3. In-service training programs
4. Department in-service training programs
5. National and international conventions on policing

BASIC RECRUIT TRAINING – the most basic of all police training. It is a pre-requisite for permanency of appointment. It
shall be in accordance with the programs of instructions prescribed by the PPSC and the NAPOLCOM subject to
modifications to suit local conditions. This course is conducted within not less than six (6) months. A training week shall
normally consist of 40 hours of scheduled instructions.

THE PNP FIELD TRAINING – is the process by which an individual police officer who is recruited into the service receives
formal instruction on the job for special and defined purposes and performs actual job functions with periodic appraisal
on his performance and progress.
Under RA 8551, all uniformed members of the PNP shall undergo a FTP (FIELD TRAINING PROGRAM) involving
actual experience and assignment in patrol, traffic and investigation as a requirement for permanency of their
appointment. The program shall be for 12 months inclusive of the Basic Recruit training Course for non-officers and the
Officer Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551)

THE IN-SERVICE TRAINING PROGRAMS:

 Junior Leadership Training – for PO1 to PO3

 Senior Leadership Training – for SPO1 to SPO4
 Police Basic Course – for Senior Police Officers
 Officers Basic Course – for Inspectors to Chief Inspectors
 Officers Advance Course – for Chief Inspectors to Senior Superintendent
 Officer Senior Education Course – Superintendent and above
 Directorial Staff Course – for directors and above

PNP APPRAISAL SYSTEM

The performance evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue the
necessary rules and regulation for the orderly administration of the appraisal process. Such performance evaluation shall
be administered in a manner as to foster the environment of every individual police efficiency and behavioral discipline
as well as the promotion of the organization’s effectiveness.

POLICE PROMOTION

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 Promotion is the process of increasing the rank of a member of the police service. It has the following
objectives:
1. To invest a member of the police force with the degree of authority necessary for the effective execution of
police duties.
2. To place the police officer in a position of increased responsibility where he can make full use of his capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members of the police force, which
will gradually improve efficiency in police works.

Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed members
of the PNP, which shall be based on:
1. MERIT – includes length of service in the present rank, and qualification.
2. SENIORITY
3. AVAILABILITY of vacant position.

The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for promotion as
that of men.

PREFERENCES FOR PROMOTION

1. Appropriate Eligibility – whenever two or more persons who are next in rank, preference shall be given to the
person who is the most competent and qualified and who has the appropriate eligibility.
2. Competency and Vacancy – when competency, qualification, and eligibility are equal, preference shall be given
to the qualified member in the organizational unit where the vacancy occurs.
3. Seniority – when all the foregoing conditions have been taken into account, and still the members in the next
rank have the same merit and qualification, preference shall be given to the most senior officer.

FACTORS IN SELECTION FOR PROMOTION

1. Efficiency of performance – as an aid to fair appraisal of the candidates’ proficiency, the performance-rating
period shall be considered. Provided, that in no instance shall a candidate be considered for promotion unless
he had obtained a rating of at least “SATISFACTORY.”
2. Education and training – educational background which includes completion of in-service training courses,
academic studies, training grants and the like.
3. Experience and Outstanding Accomplishment – this includes occupational history, work experience and other
accomplishment worthy of commendation.
4. Personal Character and Personality – the factors of physical fitness and capacity as well as attitude and
personality traits in so far as they bear on the nature of the rank and/or positioned to be filed. This means that
the candidate should have no derogatory records which might affect integrity, morality and conduct.
5. Leadership Potential – the capacity and ability to perform the duties required in the new or higher position and
good qualities for leadership.

What is a plan?

A plan is an organize schedule or sequence by methodical activities intended to attain a goal and objectives for
the accomplishments of mission or assignment. It is a method or way of doing something in order to attain objectives.
Plan provides answer to 5W’s and 1 H.

What is planning?

Hudzik and Cordner defined planning as “thinking about the future, thinking about what we want the future
would be, and thinking about what we need to do now to achieve it’.
Planning is a management function concerned with visualizing future situations, making estimates concerning
them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways and means for
23
reaching desired goals according to a certain schedule, estimating the necessary funds and resources to do the work,
and initiating action in time to prepare what may be needed to cope with the changing conditions and contingent
events.

Goals and Objectives distinguished

Objectives are a specific commitment to achieve a measurable result within a specific period of time. Goals are
general statement of intention and typically with time horizon or it is an achievable end state that can be measured and
observed. Making choices about goals is one of the most important aspects of planning.

KINDS OF POLICE PLANS

1. Policy and Procedural Plans – to properly achieve the administrative planning responsibility within the unit,
the commander shall develop unit plans
Further, standard operating procedures shall be planned to guide members in routine and field operations and
in some special operations in accordance with the following procedures:
 Field procedure – Procedures intended to be used in all situations of all kinds shall be outline as a guide
to officers and men in the field. Examples of these: related to reporting, to dispatching, to raids, arrest,
stopping suspicious persons, receiving complaints, touring beats and investigation of crimes.
 Headquarter Procedures – Included in these procedures are the duties of the dispatcher, jailer, matron,
and other personnel concerned which may be reflected in the duty manual.
 Special Operation Procedures – included are the operation of the special unit charged with the
searching and preservation of physical evidence at the crime scenes and accidents, the control of
licenses, dissemination of information about wanted persons, inspection of the PNP headquarters.

2. Tactical Plans – these are the procedures for coping with specific situations at known locations. Plans shall
be made for blockade and jail emergencies and for special community events, such as longer public
meetings, athletic contests, parades, religious activities, carnivals, strikes, demonstrations, and other street
affairs.
3. Operational Plan – these are plans for the operations of special divisions like the patrol, detective, traffic,
fire and juvenile control divisions. Operational plans shall be prepared to accomplish each of the primary
police tasks.
4. Extra-office Plans – the active interest and the participation of individual citizen is so vital to the success of
the PNP programs that the PNP shall continuously seek to motivate, promote, and maintain an active public
concern in its affairs. These are plans made to organize the community to assist in the accomplishment of
objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention.
5. Management Plans – Plans of management shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement and disbursement of money,
such as the following:
 Budget planning- present and future money needs for personnel, equipment, and capital
investments must be estimated.
 Accounting Procedures – procedures shall be established and expenditure reports be provided to
assist in making administrative decisions and in holding expenditures within the appropriations.
 Specifications and Purchasing Procedures – Specifications shall be drawn for equipment and
supplies.
 Personnel – Procedures shall be established to assure the carrying out of personnel programs and
the allocation of personnel among the component organizational units in proportions need.
 Organization – A basic organizational plan of the command/unit shall be made and be posted for the
guidance of the force. The duty manual incorporates rules and regulations and shall contain the
following: definition of terms, organization of rank, and the like, provided the same shall not be in
conflict with this manual.
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STEPS IN POLICE OPERATIONAL PLANNING

1. Frame of Reference – this shall be based on a careful view of the matters relating to the situation for which
plans are being developed. Opinions or ideas of persons who may speak with authority on the subject and views
of the police commanders, other government officials, and other professionals shall be considered.
2. Clarifying the Problems – this calls for the identification of the problems, understanding both its records and its
possible solutions.
3. Collecting all Pertinent Facts – no attempt shall be made to develop a plan until all facts relating to it have been
carefully reviewed to determine the modus operandi, suspects, types of victims, and such other information as
may be necessary.
4. Developing the Facts – after all data have been gathered, a careful analysis and evaluation shall be made. This
provides the basis from which a plan or plans are evolved. Only such facts as any have relevance shall be
considered.
5. Developing Alternative Plans – in the initial phases of plan development, several alternative measures shall
appear to be logically comparable to the needs of a situation. As the alternative solutions are evaluated, one of
the proposed plans shall usually prove more logical than the others.
6. Selecting the Most Appropriate Alternative – a careful consideration of all facts usually leads to the selection of
the best alternative proposal.
7. Selling the Plans – a plan, to be effectively carried out, must be accepted by persons concerned at the
appropriate level of plan’s development. For example, in a robbery case, the patrol division head may be
preparing the plan. At the outset, the detective chief is concerned and shall be consulted. As the planning
develops, there may be a need to involve the head of the personnel, records and communication units and all
patrol officers.
8. Arranging for the Execution of the Plan – the execution of a plan requires the issuances of orders and directives
to units and personnel concern, the establishment of a schedule, and the provision of manpower and the
equipment for carrying out the pan. Briefings shall be held and assurance shall be received that all involved
personnel understood when, how, and what is to be done.
9. Evaluating the Effectiveness of the Plan – the results of the plan shall be determined. This is necessary in order
to know whether a correct alternative was chosen, whether the plan was correct, which phase was poorly
implemented, and whether additional planning may be necessary. Follow-up is the control factor essential for
the effective command management.

2 FUNDAMENTAL THEORIES OF POLICE SERVICE

1. The Continental Theory – policemen are servants 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 a community who defend for the
effectiveness of their functions upon the express wishes of the people.

THE CONCEPT OF POLICE SERVICE

1. Old Concept – this old philosophy means throwing more people in jail rather than keeping them out of jail.
Punishment is the sole instrument of crime control. The yardstick of efficiency is the number of arrested
suspects.
2. Modern Concept – police service today has broadened its activities to include certain aspects of social service
for the welfare of the people. The yardstick of efficiency is the absence of crime.

EFFICIENCY AND EFFECTIVITY DISTINGUISHED

Being EFFICIENT means “doing things right” while being an EFFECTIVE means “doing the right things”.

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THEORIES OF MANAGEMENT

1. Human Relations Management Theory – the theory, originally developed by Elton Mayo and extended by
others, that the social relationships among workers are an essential fact in determining the productivity of an
organization.

2. Organizational Theories – provided by Max Weber, a German sociologist. Believed that the most efficient form
of an organization was the bureaucracy, in which the overall work of an organization is divided into sets of
specific tasks that are assigned to the individual units of the organization.
 Each unit of an organization should be assigned one particular type of work, or set of closely related
tasks, to be performed more or less continuously.
 The exact procedures to be followed for the completion of every task should be determined in advance
and established by the appropriate authority.
 All work must be reported by means of documents, reviewed by supervising authorities as necessary,
and keep in permanent files for future reference.

3. Behavioral Theory of Management – A theory of human motivation published by psychologist Abraham Maslow
in 1943, that attempted to explain virtually all behavior in terms of a relatively small set of universal needs.
According to Maslow, every person has essentially the same needs although they may be expressed in different
ways. Maslow theorized that people also have a universal set of psychological needs: a need for friendship,
affection, affiliation (the sense of belonging to a worthwhile group) self-respect, self-confidence, and the
fulfillment of one’s personal potential, or self-actualization.

4. Theory X – formulated by Douglas McGregor, the belief among managers that most people do not want to work
and will not accept responsibility for their performance unless they are FORCED TO DO SO.

5. Theory Y – the belief that most workers are eager to work productively and to accept responsibility for their
performance, if they are given meaningful tasks and a fair opportunity to challenge themselves.

6. Grid Organizational Development – a theory developed by social scientists Robert R. Blake and John S. Mouton
to describe certain aspects of organizational behavior. Their idea was that every organization has two dominant
concerns:
a. The concern for production (for meeting the organization’s overall goals)
b. The concern for the welfare (both physical and psychological) of the organization’s members including
employees.
- Blake and Mouton believed that managers should use specific strategies to balance these two
concerns so that they actually reinforce each other. Increased production brings greater rewards,
both material and psychological, while more satisfied workers are naturally more productive.

7. Management by Objective - is a systematic and organized approach that allows management to focus on
achievable goals and to attain the best possible results from available resources. (MBO) was first outlined by
Peter Drucker in 1954 in his book 'The Practice of Management'. In the 90s, Peter Drucker himself decreased the
significance of this organization management method, when he said: "It's just another tool. It is not the great
cure for management inefficiency.

Main Principle

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 The principle behind Management by Objectives (MBO) is to make sure that everybody within the
organization has a clear understanding of the aims, or objectives, of that organization, as well as awareness of
their own roles and responsibilities in achieving those aims. The complete MBO system is to get managers and
empowered employees acting to implement and achieve their plans, which automatically achieve those of the
organization.

8. Management for Quality Theory – theory developed by W.E. Deming and extended by others, that the ultimate
quality of goods and services is largely determined by the management practices in the organization.

The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations
can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation
while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a
system, not as bits and pieces.

9. Contingency Theory – the theory that an effective leader is one who is able to use whatever style or method of
leadership is most appropriate to a given group situation. Contingency theory is a class of behavioral theory
that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead,
the optimal course of action is contingent (dependent) upon the internal and external situation.

10. Scientific Management Theory – by Frederick Taylor, this theory focused on methods of increasing worker
productivity. He believed that workers were motivated primarily by economic rewards, and that organizations
should be characterized by a distinct hierarchy of authority comprising specialized personnel.

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11. Administrative Management - Henri Fayol (1841-1925) was a French management theorist whose theories in
management and organization of labor were widely influential in the beginning of 20th century. He was a mining
engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an
engineer, then moved into general management and Managing Director from 1888 to 1918.

Fayol was the first to identify the four functions of management: planning, organizing, directing, and controlling,
as known today.

His 14 principles are:

1. Division of work - specialization provides the individual to build up experience, continuous improvement in
skills, and thereby be more productive.

2. Authority - the right to issue commands, along with which must go the balanced responsibility for its
function

3. Discipline - which is two-sided, for employees only obey orders if management play their part by providing
good leadership.

4. Unity of Command - each worker should have only one boss with no other conflicting lines of command.

5. Unity of direction - people engaged in the same kind of activities must have the same objectives in a single
plan

6. Subordination of individual interest to general interest - management must see that the goals of the firms
are always paramount.

7. Remuneration - payment is an important motivator although by analyzing a number of possibilities, Fayol

points out that there is no such thing as a perfect system

8. Centralization or decentralization - this is a matter of degree depending on the condition of the business
and the quality of its personnel

9. Scalar chain (line of Authority) - a hierarchy is necessary for unity of direction but lateral communication is
also fundamental as long as superiors know that such communication is taking place.

10. Order- both material order and social order are necessary. The former minimizes lost time and useless
handling of materials. The latter is achieved through organization and selection.

11. Equity - in running a business a 'combination of kindliness and justice' is needed in treating employees if
equity is to be achieved.

12. Stability of tenure - this is essential due to the time and expense involved in training good management.

13. Initiative - allowing all personnel to show their initiative in some way is a source of strength for the
organization even though it may well involve a sacrifice of 'personal vanity' on the part of many managers

14. Esprit de corps - management must foster the morale of its employees. He further suggests that, "real talent
is needed to coordinate effort, encourage keenness, use each person’s abilities, and rewards each one's
merit without arousing possible jealousies and disturbing harmonious relations." Harmony and pulling
together among personnel.
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 12. In 1829, Sir Robert Peel created the Metropolitan Police when he served as Home Secretary of England.
According to Peel, the real key for policing is "the police are the people and the people are the police".
Peel believed that prevention of crime could be accomplished without intruding into the lives of citizens. With the
development of the Metropolitan Police, Peel established nine principles to his theory of policing. These nine
principles are as relevant today as they were in the 1800's.

Community policing - is based on Peel's concept of prevention. Community policing has been embraced by many
law enforcement organizations across our country. Community policing is based on its goal to prevent crime and
promote better police-community partnerships.

a. The basic mission for whom the police exist is to prevent crime and disorder.

b. The ability of the police to perform their duties is dependent upon public approval of police actions.

c. Police must secure the willing co-operation of the public in voluntary observance of the law to be able to secure
and maintain the respect of the public.

d. The degree of co-operation of the public that can be secured diminishes proportionately to the necessity of the
use of physical force.

e. Police seek and preserve public favor not by catering to public opinion but by constantly demonstrating absolute
impartial service to the law.

f. Police use physical force to the extent necessary to secure observance of the law or to restore order only when
the exercise of persuasion, advice and warning is found to be insufficient.

g. Police, at all times, should maintain a relationship with the public that gives reality to the historic tradition that
the police are the public and the public are the police; the police being only members of the public who are paid
to give full-time attention to duties which are incumbent on every citizen in the interests of community welfare
and existence.

h. Police should always direct their action strictly towards their functions and never appear to usurp the powers of
the judiciary.

i. The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in
dealing with it.

TYPES AND FORMS OF LEADERSHIP

1. AUTHORITARIAN (AUTOCRATIC) – provides clear expectations for what needs to be done, when it should be
done, and how it should be done. There is also a clear division between the leader and the followers. They make
decisions independently with little or no input from the rest of the group. Authoritarian leadership is best
applied to situations where there is little time for group decision-making or where the leader is the most
knowledgeable member of the group.
2. DELEGATIVE (LAISSEZ –FAIRE) – offers little or no guidance to group members and leave decision-making up to
group members. While this style can be effective in situations where group members are highly qualified in an
area of expertise, it often leads to poorly defined roles and a lack of motivation.

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 3. PARTICIPATIVE LEADERSHIP (DEMOCRATIC) – is generally the most effective leadership style. They encourage
group members to participate, but retain the final say over the decision-making process.

DISTINCTIONS OF MILITARY AND POLICE ORGANIZATION

a. Operationally – police officers patrol alone or in pairs while military move in team, squads or platoons.
b. Functionally - bound with tighter sets of constitutional rules and procedures. Common fact which they both
believe in “RANK ALONE DOES NOT ENSURE EFFECTIVE LEADERSHIP”.

RESEMBLANCE OF MILITARY AND POLICE ORGANIZATION

a. Symbolically – this includes uniforms and insignia (number of stars in the collar of their uniforms)
b. Functionally - police policies and procedures (police communication system and ranking system)

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