TEXTBOOK IN POLICE PERSONNEL

UNIT I. POLICE ADMINISTRATION

Specific Objectives:

At the end of this unit student shall be able to:

a. To present and discuss the PNP organizational structure.

b. Know the mission and functions of Directorate for Police Personnel and Records Management
c. Relate the importance of the PNP Program Management Office
d. Know the mission and functions of Directorate for Human Resource and Doctrine Development
e. To rationalized the concept of an organization.

THE PNP ORGANIZATIONAL STRUCTURE

Office of the
Chief PNP

Office of the Office of the Office of the

Deputy Chief Deputy Chief Chief
for for Directorial
Administration Operations Staff

The PNP Organizational Structure is composed of the Central Office or the National Headquarters, which
housed the office of the PNP Chief, two Deputy Chiefs, one for Administration and one for Operations. The chief
Directorial Staff and ten Directorial Staffs with the support of nine Administrative and ten Operational Units and
seventeen Police Regional Offices (PROs) nationwide corresponding to the regional subdivisions of the country to
include the NCRPO, PROs 1, 2, 3, 4A (CALABARZON), 4B (MIMAROPA), 5, 6, 7, 8, 9, 10, 11, 12, 13 (CARAGA), CAR
and ARMM. It was on September 1, 2002 that the PRO 4 was subdivided into PRO 4A (CALABARZON), which was the
jurisdiction over provinces of Cavite, Laguna, Batangas, Rizal, and Quezon, and PRO 4B (MIMAROPA), which has the
jurisdiction of provinces of Mindoro, Marinduque, Romblon and Palawan.

At the provincial level, a Provincial Police Office is headed by a Provincial Director. In the case of large
provinces, police districts may be established by the commission to be headed by a District Director. At the city or
municipal level or PNP station, each is headed by a Chief of Police.

The Police National Training Institute (PNTI) under the Philippine Public Safety College (PPSC), is the
premier educational institution for the training, human resource development and continuing education for all
personnel of the PNP. The Philippine National Police Academy is also under PPSC. PNTI main office is stationed at
PRO 4 in Canlubang, Laguna with eighteen Regional Training Centers nationwide.

THE DIRECTORATE FOR POLICE PERSONNEL AND RECORDS MANAGEMENT (DPRM)

The DPRM is composed of five (5) Divisions namely: Recruitment and Selection Division (RSD), Personnel
Transaction Division (PTD), Personnel Plans and Policy Division (BPAD), and Central Records Division (CRD), manned
by a total of 273 personnel’s (40 PCOs, 92 and 140 NUPs). So as to attain the goal pertaining to management of PNP
uniformed and non-uninformed personnel as individual, manpower procurement and control, personnel records and
reports, discipline, law order, morale, personnel services and personnel procedures, the internal organization of
headquarters and it’s administrative functions and miscellaneous functions assigned and/or directed by the Chief(C),
Philippine National Police (PNP), Defense Communication Agency (DCA), Direct Commission Officer (DCO) and Type
Certificate Data Sheets (TCDS) to accomplish its mission.

OUR MISSION

The mission of the Director for Personnel and records Management is to assist the C, PNP in the exercise of
the command pertaining to management of PNP uniformed and non-uniformed personnel as individuals, manpower
procurement and control, personnel records and reports, discipline, law and order, administration of prisoners of war,
morale, personnel services and personnel procedures, the internal organization of the Headquarters and its
administrative functions, and miscellaneous functions assigned by the PNP Chief, DCA, DCO and TCDS, to accomplish
this mission.

OUR FUNCTIONS

1. Advise the Chief, PNP on matters pertaining to personnel and records management;
2. Study and provide information pertaining to the personnel activities of Command;
3. Furnish estimate, advise and analysis to the Chief, PNP on personnel matters;
4. Translate decisions into directives concerning personnel information and movement or deployment of
element of the Command;
5. Prepare personnel plans and projections;
6. Recommend changes in plans, policies, and order to ensure the efficient procurement and employment
of the human resources of the Command;

7. Administer and manage pertinent records of uniformed and non-uniformed of the personnel of the
Command
8. Prepare the budget for PNP and act as Program Director for Personnel Services (01) funds of the PNP;
and
9. Perform other functions as the Chief, PNP may direct.

PNP PROGRAM MANAGEMENT OFFICE

The PNP Program Management Office (PMO) is the central management facility for all PNP reform
programs and projects.

PMO VISION

The Program Management Office shall be a dynamic and results-oriented central office, working with
partner institutions, for the effective management of the Philippine National Police transformation program.

PMO MISSION

To promote the PNP transformation program through effective strategic planning, project management, and
resource mobilization, resulting in a more capable, effective and credible police service, responsive to the community,
most especially to the marginalized, vulnerable and disadvantaged sectors of society.

As the PNP’s “idea center”, mission is to generate and convert strategies and concepts into “doable”
projects that will improve the competencies of the PNP personnel and the quality of police services.

Per NHQ PNP General Order Number DPL 05-12, the official functions of PMO are:

1. To undertake overall planning and management of the PNP Integrated Transformation Program.
2. To generate resources to support the PNP Integrated Transformation Program.
3. To coordinate with the different PNP offices and units to ensure the proper sequence, timing and
synchronized implementation of reform projects and activities.

PMO was officially activated on September 28, 2005 and is organized under the office of the Chief, PNP. The
Director for Personnel and Records Management (DPRM) currently serves as PMO Executive Director.

THE DIRECTORATE FOR HUMAN RESOURCE AND DOCTRINE DEVELOPMENT

Our Mission

The Directorate for Human Resource and Doctrine Development was activated on November 1, 1993
pursuant to C,PNP Letter Directive dated on October 28, 1993.

Our Functions

1. Advice the C,PNP on all matters pertaining to human resource and doctrine development, like education and
training of PNP uniformed and non-uniformed personnel and doctrines pertaining to the organization,
administration, and operations of the PNP.
2. Formulate training programs and directives necessary to attain professionalism of PNP uniformed and non-
uniformed personnel and operational readiness of PNP units.
3. Determine requirements and allocate training slots for foreign and local service schools and in civilian
universities as authorized under existing regulations.
4. Prepare, review and evaluate the PNP scholarship programs in coordination with other D-staff.
5. Formulate plans, policies and directives for the conduct, supervision, control, administration and monitoring
of police training in public and private schools.

Organization: Its Concept and Elements

ORGANIZATION- An official structure created to coordinate either people or groups and resources to
achieve a mission or goal.
 -the arrangement of people with common purpose and objective in a manner to enable the performance of
related task by individuals grouped for the purpose.

Organization exists for many different reasons. One important reason is that, a group can accomplish things
an individual could never do alone.

The typical law enforcement design is that of pyramid shaped hierarchy based on military model. Law
enforcement was simple. The typical pyramid authority predominated with its hierarchy of authoritative management.
Command officers and supervisors had complete authority over subordinates. Communication flowed downward.

THE FORMAL ORGANIZATION

The formal organization is put together by design and rational plan. The essential elements of a formal
organization are:

1. Clear statement of mission, goals, objectives and values

MISSION AND GOALS

The primary purpose of most law enforcement agencies is to provide specialized services to specific political
entities 24 hours a day, 7 day a week, 365 days a year. This is their mission.

A mission statement is a management tool often reflected in a slogan. The mission statement is the
organizations overriding purpose. It serves as the driving force for any organization including law enforcement. It
articulate the rationale for an organizational existence and the most powerful underlying influence in law
enforcement, affecting organizational and individual attitudes, conduct and performance.

Goals and objectives are independent. All of these are needed to carry an organization’s mission. Goals are
based on general desired outcomes. These are visionary, projective achievements for objectives.

Objectives are specific and measurable ways to accomplish the goals. These are needed before a plan can
be developed, which is more specific than goals and usually have a time line. It is critical to planning, assigning task
and evaluating performance.

2. A division of labor among the specialists

DIVISION OF LABOR

Law enforcement agencies cannot function without division of work and often specialization. Neither can
they function without maximum coordination of these generalist and specialist. As the organization grows in size,
specialization develops to meet the needs of the community. The extent of specialization is an management decision.

Specialization occurs when the organizational structure is divided into units with specific task to perform. It
creates a potential for substantially increased levels of expertise, creativity and innovation. It can enhance
department’s effectiveness and deficiency.

GENERALISTS- officers who perform most functions relative to law enforcement

SPECIALISTS- those who work in a specific area

3. A rational organization design

ORGANIZATIONAL CHART- it visually depicts how personnel are organized within an agency

CHAIN OF COMMAND- it is the order of authority, it begins at the top of the pyramid with the chief and flows
downward to the next level or echelon.

- It establishes definite line of authority and channels of communication.

UNITY OF COMMAND- means that every individual in the organization has only one immediate superior or
supervisor. Each individual unit should be under the control of one and only one person.

SPAN OF CONTROL- refers to the number of people or units supervised by one manager

4. A hierarchy of authority and responsibility

HIERARCHY- a group of people organized/classified by rank and authority in law enforcement, typically with
pyramid shaped with a single authority at the top expanding down and out through the ranks to the broad based of
workers.
 UNIT II POLICE PERSONNEL MANAGEMENT AND SUPERVISION

Specific Objectives:

At the end of this unit the students shall be able to:

a. Define and distinguish Personnel Management and Personnel Administration

b. Discuss the concept of Police Supervision and Management
c. Rationalize the principles and tools underlying management
d. Know and discuss the functions of management

Personnel Management and Administration

The secret to organizational effectiveness is really nothing more than hiring the best possible personnel and
then getting out their way so they can do the job for which they were hired. The staffing function exists to find and
employ the people which the organization capabilities will depend. This is a crucial part of administrator’s duties; the
road to agency’s success begins here. The most important organizational decisions concern personnel, either in
selection, promotion, transfer, or discipline.

Personnel selection and training are crucial to the effectiveness of any organization. All organizations,
especially those dealing with human services, are only as good as the personnel they hire. Good people do good
work. No amount of administrative brilliance can overcome incompetent subordinates.

Personnel management is that field of management involving planning, organizing, directing and controlling
the efforts of a group of people toward achieving a common goal with maximum dispatch and minimum expense.

Personnel administration is the technique of organizing and handling of people at work in all levels and
types of management.

Police Supervision: It’s Concept

Supervision refers to the leadership and direction of employees towards the objective of getting work done
and accomplishing the organization’s objectives. It consists of directing and controlling work, training and developing
employees in knowledge, work, skills, habits, and attitudes, and will to work, coordinating efforts of workers,
reviewing and evaluating the work, results, methods, techniques and attitudes of groups and individuals.

The police supervisor is responsible for cultivating the characteristics of a leader, and the applying them in a
productive, positive and caring manner.

Management: It’s Concept

Vitality and excitement come when the boxes in the chart are filled with people, men and women, working
together to accomplish their mission –to serve and protect. The organization accomplishes its mission through
managers directing and guiding employees and resources to the organization.

Management in any organization the hierarchical level that is responsible for supervising the operating
elements, coordinating, diverse operations, communicating orders and policies from the administrative level to the
administrators.

Management- the process of directing and facilitating the work of people organized in formal groups in order to
achieve a scientific management.

Managers- those who control and direct

- Those who accomplish things through others blending resources- human, material and financial- to
accomplish organization goals.

ELEMENTS OF MANAGEMENT

1. Authority- which comes from law, delegation and tradition

2. Responsibility- which is a state of being accountable

Authority must be commensurate with responsibility. No one should be held responsible for the outcome of
task unless he has given the corresponding authority for the performance of the task. This requires proper delegation
of authority that is the one to whom authority has been delegated is accountable for its proper use.

ELEMENTS OF SCIENTIFIC MANAGEMENT

1. Definition on purpose
2. Analysis
3. Gathering facts
4. Devising methods
 5. Finding person’s best fitted for the task at hand
6. Teach the person best fitted method
7. Plan carefully
8. Win cooperation

MANAGEMENT PRINCIPLES

1. Span of control
2. A group of workers must have only one supervisor

3. Flow of communication
4. Staff and line function must be defined
5. Everyone in the organization knows his job to whom her reports

MANAGEMENT TOOLS FOR COORDINATION

1. Clear chain of command and unity of command

2. Clear channels for communication and strict adherence to them
3. Clear specific job descriptions
4. Clear specific goals, objectives and work plans
5. Standard operating procedures for routine tasks
6. An agency regulation guidebook
7. Meeting and roll calls
8. Information bulletins, newsletters and memos

DEVELOPMENT OF COOPERATION

Cooperation is a 3-way deal, that is:

1. Cooperation with the group supervised.

2. Cooperation with the man above.
3. Cooperation with the fellow supervisors.

QUALITIES OF A GOOD MANAGER

1. Thorough experience and knowledge in the job.

2. Tact and good management.
3. Sales ability
4. Resourcefulness
5. Systematized methods of handling work
6. Leadership

FIVE BASIC ATTRIBUTES OF A POLICE SUPERVISOR

1. Knowledge of work
2. Skill in instructing his men or others
3. Knowledge of the responsibilities
4. Skill in improving methods and seeing the areas needing such improvement
5. Skill in working with people

MOTIVATIONAL POWER- refers to the reasons, intentions and objectives that underlie a police manager’s use of
power.

Leadership requires that a person have an appreciation of the importance of influencing the outcome of events and
the desire to play a key role in that process.

MEASURING POLICE WORK EFFICIENCY

Efficiency is securing of maximum results with a minimum effort. In police service it is using minimum
manpower and equipment to attain good results. Admittedly, police efficiency is difficult to measure, thus police
efficiency factors are being used to measured performance such as:

1. Crime prevention
2. Accident prevention
3. Crimes committed
4. Arrest made
5. Convictions obtained
6. Stolen property recovered

FUNCTIONS OF MANAGEMENT

I. PLANNING
 A. Its significance and importance.

Police Pire and Jail Operations demand the utmost skill and careful planning in order to ensure the
accomplishment of their objectives and mission. It is an important and never-ending process of
administration; particularly in the police service. Its importance cannot be minimized even in the local police
commend, and a commander who ignores it, does so at substantial peril.

B. Definition

Police operation demand skill and careful planning, to insure accomplishment of objectives and
mission. Planning may mean:

a. Process of combining all aspects of public safety activity and the anticipation of future problems, the
analysis of problems, the analysis of strategy and the correlation of strategy to deal with situation;
b. Act of determining and formulating policies and guidelines for police operations and providing controls
and safeguards for such operations.
c. A process of evolving a workable method or procedure for an orderly arrangement of steps for the
purpose of facilitating the accomplishments of a set of goals or objectives.

d. The act or process of choosing goals to be attained in the future, methods of attaining those goals, the
allocation of resources to carry out those methods, methods of determining the extent or degree to
which the goals are attained.
e. It is the determination in advance how the objectives of the organization will be attained.

PLANNING- the process for preparing for chance and coping with uncertainty for formulating future causes of
action.

- Devising a method of action arranging ways and means or steps for attainment of objectives,
- A method of systematic thinking
- The mental process of finding adequate solutions to management problems and the preparation of an
outline of things to be done and how they will be done to achieve results.

PLANS- a documented method by which a things should be done

- A listing of course of action by an individual or groups following a predetermined course of action

POLICE PLANNING- is an attempt by administration to allocate anticipated resources to meet anticipated service
demands.

POLICE OPERATIONAL PLANNING- is the process of formulating coordinated sequence of methodical activities
and the allocation of resources to line units of police organization in order that it can attain its mandated objective or
mission.

CLASSIFICATION OF PLANNING/LEVEL OR HIERARCHY OF PLANNIGN:

1. Strategic or long range planning

- It relates to plans which are strategic or long range in application it determines original goals and
strategy.
- It refers to the process of determining how to pursue the organizations long term goal with the
resources expected to be available.
2. Intermediate or medium range planning
- it relates to plans which determines quantity and quality of efforts and accomplishment. Its application
is medium-range durations.
3. Operational or short-range planning
- It refers to the production of plans which determines the schedule of special activity and is applicable
from one week to less than a year duration.
- It refers to the process of determining how specific task can be accomplished on time with available
allocated resources.

FACTORS AFFECTING PLANNING:

1. Condition
a. Political atmosphere
b. Public opinion
c. Ideological aspiration
d. Peace and order
e. National community and ethics
f. Behaviour and discipline
2. Time
a. Time available to establish a plan before putting effort
b. Time when the plan effects
c. Time interval that must be provided in the plan
 d. Time allowed for revising or modifying the plan
3. Resources available (manpower, money, time, place, materials)
4. Skills and attitude of operators/management
5. Social and political environment
6. Physical facilities
7. Collection and analysis of data

ADVANTAGE IN PLANNING

There is:
- Competition
- Relief from pressure
- Coordination

RESPONSIBILITY IN PLANNING

Broad policy planning shall be the responsibility of the PNP Director General. The commander at each level
or command, however, shall be responsible for establishing internal operational; policies to achieve the objectives
and missions of the PNP in his particular unit.

This requires a clear definition of work to be done, who is to do it, and how well it is to be done. He shall be
responsible for planning, organizing, directing, coordinating, controlling, reporting, and budgeting for the
aforementioned unit within existing policies and available resources. For maximum effectiveness, he shall be
responsible for the technical operation of the unit and the management of its personnel.

TYPES OF PLANS

1. Policy or procedural plan

- These are standard operating procedures that guide members in the field and routine operations and in
some special operations.

a. Field procedures- procedures intended to be used in all situations of all kinds shall be outlined as a guide
to officers and men in the field. Procedures that relate to reporting, to dispatching, to raids, stopping
suspicious persons, receiving complaint, touring beat, and investigation of crimes.
b. Headquarters procedure – these are the duties of the dispatcher, jailer, matron, and other personnel,
concerned which may be reflected in the duty manual. Procedures that involved coordinated action on
activity of several offices; however, shall be established separately as in the case of using telephone for
local/long distance calls, the radio teletype, and other similar devices.
2. Tactical plans
- Procedure for coping with specific situations at known locations. Included in this category are plans
dealing with an attack against the PNP police headquarters against lawless elements. Plans shall
likewise be made for blockage and jail emergencies and for special community events, such as larges
public meeting, athletic contest, parade religious celebrations, carnivals, demonstration and other street
affairs.
3. Operational plans
- This pertains to plans of divisions; they are prepared to accomplish each of the primary tasks such as:
a. Patrol division
b. Investigation division
c. Traffic control division
d. Vice control division
e. Juvenile control division
4. Extra-departmental plans
- Plans designed to guide the organization of the community to assist in accomplishing the police
objectives in the field of juvenile and delinquency prevention, traffic control, and organized crimes. It
will assist in coordinating community effort, in promoting public support and in combating organized
crimes.
5. Management plans
- It includes budget planning; accounting procedures; specifications; personnel; organization
a. Budget planning – present and future money needs for personnel, equipment and capital investments must
be estimated, and plans for supporting budget request must be made if needed appropriations are to be
obtained.
b. Accounting procedures – shall be established and expenditures resorts shall be provided to assist in making
administrative decisions and in holding expenditures within the appropriations.
c. Specifications and purchasing procedure

STEPS IN PLANNING:

1. Frame of reference – 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
commander, other government officials, and other professionals shall be considered.
2. Clarifying the problem – this calls for the identification of the problem, understanding both its record and
its possible solution.
 - A situation must exist for which something must and can be done.
3. Collecting all pertinent facts – no attempt shall be made to develop a plan until all facts relating to it
have been gathered. In the series of robberies, all cases on file shall development, several alternatives
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.
4. Selecting the most appropriate alternative – a careful consideration of all facts usually leads to the
selection of a “best” of alternative proposals.
5. Selling the plan – a plan to be effectively carried out, must be accepted by persons concerned at the
appropriate level of the plans development.
- For example, 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 heads of personnel, records and communication units, and all patrol officers.
6. Arranging for the execution of the plan- the execution of a plan requires the issuance of orders and
directives to units and personnel concerned the establishment of a schedule and the provision of manpower
and equipment carrying out the plan.
- Briefings shall be held and assurance shall be received that all involved personnel understood when,
how, what is to be done.
7. 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 or not the plan was correct, which
phase was poorly implemented, and whether additional planning may be necessary. Also the effects of the
executed plan on other operations and on total police operations shall be determined. Follow-up the control
factor essential for effective command management.

CHARACTERISTICS OF PLANS:

1. Clearly defined goal or objectives

2. Clarity, simplicity and directness
3. Flexibility
4. Possibility of attainment
5. Provisions for standard operation
6. Economy

II. ORGANIZING – it involves the allocation and determination of men and women as well as the
resources of an organization to achieve pre-determined objectives and goals for the organization.
- The process of allocating authority; responsibility and accountability to people, as well as the
establishment of channels of inter-group communication in order to secure coordination and efficiency.

Two villains in the waste of manpower in the organization

1. Doing unnecessary work

2. Doing necessary work inefficiently

III. DIRECTING – the overseeing and supervising of the human resources and the various activities in an
organization to achieve through cooperative efforts the predetermined goals of the organization.
- The giving of authoritative instructions, order, or commends to working men, relative to specific
actions, procedures or activities which are to be performed in a particular manner or times.
IV. STAFFING - The task of providing competent men to do the job and selecting the right man for the
job. It involves good selection and the processing of reliable and well trained personnel.
V. CONTROLLING - involve the evaluation of checking and measurement of work performance and
comparing it with planned goals, as well as making the necessary corrective actions so that work is
accomplished as planned.

Control aims at making sure that the objectives and policies of the organization are carried out
according to the approved plan, organizational needs and the orders which have been issued.

VI. REPORTING – the making of detailed accounts of activities, work progress, investigation and unusual
occurrences in order to keep everyone informed of what’s going on.
VII. BUDGETING – the total coordinating and operating financial factors.
- The forecasting in detail of the results of an officially recognized program of operations based on the
highest reasonable expectations of operating efficiency and is a tool coordinating for operating financial
factors.