FINAL EXAMINATION

In

CFLM-2

Robert Steven U. Mondoy (BSCRIM 3-L) (00141)

1. Theories of leadership by Blake and Mouton’s: Great Man Theory; Trait Theory; LMX Theory,
and other theories.
- The great man theory is a 19th-century idea according to which history can be largely explained by the
impact of great men, or heroes highly influential and unique individuals who, due to their natural
attributes, such as superior intellect, heroic courage, extraordinary leadership abilities or divine
inspiration, have a decisive historical effect.
-The trait theory of leadership suggests that certain inborn or innate qualities and characteristics makes
someone a leader. These qualities might be personality factors, physical factors, intelligence factors and
so on. Trait theory focuses exclusively on the leader and neglects the follower.
- LMX Theory - Informal observation of leadership behavior suggests that leader’s action is not the same
towards all subordinates. The importance of potential differences in this respect is brought into sharp
focus by Graen’s leader-member exchange model, also known as the vertical dyad linkage theory. The
theory views leadership as consisting of a number of dyadic relationships linking the leader with a
follower. The quality of the relationship is reflected by the degree of mutual trust, loyalty, support,
respect, and obligation.
- Managerial Grid Theory which helps managers in organizations to identify their leadership style. The
grid consists of two dimensions, one is the Concern for People and the other one is Concern for
Production
2. Fundamental functions of management: planning, organizing, leading, staffing and controlling.
Planning - It is the basic function of management. It deals with chalking out a future course of action &
deciding in advance the most appropriate course of actions for achievement of pre-determined goals.
According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It
bridges the gap from where we are & where we want to be”. A plan is a future course of actions. It is an
exercise in problem solving & decision making. Planning is determination of courses of action to achieve
desired goals
Organizing - It is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for achievement of organizational goals. According to
Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw
material, tools, capital and personnel’s”. To organize a business involves determining & providing human
and non-human resources to the organizational structure.
Staffing - It is the function of manning the organization structure and keeping it manned. Staffing has
assumed greater importance in the recent years due to advancement of technology, increase in size of
business, complexity of human behavior etc. The main purpose o staffing is to put right man on right job
i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell,
“Managerial function of staffing involves manning the organization structure through proper and effective
selection, appraisal & development of personnel to fill the roles designed un the structure”
Controlling - It implies measurement of accomplishment against the standards and correction of
deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure
that everything occurs in conformities with the standards.

3. Rules of manager within the organization

- A manager has to perform functions like planning, organizing, staffing, directing and controlling. All
these functions are essential for running an organization smoothly and achieving enterprise objectives.
Planning is required for setting goals and establishing strategies for coordinating activities.

4. Effective management of organizational resources

- Managing Organizational Resources is the ability to understand and effectively manage organizational
resources (people, materials, assets, budgets). This is demonstrated through measurement, planning and
control of resources to maximize results.

5. Police management and principles of efficient management

- The managerial process in police organizations consists of six main components: management,
planning, organizing, leading, controlling, and chain of command. Management consists of directing
individuals to achieve organizational goals in an efficient and effective manner, planning consists of the
process of preparing for the future by setting goals and objectives and developing courses of action for
accomplishing them, organizing consists of the process of arranging personnel and physical resources to
carry out plans and accomplish goals and objectives, leading consists of motivating others to perform
various tasks that will contribute to the accomplishment of goals and objectives, and controlling is the
process by which managers determine how the quality and the quantity of departmental systems and
services can be improved, if goals and objectives are being accomplished; controlling is concerned with
efficiency and effectiveness.
6. Basics of police administration: theories of community policing
- Community policing promises that closer alliances between the police and the community will help
reduce citizen fear of crime, improve police-community relations, and facilitate more effective responses
to community problems. But there are also drawbacks associated with community policing: hostility
between the police and neighborhood residents can hinder productive partnerships; increases in officers'
decision-making autonomy can lead to greater opportunities for police corruption; and resistance within
the police organization can hamper community policing's successful implementation. Drawing upon
empirical research, this section will focus on the merits and problems associated with community
policing.