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UNIVERSITY OF CAGAYAN VALLEY

New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

LEA 105N
POLICE SUPERVISION

MIDTERM TOPICS
CHARACTERISTICS OF A GOOD SUPERVISOR
1. He knows his business – has a well thorough-out plan program and is able to
sell his program to the employees and get their support.
2. He has a true and a genuine interest in people and likes to work with them. A
person who does not instinctively like people is probably disqualified and
should not accept employment as a supervisor.
3. A supervisor must be reasonably fair and honest in life thinking. Unfairness is
one of the most hated supervisory characteristics.
4. He must be basically unselfish, willing to give credit freely and frankly with
little reservations.
5. He must be socially accepted to his group. This will vary sharply with the type
of group he supervises. This applies to personal appearance, language,
politeness, thoughtfulness, evidences of kindness and other personal
attributes.

6. He must be courageous, fearless, when necessary, firm and steadfast, (fix)

7. He should have an even temper or at least good control of his temper with
little evidence of malice and revenge.
8. He needs a strong determination even to the point of appearing stubborn at
times.
9. He should have the willingness and ability to fight for his employees when it is
good for them and for the organization. This should include loyalty both to
the organization and to the employees.

REQUIREMENTS OF GOOD SUPERVISION

1. Command of job content –ability to the work skillfully is necessary because it

enables the supervisor to answer questions by his example. Furthermore, it
enables him to judge results. It helps him to lay-out work in such a way that no
one worker is overburdened or underemployed.
2. Personal qualifications – possession of emotional stability and intellectual
integrity are important. One can not control other unless he can control himself.
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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

Intellectual honesty implies an objective which grows out of acknowledge of one’s

strength and weaknesses.
Personal Qualifications, Qualities Commonly Sought
a. Energy and good health
b. Leadership potential
c. Ability to get along with people
d. Job-know-how and technical competence
e. Dedication and dependability
f. Positive attitude towards management

3. Teaching ability – supervision requires the ability to participate and lead in

conferences and to teach groups of individuals. It requires also teaching oneself,
to keep perpetually at the process of self-education, to remain up-to-date on
changes new developments.

4. General outlook – a supervisor needs to be career-minded if he is to set example

to his employees. He should love his job and be absorbed in it. He should
engender enthusiasm (intense interest} in others and stimulate them by his
“esprit de corps” (sense of loyalty and attachment to a group to which one
belongs) among his men.
5. Courage and fortitude (strength) – the supervisor must assume responsibility
in all cases. Without both, he will not have the stamina to take action decisively.
Boldness must be balanced with caution and bravery with tact.
6. Ethical and moral considerations – Supervision requires a natural
assumption of responsibility and a natural desire to get a good example. The
respect and the dignity of the supervisor must be kept high if he is to influence
others. His private and official conduct must be above board and his character
must be excellent.
7. Administrative technology – the purpose of a supervisor’s job is to get work
done. He should have the ability to organize and coordinate. He must know the
system and method in order to lay out schedules and assign work. Fragmentary
knowledge is not enough, he must know technology.
8. Curiosity and intellectual ability – the supervisor must have on inquiring mind
and with an appetite for unsolved problems. He should not be submerged in
details but should be detached enough to see the problem on hand. He should
have supervisor intellect in order to solve problems and separate essentials and
from no-essentials.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

WHY SUPERVISORS FAIL TO MAKE GOOD

1. Improper selection
2. Little or no training before they go on the job.
3. Failure to get good backing and constructive guidance from their superior.
4. Failure to pay the prize of personal conduct and discipline required of a good
supervisor.
5. A misguided concept that you have to be lenient and soft with employees in
order to gain their goodwill.
6. Failure to recognize that supervision is a difficult though job that challenges
the very best that is in person.

TEN COMMANDMENTS ON HOW TO GET ALONG WITH PEOPLE

1. Always say less than you think. Cultivate a low and persuasive voice.
How you say it, often counts for more than what you say. Talk in terms
of the other man’s interest. Be a good listener.
2. Make promises sparingly and keep them faithfully, no matter it costs you.
3. Never let an opportunity pass to say a kind and encouraging word to or
about somebody.

4. Be interested in others; interested in their pursuit; their welfare; their

homes and families. Make merry with those who rejoice and mourn with
those who weep. Let everyone meet you, however be humble, feel that you
regard him as person of importance.
5. Be cheerful. Keep the corners of your mouth turned. Hide your pains,
worries and disappointments under a pleasant smile. Laugh at good
stories and learn to tell them.
6. Preserve an open mind on all debatable questions. Discuss but don’t
argue. It is marked of superior minds to disagree and yet to be friendly.
Talk about your own mistakes before criticizing other persons.

7. Let your virtue (moral excellence) if you have any. Speak for them and
refuse to talk of another vices. Discourage gossip and make it a rule to
say nothing of another unless it is something good.
8. Be careful of others feelings. Wit and humor at the other fellows expense
are rarely worn the effort and any hurt where least expected. Make the
other person feel important.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

9. Pay no attention to ill-matured remarks about you. Simply leave so that

nobody will believed them. Disordered nerves and poor digestion are
common results of backbiting.

10. Don’t be too anxious about getting just dues. Do your work, be patient,
keep your disposition sweet. Forget self and you will be respected and
rewarded.
HUMAN RELATIONS CHECKLIST FOR SUPERVISOR
1. Regularly tell employees how they are getting along. An employee likes to
know where he stands with the boss, whether or not he is doing a good job.
Some persons have seldom if ever been bold by their superiors whether they are
doing a good job or poor one. Before you can tell on employee how he is getting
along, you and he must know what you expect of him. An employee must be
more than just a name in a organizational position.

2. Give credit when due. “Tell them when it’s hot”. Timing is important when
compliment on employee or colleague for some extra or special performance.
Often, it may be possible to give an employee or colleague a credit for some
worthy hobby accomplishment in his private life. Most important yet is giving
due credit to employees for their suggestions and ideas. If you take an
employee’s suggestions, reward it and pass it off as your own, what kind of
respect do you suppose that on employee will have for you.
3. Tell people in advance about changes that will affect them. In telling people
in advance about changes that will affect them, tell them and try to get them
accept the change if possible. Any change from or customary presents a change
in habit pattern. A person adjust slowly to change in habits. Advance habits are
needed to make the necessary adjustments.
4. Make the best use of each person’s ability. When you create a new job
requiring new techniques, look for ability among members of your staff which is
not being used. Upgrading is the most important morale factor in supervision.

5. Ask for useful suggestions from members of the staff. Employees welcome a
standing invitation to give the “boss’ their ideas. Sincerity of the invitation must
be proven by serious attention to the use of their ideas, with full credit given for
each contribution. Often their ideas need remolding to fit into basic policies.
Occasionally their ideas cannot be used immediately or in the foreseeable future
and the reasons sho8uld be explained so that rejection will not be
misunderstood. Employees really feel they belong when their ideas are
recognized.
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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

6. Make every position appear important so people feel they belong. When you
make an employee appears essential in the overall operation, you make it
possible for him to make special pride in his work. Does the low pay employee
know how important his contribution is? Pride in the job creates pride in the
overall accomplishment of the whole staff.
7. Treat people with dignity and courtesy. When it is necessary to suggest
employees’ ways of improvement, be courteous. When you reprimand, be sure
you are calm and the worker is alone with you. A reprimand should always
correct the fault. Show how to improve and encourage the employees to do
better.
8. Develop initiatives by giving opportunity to work out problems. Develop
executive assistants by assigning responsibility and commensurate authority.
Let them work out problems on their own without you constantly at their elbow
insisting on insignificant and irritating changes. When they make mistakes,
project them by assuming the blame yourself and then train through study of
the mistakes.
9. Be honest in dealing and fair judgment. Hedging on the answers, questions or
giving answers that convey double meanings only weaken your supervision.
Denying vital information to your employees almost always spells job failure.
Have no favorites. Get all the facts before judging an employee.
10. Don’t take yourself too seriously. If you really practice number 10, the rest of
the items in the checklist will automatically fall in line. It hurts our pride to feel
that we are not indispensable but in the long run we do a more significant job of
supervision when we recognize that there are others who could do our job just as
well as or better than we do.

SUPERVISOR’S ROLE IN THE ORGANIZATIONAL DEVELOPMENT

1. Strategic planning – do things (own style approaches)
2. Operational planner – day to day activities
3. Organizer – put and do things in proper places in terms of manpower, financial
and facilities.
4. Staffing – studying of proper qualifications of personnel.
5. Teacher/coach – job related.
6. Motivator
7. Counselor
8. Role Model
9. Leader
10. Disciplinarian
11. Resource allocator
12. Spokesperson
13. Negotiator – exercise caution and fair deal.
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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY
14. Team builder

15. Team player

16. Technical problem solver
17. Entrepreneur – initiating new opportunities and introducing systematic change
into organization- especially for growth e.g. introducing new equipment or
processes encouraging innovations.
18. Monitor – know what is going on in the office.
19. Disturbance handler – solving or resolving inter-organizational or interpersonal
conflict or destructive competitions.
20. Liaison – maintaining relationships between unit and outsiders, e.g. attending
conferences and business related meetings; meeting personnel from closely
linked departments.

FACTORS TO BE CONSIDERED IN HANDLING PERSONNEL PROBLEMS

1. Listen and discuss problems with subordinates.
2. Work to eliminate errors and improve efficiency.
3. Develop and share information.
4. Identify emerging problems and work for their resolution.
5. Utilize all resources in an effort to deal with the positive interpretation of
information.
6. Demonstrate the ability to analyze data and make decisions.

MOTIVATION OF EMPLOYEES

Assignment requires the creation and maintenance of an environment in

which individual works together in-groups toward the accomplishment of a common
objective. A manager can not do this job without knowing how to motivate people
within the organization.
Motivation – a concept designating the factor that move human beings to
achieve desired goals and objectives.
- getting organization members to go to work willingly and enthusiastically.
- actions that causes someone’s behavior to change.

GENERAL MOTIVATION METHODS

1. Positive approach – providing the opportunity for satisfying personnel
matters.
2. Negative motivation – threatening/punishment for inappropriate behavior.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY
THEORIES OF MOTIVATION
1. Classical approach (traditional view) - centers on the economic needs of the
worker.

2. Human relations’ approach – based on people’s social needs; recognize the

power of informal organization (Per milk theory); people likes to be respected
by peers.
3. Hierarchy of needs – employees are not motivated by a single need but by a
hierarchy of needs.

MOTIVATIONAL THEORY (Abraham S. Maslow’s Hierarchy of needs)

Maslow suggest that an average citizen might be:

85% satisfied in physiological needs

70% in safety needs
50% in social needs
40% in self-esteem category
10% self-actualization needs

1. Physiological needs – strongest and most fundamental needs, such as foods,

water, air, shelter, sex, and rest (sleep) necessary for immediate survival.
2. Security needs – these are the needs to be free of physical danger and the
fear of loss of job, property and shelter.

3. Social needs- with the fulfillment of the physiological and security needs, the
social needs emerges – affiliation with others for peace in a group; love;
friendship.
4. Esteem – includes desire for social approval, self-assertion (recognition) and
self-esteem (high regard or respect). Respect from peers, family and society in
general.
5. Self-actualization- refers to the desire for self-fulfillment and achievement.
This is the highest level of needs and the lowest priority.
-it is the desire to become what one is capable of becoming to maximize one’s
potential and to accomplish something.

-Self-fulfillment through achievement of personal goals.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

MATURITY (Argyris)
Stages: A comparison of infants from adults

MOTIVATIONAL HYGIENE THEORY(Frederick Herzberg 1968)

Search for understanding what drives people to perform well.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY
ACQUIRED NEEDS THEORY (David Mc
Clelland 1962)
- people acquire or learn certain needs from their culture.
- Need for achievement – desire to accomplish something difficult for its own
sake.
- Need for power – control both people and resources
- Need for affiliation – need to be close with others

THEORY X – THEORY Y ( Mc Gregor 1960)

Theory X (Negative)

1. The average human being has an inherent dislike for work and will avoid it if
he can.
2. Because of these characteristics, people must be coerced, controlled, directed
and threatened with punishment to get them work.
3. The average person prefers to be directed, wishes to avoid responsibility, has
very little ambition and wants security above all.

Theory Y (Positive)
1. The expenditure of physical and mental effort is as natural as play or rest.
2. External control and threat of punishment are not the only means of bringing
about effort toward organizational objectives. Men have self-direction and
self-control in the organization.
3. Commitment to objectives.
4. The average human being learns under proper condition not only to accept
but seek responsibility.
5. Work with imagination, ingenuity and creativity.
6. Intellectual potentialities are partially utilized.

GOAL SETTING THEORY (Edwin A. Locke)

1. Difficult goals result in higher performance levels than do easy ones.
2. Specific goals get better results than do generalized “do your best” goals.
3. Feedback on performance improves effectiveness of goal setting.
4. Participation in goal setting improves performance.
5. It improves performance when performance against the goal evaluated.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY
EXPECTANCY THEORY (Victor V. Room
1964)
Variables
1. Expectancy – person’s subjective perceived probability that a given level of
performance will occur.
2. Instrumentality – person’s assigned probability and performance will lead
to certain outcomes.
3. Valence – value that a person places on a particular outcome; worth
capacity, strong.

REINFORCEMENT THEORY (B.G. Skinner 1969)

- human behavior is determined by its consequences, this consequences occur in
the external environment.
- motivation is the result of an individual’s perception of a goal and of the path
toward the attainment of that goal.

TYPICAL WANTS OF EMPLOYEES

1. Pay – this wants helps in satisfying security, egoistic needs, however, this
cannot motivate the whole person.

2. Security of job – because of threats from technological change, this change

is high on the list of priorities for many employees.
3. Congenial associates – social needs and acceptance, provision of means to
socialize through rest periods, recreational programs.
4. Credit for work done – verbal praise for excellent works, monetary rewards,
and public recognition through awards, releases in newspapers and the like.
5. Meaningful job – this wants issues from both the need for recognition and
the drive toward self-actualization and achievement
6. Opportunity to advance – most employees want to advance. The feeling is
influenced by cultural tradition of freedom and opportunity.

7. Comfortable, safe and attractive working conditions- this wants also rests
from multiple needs. Safe working condition issue from security needs.
8. Competence and fair leadership- the wants of good leadership can issue
from physiological and security needs. Good leadership helps to asserts that
the organization land its jobs will continue to exist. It is very frustrating to
have a leader who is deemed unworthy and incompetent.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

9. Reasonable orders and directions- the order is the official communication

of organization’s requirement.
10. A socially relevant organization - want of human needs.
BEHAVIOR WHEN NEEDS ARE NOT FULFILLED

1. Physiological – pain, suffering, possible impairment, discomfort or illness.

2. Security – stress, anxiety, fearfulness, fright
3. Social – aloneness, remote
4. Self-esteem – insecure, lack of firm belief in one’s own power.
5. Self-actualization – frustrated, a feeling of usefulness.

CONCEPT OF AUTHORITY, RESPONSIBILITY AND ACCOUNTABILITY

l AUTHORITY – derived from the exercise of political power and its basic purpose
in the accomplishment of a particular goal; a power or right delegated or given.
It is the right to make decisions and takes actions.

– supervisor’s right to command and the subordinates’ acceptance of

the superiors right to command.
– Implies responsibility for outcome and accountability to success
and failure of results.
l RESPONSIBILITY – the employees obligation to perform assigned tasks.
l ACCOUNTABILITY – expectation that each employee must accept credit or
blame for results achieved in performing assigned tasks.

DELEGATION OF AUTHORITY
Delegation of authority - is the process of assigning tasks responsibility and
granting authority to ensure that tasks are accomplished.
Tasks – refers to the activities to be accomplished

WHY we DELEGATE?
1. To remove non-essential activities from superiors.
2. To satisfy individual need for recognition, self-determination and self-
fulfillment

STEPS IN DELEGATING
1. Decide what task can be delegated.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

2. Decide who should do the assignment.

- who has available time
- who has the skills required
- who will benefit most

3. Provide all information, delegate by expected results not methods to be

used; cultivate open communication.

4. Establish a feedback system

- keep yourself posted regarding progress
- appreciate, criticize constructively, admonish

PITFALLS/PROBLEMS IN DELEGATION

1. Under-delegation due to
- managers laziness
- his concern for prestige
- fear for being superseded/outshined by subordinate
- lack of confidence to the staff
- consuming interest in the job

2. Over-delegation due to
- lethargic (dullness), apathy (lack of concern)
- lack of technical skills in specific jobs
- low motivation of work
- fear of work

PRINCIPLES OF IMPROVING DELEGATION

1. Establish objectives and standards - Subordinates should participate in
developing the objectives they are expected to meet and agree on standards that
will measure their performance.
2. Define authority and responsibility - Subordinates should clearly understand
the work and the authority delegated to them, recognize such responsibility and
accept accountability for results.

3. Involve subordinate – motivate subordinates -Subordinates must be involved in

decision-making by keeping them informed and helping them improve.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

4. Require completed work -Let subordinate carry the work through completion.
The leader’s job is to provide guidance, helps and inform.
5. Provide training - Appraise delegated responsibilities and provide training
aimed at building on strengths and overcoming deficiencies.

6. Establish adequate control - Provide time and adequate feedback to enable

subordinates compare their performance to agree on standards and to correct
their deficiencies.

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FINAL TOPICS
NATURE OF LEADERSHIP
The ability to lead is the single most important managerial skill possessed
by an administrator. Many attempts to discover why some people are great
leaders whereas others fail as have been made by researchers over the years,
with mixed results. When we acknowledge the significance of leadership in
successful organizations, it should come as no surprise that organizations prize
this ability in the administrators.
Leadership – to guide; to make go

- the act of influencing, directing, guiding and controlling others to obtain

obedience, confidence, respect and loyal cooperation of sub ordinate to
achieve a certain goal.
LEADERSHIP STYLE
Leadership styles are the various patterns of the manager’s leadership behavior. The
manager’s leadership styles makes the big difference for the work group to attain its goals.
And the real essence of leadership is the nurturing of the managers leadership styles
suitable to the organizational climate and environment. (Leveriza 1993).

1. AUTOCRATIC STYLE (Authoritarian)

- centralized power and decision making
- positive when leader gives rewards
- based on threats and punishments or through fear
- advantage is to provide strong motivation and reward for the leader; quick
decisions for all the group
- disadvantage is people dislike it.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

2. DEMOCRATIC STYLE (Participative)

- decentralize authority

- consultation with followers and participation by them

- employees can express ideas and move by group
- practice the philosophy of management

3. FREE REIGN (Laissez Faire)

- avoid power and responsibility
- individual goals land work for its own problem
- train themselves and provide their own motivation
- the leader just allow his followers to do what they want.

4. ENABLING LEADERSHIP STYLE

Avoid crab mentality – leaders are happy to see members who are being
progressive. They help subordinates to improve themselves.
THE ART AND STYLE OF PROACTIVE POLICE MANAGEMENT

LEADERSHIP – is basically an art that can be examined anywhere but can only
be learned in the field.
- Leadership may be defined as the process of guiding and directing the behavior
of people in the organization in order to achieve certain objectives.
Two (2) Essential Areas Needed:

Talent authority in an organization can be exercised in two ways:

a. Through the person of the office holder; or
b. Through the office itself.

Max Weber describes the three (3) major bases for legitimate authority

1. Rational Grounds – resting on a belief in the “legality” of patterns of

normative rules and the right of those elevated to authority under such rules
to issue commands. (Legal Authority)
2. Traditional Grounds – resting on an established belief in the sanctity of
immemorial traditions and the legitimacy of the status of those exercising
authority under them. (Traditional Authority)

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY
3. Charismatic Grounds – resting on
devotion to the specific and exceptional sanctity, heroism or exemplary
character of an individual person and of the normative patterns, the order
revealed or ordained by him. (Charismatic Authority)
What is POWER?

- This refers to the capacity or ability to lead.

TYPES OF POWER
1. Organizational power – derives from the authority base of the agency itself.
The power to reward and punish is provided to management so that the
goals of the organization can be met. This power is legal and measurable.

2. Legitimate power – is that portion of an organization’s power that has been

delegated to a person in order to provide administrative force. Such power is
exercised through the auspices of the organization. The amount of legitimate
power available is totally dependent on the amount of overall power available
to the organization.

3. Coercive Power – Coercive power is based on fear of the person holding the
power. The true strength of this power base is directly related to the amount
of harm the person holding the power can inflict.
4. Reward Power – Sometimes referred to as remunerative power. This power is
based on the ability to give something of value to others.
LEADERSHIP PRINCIPLES
1. Believe in foster and support teamwork.
2. Be committed to the problem-solving process.
3. Seek employees input before you make key decisions
4. Ask and listen to employees who are doing the work.
5. Develop mutual respect and trust among employees.
6. Have a customer orientation.
7. Manage a 95% behavior of employees and 5% who cause problems
promptly and fairly.
8. Improve systems and examine processes.
9. Avoid “top down” power oriented.
10. Encourage creatively through risk-taking.
11. Be a facilitator and coach; have an open atmosphere and provide/accept
feedback.
12. Teamwork on plans and goals.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

APPLICATION OF THE LEADERSHIP PRINCIPLES

1. Know your men and seek self-improvement.
2. Be technically land tactically proficient.
3. Seek responsibilities and take for your actions.
4. Set the example.
5. Know your men and look out for their welfare

Organization - Maybe defined as a group of people striving to fulfill a goal and it

is divided into two:

1. Formal
2. Informal
Management – is the attainment of organizational goal in an effective and
efficient manner through planning, organizing, leading and controlling
organizational resources.
MANAGEMENT PRINCIPLES
The following six principles allow for both the traditional reactive force and the
aggressive proactive approaches:
1. Respond – Most police activities are reactions to call for service. Police must
also deal with on-scene confrontations, hostage situations, battered children,
family arises and the mentally ill, all of which call for reaction response by the
officers concern. Many of these situations are highly dangerous and call for
split second response by highly trained professional police officers.
Traditionally, police respond after a crime has occurred and there is a victim.
And as has been noted, victims are more hostile to the police after having been
the target of a crime, even if the criminal is apprehended.
2. Regulate – Consider a long line of cars wending its way through the city
streets with a funeral hearse in front and police vehicle escort. Consider, too,
vehicles parked at field days, ice cream socials and ball games that require the
police for traffic and crowd control. Police are also used as bodyguards and
chauffeurs for visiting dignitaries and even some mayors. These are
traditionally non-criminal police activities, and regulations are necessary to
prevent crises in our communities.
3. Restrain – this represent some of the traditional purposes for police, the
apprehension of criminals. It should also include restraint of mentally ill
persons and the prevention of one citizen from annoying or doing damage to
another.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

4. Recover – A major effort by the police is the recovery of stolen property and its
return to the citizens. Sting operations in which a police agency sets up a
phony fencing business to entice criminals to sell their stolen goods, result in
the arrest of the criminals and some of their fences. Millions of dollars in
stolen goods are given back to the citizens in the course of operations. This is
one area in which the police provide a very useful service to the community
and do recover considerable property of value, reducing insurance and
personal losses.
5. Repress – It has become accepted that there are two important elements
necessary for a crime to take place. First, the individual must have the desire
to commit the crime, second, the opportunity must present itself for the
satisfaction of this desire. Police have traditionally attempted to prevent crime
by reducing the opportunity of the individual to commit the crime. The
random patrol concept is justified by many police managers as a means of
reaching the end.
6. Reinforce - This activity is designed to reinforce good citizenship and respect
for the law and to encourage citizens aid and assists officers and the agency.
Administrative Functions and Duties

Planning – assessing future needs through the process of analyzing various

trends including such variables as crime rates, inflation rates technology,
economic conditions and changing demographics.
Organizing – determining the agency’s authority and communications
structures. Specifying levels of specialization and division of labor.

Staffing – determining job qualifications. Recruiting, screening and employing

qualified personnel. Creating a promotion and placement system that fulfills the
organization’s personnel needs.
Directing – creating the organization’s policies and procedures. Fulfilling
leadership role within the organization.

Coordinating – designed to bring about agreement on specific courses of action

to specific problems.
Reporting – entails keeping the flow of information going up, down and across
the organization. Communication is never just one way if it is to be effective
Budgeting – includes preparing future annual financial plans and operating
within the confines of the present plan.

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UNIVERSITY OF CAGAYAN VALLEY
New Site Campus Tuguegarao City,Cagayan
SCHOOL OF CRIMINOLOGY

GENERAL THEORY OF ADMINISTRATION (Effective Principles)

Henry Fayol’s 14 Principles of Management
1) Division of work
- Specialization allows the individual to build up experience, and to
continuously improve his skills. Thereby he can be more productive.
2) Authority
- The right to issue commands, along with which must go the balanced
responsibility for its function.
3) Discipline
- Employees must obey, but this is two-sided: employees will 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. This is essential to ensure unity and
coordination in the enterprise. Unity of command does not exist without
unity of direction but does not necessarily flows from it.
6) Subordination of individual interest
- Management must see that the goals of the firms are always paramount.
7) Remuneration
- Payment is an important motivator although by analysing 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. Scalar chain refers to the number of levels in the hierarchy
from the ultimate authority to the lowest level in the organization.
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.
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11.Equity
- In running a business, a ‘combination of kindliness and justice’ is needed.
Treating employees well is important to achieve equity.
12.Stability of Tenure of Personnel
- Employees work better if job security and career progress are assured to
them. An insecure tenure and a high rate of employee turnover will affect
the organization adversely.
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 reward each one’s merit without arousing
possible jealousies and disturbing harmonious relations.”

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