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LAW ENFORCEMENT ORGANIZATION and ADMINISTRATION (INTER-AGENCY

APPROACH)

Name of Student: ________________________ Year/Section: __________________

Subject: ________________________________ Date: ________________________

MODULE No. 4 CONCEPTS and PRINCIPLES OF VARIOUS LAW

(Prelim) ENFORCEMENT and PUBLIC SAFETY AGENCIES

OVERVIEW This course covers the organizational set-up of relevant various law
enforcement and public safety agencies, as legal mandate, functions and
responsibilities and its functional relations, coordination with other law
enforcement and public safety agencies.

INTRODUCTION Historians believe that law enforcement began unnoticed. It started in the
protection of the interest of the families, clans, tribes and finally ends up
in nations or states. Law Enforcement certainly had its beginning in the
last centuries of pre-history. “SELF-POLICING METHOD” became
necessary. As population increases, the concept of self-policing proved
inadequate and so deteriorated.
Apparently, the “folkways” and “mores” were not being complied
with; thus, they become ineffectual as a mean of “SOCIAL CONTROL”.
Scholars attributed to the Babylonian King Hammurabi, the set of oldest
codified laws, known as the “Code of Hammurabi”. The code was
considered as the “Foundation on the Development of Law Enforcement”.

At the end of this module the students will be able to:

LEARNING
1. Discuss the evolution of different law enforcement agencies.
OUTCOMES
2. Study and analyze the concepts and structure of various law
enforcement and public safety agencies and its proper
administration.
3. Understand the importance and purpose of the various law
enforcement agencies.
4. Summarize the evolution of various law enforcement and public
safety agencies

LEARNING The learners will be able to:

OBJECTIVES
1. Familiarize themselves with the History of different law enforcement
agencies and was able to memorize the elements and principles of each
Organization.

2. Discuss the various law enforcement and public safety agencies.

3. Demonstrate competence and broad understanding in law enforcement
administration, public safety and criminal justice.

4. Apply the concepts and principles organization and administration in

various law enforcement and public safety agencies.

Discussion/Situational analysis/Content etc. (Pls. refer to your hand outs, Prelim coverage only)
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CONCEPTS and PRINCIPLES OF VARIOUS LAW ENFORCEMENT and PUBLIC
SAFETY AGENCIES

WHAT IS POLICE ADMINISTRATION?

- (“Police in Action”) has been defined as the management of police organization, which
is all about the work of the police officer or the utilization of talents to coordinate and
effort and manage resources for the achievement of police organizational goals. It
embraces 8 functions – POSDCCoRB.

FUNCTIONS OF POLICE ADMINISTRATION (POSDCCoRB)

 Planning involves the determination of what to do, when will it to be done, who will do
it, and how will it to be done.
 Organizing is the process of identifying and grouping of work
 Staffing is the proper choosing of men.
 Directing is the way commander issues orders and instructions to his subordinates.
 Coordinating is the integration of all details necessary for accomplishment of the
objectives of organization.
 Controlling is the way or process of organizing.
 Reporting visualizes the agency’s accomplishment and other vital matters.
 Budgeting refers to the allocation of funds.

WHAT IS ADMINISTRATION?

o It is the universal process of efficiently organizing people and directing their

activities toward common goals and objectives.
o Administration is always a headquarters function.  It is primarily concerned with
stewardship of any property that the organization has already accumulated and
long-range planning for the acquisition of more property, "property" being
broadly defined here as anything the administrator deems valuable for the
organization to pursue as a matter of social policy.
WHAT IS SUPERVISION?

o It involves the day-to-day direction over the activities of employees, usually

implying a one-on-one relationship.  Supervision, like "leadership" is always a
tribal function (Dupree 1989) which means that it accomplishes its purpose (to
motivate and inspire) through manipulation of cultural symbols, such as vision,
ritual, and rites of passage. 
o Supervisors are by necessity futuristic and optimistic individuals in an
organization, but they are also carriers of the cultural history for the organization. 

 Goals are broad statements of general and long-term organizational purposes often use 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 achievement of these GOALS & OBJECTIVES must be PRODUCTIVE!!!

- An effective police manager must be concerned with the productivity of police work
teams and their members.

 Productivity means the summary of measures of the quantity and quality of police
work performance achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units, and
for the organization as a whole.
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 PRODUCTIVITY involves a commitment to the accomplishment of two different,
but complimentary, police performance outcomes:

 Police Effectiveness, which measures whether or not important task goals are
being attained, and
 Police Efficiency, which measures how well resources are being utilized.

Why should the police strive for productivity?

- Progressive police organizations in the new workplace are striving for productivity. It is
the primary measure of work accomplishment within the police organization and it is
likely to remain a benchmark of managerial and organizational success.

In the global competition – a complex and demanding environment – it is not acceptable

simply to “get a police job done”. Any police job must also be done with the best use of
available resources - human and material.

APPROACHES TO MANAGEMENT AND ADMINISTRATION

Some of the major contributors are:

1. Frederick W. Taylor saw workers soldiering or deliberately working beneath their

potential and designed a 4-step method to overcome this problem

Taylor’s Principle:

 It begins with breaking the job into its smallest pieces.

 The second step is to select the most qualified employees to perform the job and
train them to do it.
 Next, supervisors are used to monitor the employees to be sure they are following
the methods prescribed.
 Finally, continue in this fashion, but only use employees who are getting the work
done.

TAYLORISM was the popular name for Taylor's ideas, and is now synonymous with the title
"efficiency expert".
- His techniques were: (1) to initiate a time study rate system; (2) create functional
foremen; (3) establish cost accounting; and (4) devise a system of pay for the person and
not the position.

THE HUMAN RELATIONS MOVEMENT (circa 1929-1951)

   
 Without much doubt, the father of the "human relations" movement, aka the
"social man" era, "democratic management", or "participative management" is
Elton Mayo (1880-1949)
 A Harvard professor trained in psychopathology who is most famous for the well-
known "Hawthorne Studies", a 20-year experiment at a Western Electric plant in
Cicero, Illinois.

SOME BASIC IDEAS OF MAYOISM

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1. Supervisors should not act like supervisors - they should be friends, counselors to the
workers
2. Managers should not try to micro-manage the organization by an overriding concern for
product or job quality at the expense of the macro-social, or humanistic, characteristics of
work
3. People should be periodically asked how they feel about the work, their supervisors, and
co-workers
4. Humanistic supervision plus morale equals productivity
5. Those who don't respond to group influence should be treated with sarcasm
6. Workers should be involved or at least consulted before any change in the organization
7. Employees who leave should be exit-interviewed - turnover should be kept to a minimum

THE RISE OF THE GENERAL ADMINISTRATIVE THEORISTS

 Fayolism is the name for a school of thought named after Henri Fayol (1841-1925)
 A French business executive famous for turning companies around from the brink of
bankruptcy, and there exists a Fayol Society which has collected 14 of his management
principles.
 Although Fayolism existed about the same time as the Era of Scientific Management, it is
a different approach which focuses on positions (administration) rather than people
(administrators).

Fayol’s basic ideas are:

 Start at the top and reorganize the upper management echelons, including the Board of
Directors
 Teach everybody in the organization management theories and administrative thought
 Eliminate as much red tape as possible in the organization
 Establish lines of lateral communication

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)

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- 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.
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.”

ORGANIZATIONAL TITLES AND TERMINOLOGIES

Functional Units

 Bureau – the largest organic functional unit within a large department. It comprises a
number of divisions.
 Division – a primary subdivision of a bureau
 Section – functional unit within a division that is necessary for specialization
 Unit – functional group within a section, or the smallest functional group within an
organization.
Territorial Units

 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 crosswalk from traffic duty. It is a spot
location for general guard duty.
 Route – a length of streets designated for patrol purposes. It also called LINE BEAT.
 Beat – An area assigned for patrol purposes, whether foot or motorized
 Sector – An area containing two or more beats, routes or posts.
 District – a geographical subdivision of a city for patrol purposes, usually with its own
station.
 Area – a section or territorial division of a large city each comprised of designated
districts.
Other Terminologies

 Sworn Officer – all personnel of the police department who have oath and who possess
the power to arrest.
 Superior Officer – one having supervisory responsibilities, either temporarily or
permanently, over officers of lower rank.
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 Commanding Officer – an officer who is in command of the department, a bureau, a
division, an area or a district
 Ranking Officer – the officer who has the more senior rank / higher rank in a team or
group.
 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.
 On duty – the period when an officer is actively engaged in the performance of his duty.
 Off Duty – the nature of which the police officer is free from specific routine duty.
 Special Duty – the police service, its nature, which requires that the officer be excused
from the performance of his active regular duty.
 Leave of Absence – period, which an officer is excused from active duty by any valid /
acceptable reason, approved by higher authorities.
 Sick Leave – period which an officer is excused from active duty by reason of illness or
injury.
 Suspension – a consequence of an act which temporarily deprives an officer from
privilege of performing his duties as result of violating directives or other department
regulations.
 Department Rules - rules established by department directors/supervisors to control the
conduct of the members of the police force.
 Duty Manual – describes the procedures and defines the duties of officers assigned to
specified post or position
 Order – an instruction given by ranking officer to a subordinate
 Report – usually written communication unless otherwise specifies to be verbal reports;
verbal reports should be confirmed by written communications.
FUNDAMENTAL THEORIES OF POLICE SERVICE

 Continental Theory – Police officers are considered servants of the higher authorities and
the people have little or no share at all in their duties, nor any direct connection with
them. This theory prevails among continental countries, like France, Italy, Spain, where
the governmental structure follows the centralized pattern.
 Home-Rule Theory – Police officers are considered as servants of the community who
depend for the effectiveness of their functions upon the express wishes of the people. In
this theory, police officers are civil employees whose primary duty is the preservation of
public peace and security. This is practiced in England and in United States of America,
where the governmental structure is decentralized.

CONCEPTS OF POLICE SERVICE

 Old Concept – police service is looked upon the police as merely as repressive
machinery. This old philosophy means throwing more people in jail rather than keeping
them out of jail. Under this concept, punishment is the sole instrument of crime control.
The yardstick of efficiency of the police is more arrest.
 Modern Concept – police service considers the police as an organ of crime prevention.
Police service today has broadened its activities to include certain aspects of social
service and has for its objective the welfare of the individual as well as that of the society.
Under this philosophy, the yardstick of efficiency of the police.
WHAT IS ORGANIZATION?

o It is the coordinated groups or entities consisting of two or more persons (a

collectivity) which has an identifiable boundary, and internal structure (offices),
and engages in activities related to some complex set of goals. 
o The word "goals" usually implies something that cannot be accomplished by
individuals working at it alone or in separate ways, so in a sense, goals require
synergy. 
ELEMENTS OF THE ORGANIZATION

 SPECIALIZATION - The assignment of particular workers to particular tasks. Thus, it

can be thought of in terms of either jobs or people.
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 HEIRARCHY OF AUTHORITY - 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. Authority is the right to
command or control the behavior of employees in lower positions within an
organizational hierarchy
 SPAN OF CONTROL - Span of control is the maximum number of subordinates at a
given position that superior can supervise effectively.
 DELEGATION OF AUTHORITY - Delegation is the conferring o 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.
 UNITY OF COMMAND - It means that each employee should have only one
supervisor or “boss”.

WHAT IS POLICE ORGANIZATION?

- A structured group of trained personnel dealt with achieving the goal of protecting life
and property, ensuring public safety and maintaining peace and order.
TYPES OF POLICE ORGANIZATIONAL STRUCTURES:

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 absolute.
2. Functional Organization – The functional organization in its pure form is rarely found in
present day organization, except at or near the top of the very large organization. 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. The functional
responsibility of each “functional manger” is limited to the particular activity over which
he has control, regardless of who performs the function.
3. Line and Staff Organization – Is a combination of the line and functional types. It
combines staff specialists such as the criminalist, the training officer, the research and
development specialist etc. 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.
CLASSIFICATION OF LINE STAFF AND AUXILIARY FUNCTIONS

1. LINE FUNCTIONS – are the backbone of the police department which include patrol,
investigation and traffic control which is performed by “line members” including patrol
officer, sergeant and the chief of police.
2. STAFF FUNCTIONS – are those operations assigned to support the line functions, staff
members are necessarily advisors who are typically assigned to planning, research, legal
advice and budgeting. Staff members are often civilians with specialized training. The
main function is to study police policies and practices and to offer proposals to the chief
executive of the department.
3. AUXILIARY FUNCTIONS – involve the logistical operations of the department
including training, communications, jailing, maintenance, record keeping and similar
operations.

PRINCIPLES OF POLICE ORGANIZATION

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 efficiency 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.
4. Functional Principle – refers to division of work according to type, place, time and
specialization
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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 and facilitates capacity.
6. Principle of Balance – states the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s objectives.
7. Principle of Delegation by result – states that authority delegated should be adequate to
ensure the ability to accomplish expected results.
8. Principle of absoluteness of responsibility – explains that the responsibility of the
subordinates to their superior for performance is absolute and the superior cannot escape
responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and Responsibility – explains that responsibility for action cannot
be greater than that implied by the authority delegated nor should it be less.
10. 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.
11. Principle of Flexibility – means that more flexible the organization, the more it can
fulfill its purpose.