Character Formation 2- Leadership, Decision Making,Management and

Administration

1. MANAGEMENT

Management Defined

             It is the process of organizing, leading and controlling the efforts of the organization members utilizing available
resources to achieve organizational goals.

            Management pertains to the utilization of available resources in an organization to achieve its organizational objectives.
It also refers to the process of directing and facilitating the work of people organized in formal groups in order to achieve a
desired goal. It is concerned in placing the right people on the right job and in maintaining a satisfied work force.

2. NATURE OF MANAGEMENT

NATURE OF MANAGEMENT

1. Management of Money-refers to the process of tracking and planning an individual or group`s use of capital , budget,
expenditures and fund allocation.

2. Management of Method- procedures and processes

3. Management of Materials- equipment and logistics

4. Management of Men-personnel in the organization

5. Management of Minutes-time
3. ELEMENTS, SOURCES AND NATURE OF MANAGEMENT

                 ELEMENTS OF MANAGEMENT

 1. Authority

 – is the right to command and control the behavior of employees in lower positions within an organizational hierarchy. A
particular position within an organization carries the same regardless of who occupies that position.

 2. Responsibility

– means that the management shall be held accountable for whatever result that may arise in the exercise of authority. Thus,
responsibility limits the exercise of one’s authority. 

 3.Command Responsibility

-is the doctrine that imposes commensurate accountability toone who is vested with management and leadership functions.

4. MANAGING SELF EFFECTIVELY

                    Managing Self Effectively

Re-examine your goal

Engage in systematic appraisal

Check your job satisfaction level

Have a clear and priorities in life

Assess your impact on others

Review your work style

Gauge your performance and contributions

Experience and experiments

5. SOURCES OF MANAGEMENT AUTHORITY

SOURCES OF MANAGEMENT AUTHORITY

 1. Law

2. Tradition

3. Delegation

1. CLASSICAL APPROACHES

1.  THE CLASSICAL APPROACH.  The three primary areas in the development of the classical approach are:

1.1   Scientific Management (Frederick Taylor – 1856- 1915) Taylor’s work was 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. 

 Scientific Management sought to discover the best method of performing specific task.  Based on his studies, Taylor believed
that if workers were taught the best procedures, with pay tied to output, they would produce the maximum amount of work.  

 Scientific management strongly adhered to the formal organizational structure and its rules.

 1.2 Bureaucratic Management (Max Weber, 1864-1920).  The concept of bureaucracy is generally associated with the work of
Max Weber who was the major contributor to modern sociology. 
 Weber believed that such approach was a means of lessening the cruelty, nepotism, and subjective managerial practices
common in the early stages of the Industrial Revolution.      

 Characteristics of Bureaucratic Organization

@ Division of labor based on a specified sphere of competence.

@ Hierarchy of authority where its lower office is under the control and supervision of a higher one.

@ Specified set of rules applied uniformly throughout the organization.

@ Maintenance of interpersonal relationships, because rational decisions can only be made objectively and without emotions

@ Selection and promotion based objectively on competence, not on irrelevant considerations.

 Weber believed that bureaucracy was the most rational means of allowing people to attain private and social goals in a
capitalistic society; this approach however, reflects a highly formalized and impersonal view of management.

 The major criticism was “employees within the bureaucracy become little more than cogs in a machine” without much control
over their lives.

 1.3. Administrative Management.  It emphasizes broad administrative principles applicable to higher levels with in the
organization.

1. CLASSICAL APPROACHES

1.1. CONTRIBUTORS
Contributors

 1.  Henri Fayol (1841- 1945) – in his most influential work “Industrial and General Management”, 14 principles of efficient
management was identified.
 a. Division of work – work specialization can increase efficiency with the same amount of effort.
b. Authority and responsibility – authority includes the right to command and the power to require obedience; one
cannot have authority without responsibility.
c. Discipline – it necessary for an organization to function effectively, however, the state of the disciplinary process
depends upon the quality of its leaders.
d. Unity of command – employee should receive orders from one superior only.
e. Unity of direction – there should be one manager and one plan for a group of activities that have the same objectives.
f. Subordination of individual interest to general interest – the interest of one employee or group of employees should
not take precedence over those of the organization as a whole.
g. Remuneration of personnel – compensation should be fair to both the employee and the employer.
h. Centralization – the proper amount of centralization depends on the situation.  The objective is to pursue the optimum
utilization of the capabilities of personnel.
i. Scalar chain – the hierarchy of authority is the order of ranks from the highest to the lowest levels of the organization. 
Besides this vertical communication should also be encourage as long as the managers in the chain are kept informed.
j. Order – materials and human resources should be in the right place at the right time; individuals should be in jobs or
positions that suit them.
k. Equity – employees should be treated with kindness and justice.
l. Stability of personnel tenure – an employee needs time to adjust to a new job and reach a point of satisfactory
performance; high turnover should be avoided.
m. Initiative – the ability to conceive and execute a plan (through initiative and freedom) should be encouraged and
developed throughout all levels of the organization.
n. Esprit de corps – unity is strength; harmony and teamwork are essential to effective organizations.    

 2.  Gulick and Urwick (1920-1937).  Pioneers of “The Science of Administration.(1937).  They have described the major functions
of administration using the acronym POSDCoRB.

 Planning—it is 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.
Organizing—it is 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.

Staffing—it is the task of providing competent men to do the job and choosing the right men for the right job.  It involves
good selection and processing of reliable and well-trained personnel.

Directing—it is the giving of authoritative instructions, orders, or commands to working men, relative to specific actions,
procedures or activities which are to be performed in a particular manner.

Coordinating—it is the accomplishment of an orderly pattern of group effort among working men through the harmonious
adjustment of functioning of tasks, directed toward a common goal.

Reporting—it is the making of detailed account of activities work progress, investigations, and unusual in order to keep
everyone informed of what’s going on.

Budgeting—it is 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 operating and financial factors.

 The authors expanded the work of Fayol by emphasizing on such principles as 1) adhering to the unity of command, 2) making
authority commensurate with responsibility, and 3)limiting the span of control.

2. HUMAN RELATIONS APPROACH

HUMAN RELATIONS APPROACH.   The classical approach emphasized on the formal aspects of organization basically
ignoring the human aspects.  The human relations approach focused on the predicted patterns of behavior, thus the occurrence
of the human relations movement, emphasizing the informal aspect of the organization.

2. HUMAN RELATIONS APPROACH

2.1. CONTRIBUTOR
Key contributor
Elton Mayo (the Hawthorne study).  The results of Hawthorne experiment contradicted the traditional views of management
emphasized by the classical theorists and led to the behavioral approach emphasizing concern for the workers.  The study
suggests that when special attention is paid to employees by management, productivity is likely to increase regardless of
changes in working conditions.  This phenomenon was labeled the Hawthorne effect.  The impact of the study was enormous;
human relationships and informal organization were now considered to be critical factors in managing organizations.

 The major contributions of this approach are summarized as follows:

* The level of production is set by norms, not by physiological capacities.

* Non-economic rewards and sanctions significantly affect the behavior of the workers and largely limit the effect of economic
incentive plans

* Often workers do not act or react as individuals but as members of a group.

3. BEHAVIORAL SCIENCE APPROACH

BEHAVIORAL SCIENCE APPROACH.  In order to be classified as behavioral science, a field must:

@ deal with human behavior

@ study its subject matter in a scientific manner

The behavioral science approach utilize scientific method as the foundation for testing and developing theories about human
behavior in organizations that can be used to guide and develop managerial policies and practices.

3. BEHAVIORAL SCIENCE APPROACH

3.1. CONTRIBUTORS
1. Abraham Maslow (Maslow’s hierarchy of needs theory) 1940’s.  The levels of needs or motive according to Maslow are:
 a. Biological or Physiological needs – these motive include the need for food, water, oxygen, activity, and sleep.
b. Safety needs – these pertain to the motives of being cared for and being secured such as in income and place to live.
c. Love/belongingness – belongingness is integration into various kinds of social groups or social organizations.  Love
needs means need for affection.
d. Cognitive needs – our motivation for learning and exploration
e. Esteem needs – our motivation for an honest, fundamental respect for a person as a useful and honorable human being.
f. Aesthetic needs – our motivation for beauty and order
g. Self- actualization – pertains to human total satisfaction, when people are motivated not so much by unmet needs, as by
the desire to become all they are capable of (self-realization)

 According to the Maslow’s formulation, the levels that commands the individuals attention and effort is ordinarily the lowest
one on which there is an unmet need.  For example, unless needs for food and safety are reasonably well-met behavior will be
dominated by these needs and higher motives are of little significance.  With their gratification, however, the individual is free
to devote time and effort to meet higher level.  In other words, one level must at least be partially satisfied before those at the
next level become determiners of action.

 This theory is significant to a police manager because he will consider human needs as a factor in making decisions which
affect human relationships in his organization.

 2. D. Mcgregor (Mcgregor’s Theory X and Y).  Theory X assumes that people have little ambition, dislike work, and must be
coerced in order to perform satisfactorily.  Theory Y assumes that people do not inherently dislike work and if properly
rewarded, especially satisfying esteem and self actualization needs, will perform well on the job.

Theory X assumptions     

 The average person inherently dislikes work and will try to avoid it
 Most people must be coerced, controlled, directed, and threatened with punishment to get them to work towards
organizational goals.
 The average person prefers to be directed, wants to avoid responsibility, has relatively little ambition, and seeks security
above all.
Theory Y assumptions

 Work, whether physical or mental, is as natural as play or rest, and most people do not inherently dislike it.
 External control and threat of punishment are not the only means of bringing about effort toward organizational goals,
people will exercise self-direction and self-control when they are committed.
 Commitment to goals is a function of the rewards made available.
 An average person learns, under proper conditions, not only to accept but to seek responsibility
 Ability to exercise a high degree of creativity in the solution of problems.

 Police managers who believe in theory X will set up strict controls and attempt to motivate workers strictly through economic
incentives.  Employees are most likely to respond in an immature manner that reinforces the manager’s assumption.

 By contrast, police managers who believe in theory Y will treat employees in a mature way by minimizing controls, encouraging
creativity and innovation and attempt to make work more satisfying high order needs. 

4. CONTEMPORARY APPROACHES

CONTEMPORARY APPROACHES.  This is the movement towards quality management.  Theorists have incorporated the
influences of the behavioral science and other earlier school of thoughts.

 1.  The System Theory – it simply means that all parts of a system are interrelated and interdependent to form the whole.  A
system is composed of elements or subsystems that are related and dependent upon one another.  When these subsystems are
in interaction with one another, they form a unitary whole.   

 The System theory viewed systems as either closed or open.  A system is open if it interacts with its environment and closed if
it does not.

 Open system theory is important to police management because it provides an analytical approach to the interactive nature of
a system and its environment.  If organizations are not studied in an open system perspective, it cannot adapt to the changing
environmental influences and forces, especially community expectations and needs, thus leading to ineffective levels of
operations.
 2.  Contingency Theory - This approach recognizes that many internal and external environmental variables affect
organizational behavior.  In this case, there is no one best way for structuring and managing diverse types of organizations.  So
the underlying theme of this theory is that it all depends on a particular situation.  The task of managers then is to determine in
which situations and at what times certain methods or techniques are the most effective.  In this way, the approach is more
pragmatic although it encompasses relevant concepts of both classical and behavioral theories.

 3.  Theory Z and Quality Management - focused on the Japanese management practices.  A customer oriented approach
and emphasizes on both human resources and quantitative methods in an attempt to strive towards continuous improvement

 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 administrator, 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.

LEADERSHIP IN RELATION TO MANAGEMENT

Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or
guide other individuals, teams, or entire organizations.

–  It is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the
realization of a goal.

–  is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment
of specific goals in a given situation. 

Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.

LEADERSHIP IN RELATION TO MANAGEMENT

Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or
guide other individuals, teams, or entire organizations.
–  It is the potential to influence behaviour of others. It is also defined as the capacity to influence a group towards the
realization of a goal.

–  is a process by which an executive can direct, guide and influence the behavior and work of others towards accomplishment
of specific goals in a given situation. 

Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal.

1. DIFFERENT STYLES OF LEADERSHIP

Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. (Newstrom,
Davis, 1993).

LEADER

-is the one in the charge, the person who convinces other people to follow. A great leader inspires confidence in other people
and moves them to action.

A TRUE LEADER is a person able to influence others to follow him. He is able to get them to join up and move out with him. 
He encourages the people around him to be a willing extension of his vision, goals and accomplishments.  He empowers them
to succeed.  Leadership does not necessary come from the position or title.

2. CHARACTERISTICS OF LEADERSHIP

 1. POSITIVE ATTITUDE

Positive attitude doesn’t mean the leader is blind to problems or suffering. It simply calls for the approach to solving problems
and finishing tasks to be a positive rather than a negative one. Instead of thinking about the downside of the job ahead, the
leader wants to focus on the good aspects.

 2. A focused approach

 -stay focused and ensuring the team works efficiently towards achieving the objectives.

 3. A decisive mind

Decision-making matters because leaders don’t often have the luxury of time.

 4. An empowering character

-Although leadership can mean the structure of power is more hierarchical than equal, it doesn’t imply the leader is the only
person to get things done. In fact, leadership is often more about developing other people’s skills rather than performing tasks
as the leader.

5. A communicative ability

-The ability to communicate is probably the characteristic most people associate with good leadership. A leader needs to be
able to communicate the vision clearly in order to achieve following and motivating others behind his or her cause.

2. CHARACTERISTICS OF LEADERSHIP

2.1. Principles of Leadership

Principle of leadership

@   be technically proficient.

@   know yourself and seek self-improvement.

@   know your people and look out for their welfare.

@   keep your people informed.

@   set an example.

@   ensure that each task is understood, supervised, and accomplished.

@   train your people to work as a team.

@   make sound and timely decisions.

@   develop a sense of responsibility in your subordinates.

@   employ your resources in accordance with their capabilities.

@   seek responsibilities and accept accountability for your actions.

2. CHARACTERISTICS OF LEADERSHIP

2.2. Behavior Leadership

Leadership behavior

 He has his personal ambition under control

 He can bridge the gap between “the” and “us”
 He is visible and available to his people and is a good listener
 He sees the best in his people
 He is fair, has a sense of humor, and is humble

1. SUPERVISOR AND MANAGER

A SUPERVISOR is one who oversees the work of the rank and file workers, a manager whose subordinates are non
management employees called the workers and the man in the middle between the workers (subordinates) and higher level
managers.

The supervisor is the linking pin connecting the higher level manager, group of supervisors under the same higher level
management, and the subordinates under the supervisor.  Thus the supervisor is a manager who joins together these three
groups and serves as a communicating link and coordinator among them.  Therefore, the supervisor is both a manager and a
leader.

 A MANAGER is a person in an organization who is responsible for the work that is accomplished through the performance
contributions of one or more persons. 

–  Manager is a job title that's used in organizations to designate an employee who leads functions or departments, and often
employees. A manager is assigned to a particular level on an organizational chart.

2. CATEGORIES OF MANAGERS

CATEGORIES OF MANAGERS

A.  Proactive Manager

1.  Has mastery and control of self-thinking feelings, and actions.

2.  Exhibits behavior according to values.

3.  Active, alert, has the ability to direct one’s life.

B.  Reactive Manager

1.  Cannot help himself, always makes excuses.

2.  Behaves according to feelings, pressures, or habits

3.  Passive, life is directed by situations and other people.

3. CAUSES OF MANAGERIAL BARRIER

Causes of Managerial barriers

 Indifference
 Discourtesy
 Failure to meet commitment
 Back-biting
 Pride, ego
 Self-centeredness

How to Counter barriers

 Establishing direction
 Aligning degree
 Motivating and inspiring
 Keeping commitment
 Honesty, openness
 Humility, apology
 Concern, treating people as individuals
 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 administrator, police director, police chief, etc.

4. QUALITIES OF A GOOD MANAGER

The following are considered as the basic qualifications of a good manager:

1. Thorough knowledge of, and experience in, the job.  This enables him to win the confidence of his organization and to secure
cooperation from his subordinates and other department heads.

2. Tact and good judgment is a necessary equipment of every executive.

3. Sales ability or the ability to sell himself, his ideas, and his position to his superiors and to his subordinate.

4. Resourcefulness and ingenuity, or the ability to handle or work out a satisfactory solution to situation that may arise
unexpectedly.

5. Methodical, or systematized methods of handling routine work.

6. Thorough understanding of the term “service”, since in the majority of cases the office manager is a service man.

7. Leadership, which includes such qualities as intelligence, integrity, forcefulness, fairness, loyalty, kindness, knowledge of the
work, and good health.

1. PERSONNEL MANAGEMENT

PERSONNEL MANAGEMENT

                        Obtaining, using and maintaining a satisfied workforce. It is a significant part of management concerned with
employees at work and with their relationship within the organization
–  According to Flippo, “Personnel management is the planning, organizing, compensation, integration and maintenance of people
for the purpose of contributing to organizational, individual and societal goals.”

–  According to Brech, “Personnel Management is that part which is primarily concerned with human resource of organization.”

◄ Supplementary Video-Duties of a Manager

2. NATURE OF MANAGEMENT

NATURE OF PERSONNEL MANAGEMENT

–  Personnel management includes the function of employment, development and compensation- These functions are
performed primarily by the personnel management in consultation with other department

–  Personnel management exist to advice and assist the line managers in personnel matters. Therefore, personnel department is
a staff department of an organization.

–  It is based on human orientation. It tries to help the workers to develop their potential fully to the concern.

–  It also motivates the employees through it’s effective incentive plans so that the employees provide fullest co-operation.

–  Personnel management deals with human resources of a concern. In context to human resources, it manages both individual
as well as blue- collar workers.

3. PERSONNEL MANAGER

PERSONNEL MANAGER

Personnel manager is the head of personnel department. He performs both managerial and operative functions of
management

4. Role of Personnel Manager

ROLE OF PERSONNEL MANAGER

–  Personnel manager provides assistance to top management.- The top management are the people who decide and frame
the primary policies of the concern. 

–  He advices the line manager as a staff specialist

            LINE MANAGER- the person who is directly responsible for managing the work of someone else in an organization,

specifically production.

–  As a counsellor,- As a counsellor, personnel manager attends problems and grievances of employees and guides them. 

–  Personnel manager acts as a mediator- He is a linking pin between management and workers.

–  He acts as a spokesman- Since he is in direct contact with the employees, he is required to act as representative of
organization in committees appointed by government. 

5. Functions of Personnel Management

FUNCTIONS OF PERSONNEL MANAGEMENT

–  Manpower Planning

            Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time,
doing the right things for which they are suited for the achievement of goals of the organization.

–  Recruitment

            Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a
pool of applicants. It is just sourcing of data.
–  Selection

            Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

–  Training and Development

            Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job.
Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never
ending in nature.

6. Purpose and Objectives of Personnel Management

Police Personnel Management (Human Resources Management) may be defined as the area of management concerned
with human relations in the police organization.  

As an overview, police personnel management uses planning, organizing, directing and controlling of day-to-day activities
involved in procuring, developing and directing and motivating them and in coordinating their activities to achieve the aims of
the police.

 Purpose of police personnel management—the prime objective of an effective police personnel administration is the
establishment and maintenance for the public service of a competent and well-trained police force under such conditions of
work that this force may be completely loyal to the interests of the government of all times.     

           Objectives of personnel management

1. To assist top and line management achieves the organization’s objective of fostering harmonious relationship with its human
resource.

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 that will serve the requirements of the police organization
and administer the same fairly to all members.

4. To provide technical services and assistance to the operating management in relation to their personnel functions in
promoting satisfactory work environment.

5. To assist management in training and developing the human resources of the organization if it does not have a separate
training department to perform its functions.

6. To see that all police members are treated equally and in the application of policies, rules and regulations and in rendering
services to them.

7. To help effect organization development and institution building effort.

7. Operative Functions of Personnel

OPERATIVE FUNCTIONS OF PERSONNEL

- the primary function of personnel department is commonly personnel operative functions.  These are the following:

 1.  POLICE PERSONNEL PLANNING – is the 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.  If there is an
expected shortage of personnel the organization may decide to train and develop present employees and/or recruit from
outside sources.

 2.  POLICE RECRUITMENT – it is the process of encouraging police applicant from outside an organization to seek
employment in an organization.  The process of recruitment consists of developing a recruitment plan, recruitment strategy
formulation job applicants search, screening of qualified applicants, and maintaining a waiting list of qualified applicants.

 3.  POLICE SELECTION (Screening) – it 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 – it 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.  It is a day-to-day, year round task.  All police
officers on a new position undergo a learning process given a formal training or not.  Learning is made easier for officers when
the organization provides formal training and development.  It reduces unnecessary waste of time, materials, man hours, and
equipment.

 6.  POLICE APPRAISAL OR PERFORMANCE RATING – performance rating is the evaluation of the traits, behavior and
effectiveness of a police officer on the job as determined by work standards.  It is judgmental if it is made a tool in decision
making for promotion, transfer, pay increase, termination or disciplinary actions against police officers.  It is developmental in
purpose when the evaluation is used to facilitate officer’s improvement in performance or used to improve recruitment,
selection, training, and development of personnel. 

 7.  POLICE COMPENSATION – financial compensation in the form of wages or salaries constitutes the largest single
expenditures for most organizations. 

8. Nature of Personnel Programs

NATURE OF PERSONNEL PROGRAMS- personnel programs refer to the activities programmed to implement the organization
philosophy or creed and the personnel philosophy of central managers in relation to people so as to accomplish organizational
objectives.  It serves as a fundamental guide for personnel practices and policies used in an organization for maintaining
harmony between management and employees.  A good personnel program covers all the operative functions of personnel.

 The formulation and administration of the personnel program is one of the functions of the Human Resource Police Manager. 
He is responsible for the continuing planning activities and strategies the organization must undertake effectively to maximize
the use of human resources, to forecast present and future manpower requirements, and to develop an appropriate personnel
programs, personnel policies practices and strategies.
9. Factors to be considered in personnel program

Factors to be considered in personnel program

 objectives of the organization

 organizational philosophy of central management in relation to personnel
 financial conditions and physical facilities of the organization
 cultural background and tradition of the people
 community and employees
 governmental factors.

The organizational philosophy or creed and the philosophy of central management in relation to the personnel serve as the
basis guides for the personnel program; personnel policies, personnel practices, and personnel strategies that an organization
may use.  Time and effort must be exerted to communicate management’s belief in relation to personnel.  Management’s belief
must lived by management if it is to communicate to employees that what is printed and as well as spoken as really the
intention or purpose.

10. Guidelines for a satisfactory personnel program

Guidelines for a satisfactory personnel program - The personnel program becomes the strategy or plan of the police
organization to harness the fullest utilization of its human resource.  The personnel program may be rated as satisfactory when:

1. The human resource policies of the organization are written and observed by all.
2. The personnel program has the full support of management and workers.
3. Research covering organizational and community-wide personnel policies, personnel practices, and personnel strategies
are under taken on a continuing basis.
4. The organization has a definite human resource procurement plan, recruitment, selection and placement of employees.
5. The organization has a training and development program for all police officers.
6. The grievance machinery of the organization is understood and efficiently working to the satisfaction of both
management and workers.
 7. Continuing researches are made by the organization on wages and salaries.
8. Periodic audit of every employee is made to discover employees’ strength and weaknesses.
9. The organizations provide substantial benefits and services.
10. The organization, through its managers maintains good relations with their immediate subordinates.

◄ Supplementary Video-Duties of a Manager

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1. DECISION-MAKING

Decision-making is an integral part of modern management. Essentially, Rational or sound decision making is taken as primary
function of management. Every manager takes hundreds and hundreds of decisions subconsciously or consciously making it as
the key component in the role of a manager. Decisions play important roles as they determine both organizational and
managerial activities.

 DECISION-MAKING

            is regarded as the cognitive process resulting in the selection of a belief or a course of action among several alternative
possibilities.

–  decision-making is the act of choosing between two or more courses of action.

–  Decisions can be made through either an intuitive or reasoned process, or a combination of the two.

–  Further, decision making process can be regarded as check and balance system that keeps the organisation growing both in
vertical and linear directions.

2. DECISION

DECISION
–  A decision can be defined as a course of action purposely chosen from a set of alternatives to achieve organizational or
managerial objectives or goals.

–  Decisions are made to sustain the activities of all business activities and organizational functioning.
1. Policies

POLICIES – are tools of police management, which give life and direction to the police program of activities and set limits
within which action is to be pursued by the personnel concerned.  

A policy refers to a general plan of action that serves as a guide in the operation of the organization.  It makes up the basic
framework of management decisions that set the course what the organization should follow.  It defines the authority and
responsibility of supervisors in their job of directing group efforts and implementing personnel programs.

2. Police Policies According to Origin

TYPES OF POLICE POLICIES

 A.  According to origin

 1.  Originated Policy – this type of policy comes from top management level and is intended to set up guidelines in the
operation of the police organization.

 2.  Appealed Policy – this type of policy is born when problems arise at the lower levels of the organization and the man in
charge does not know how to meet the problem.  He then appeals to his superiors for guidelines and for guidance.

 3.  Imposed Policy – this type of policy comes from the government in the forms of laws, administrative orders, and rules and
procedures or contract specifications.

3. Police Policies According to their Subject Matter

According to their subject matter

 1. General Statement of principles – policies stated in broad terms, such as statement of objectives, philosophy and creed. 
Others stress in general terms management traits, such as fairness in dealing with officers, understanding and humane
treatment of the work force.

 2.  Specific rules – cover specific situations.  They are more direct and are less flexible, more rigid in nature.

4. The police managers in the new workplace

The police managers in the new workplace 

 Know that police success in a highly dynamic, environment will come to achieve opportunity seekers and problem
solvers.
 Continually analyze changing situations to identify opportunities to be explored 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 two key results for a police work team:

 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 over time
and the care of sustainable performance of other resources.

5. Challenge to the Police Manager

Challenge to the Police Manager:

 To deal well with police officers of different ethnic and racial backgrounds of different genders and ages, 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.
6. Effective Police Manager

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.

 This involves a commitment to the accomplishment of two different, but complimentary, police performance outcomes. 

 1. Police Effectiveness- which measures whether or not important task goals are being attained.

 2. Police efficiency – which measures how well resources are being utilized

7. Police Management Processes

Police Management Processes

The management process involves Planning- Organizing – Leading – Controlling the use of organizational resources to achieve
high performance results.

Planning is the process of setting performance objectives and identifying the actions needed to accomplish them

*** In respect to planning, the Chief of Police need for a new program for PCR in order to stay competitive with other law
enforcement agencies.  Once top management team has discussed the issue, a decision is made to test the new plan within
several weeks/months.
 

Organizing is the process of dividing the work to be done and coordinating results to achieve a desired purpose.

***In respect to organizing, the COP convenes a special task force to create the new program.  Officers with various skills are
selected and assigned to the task force.  One officer is appointed to head the task force.  A budget, clerical support, facilities
and equipment are made available.

Leading is the process of directing and coordinating the work efforts of other people to help them accomplish important task.

***In respect to leading, the COP states the performance objective at a task force meeting, answer questions that arise, and
explain the reasons why the new program is so important to the organization.

 Controlling is the process of monitoring performance, comparing results to objectives and taking corrective action as
necessary.

***In respect to controlling, the COP has frequent conversations with the head of the task force and stays informed about
efforts in the making of the new program.

8. Police Managerial Activities and Roles

POLICE MANAGERIAL ACTIVITIES AND ROLES   

There are three sets of activities in which police managers engage, often in a daily basis.

 A.  Interpersonal roles – working directly with other people

- figurehead –hosting and attending official ceremonies

- leadership—creating enthusiasm and serving people’s needs

- liaison—maintaining contacts with important people and groups

B.  Information roles – exchange information with other people

- monitor—seeking out relevant information

- disseminator- sharing information with insiders

- spokesperson—sharing information with outsiders

 C.  Decisional roles – make decisions that affect other people

  - entrepreneur—seeking problems to solve and opportunities to explore

  - disturbance handler—helping to resolve conflicts

  - resource allocator—allocating resources to various uses.

  - negotiator—negotiating with other parties

9. 3 Basic Managerial Skills

THREE BASIC MANAGERIAL SKILLS

E – it is the ability to perform specialized tasks.  This skill involves being highly proficient at using selected methods, processes
and procedures to accomplish tasks.

HUMAN SKILL – it is 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 – it is 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.