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INITAO COLLEGE
Criminal Justice Education Program

LEA1
Law Enforcement Administration and Organization
(Inter-agency Approach)

First Semester, S.Y. 2023-2024

MIDTERM
Notes

Name of Student : _____________________________________________

Year level : _____________________________________________

Group No. : _____________________________________________

Instructor’s Name : _____________________________________________

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CHAPTER IV
(CONCEPTS, THEORIES & PRINCIPLES OF MODERN POLICING)

Concepts of Modern Policing (Sir Robert Peel)

The police should be organized along military lines.
a. The police should be place under screening and training.
b. The police should be hired on a probationary basis.
c. The police should be deployed by time and by area.
d. Police headquarters should be accessible to the people.
e. Police-Record keeping is essential.

General Concept of Police Service

1. Old Concept
Police service gives the impression of being merely a suppressive machinery. This philosophy advocates that
the measurement of police competence is the increasing number of arrests, throwing offenders in detention
facilities rather than trying to prevent them from committing crimes. Punishment is the role instrument of
crime control-throwing more people to jail rather than keeping them out of jail.
2. New or Modern Concept
Regards police as the first line of defense of the criminal justice system, an organ of crime prevention. The
yardstick of efficiency of the police is the absence of crime or decreasing number of crimes. Its objective is the
welfare of the people and the society.

The Principles of Law Enforcement enunciated by Sir Robert Peel

a. Prevention of Crime is the basic mission of the police.
b. Police must have the full respect of the citizenry.
c. A citizen’s respect for law develops his respect for the police.
d. Cooperation of the public decreases as the use of force increases.
e. Police must render impartial enforcement of the law.
f. Physical force is used only as a last resort.
g. The police are the public and the public are the police.
h. The police represent the law.
i. The absence of crime and disorder is the test of police efficiency.

The Principles of Police Organization

Hierarchy of authority entails the superior-subordinate relationship throughout the department,
wherein a superior officer supervises each individual.

Principles of Hierarchy of Authority

a. Span of Control refers to the number of officers or subordinates that a superior supervises
without regard to the effectiveness or efficiency of the supervision.
b. Unity of Command refers to placing one and only one superior in command or in control of
every situation and every employee.
c. Delegation of Authority is the assignment of tasks, duties, and responsibilities to
subordinates while at the same time giving them the power or right to control, command,
make decisions, or otherwise act in performing the delegated responsibilities.
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THEORIES OF POLICE SERVICE

1. Continental Theory
Policemen are considered as state or servants of the higher authority. The people have little or no share of all
their duties, nor any direct connection with the police organization.

2. Home Rule Theory

Policemen are considered servants of the community who depend for the effectiveness of their functions upon
the express wishes of the people. Policemen are civil servants whose key duty is the preservation of public
peace and security.

POLICE ORGANIZATION AND ADMINISTRATION

ORGANIZATION

 A group of persons working together for a common goal or objective. It is an association or group of
individuals with a common goal. It is the structuring of individuals and functions into productive
relationships. It is either formal or informal organizations. It is also a form of human association for the
attainment of a goal or objective.

FORMAL ORGANIZATIONS

Are those with a system of coordinated activities, a group of people, authority and leadership and
cooperation towards a goal.
INFORMAL ORGANIZATION

 An indefinite and structure less organization that has no definite subdivisions comprises by
unconscious groups of feelings, passion and activities of individuals. Unplanned system of the activities
and interactions of participants.

TITLES OF ORGANIZATIONAL UNITS

A. FUNCTIONAL UNITS

1. Bureau – largest organic unit within a large department

2. Division – a primary sub-division of a bureau
3. Section – functional unit within a division – this is necessary for specialization
4. Units – functional groups within a section

B. TERRITORIAL UNITS

1. Posts
o A fixed point or location to which an officer is assigned for duty such as designated desk or office.
o An intersection or cross work form of traffic duty
o A spot or location for general guard duty
2. Route
o A length of street/s designated for patrol purposes
o It is called Line Beat
3. Beat
o An area assigned for patrol purposes either on foot or motorize
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4. Sector
o An area containing two or more beats, routes or post
5. District
o A geographical subdivision of a city for patrol purposes usually with its own station
6. Area
o A section or territorial division of a large city each comprised of designated districts

C. TIME UNITS

1. Watch or Shift
o A time division of the day for purposes assignment

2. Platoon
o Composed of several squads usually commanded by a Lieutenant may serve the entire city or district.
o Divisions that have personnel on duty for more than shift divide them into platoons on the basis of
hours of the day they are on

POLICE ORGANIZATION
A structured group of trained personnel in the field of public safety administration engaged in achieving
the following goals and objectives.

GOALS:
1. To ensure public safety
2. To protect live and property
3. To maintain peace and order

OBJECTIVES:
1. To attain an acceptable degree of peace and order
2. To attain effectiveness in the enforcement of laws and efficiency of law enforcers
3. To attain a low crime volume or crime rate
4. To attain a maximum degree of solution and criminal conviction of law violators
5. To attain a maximum degree in the protection of lives and property

LAW ENFORCEMENT AGENCY

- pertains to an organization responsible for enforcing the laws

ENFORCEMENT
- means to compel obedience to a law, regulation or command

OBJECTIVES
- refer to the purpose by which the organization was created
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- refer to the goals of the organizations

PNP MISSION
“To enforce the law, to prevent and control crimes, to maintain peace and order, and to ensure public
safety and internal security with the active support of the community”

ADMINISTRATION
- an organizational process concerned with the implementation of objectives and plans and internal
operating efficiency
- connotes bureaucratic structure and behavior, relatively routine decision-making and maintenance of
the internal order

POLICE
- a branch of the criminal justice system that has the specific responsibility of maintaining law and order
and combating crime within the society
- is the agency of a community or government that is responsible for enforcing the law, maintaining
public order and preventing and detecting crimes.

POLICE/LAW ENFORCEMENT ADMINISTRATION

- the process involved in ensuring strict compliance, proper obedience of laws and related statutes
- focuses on the policing process or how law enforcement agencies are organized and managed in order
to achieve the goals of law enforcement most effectively, efficiently and productively
- is an organizational process concerned with the implementation of the objectives and plans, and
internal operating efficiency of the police organization.

SUPERVISION
- means the act of watching over the work or tasks of the members of the organization to ensure that
desired results are achieved

MANAGEMENT
- the process of directing and facilitating the work of people organized in formal groups in order to
achieve objectives
- judicious or wise use of resources (manpower, material, money, equipment, supplies, time etc)

POLICE MANAGEMENT
- is the act of administering, controlling, or handling various aspects of police organization.

POLICE ACCOUNTABILITY
- is the inherent responsibility of a police organization to be answerable for the misconducts committed
by its members.
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POLICE FUNCTIONS
- refers to the duties and responsibilities carried out by police agencies concerning public order and
public safety.

POLICE POWER
- is the inherent power of the government to impose reasonable restrictions on the liberties of its citizens
for the maintenance of public order and safety

WHAT IS THE DIFFERENCE BETWEEN ADMINISTRATION AND MANAGEMENT?

- Administration is the determination of objectives and major policies of an organization, while
management is the act of placing into action the policies and plans laid down by the administration.
Hence, administration is a determinative function, while management is an executive function.

WHAT ARE THE DISTINCTIONS BETWEEN GOALS AND OBJECTIVES?

1. Goals are broad, while objectives are narrow
2. Goals are general intentions, while objectives are precise.
3. Goals are intangible, while objectives are tangible
4. Goals are abstract, while objectives are concrete.

AUTHORITY
- the right to command and control the behavior of employees in lower positions within an
organizational hierarchy
- must be viewed in terms of prescribed roles rather than of individuals
- a particular position within an organization carries the same regardless of who occupies that position

HIERARCHY
- represents the formal relationship among superiors and subordinates in any given organization
- serves as the framework for the flow of authority downward, and obedience upward, through the
department

TRADITIONAL ORGANIZATION THEORY

1. SCIENTIFIC MANAGEMENT IN ORGANIZATION – by Frederick Taylor
o Emphasis on planning, standardizing, and improving human effort in the operational level of the
organization

2. GENERAL MANAGEMENT THEORY – by Henri Fayo

o Emphasis on the elements of planning, organizing, command, coordination and control.

3. BUREAUCRATIC MODEL OF ORGANIZATION – by Max Weber

o Emphasis on the characteristics of bureaucracy
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a. Division of labor
b. Centralization of authority
c. Rational program of personnel administration
d. Rules and regulation
e. Written records

4. THE SCIENCE OF ADMINISTRATION – by Luther Gulick and Lyndal Urwick

Emphasis on the principles of:
1) PLANNING

- the determination in advance of how the objectives of the organization will be attained

- is the process of selecting goals and determining how to achieve them.

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

- working out in broad outline the things that need to be done and the methods for doing them to
accomplish the purpose set for the enterprise

2) ORGANIZING

- involves the determination and allocation of the men and women as well as the resource of an
organization to achieve pre-determined goals or objectives of the organization

- the process of dividing the work to be done and coordinating results to achieve a desired purpose

- establishment of the formal structure of authority through which work subdivisions are arranged,
defined and coordinated for the desired objectives

- is the process of making an organization fit with its objectives, resources and environment.

3) DIRECTING

- involves the overseeing and supervising of the human resources and the various activities in an
organization to achieve through cooperative efforts the pre-determined goals or objectives of the
organization
- also called leading, the process of directing and coordinating the work efforts of other people to help
them accomplish important task
- task of making decisions and embodying them in specific and general orders and instructions
- is the process of giving orders, commands, directives, or instructions to personnel in order to rule them
in accomplishing the goals or objectives of an organization.

4) CONTROLLING

- involves the checking or evaluation and measurement of work performance and comparing it with
planned goals or objectives of the organization, and making the necessary corrective actions so that
work is accomplished as planned

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

- also called supervising

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5) STAFFING

- the task of providing competent men to do the job and choosing the right men for the right job

- involves good selection and processing of reliable and well-trained personnel

- filling the organization with the right people in the right position

THE FOLLOWING ARE DIFFERENT STAFFING ACTIVITIES:

o RECRUITMENT - refers to the set of activities and processes used to legally obtain a sufficient number
of right people for specific positions.
o SELECTION - is the process of choosing from among the candidates the most suitable person for the
current position or for future position.
o APPRAISAL - is the process of measuring performance
o TRAINING - is the act of improving the ability required in the current job
o DEVELOPMENT - is the act of improving the ability required in the future job.

WHAT IS THE NEXT-IN-RANK-RULE IN RELATION TO SELECTION?

The next in rank rule states that the appointing authority must prioritize the selection of next in rank
filling up a vacant position. This rule is not, however, absolute. The appointing authority may still appoint any
other person aside from the next in rank provided he must state the reason of not complying with said rule.

6) COORDINATING

- is the manner of integrating the different element within and outside of an organization into a
harmonious relationship.

7) REPORTING

- the making of detailed account of activities, work progress, investigations and unusual in order to keep
every one informed or what is going on

8) RECORDING

- is the system of classifying and compiling written communications going inside and going outside of an
organization

9) BUDGETING

- the forecasting in detail of the results of an officially recognized program of operations based on the
highest reasonable expectations of operating efficiency

5. THE PRINCIPLES OF ORGANIZATION – by Mooney and Reiley

o Mooney and Reiley identified coordination as the preeminent element of organizational designs. Thus,
coordination is the mother of principles.

POLICE ADMINISTRATION
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Police in action. It is the cooperative human effort to achieve the purposes of the criminal justice
system. It refers also to the study of the processes and condition of Law Enforcement as a pillar of justice.
FUNCTIONS IN A POLICE ORGANIZATION

1) PRIMARY OR LINE FUNCTIONS

- functions that carry out the major purposes of the organization, delivering the services and dealing
directly with the public
- the backbone of the police department
- examples of the line functions of the police are patrolling, traffic duties, crime investigation

2) STAFF/ADMINISTRATIVE FUNCTIONS
- functions that are designed to support the line functions and assist in the performance of the line
functions
- examples of the staff functions of the police are planning, research, budgeting and legal advice

3) AUXILIARY FUNCTIONS
- functions involving the logistical operations of the organization
- examples are training, communication, maintenance, records management, supplies and equipment
management

ORGANIC UNITS IN A POLICE ORGANIZATION

1) OPERATIONAL UNITS
- those that perform primary or line functions
- examples are patrol, traffic, investigation and vice control,

2) ADMINISTRATIVE UNITS
- those that perform the administrative functions
examples are personnel, finance, planning and training

3) SERVICE UNITS
- those that perform auxiliary functions
examples are communication, records management, supplies

ORGANIZATIONAL STRUCTURE
It is a mechanical means of depicting by an arrangement of symbols, the relationship that exist
between individuals, groups, and functional relationships between groups and individuals are clearly defined
to ensure accountability and compliance.

Types of Organization Structures

A. LINE ORGANIZATION
- often called the individual
- departmental type of organization
- it is the simplest and oldest type of organizational structure
- channels of authority and responsibility extend in a direct line from top to bottom within the
structure.
- depicts the line functions of the organization
- orders or commands must come from the higher level of authority before it can be carried out
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- involves few departments

Chief of
Police

Captain Captain

Lieutenants Lieutenants Lieutenants

Lieutenants

Sgt. Sgt. Sgt. Sgt. Sgt.

Patrolmen Patrolmen Patrolmen Patrolmen

ADVANTAGES:
1. Simple
2. Division
3. Each unit completely controlled
4. Direct responsibility and accountability
5. Quick decisions because of direct lines of authority

DISADVANTAGE:
1. Impractical

B. FUNCTIONAL ORGANIZATION

 Functional organization divides responsibility and authority between several specialists, such as a
person responsible for all training, an employee directing the community relations activities of all units,
or a person handling cases involving all juvenile activities.
 The functional responsibility of a commander is limited to the particular activity over which he has
control.
 depicts staff functions of the organization
 responsibilities are divided among authorities who are all accountable to the authority above

FUNCTIONAL ORGANIZATIONAL STRUCTURE

Chief of Police

Personnel Training Juvenile Traffic Community Relation

Line Officers and Employees

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C. LINE AND STAFF ORGANIZATION

 The line and staff organization is the combination of line and functional types and is found in almost all
police agencies today.
 It combines staff specialist with line organization so that service of knowledge can be provided line
personnel by specialists such as criminalist training officers and intelligence specialist.
 Channels or responsibility and authority are left intact since the specialist provides expertise while the
line does the task. Specialist only give advises not commands.
 Generally more formal in nature and has many departments

The Philippine National Police follow the line and staff kind of organizational structure.

ORGANIZATIONAL CHART
- an illustration in the form of a chart which represents the organizational structure
- the mechanical means of depicting, by an arrangement of symbols, the relationships that exist between
individuals, groups and functional relationships between groups and individuals clearly defined to
ensure accountability and compliance

ORGANIZATIONAL PRINCIPLES

FOUR PRIMAL CONDITIONS OF AN ORGANIZATION

1) AUTHORITY
- the supreme source of government for any particular organization
- the right to exercise, to decide and to command by virtue of rank and position

2) MUTUAL COOPERATION
- an organization exists because it serves a purpose

3) DOCTRINE
- provides for the organization’s objectives
- provides the various actions, hence, policies, procedures, rules and regulations of the organization are
based on the statement of doctrines

4) DISCIPLINE
- comprising behavioral regulations
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COMMAND AND STAFF PRINCIPLES

COMMANDER – he exercise command authority and responsibility over subordinates by virtue of his
rank and assignment, he discharge his responsibilities through a chain of command
COMMANDER AUTHORITY – this provides the commander with right to plan, organize, direct,
coordinate, and control PNP forces or units in order to accomplish an assigned mission or task
COMMAND RESPONSIBILITY – commander is responsible for all that his unit does or fails to do. He
alone answers for the success or failure of his command
STAFF – issue orders in the name of commander, provides information to commander, offices, other
agencies and units. Make estimates of the situation, recommendation, preparing plans and orders as well as
supervision.

PRINCIPLES OF ORGANIZATION

1. GROUPING OF SIMILAR TASK

- task, similar or related in purpose, process, method, or clientele should be grouped together in one or
more units under the control of one person. Grouping can be done in the following:
a. ACCORDING TO FUNCTION – grouping according to the nature of the task to be performed. It should
be divided into groups sp that similar and related duties may be assigned to each.
b. ACCORDING TO TIME FRAME – the units are divided into shifts according to time of the day.
c. ACCORDING TO PLACE OF WORK – a territorial distribution of a platoon accomplished assigning
patrolman on beats is necessary to facilitate the direction and control of officers and to ensure suitable
patrol service at every point within the jurisdiction.
d. ACCORDING TO LEVEL OF AUTHORITY – A police department is always divided according to level
of authority; that is, there will be some patrolmen, some sergeants, some lieutenants, and so on.
Vertical combinations of superior officers with each rank at a different level of authority from any other
form channels through which operations may be directed and controlled.
Those chains of command, or lines of direct control, facilitate the delegation of authority and the placing
of authority and responsibility, supervision is thus ensured.

2. SPECIALIZATION BASED ON NEEDS

Specialization is a principle of organization that results from the division of the force into separate units
to perform police tasks.
The degree of specialization is determined by the size of the department, by the number of units created
and extent of responsibility for the performance of task within the special field.

3. LINES OF AUTHORITY AND CHAIN OF COMMAND

Communications should be ordinarily goes upward and downward through established channels in the
hierarchy.
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Diverting orders, directive, or reports around a level of command usually has disastrous effects on
efficiency of the organization, if the level, which is by passed, is ordinarily capable and responsible. The
bypassed superior has no official knowledge of the nature of a directive going downward. Since he is unaware
of the directive, he can be hardly being held responsible for enforcing it.
In emergency situations, those that requires an immediate action, giving of orders by an officer in a staff
capacity in the name of someone high in the hierarchy is acceptable, thus the duty of a subordinate to obey. He
has no alternative under those special situations. This is also known as SCALAR OF COMMAND.

4. UNITY OF COMMAND
Only one man be in complete command of each situation, only one man be in direct command or
supervision of each officer.
Confusion is created when more than one superior undertakes independent command of an operation
performed by several subordinates or when a subordinate receives orders from more than one superior.

5. SPAN OF CONTROL
The ability of one man to direct, coordinate and control immediate subordinates.
The broad span of control may be reduced by the use of additional supervisory level of officials, thus
lengthening the chain of command.

6. DELEGATION OF AUTHORITY
The principle of delegation of work is related to the process of committing an activity to another’s care.
It is closely related to the principle of span of control in that even though the span of attention is excessive, the
harm from it can be reduced by the delegation of much detail to subordination.
Conferring of an amount of authority by a superior position to a lower-level position. A superior may
delegate some of his duties to his subordinates. Said superior is however, responsible for the neglect of his
subordinates.
It is the transfer of authority of a higher officer to another subordinate such as a unit head or who is a
superior of another unit or division. This process is continued to the lowest level of execution.
The delegations of authority are divided into:
a. POLICY FORMULATION – involves what are to be done in the form of orders or broad statement of
action.
b. DIRECTION – deals with procedures, what is to be done, who will do it, when, where and how it is to
be done.
c. SUPERVISION – deals with the assistance and guidance given to subordinates to ensure successful
performance.
d. EXECUTION – deals with the performance of tasks in consonance with authority to fulfill
responsibility.