POLICE ADMINISTRATION LEVEL SUB OFFICERS 1ST

MODULE I
GENERAL CONCEPTS OF ADMINISTRATION
2.1. INTRODUCTION
There is perhaps no more important area of human activity than management, since the task of the manager,
at all levels and in all types of companies, is to create and maintain an adequate environment in which
individuals, working in group, can carry out pre-established functions and objectives.
In other words, it is up to the administrator to assign the necessary actions that allow individuals to make their
best contributions to collective objectives.
Since people began organizing themselves into groups to achieve goals they could not achieve individually,
management has been instrumental in ensuring the coordination of individual efforts.
As society becomes increasingly dependent on group effort, and as organized groups have become larger, the
task of the administrator takes on greater importance.
Administration is essential in all organized cooperation, as well as at all levels of organization of a company.
People in a managerial role rarely devote all of their time and talent to management, because almost all jobs in
an organization involve non-managerial tasks.
The word administration used in its broadest sense means any activity, public or private, ordered to achieve
human ends, whether economic or not, and also the set of entities or bodies that exercise it.
Administration is the basic component of any organization or group, from the smallest, such as the family, to
large and highly hierarchical organizations such as the State, the government, uniformed institutions such as
the Armed Forces, the Bolivian Police, even the Church. . They all have some administrative process that is
the primary basis for their operation and efficient functioning.
2.2. ETYMOLOGY
The word “Administration” comes from the Latin “Administrado” which means “action of administering”.
Administer is formed from the Latin expressions "Ad" which means "to" and "Ministrare" which means "to
serve".
Consequently, the etymological meaning of the word “administer” is “to serve”; in addition to this meaning, the
dictionary gives the word “administer” the meaning of “govern”, “rule”, “care”, “control” and "manage" public or
private businesses.
2.3. CONCEPTUALIZATIONS
It is the applied social science or social technology that aims to study organizations, and the technique
responsible for planning, organizing, directing and controlling the resources of an organization, in order to
obtain the maximum possible benefit; This benefit can be economic or social, depending on the purposes
pursued by said organization.
Other definitions of Administration (according to various authors) are the following:
• Administration as a social science composed of principles, techniques and practices and whose
application to human groups allows establishing rational systems of cooperative effort, through which common
purposes that cannot be achieved individually can be achieved.
• Administration consists of achieving a predetermined objective, through the efforts of others. (George
R. Terry).
• Administration is a social science that pursues the satisfaction of institutional objectives through a
structure and through coordinated human effort. (Jose A. Fernandez Arenas).
• Administration is the process whose objective is the effective and efficient coordination of the resources
of a social group to achieve its objectives with maximum productivity. (Lourdes Munch Galindo and José
García Martínez)
• Andreas Kaplan specifically describes European administration as "intercultural and social
management, based on an interdisciplinary approach."
• Administration is the management that develops human talent to facilitate the tasks of a group of
workers within an organization, with the objective of meeting general goals, both institutional and personal,
regularly going hand in hand with the application of techniques and principles. of the administrative process,
where it takes a leading role in its optimal and effective development within organizations, which generates
certainty in the behavior of people and in the application of different resources.
• Administration represents a set of norms, rules and procedures that aim to regulate the productivity of
human effort and guarantee better use of available resources to satisfy the needs of man and society.
All of these definitions contain certain elements in common:
1. The existence of an objective(s) towards which the administration is focused.
2. Mentions effectiveness, that is, achieving objectives in the best time and quantity.
3. Efficiency that refers to the achievement of objectives but at the lowest cost and maximum quality.
4. Administration occurs in social groups.
5. There must be coordination of resources to achieve the common goal.
6. Productivity is the obtaining of maximum results with minimum resources, in terms of effectiveness and
efficiency.
2.4. EVOLUTIONARY PROCESS OF ADMINISTRATION
Administration represents a work activity, therefore, it has had a parallel evolutionary process with this, going
from a simple natural fact aimed at the satisfaction of elementary needs, to the complexity that it has in our
time.
The Industrial Revolution represented for work in general, a change in systems and methods of organization,
both in industries and companies and in the activity of the State, emerging means and methods of organization
expressed in different theories and trends of "scientific organization of work." ", such as those of Frederick
Winslow Taylor and Henri Fayol.
2.4.1. The Theory of Frederick Winslow Taylor
Frederick Winslow Taylor (1856-1915), industrial engineer by profession, was born in Philadelphia, United
States of America, and has been described as the "Father of Scientific Administration" for having
systematically investigated factory operations, especially in the production area under the scientific method.
Fundamentals of Scientific Administration
Taylor argued that the primary objective of management should be to ensure maximum prosperity for the
employer, coupled with maximum prosperity for each employee.
He reasoned that the most important goal for both the employee and management should be the training and
development of each individual in the business, so that he could perform work of the highest quality and for
which his natural abilities suit him.
Taylor demonstrated that maximum prosperity can only exist as a result of maximum productivity, both for
business and the individual, and he rebuked the idea that the fundamental interest of employees and
employers is necessarily antagonistic.
Taylor described how most workers work purposely slowly, or "soldier," to protect their interests. According to
Taylor, there are three reasons for the inefficiency:
First. The fallacy, which has existed from time immemorial and has been universal among workers, that a
material increase in the production of every man or machine in the trade will ultimately result in putting large
numbers of men out of work.
Second. Faulty management systems that are commonly used make it necessary for each worker to soldier
on, or work slowly, so that he can protect his own interests.
Third. The inefficient methods of the golden rule, which are almost universal in all trades and when practiced
by our workers, they waste a large part of their effort.
PRINCIPLES OF SCIENTIFIC MANAGEMENT (TAYLOR)
For Taylor, management or administrator acquired new powers and responsibilities described by the following
four principles:
Planning principle: replace the operator's individual criteria, improvisation and empirical-practical action in the
work with methods based on scientific procedures. Replace improvisation with science, through method
planning.
Principle of preparation/planning: scientifically select workers according to their abilities and prepare and train
them to produce more and better, according to the planned method.
Principle of control control the work to certify that it is being executed in accordance with established standards
and according to the planned plan. Principle of execution: distinctly distribute powers and responsibilities, so
that the execution of the work is disciplined.
Additional principles that Scientific Administration takes into account according to Taylor
1. Study the work of the operators, break it down into its elementary movements and time it so that after
careful analysis, eliminate or reduce useless movements and perfect and rationalize useful movements.
2. Study each job before determining how it should be executed.
3. Scientifically select workers according to the tasks assigned to them.
4. Give workers technical instructions on how to work, that is, train them appropriately.
5. Separate planning functions from execution functions, giving them precise and delimited attributions.
6. Specialize and train workers, both in planning and controlling work and in its execution.
7. Prepare production, that is, plan it and establish rewards and incentives for when the established
standards are achieved, as well as other greater rewards and incentives for when the standards are
surpassed.
8. Standardize the utensils, materials, machinery, equipment, methods and work processes to be used.
9. Divide proportionally among the company, shareholders, workers and consumers the advantages that
result from the increase in production provided by rationalization.
10. Control the execution of work, to maintain it at unacceptable levels, perfect it, correct it and reward it.
11. Classify in a practical and simple way the equipment, processes and materials to be used or produced,
so that their handling and use is easy.
Scientific management requires a mental revolution on the part of the workers who provide their services in
any factory, regarding their duties towards work, their colleagues and their employers.
It supposes a mental revolution in those who belong to the Administration, the foreman, the superintendent, the
owner of the company, the board of directors, regarding their duties towards their co-workers, towards their
workers and towards all their daily problems.
His basic concern was to increase the productivity of the company through scientific organization of work,
defined as the systematic search for ways to obtain maximum productivity from human work with a minimum of
effort.
It was a theory aimed exclusively at industrial activity, however it was later applied to public activities.
CONCLUSION
So we come to the conclusion that the effort he developed in his time to update and reformulate the trends of
that time culminated in the gratitude of the entire world by being able to use his contributions to the entire world
every day, the intellectual work incorporating new methodologies. in the development of work, contributed to
organizations to take giant steps to develop their productive and managerial potential of the modern
administrator.
2.4.2. The Theory of Henri Fayol
Henri Fayol (1841 - 1925) He was a Civil Engineer who dedicated his life to working at the Commentutry -
Fourchambault et Decazeville Joint Stock Company where he became general director in 1888, a position he
held until he retired in 1918.
He is the true father of the modern theory of operational management.
He intended to increase the company's efficiency. Fayol discovered that in every job there are a series of
specific operations of constant presence, among which the administrative operation is predominant.
According to Fayol, the administrative operation contains a series of successive processes, without which no
administrative body can achieve its purposes: Planning, organization, command, coordination and control.
After Taylor's contributions, Fayol, using a positivist philosophy, and using a Cartesian method consisting of
observing and classifying facts, interpreting them, carrying out experiments if appropriate and extracting rules,
develops an administrative theory and an administrative model, very popular in his time.
Fayol's administrative model is based on three fundamental aspects: The division of labor, the application of an
administrative process and the formulation of technical criteria that should guide the administrative function.
Fayol divides the companies' operations into:
Administrative or management: forecasting, command, organization, coordination and control.
Production techniques: Manufacturing, transformation of inputs.
Commercial: Purchases, sales, market search.
Financial: Search and administration of capital.
Accounting: Records of income and expenses, inventories, balances, statistics, prices.
Security: Protection of property and people.
GENERAL PRINCIPLES OF FAYOL ADMINISTRATION
For Fayol, the administrative function only has as its organ and instrument the social body. While the other
functions put raw materials and machines into play, the administrative function only works on personnel.
The administration principles most used by Fayol were:
The division of labor: It is the natural order. The worker who makes the same piece every day and the boss
who constantly deals with the same business acquire skill, security and precision that increase their
performance. Each change in occupation or task implies an adaptation effort that decreases production.
Authority: It consists of the right to command and the power to be obeyed. A distinction is made between the
legal authority inherent to the function and the personal authority formed by intelligence, knowledge,
experience, moral courage, leadership aptitude and others.
Discipline: It essentially consists of obedience, activity, presence and external signs of respect carried out in
accordance with the conventions established between the company and its agents. For Fayol, this concept is
expressed in the military world and the concept of agreement must be taken into account to achieve harmony
in the organization and full compliance with the rules.
Unity of command: To execute any act, an agent must only receive orders from a boss. Fayol states: "that is
the rule of "unity of command", which is of general and permanent necessity and whose influence on the
conduct of business is at least equal, in my opinion, to that of any other principle."
The unity of management: This principle can be expressed like this: A single boss and a single program for a
set of operations that tend to the same end.
The subordination of particular interests to the general interest: This principle reminds us that in a company the
interest of an agent or a group of agents should not prevail against the interest of the company.
Two interests of a different order, but equally respectable, can be resolved under conciliation:
The means to do it are:
• The firmness and good example of the bosses.
• Agreements as equitable as possible.
• A careful surveillance
Remuneration: Constitutes the price of the service provided. It must be equitable and, as far as possible, give
satisfaction to both the staff and the company, the employer and the employee.
Employees can be paid by the day, by the task, or by the piece.
Centralization: Like the "division of labor", centralization is a fact of natural order, it consists of the fact that in
every organism, animal or social, sensations converge towards the brain or direction and that from this or that,
the orders that set all parts of the organism in motion.
The hierarchy. It is made up of a series of bosses that goes from the highest authority to the lowest agents.
The hierarchical route is the path followed, passing through all the degrees of the hierarchy, by the
communications that start from the higher authority to the lower ones.
The order: A place for everything and one thing for each place.
Equity: For Fayol, justice is the fulfillment of acquired agreements; The desire for equality and equity are
aspirations that must be taken into account when dealing with staff.
Personnel stability: An agent needs time to start a new role and perform it well, assuming that he or she is
equipped with the necessary skills. If the agent is displaced when he has barely completed his learning stage,
he will not have had time to do any appreciable work.
Initiative: One of the greatest satisfactions that an intelligent man can experience is conceiving a plan and
ensuring its success. It is also one of the most powerful stimulants of human activity.
The union of staff: Unity is strength.
Fayol, by introducing a hierarchical scheme and delving into the issue of the division of labor, makes a
fundamental contribution to the development of modern administration.
5. THE IMPORTANCE OF THE ADMINISTRATOR
The profession of administrator has many aspects: depending on the level at which you are located, you will
have to live with the routine and daily uncertainty of the operational level or with the planning, organization,
direction and control of the activities of your department or division at the operational level. intermediate, or
Even with the decision-making process at the institutional level, oriented towards an external environment that
the company intends to serve.
The more the manager cares to know or learn how tasks are executed, the more prepared he will be to act at
the operational level of the company. The more you worry about developing concepts, the more prepared you
will be to act at the institutional level of the company.
An administrator must know how to prepare an expense budget or a sales forecast, how to build an
organization chart or flow chart, how to interpret a balance sheet, how to prepare production planning and
control, etc., since this knowledge is valuable for the administration, however the most important and
fundamental thing is to know how to use them and in what circumstances to apply them appropriately.
THE ADMINISTRATIVE PROCESS
3.1. CONCEPT.
The administrative process is the set of successive phases or stages to carry out an activity and achieve an
objective.
3.2. STAGES OR PHASES
The administrative process consists of the stages or phases of planning, organization, direction and control.
3.2.1. Planning: It consists of establishing in advance the resources, objectives, policies, rules, procedures,
programs, budgets and strategies of an organization or entity, where it must be determined what will be carried
out in the operation.
3.2.2. Organization: The organization groups and orders the activities necessary to achieve the objectives,
creating administrative units, assigning functions, authority, responsibility and hierarchies; also establishing the
coordination relationships that must exist between said units to make human cooperation optimal. In this stage,
hierarchical relationships, authority, responsibility and communication are established to coordinate the
different functions.
3.2.3. Direction: It is the action and interpersonal influence of the administrator to ensure that his subordinates
obtain the assigned objectives, through decision making, motivation, communication and coordination of
efforts; Management contains: orders, personal, hierarchical relationships and decision making.
3.2.4. Control: Establish systems to measure results and correct deviations that arise, in order to ensure that
planned objectives are achieved. Likewise, in the establishment of standards, measurement of execution,
interpretation and corrective actions.
THE GENERAL THEORY OF SYSTEMS
4.1. GENERAL FEATURES
In the 17th century, the invention of the microscope allowed the study of a world that, until then, was invisible
to scientific knowledge.
From the discoveries and verifications achieved with this instrument, a microscopic vision of natural
phenomena was obtained and the constitution of the parts that make up any animate or inanimate whole,
whether a human or animal organism or a physical structure, could be investigated. as well as its smallest
constituent elements: cells or molecules.
However, these scientific advances did not address or resolve the problems concerning an external world of
greater magnitude than those of said organisms; In this external universe, the parts that generate structures
and relationships have a social, economic and ecological nature.
But the microscopic approach to the universe proved insufficient to solve the great social, economic and
environmental problems of the contemporary world; It was not until the mid-20th century that the approach was
consolidated in the field of communications where the first systems engineers emerged and in the military field
during the Second World War, particularly during the Battle of Britain.
Then, the microscopic approach begins to be complemented with the systems approach: "It has not been until
very recently that the microscopic vision begins to be complemented with the systems approach, which places
emphasis on the general aspects and interactions of the parts that make it up."
"While in the microscopic approach the elements are studied to find cause and effect relationships, in the
microscopic or systems approach the knowledge of the parts is used to study the behavior of an entire set of
parts or subsystems that "they interact with each other." (3)
The events that have had the greatest impact on the scientific and practical development of the approach were
the discovery of linear programming in 1947 and the introduction of the computer.
Among the researchers who have made an important contribution to the development of the Systems
Approach are: Richard Johnson, Fremont Kast, James Rosensweig, Ludwig Von Bertalanffy, Fernando Pozo
Navarro.
Of these researchers, Ludwig Von Bertalanffy occupies a prominent place, as the main animator and thinker
on General Systems Theory (GST). The depth of the foundations and effects of this approach in the real world
are highlighted in the following statement by this researcher, referred to by Professor F. Well N.:
"Biologically, life is not maintenance or restoration of balance, but is essentially the maintenance of imbalance,
as revealed by the doctrine of the organism conceived as an open system. "Not only does it tend to relax
tensions, but also to build on tensions."
"This current of administrative thought with a comprehensive approach is not in any way new. Many authors
have emphasized this need in the past; the efforts of current administrativeists to find a sufficiently developed
systematic perspective have given it a contemporary feel since their main concern is to find techniques and
procedures that allow a better perception of administration as process to accomplish specific purposes and not
just to carry out specialized tasks. One of the most prominent elements of this new trend is known as systems
theory."
The systems approach is not, then, a new subject, it has already been a life of 50 years of formal research and
development, so that the research and reading material is abundant and its influence in all areas of human
endeavor has generated true currents. of thinking and methodologies and work techniques, although specific
to each person, are always under the tutelage of the knowledge of the systems approach.
4.1.1. The systems approach What is it?
During the past years "...new approaches have been made in order to improve management; for example,
through organization theory, decision theory, planning theory, and the theory of organizational behavior. Each
of these philosophies has helped to specialize administration; However, there is still an urgent need for an
effective theory of management...called the concept of management through systems."
Indeed, each of these currents has contributed, with its technology and methodology, to sharpen administrative
skills; But an operational theory of administration was needed, a theory that provides a conceptual framework
for better design and operation of business.
The technique used in the systems approach brings together knowledge from other disciplines to generate
solutions to problems that are immersed in the complex relationships between various components of any set.
Although, as mentioned above, the origin of the systems approach is found, fundamentally, in the
investigations of the molecular and cellular microstructure later complemented with a macroscopic vision that
found its first practical applications in the fields of communications and the military. , the methodology
developed for the solution of complex problems related to these fields has been progressively incorporated to
address the management and solution of problems derived from behavior and relationships between the
components of other equally complex areas that incorporate many variables. predictable and unpredictable in
their constitution and behavior.
In the field of social sciences and, specifically, in the field of organizational administration, the systems
approach essentially consists of a way of thinking about the work of managing an entity.
This statement implies, therefore, a selection criterion, that is, the systems approach is not restrictive but
constitutes an alternative, among other currents of scientific thought, to understand and manage social entities,
but its vital contribution is given by the overall vision of the parts and their relationship.
From this guide, administration researchers have developed ways and variants of conceiving the work of
administration, under the tutelage, guidance and fundamental scientific philosophy of General Systems Theory.
4.1.2. How does the systems approach express that way of thinking?
In the same way as any other type of thought or scientific current, General Systems Theory proposes its own
vision, concepts, definitions, principles, characteristics and schemes to study, analyze, design or schematize a
physical, mental, spiritual, metaphysical or universe. any other.
In the case of the Administration, the systems approach obviously refers to the organizations that make up the
social environment, whether they are public entities or privately funded companies.
This great vision is summarized in the following proposition:
The systems approach proposes that a social organization be visualized with all its factors, both external and
internal, integrated and operating as a whole; that is, as a SYSTEM.
We must, then, begin by making a precision and definition of what the concept of systems constitutes for the
Systems Approach.
4.2. WHAT IS A SYSTEM?
In order to enter into the knowledge of Systems Theory, it is essential to analyze the concept, structure and
functionality of this basic "character" of the systems approach.
System is the concept, the element and the core substance of the General Systems Theory.
Consequently, it is also the concept, the core element and substance of the Systems Approach in relation to
any subject that is being talked about and for which this current of thought has been adopted.
In the case of Administration, it includes the application of this Approach in a social organization.
4.2.1. System definitions
In its etymology, the word system implies plan, method, order, arrangement; In contrast, the antonym of the
systematic is the chaotic.
However, this expression may be too concise to describe the meaning that researchers give to the concept of
a system; by them, below are system definitions, according to the perspective of their respective authors:
“A system is an organized or complex whole; “a set or combination of things or parts that form a unitary or
complex whole.”
"It is an organized whole, forming a whole, in which each of the parts is joined together through a logical
arrangement, which chains their actions towards a common goal."
“A system is a whole that cannot be taken in parts without losing its essential characteristics and, therefore, it
must be studied as a whole. Now, instead of explaining the whole in terms of its parts, the parts begin to be
explained in terms of the whole."
"A system is a set or combination of things or parts that form a unitary, organized and complex whole, aimed at
achieving a goal."
If we synthesize the previous definitions we could achieve a comprehensive understanding by expressing the
following:
In the broadest sense, a system is a set of components that interact with each other to achieve a common
goal.
4.2.2. Common System Features
From the definitions noted above, it can be summarized that systems have common characteristics, regardless
of the class or type of system we are talking about.
Below we make a conceptual description of each of the common characteristics of the systems. In subsequent
pages, as we present the Systems Approach in its practical aspect, we will understand its meaning more
clearly:
to) Set
Systems are a ''set'': that is, they are the meeting of several parts, united or elements.
You cannot think of the existence of a system if you do not conceive it as consisting of two or more elements
and, furthermore, those parts or units must be clearly identifiable in their composition and functioning.
At this point we must begin by creating a systemic vision of the knowledge that is shared in this course and, to
do so, we must advance the following idea that should be kept on hand at all times:
These parts, units and component elements of a system, according to the systems approach, are, in
themselves, systems.
A concrete example of this characteristic is the solar system and, by extension, the entire universe, the stars,
the planets, the stars, the constellations, the satellites, all of them form a group.
Science is the set of knowledge associated with the different phenomena existing in the universe.
An entity, a company, constitutes a set of resources, systems, processes, etc. of different natures that are
incorporated into your organization.
A machine is a set of parts, pieces and accessories associated with its operating mechanism.
b) Order
The components of a system must respond to a certain order.
This element arrangement order must exist to:
• Its placement within the inner universe of each organization; and,
• Their participation in the functioning of the other elements and the organization as a whole.
We must recognize that a bunch of components without any order can form a "whole" but do not necessarily
make up a system, unless they are ordered to form, for example, a clockwork machine in which each of its
pinions, springs, levers, etc., occupy a predetermined place within the structure of the machine in order to
execute an operation that must be carried out according to a sequential "order" of multiple operations of the
system (some prior and others subsequent) for the clock to work correctly. its precision.
Modernly, it is held that the “order” of arrangement of the elements of an already established system should
only be changed as long as there are studies and reengineering processes that proceed and support the
changes.
c) Harmony and balance
It is characteristic of the components of a system to not only be passive units whose only role is to form a
"whole" but there is also an active and dynamic participation of them so that the whole really works with some
defined purpose.
For this active and dynamic participation to exist, the components of a system contribute with their own:
strength, energy and vitality.
But not only is this active participation of the components required, it is essential that every system avoids
chaos in its operation and always preserves its characteristic of order. The system achieves this purpose by
maintaining an equitable combination of the contribution of strength, energy and vitality between its component
elements.
This equity is always subject to the role that each component plays within the system and the opportunity with
which it acts each time it is required.
That is, there must be harmony and balance of each of the components in relation to the others that make up
the "whole."
A representative example of these characteristics is represented in a melody in which it has been possible to
perfectly combine, in time, the musical notes and their interpretation with the participation and intervention of
various musical instruments and the voices and expressions of individual singers and choirs.
d) Interrelationship and interdependence
All components of a system (whether systems and/or subsystems) are permanently related to each other and
are independent; there is a mutual correspondence and reciprocal dependence between them.
This characteristic includes all the concepts that make up its name and that are complementary but have
different meanings, these concepts are: interrelation and interdependence.
Interrelation refers to all the ties that unite, under the characteristics of order, harmony and balance, all the
components of a system.
Through these ties flow the strength, energy and vitality of the components of the system, for example:
information is what, figuratively, could be called one of the most important "foods or sustenances" of the
dynamics of a system and that flows through many communication channels in an automated manner or
simply through manual processes.
On the other hand, the "food" that circulates between the components of the system carries messages that
demand responses, that is, they provoke the action of the elements that receive them. This permanent
motivation is what is known as interaction.
"All systems are related in their behavior, so that the actions developed by one of them tend to influence the
behavior of the others, transcending the effects of the same (behavior) throughout the entire system"
That is to say, the interaction has interrelation as its "circulation channel", but its function is to produce a "chain
reaction" that, through a set of actions and reactions, shapes the behavior of the components of a system
towards a specific and characteristic behavior of the total set.
For the same reason, when any element of a system is changed or eliminated, the rest of the components of
the system also suffer impacts and, consequently, induce and cause modifications in the system as a whole.
This exchange of actions and reactions occurs, alternatively, in two senses: between the element that sends
the message and the one that returns a response. In this process, communication flows have a guiding role,
since they are the ones that activate the interrelation and interaction of the elements.
This characteristic has very important implications for organizations that apply the systems approach and for
systems analysts who seek to help them meet their objectives.
and) Goal uniformity
The design, application and development of any system is dependent on the essential presence of defined
objectives and purposes. That is to say, the existence of a system is only justified when it is intended to
achieve defined and uniform objectives and purposes, which will satisfy certain needs raised by the system
itself to attend to its own functioning (both in relation to its as a whole as well as those of its parts considered
individually) and will also satisfy the requirements of the environment that that system “serves”.
Every system must respond to the preexistence of both its own objectives and also the objectives of the
environment of which it is a part.
Therefore, when a social organization applies the systems approach, they must have uniform objectives, as a
whole, and must be aimed at achieving the objectives of the entity and those of the social system to which they
belong.
From this we deduce that if what you want, for the ideal administration of an organization, is to achieve
predetermined objectives based on internal and external needs and if the way to achieve them is through the
design, application and development of an efficient organization and operation of processes, the Systems
Approach constitutes a valid alternative for the ideal administration of social organizations.
Examples of systems
In reality, the universe, in itself, is an example of a system and all its components, by fully complying with the
common characteristics mentioned above, are each an example of a system.
With this general idea, let's think about some of the following systems and we can project an image of their
internal composition, their functioning and their contribution to the immediate environment and the actions and
reactions that motivate increasingly larger groups:
• Science is a systematic set of knowledge, based on its ordering, influence and mutual relationship
between the different branches of scientific knowledge.
• The orographic and river systems, the solar system, etc., make up the physical and dynamic set of the
universe.
• The human body has systems, circulatory, bone, muscular, nervous, etc.
• Transportation, communication, telephony, electricity, the economy, etc., are areas of human activity
that are governed by criteria that seek systemic behavior of their components.
• The steering system of a car and the mechanical gear and driver that controls where the vehicle goes.
• The home's heating system, furnace, heating units, and controls used to maintain the prescribed
temperature.
4.3. HOW IS A SYSTEM PRESENTED?
In this second part we are going to explore a system in its dynamic aspect. We will do the study by imagining
that we have put the unicellular element component of a system under the lens of a microscope; For this
microscopic analysis, what is mentioned above must be kept in mind that the component of a system is not
different (in its general composition and functioning) from the system as a whole; that is to say:
The unicellular element of a system is, in itself, a system.
For this reason and to achieve a practical perception of the Systems Approach, we believe it is appropriate to
use tools commonly known in daily activity, although we must specify that, in practice, situations are not as
simple as it may seem from the presentation of this brief study. about the topic.
Well, with this little prologue, we dare to say that:
The systems to be used as management management tools are presented in the form of processes.
4.3.1. What are the processes?
First of all, let's explain why we affirm that systems are presented in the form of processes and, to do so, let's
share a general and fundamental definition:
A process is: A flow or circulation through the organizational set of an entity.
So, let's start by saying that, in its practical application in the field of organizational management, the Systems
Approach has a lot to do with that dynamic facet.
This consideration leads us to an immediate question:
If to be used as a managerial management tool, the systems are expressed in the form of processes.
4.3.2. What flows or circulates through the organizational set?
A brief reflection and analysis on the structure and functioning of social organisms will allow us to recognize
that, in addition to the traditional functional organic schemes, there are other components that flow in the
organization and that, when flowing, cause these structural elements to be activated in the functioning of the
organization. an entity.
In reality, there is no living organism in nature or another that has been artificially created by humans that,
when performing some action as an active part of some group to which it belongs, lacks the circulation or flow
of some of its own components.
There is no product and/or service without a process. In the same way, there is no process without a product
or service.
First of all, let's establish some conceptual foundations that will allow us to more easily distinguish this topic.
A general approach to the design of a process involves the identification of those components that are:
material, energy and information,
4.3.3. What is the basic outline of a process? What happens to the material, energy and information?
The flow or circulation does not occur solely with the participation of these three components: material, energy
and information, they are not sufficient in a process since certain "actors" also intervene that give the impetus
to the activation, these "actors", as we call them, they play a role in all moments of the flow of a process in the
following way:
to) The "actor" who delivers "something" (we could call this "something", provisionally and as we advance
in this study: sustenance, food, provision, etc.) to the process so that its operation is promoted. This character
is called "servant"; and,
b) The "actor" who is responsible for receiving "something" (we could call it a product) that is delivered by
the process as a result of its operation. This character is called "client."
Furthermore, we must know the operational scope that this process should occupy within the organizational
set.
So, in summary, in the basic outline of a process, we must identify, mainly:
• The basic structure of the entity that determines its mission, its vision, its objectives, its functions, its
design, its structure, its development strategy, etc.;
• Three components that flow or circulate in the organizational set: material, energy and information.
• Two "actors" with main roles, who provides the impetus to the process who is the "server" and who
receives the benefits of the process who is the "client"; and,
• The operational scope that corresponds to the process.
4.4. HOW DOES A SYSTEM FLOW?
In order to more easily share knowledge about the composition of a system, let's start from the idea that we
have raised in the previous point 2.1 of this text, in which we suggest putting what we call "unicellular element"
under the microscope; That is, let's imagine, for a moment, that we have managed to identify the most basic or
simplest of the flows or circulation of material, energy and information that occurs in our work environment.
It is up to us, then, to look, in that imaginary microscope, at the unicellular element of a system trying to
identify:
to) The parts of which it is composed.
b) The meaning that each of these parts has; and,
c) The flow that occurs when each of them fulfills their server and/or client script.
4.4.1. What parts is the unicellular element of a system composed of?
Any description, no matter how broad, is always restrictive when it comes to detailing the component parts of a
system.
The number, kind and variety of parts of a system depends on the type of activity we are referring to; For
example: the parts of a telecommunications system are specific to the design and construction needs of that
system, the same can be said for the parts of a computer system, those of an integrated electrical fluid system,
etc.
Within the perspective of this text, that is, the systems dedicated to facilitating the managerial management of
an entity, we can say that a system, in its simplest outline, is basically composed of five elements, some
researchers also call them functions, which appear below with their best-known names:
to) Inputs, supplies, input, raw materials, data, etc.
b) Processor.
c) Departures, products, deliveries, output, results, services, information, reports, etc.
d) Regulators.
and) Feedback, feedback, feed back, etc.
4.4.2. What meaning does each of the elements of the simple scheme of a system have?
Meaning of the input element.
Every flow or circulation requires an element on which it can carry out its operations; no activity can be carried
out on a vacuum or on a lack of support.
The element that covers this need of a system is, at the same time, the one that gives it the initial impulse, it
constitutes the material that feeds its operating processes, it is the material itself that is going to be treated by
the system and on the which system works.
The inputs that a system receives are themselves results or products sent by other systems.
Examples:
• For a system that operates communications, its inputs are those generated either by the human voice
or by electromagnetic impulses.
• For a supply and materials provision system, the raw material is the information coming from the needs
of the entity's departments and from the inventory stock control records.
Meaning of the processor element.
This element is responsible for carrying out the operations or activities that must be carried out with the inputs
in accordance with the service that must be provided or the product that must be delivered.
As can be understood, this element of the systems is the one that has received great and important support
from technology, particularly information technology; many of the processes that have traditionally been and
continue to be a subject of study to automate them or develop new technologies that improve their
performance and quality.
Examples:
• For the communications system, they are all the electrical, electronic and electromagnetic means
through which the signals carrying the messages circulate.
• For the supply system, they are all the procedures that are followed to take supplies and materials from
the collection centers to their user.
Meaning of the output element.
As we have indicated previously, every system, by its very nature, is established to achieve predetermined
objectives and purposes; The way in which a system verifies that it has achieved its objectives and purposes is
by delivering tangible, concrete products and results that meet certain quality standards and agreed volumes
or quantities.
Examples:
• The communications system produces signals that contain messages.
• The procurement system culminates in the delivery of goods and supplies to the entity's other systems
to feed their own specific systems.
Meaning of the regulatory element.
No operation, in practice and with the aim of achieving agreed levels of quality, works without being subject to
instruments that establish certain “rules of the game”; That is, certain general or specific conditions to which all
the elements of a system must be subject in their material aspects and in their operating processes.
These instruments are called regulators because, precisely, they are the principles, policies, strategies, laws,
rules, norms, plans, programs, standards and any other element that, under whatever name they assume to
the public or private sector, must be observed at all times and by all actors in a system.
Examples:
• In the case of the communications system, they are all the regulations related to: frequencies (number
of those to be operated, costs, authorizations, restrictions for use, maintenance and updating), technology and
equipment to be used. be used, marketing and control processes, etc.
• The supply system, likewise, is receiving, with increasing emphasis, attention to develop regulatory
elements that allow greater efficiency in its operation and transparency in the relationships it generates in the
entities.
In fact, organizations linked to anti-corruption issues are trying, with increasing emphasis and determination, to
achieve the commitment of governments around the world to improve legislation, in many cases, obsolete,
regarding bidding. , contracts, acquisitions, purchases of goods and services to make it more compatible with
the needs and requirements of social organizations and stop corrupt behavior.
This new legal and regulatory figure for the supply system must be complied with by all elements of the system
proposed for execution.
Meaning of the feedback element.
The vast majority of systems are designed to include the control element.
This inclusion is the effective means to ensure that the operation of the system is subject to the limits
prescribed by the regulatory elements. In the current circumstances of automation, the term control could even
suggest the perspective of self-regulated electronic systems.
The concept of control is not new or difficult to understand. In its practical application it has been used in
different forms and at different degrees of complexity.
We define control as that function of the system that provides conformity to the plan, or in other words, the
maintenance of variations in the system's objectives within permitted limits.
The above definitions, in their general conception, are not different, in any way, from those that have
subsequently been proposed to design and develop complex manual and/or automated control systems.
Basically, the idea is aimed at highlighting the true added value of the function or control element, which is:
Its ability to provide feedback to the other elements of the system and also to itself to ensure compliance with
the limits set by the regulatory elements.
From the perspective of the Systems Approach, the control function has two equally indispensable and
important connotations, which are:
to) The verification of compliance with the guidelines established by the established regulators and the
determination of possible deviations; and,
b) That of feeding the systems again with purified or corrected inputs in accordance with the parameters
determined by the regulators.
This feedback capacity is of primary importance for any system since it is what allows the recognition of the
characteristics achieved in the operation of the system and, fundamentally, ensures that it continues to operate
as long as it is useful for satisfying the needs and requirements of its users and customers.
The systems that make up the organization of any entity are subject, generically, to feedback which, as
mentioned before, is the effect of the operation of its controls, which, as is known, are of the following two
types:
to) The feedback that is generated during the operation of the same system and, therefore, are immersed
within the organization's own systems and respond to the signals emitted by the so-called internal controls;
and,
b) The feedback that comes as a result of systems external to the systems that are being fed back and
that is a product of the so-called external controls.
Examples:
• In the communications system, feedback is generated by all the control mechanisms, equipment and
instruments (the same ones that in systemic terms are identified with the name of transducers) that allow
capturing any type of interference or noise that damages communication and through Correction or
cancellation signals allow a return to quality in the service.
t The logistics or goods supply systems are also fed by internal controls that issue warning signals as soon as
the quality and quantity standards previously established by the requirements of the system users are not met
and raise awareness of correction and adjustment mechanisms that They promote the functioning of
replacement, replacement, etc. systems of the purchased goods.
4.4.3. The dynamics of a system.
This internal dynamic is, in fact, very simple from the perspective we have chosen, it does not require much
effort to know and understand it and it occurs in the following way:
to) The operation of a system begins, basically, with the participation of elements that sensitize it and drive
it to operate, as we mentioned before, these elements are its inputs, the same ones that are received by the
system as substantial food.
It is the food that the system receives to be able to generate products, services, information, etc.
This reception of inputs not only sensitizes its typical operational processes but also sensitizes a first reaction
of its control system which activates its own mechanisms to process impulses that, in the form of information,
validate or reject the presence of those inputs. before they actually enter the system's own operational
processes.
b) The processing element “takes” the inputs or inputs and executes flows of activities, operations, tasks,
etc., previously established and which are substantive and typical of each of the systems, as we have
exemplified in previous paragraphs.
Each of the tasks, activities or partial processes are “tied and combined” in a network or sequential flow that
transforms, modeling, increasing, mixing, purifying, etc., all the inputs that the system has received, under
instructions, orders and rules that direct all operations.
This flow and circulation is the element to which technology has given the most contributions, whether they are
manual or automated or computerized processes or a combination of the two types.
c) The end of the process executed by the system are the results it delivers in the form of goods or
services, tangible or intangible.
From each of the tasks or activities or processes included in the system, different products are obtained that
correspond to the practical results achieved.
Within the Systems Approach, outputs have a double connotation:
For the system that produces them, it means that they are finished products, as long as they meet the
requirements (quality, quantity and timeliness) established for the system; and,
For the system that receives them, they constitute inputs, raw materials, inputs or, simply, unfinished products
that must continue their processing in the next system in the chain of “systems of systems”.
d) All outputs produced by the system are “received” by the feedback chain, which executes review,
evaluation, investigation, validation and other processes that it is responsible for carrying out to find the
conformity of the system's operation in accordance with the regulators. determined quality and quantity, then
establishes the deviations that have occurred and delivers, in turn, information outputs that constitute feedback
inputs for the corresponding element of the system that requires adjustment.
It is necessary to take into account that this feedback capacity is broad and total for all or each one or,
indistinctly, any of the elements of the system; which implies that, not only will feedback be given to the inputs
but also to the processes, in their condition of being the result of research and design activities (actually,
processes), and, even more, to the elements themselves. regulators when they do not correspond to the needs
of the system's customer environment or to the requirements of technological improvement.
All elements of the system permanently receive direction from the regulators, which feed them with quality and
quantity parameters that have to be met (by the system as a whole and by each of its component elements,
within its operation. particular).
Regulators continually send compliance and warning signals so that there are no deviations from the patterns
of conduct (norms, rules, procedures, policies, standards, etc.) they establish.
The flow or circulation of these elements is represented according to the following scheme, sequence and flow
of the so-called simple linear system:

STRATEGIC PLANNING.
5.1. PLANNING
It consists of establishing in advance the resources, objectives, policies, rules, procedures, programs, budgets
and strategies of an organization or entity, where it must be determined what will be carried out in the
operation.
5.2. STRATEGY
It is the science and art of using the political, economic, psychological and military forces of a nation or a group
of nations to give maximum support to the policies adopted in times of peace or war.
5.3. WHAT STRATEGIC PLANNING CONSISTS OF.
It is a systematic process of developing and implementing medium and long-term plans, through which the
organization defines its objectives, identifies goals, locates resources, and develops strategies to achieve the
final objective.
Strategic planning is at the same time a powerful tool for diagnosis, analysis, reflection and collective decision-
making, regarding the current task and the path that institutions must follow in the future, to anticipate the
changes and demands that it imposes on them. the environment, achieving maximum efficiency and quality in
its results.
5.4. STRATEGIC PLANNING AS A PROCESS AND AS AN INSTRUMENT.
Strategic planning as a process is the set of actions and tasks that involve the members of the organization,
where it keeps the management team together to translate the mission, vision and strategy into tangible
results, reduces conflicts, encourages participation and commitment to all levels of the organization with the
efforts required to make the future that is desired a reality.
Strategic planning as an instrument is the conceptual framework that guides decision making, where it
contemplates the organization's response to its present and future environment, in order to allow the
professional to operate with a maximum of congruence and a minimum of friction in the changing conditions of
an uncertain world.
5.5. STRATEGIC PLANNING IN THE PUBLIC SECTOR AND IN THE BOLIVIAN POLICE.
Strategic Planning in the public sector is a management tool that allows supporting the decision-making of
public organizations regarding their current tasks and the path they must follow in the future to adapt to the
changes and demands imposed on them by the environment and achieve the greatest efficiency,
effectiveness, economy and quality in the goods and services provided.
Strategic Planning in the Bolivian Police is an Instrument and tool that helps establish the identification of
priorities, objectives and strategies to support the definition of resources, it also establishes the actions that will
be taken to reach a “desired future.” , which may refer to the medium or long term, in a context of changes and
high demands to advance and achieve results-based management.
5.5.1. Components of the strategic planning process.
They are: Mission, Vision and strategic objectives.
The mission is a description of the reason for being of the organization, it establishes its institutional “task”, the
goods and services it delivers, the main functions that distinguish it and make it different from other institutions
and justify its existence.
The vision corresponds to the desired future of the organization. It refers to how the entity wants to be
recognized and represents the values on which its public actions will be based.
Strategic objectives are the next step to define, once the mission and vision have been established.
The question to answer is the following:
• Where do we want to go?
• What results do we hope to achieve?
Strategic objectives are the achievements that the public entity, or organization, hopes to achieve within a
specific period (more than one year), to fulfill its mission efficiently and effectively.
5.5.2. Toolbox.
To define a problem correctly, it is convenient, depending on the resources and time available, to use one or
more information collection tools. This will allow us to glimpse the problem from all its aspects and obtain
opinions from different actors about what a problem is, what causes it and how it could be alleviated or
resolved.
It is a descriptive instrument and it is essential to carry out a good situational diagnosis as the first step in
planning.
That is, carry out an analysis that allows us to identify the problem, its causes and consequences.
Understanding the problem implies knowing:
> The territory and its characteristics.
> To the social actors involved in one way or another in the problem and its resolution.
> The possible interpretations and causes that generate it.
Different tools suggested for collecting information will be analyzed. It is important to incorporate them because
there may be a limited interpretation of the problem that wastes resources and time, and that does not
translate into a solution once the policy is implemented.
They are:
• Problem Tree.
• SWOT analysis.
• Evaluation Matrix Factors External (EFE).
• Evaluation Matrix Factors Internal (EFI).
• Matrix of competencies and functions.
• Actor mapping.
• Generation of strategies.
• Strategy evaluation.
 ADMINISTRATIVE ACTIVITIES OF THE POLICE PUBLIC SERVANT
6.1. CONCEPT OF SERVANT AND PUBLIC SERVER.
Public servants are people who perform public functions.
6.1.1. Obligations of the public servant.
With reference to the obligations of the public servant, it mentions: the Political Constitution of the State, Article
235. The obligations of public servants are: Section 1 to 5.
6.2. CONCEPT OF SERVANT AND POLICE PUBLIC SERVANT.
It is the professional person, who performs public security service functions according to their hierarchy,
position and functions, in a relationship of dependency with the police institution and the State.
6.2.1. Fundamental rights of the Police.
The Organic Law of the National Police establishes the rights that the Police have. Article 54°. The
fundamental rights of the police officer are the following: Subsection a) to subsection m).
6.2.2. Fundamental obligations of the Police.
The Organic Law of the National Police establishes the fundamental obligations of the Police. Article 55°. The
Police have the following fundamental obligations: Subsection a) to subsection g).
6.3. CONCEPT OF POLICE PROFESSIONAL ACTIVITY
Professional police activity is the fulfillment of the constitutional mission of the defense of society, preservation
of public order and compliance with the laws, where the human person is the supreme goal of society and the
State, and the Police have the obligation to respect and protect it without establishing differences for reasons
of sex, race, religion, opinion, language, economic or other condition.
The police public servant is aware of the importance of the duties and obligations that he or she has with the
institution and the mission that the Police fulfills with society, forcing themselves to constantly demonstrate
good moral and ethical conduct before the citizens.
6.3.1. Personal ethics; Personal ethics of the police public servant and Professional ethics of the
police public servant.
to) Personal ethics: These are the values and beliefs of a human being, generally acquired at home.
b) Personal ethics of the police public servant: It is the line of conduct of the police public servant, who will
continue in his capacity as a person, citizen and Police, complemented by education, training, training and
experience, which can positively or negatively influence personal ethics. .
c) Police professional ethics: It is the permanent application of professional knowledge, implemented with
solid principles and values, where the Police, through their aptitudes, attitudes, actions, abilities, skills,
creativity and convictions, carry out their functions and activities, in compliance with the constitutional mission,
being a guarantee for the citizen.
6.4. THE PROFESSIONAL PERFORMANCE OF THE POLICE PUBLIC SERVANT
The professional performance of the police officer is based mainly on education, training, updating and
training, which are integral elements in a professional police officer, demonstrating discipline, behaviors,
attitudes, qualities, initiative, skills and abilities.
Education is a process of permanent, personal, cultural and social formation that is based on a comprehensive
conception of the human person, their dignity, their rights and their duties.
Education leads to providing an optimal police service, for this reason the public police servant must be
proactive, close, supportive and deal with due respect and the necessary considerations with citizens in any
police intervention.
The professional performance of the police public servant consists of the application of the principles, values,
knowledge, abilities, skills and creativity in the police service, which by constitutional mandate must be fulfilled
professionally, which is the defense of society, conservation of public order and compliance with the laws, to
guarantee the exercise of public rights and freedoms and ensure peaceful coexistence.
The mission, objectives and goals are achieved through the training, specialization, training and permanent
updating of human resources, at the level of higher education, the development of scientific and technological
research of a police nature, through programs, projects, studies and specific social outreach activities,
6.5. PRINCIPLES AND VALUES OF THE POLICE PUBLIC SERVER
The public police function must be subject to the following principles:
Honor. Moral quality of the police or police officer expressed in loyalty and commitment to the Homeland and
the Police, who is committed to defending the interests of the State and the Police Institution, within the
framework of the constitutional mission assigned to the police officer. service of society and that guides its
actions to protect its prestige.
Ethics. Moral quality of the police or police officer expressed in acts that denote the practice of human and
social values as well as the observance of the principles of service to society, the institution and the
Plurinational State of Bolivia.
Duty of obedience. Subjection or submission due to a hierarchically superior authority that issues orders
framed in the law and in accordance with its powers conferred by it, which arises from the vertical structure of
the institution that is exercised under a single command.
Discipline. Conduct of the police or the police officer that complies with the rules of hierarchical order and
subordination, respecting the institutional structure, in observance of the laws and regulations that govern the
Bolivian Police.
Authority. Power to exercise command by a hierarchically superior authority, legally established and in
accordance with its powers with respect to its subordinates, based on the obedience they owe and mutual
respect, constituting the basis for maintaining discipline in the institution.
Police hierarchy. Authority of a police officer, determined by the rank achieved or by the position legally held.
The hierarchy that comes from the grade is permanent and the hierarchy that comes from the position or
function is temporary and lasts as long as the assigned position or function is carried out. Cooperation.
Coordinated and joint action of the members of the Institution, aimed at optimizing the fulfillment of its mission.
Loyalty. Orientation of the conduct of the police that reflects the fidelity and nobility that is owed to the Country,
to the Institution and to the comrades.
Solidarity. Orientation of behavior that contributes to the spirit of achieving the institutional mission.
Responsibility. Principle by which all police officers must be held accountable for acts carried out in the
exercise of their functions or in the performance of their duty. The Police profession requires a high degree of
sacrifice, functional zeal and dedication in the performance of duty. Responsibility is not delegated, it is
assumed.
Professional secret. Duty to maintain, with respect to third parties, strict confidentiality and reserve regarding
the facts and information that come to their knowledge in the exercise of police functions, except when
provided through regular channels and hierarchy or when there is an order from authority.
The public police function must be subject to the following values:
Police public servants must promote the following values: Unity, dignity, inclusion, solidarity; reciprocity;
respect, complementarity, balance, harmony and equity.
6.6. LAW N° 004 ON THE FIGHT AGAINST CORRUPTION, ILLICIT ENRICHMENT AND
INVESTIGATION OF FORTUNES “MARCELO QUIROGA - SANTA CRUZ”.
It was approved and put into effect on March 31, 2010.
Article 1. (Object). The purpose of this Law is to establish mechanisms and procedures within the framework of
the Political Constitution of the State, laws, treaties and international conventions, aimed at preventing,
investigating, prosecuting and punishing acts of corruption committed by public servants and former servants.
public servants, in the exercise of their functions, and natural or legal persons and legal representatives of
legal persons, public or private, national or foreign that compromise or affect resources of the State, as well as
recover the affected assets of the State through the bodies competent jurisdictions.
Article 3. (Purpose). The purpose of this Law is prevention, ending impunity in acts of corruption and the
effective fight against corruption, recovery and protection of State assets, with the active participation of public
and private entities and civil society.
6.6.1. Definition of corruption.
It is the request or acceptance, the offer or granting, direct or indirect, of a public servant, of a natural or legal
person, national or foreign, of any object of pecuniary value or other benefits such as gifts, favors, promises or
advantages for themselves. himself or for another person or entity, in exchange for the action or omission of
any act that affects the interests of the State.
6.6.2. Improper Use of Public Goods and Services.
Article 26. (Improper Use of Public Goods and Services). The public servant who, for his own benefit or that of
third parties, grants a purpose other than that for which goods, rights and actions belonging to the State or its
institutions, to which he has access in the exercise of public function, are destined, will be sanctioned. with
deprivation of liberty from one to four years.
If due to improper use, the property suffers deterioration, destruction or perishes, the penalty will be three to
eight years and compensation for the damage caused.
The penalty of the first paragraph will be applied to the individual or public servant who uses the services of
people remunerated by the State or of people who are in compliance with a legal duty, giving them a purpose
other than that for which they were hired or assigned.
6.6.3. Breach of Duties.
Article 154. (Breach of Duties). The public servant who illegally omits, refuses to do or delays an act typical of
his or her duties will be punished with deprivation of liberty for a period of one to four years.
6.7. Affidavit of Assets and Income
6.7.1. Definition.
It is the obligation of every public servant to provide a statement about the assets, debts and income they have
before, during and after the exercise of their position.
6.7.2. Single Sworn Declaration of Assets and Income Form.
It is the document through which information is provided regarding the assets, debts and income of the public
servant, constituting a sworn declaration.
6.7.3. Supreme Decree No. 1233 (May 16, 2012).
Regulation of control of the sworn declaration of assets and income in public entities.
Presentation of the Declaration
Article 4 - (Declaration Before and After the Performance of the Position).
YO. Public servants who begin their employment relationship with the entity must present the Affidavit of
Assets and Income until the first business day of exercising their position.
II. Public servants who conclude their employment relationship with the entity must present the Affidavit of
Assets and Income, within a period of thirty (30) calendar days from the first day of their separation from the
public entity.
Article 5.- (Declaration During the Exercise of the Position).
b) During the corresponding year, apply for promotion in rank for members of the Armed Forces
and the Bolivian Police.
Article 7.- (Form and Place of Presentation).
YO. The Affidavit of Assets and Income must be submitted in the Single Form of Affidavit of Assets and
Income, according to the form and formats established by the State Comptroller General's Office.
II. The valid document for the presentation of the Affidavit of Assets and Income is the original and current
identity card or the original and current passport. If you do not have an identity card or passport, you must
present an original certification of the identity card issued by the General Personal Identification Service -
SEGIP.
III. The Affidavits of Assets and Income of the public servants will be presented personally at the offices of
the Comptroller General of the State at the national level, or at the diplomatic representations of Bolivia abroad
when the public servants perform duties. officers abroad.
Article 12.- (Certification).
YO. The only valid means of proof of the presentation of the Affidavit of Assets and Income is the certificate
endorsed by the State Comptroller General's Office. The date of compliance with the obligation will be the date
indicated on the certificate for receipt of the form at the State Comptroller General's Office, and not the date
indicated on the form.
II. The State Comptroller General's Office will keep a copy of the certificate as proof of receipt of the
Affidavit of Assets and Income.
Control and Monitoring of Compliance with the Declaration
Article 13.- (Responsible for Monitoring). The Highest Executive Authority of each public entity must
designate a public servant from the Human Resources unit at the higher level, as Responsible for monitoring
the Affidavit of Assets and Income, who, in addition to their functions, will be responsible for supervising the
timely compliance with the Affidavit of Assets and Income of the public servants of your entity. Only if the
Human Resources Unit does not exist, any other higher-level public servant may be appointed.
Article 14.- (Monitoring Compliance with the Declaration).
YO. The person responsible for monitoring the Sworn Declaration of Assets and Income of the entity will
send quarterly reports to the Highest Executive Authority of the entity, indicating compliance or non-compliance
with the timely presentation of the Sworn Declaration of Assets and Income of the servers. public records of
the entity, taking into account the justifications of force majeure or fortuitous events that arise.
II. For the purposes of the preceding Paragraph, all public servants must accredit compliance with their
obligation to the person responsible for monitoring the Affidavit of Assets and Income.
Article 15.- (Initiation of the Corresponding Legal Actions). The compliance reports issued by the person
responsible for monitoring the Affidavit of Assets and Income that have indications of responsibility for the
public function, will be transferred to the knowledge of the Highest Executive Authority of the entity for the
purposes of initiating the corresponding legal actions. .
Access to the Affidavit of Assets and Income
Article 16.- (Access to Affidavits of Assets and Income).
The Affidavits of Assets and Income may be accessed in the following cases:
to) The State Comptroller General has access to the Affidavits of Assets and Income, when the owner of
the declaration is involved in an audit or supervision work, and;
b) The Ministry of Institutional Transparency and Fight Against Corruption will have access to the Sworn
Declaration of Assets and Income system of the State Comptroller General's Office, to consult declarations
within the framework of the Ministry's powers, for ex officio verification and/or when the owner of the statement
is subject to an investigation process for acts of corruption. To this end, it will officially communicate to the
State Comptroller General's Office for authorization the names, surnames and identity cards of the people
whose statements will be consulted.
Article 17.- (Obtaining Affidavits).
You can obtain a simple or legalized photocopy of the Affidavit of Assets and Income:
to) The State Comptroller General's Office, when the holder of the declaration is involved in audit or
supervision work.
b) The Ministry of Institutional Transparency and Fight Against Corruption, for ex officio verification and/or
when the holder of the declaration is subject to an investigation process for acts of corruption.
c) The Financial Investigations Unit, when the holder of the declaration is subject to a financial
investigation.
d) The State Attorney General's Office, within the framework of its powers.
and) Through a tax requirement, when the holder of the declaration is within an investigation process by the
Public Ministry.
F) By court order when the holder of the declaration is in a judicial process arising from a complaint by the
Public Ministry.
g) Any person may request, by means of a note, upon proof of their identity, a simple or legalized
photocopy of their own declaration.
6.7.4. Supreme Decree No. 2528 (September 23, 2015).
Sole article.- Article 5 of Supreme Decree No. 1233, of May 16, 2012, is modified with the following text:
Article 5.- (Declaration during the exercise of office).
YO. All public servants must update the information in their Affidavit of Assets and Income during the exercise
of their position or functions, presenting it during the month of their birth if they reside in the departmental
capitals, and if they reside outside the department capitals, will additionally count on the month following their
birth.
b) Annually for the rest of the public servants not included in subsection a), including members of the Armed
Forces and the Bolivian Police.
TRANSITORY DISPOSITIONS
SINGLE TRANSITIONAL PROVISION.- The members of the Armed Forces and the Bolivian Police will comply
with the provisions of subsection b) of Paragraph II of Article 5 of Supreme Decree No. 1233, of May 16, 2012,
modified by the this Supreme Decree, according to the following graduality:
to) Officers of the Armed Forces, as well as Generals, Chiefs and Officers of the Bolivian Police, as of
January 1, 2016;
b) Non-commissioned officers, Sergeants and Civil Employees of the Armed Forces and Non-
commissioned officers, Sergeants, Corporals and Police of the Bolivian Police, as of January 1, 2017.
6.7.5. Affidavit of Assets and Income in the Bolivian Police.
In compliance with Supreme Decree No. 2528, article 5, paragraph I. subsection b) and single transitional
provision, subsections a) and b), dated September 23, 2015, the General Command of the Bolivian Police,
through the National Personnel Directorate, issued Memorandum Circular-Fax No. 015/2016 dated October 3,
2016, for the police public servants of the Bolivian Police, for their knowledge and compliance.
Likewise, it once again reiterated the General Command of the Bolivian Police, through the National Personnel
Directorate, issued Memorandum Circular-Fax No. 003/2017 dated March 1, 2017, for the police public
servants of the Bolivian Police, for your knowledge and compliance.
6.7.6. Falsehood in the Affidavit of Assets and Income.
Law No. 004, Article 33. (Falsehood in the Affidavit of Assets and Income). Anyone who falsifies or omits to
insert the economic, financial or patrimonial data that the sworn declaration of assets and income must contain
will incur imprisonment of one to four years and a fine of fifty to two hundred days.
6.7.7. Omission of Declaration of Assets and Income.
Law No. 004, Article 149. (Omission to declare assets and income). The public servant who, according to the
Law, is obliged to declare his or her assets and income at the time of taking office or at the time of leaving
office and does not do so, will be punished with a fine of thirty days.
6.8. Fiscal Solvency.
The Fiscal Solvency is the document through which the Tax Administration states that on the date of its
issuance, a taxpayer is up to date in the fulfillment of his formal tax duties and has paid the liquid and payable
tax debts. This document does not prejudge that the taxpayer has determined his tax obligation correctly, nor
does it limit the tax administration's ability to audit said periods.
The Certification of Fiscal Solvency is granted by the State Comptroller General's Office, at the written request
of the interested party, which mainly includes the following:
• Names and surnames of the applicant.
• Identification document.
• Home.
- And the certification: “It does not appear in the records with a payment requirement or legal actions
against him.”
• This is what is certified at the written request of the interested party, for the purposes of hierarchical
grade promotion in the Bolivian Police.
• Expedition date.