POLICE ADMINISTRATION

REVIEW IN POLICE ADMINISTRATION

CRIMINOLOGY DEPARTMENT
University of Baguio

By: Rommel K. Manwong

 BRIEF OF LEA

LEA is the most comprehensive area in

the criminology board examination
carrying a weight of 20 % from the total
percentage in the scoring system.
It composed of the following subject:

 Police Organization, Management and

Administration with special focus on R.A 6975
and R.A 8551
 Personnel (Human Resources Management)
 Police Operational Planning
 Police Patrol Operations
 Police Communication Systems (PCS)
 Community Relations (PCR)
 Police Intelligence & Secret Service
 Security Management (Industrial
Security Management)
COVERAGE OF PART ONE
INTRODUCTION TO POLICE ADMINISTRATION

HISTORICAL PERSPECTIVE IN POLICE ADMINISTRATION

 The Traditional Management Model

 Scientific Management
 Human Relations & Participative Management Model
 Behavioral Management
 Proactive Police Management

CONCLUSION
Preface
Police Administration as a major subject matter in the BS
Criminology Course and in the Graduate school particularly in the
Master in Criminology Degree. An eye opener to the present
leadership in the PNP service and a stepping stone of the
students who will be future administrators and managers in the
police service.

The new trend now in police administration is global competition

where managers are challenged to perform police services
efficiently and effectively in what we call “Law Enforcement in the
millennium”

This review will bring you to the basic foundation of police

administration because the topics here are the bases of
academic discussions concerning a worldwide to local
perspectives in policing.
Rationale
As stated in the course description of this course, we will be
dealing on the basic principles and objectives of the police
organization. We will include discussions on the different
perspectives in managing or administering the police
organization; the operation of the organization and the
management of material and human resources in the
organization.

Basically, the focus will be on the Philippine National Police

Organization and the role of the National Police Commission on
the management of our police force.

However, this review is limited to an introduction because it

focused mainly the historical features and the basic concepts of
what we call POLICE ADMINISTRATION.
INTRODUCTION
WHAT IS ADMINISTRATION?

It is the universal process of efficiently organizing people and

directing their activities toward common goals and objectives.

Administration is always a headquarters function. It is primarily

concerned with stewardship of any property that the organization has
already accumulated and long-range planning for the acquisition of more
property, "property" being broadly defined here as anything the
administrator deems valuable for the organization to pursue as a matter
of social policy.
What is Organization?

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

(a collectivity) which has an identifiable boundary, and internal structure
(offices), and engages in activities related to some complex set of goals.

An organization always has three characteristics:

Structure Purpose Activity

and the most interesting question one can ask about organizations
regards synergy, or whether the organization acts in ways beyond the
mere sum total of activities by its members.
The word "goals" usually implies something that cannot be accomplished
by individuals working at it alone or in separate ways, so in a sense,
goals require synergy.
What is Management?

It is a subtype of administration associated with the day-to-day

operations of various elements within the organization; often used
synonymously with administration in profit-seeking organizations.

Management is frequently defined as the process by which elements of a

group are integrated, coordinated, and utilized so as to effectively and
efficiently achieve organizational objectives (Carlisle 1976).

Objectives are usually the most doable things in organizations, and for
this reason, some people think that management is not a function of
"office" but that some responsibility for management permeates the
entire organization.
What is Supervision?

It involves the day-to-day direction over the activities

of employees, usually implying a one-on-one
relationship. Supervision, like "leadership" is always
a tribal function (Dupree 1989) which means that it
accomplishes its purpose (to motivate and inspire)
through manipulation of cultural symbols, such as
vision, ritual, and rites of passage.

Supervisors are by necessity futuristic and optimistic

individuals in an organization, but they are also
carriers of the cultural history for the organization.
ORGANIZATION ADMINISTRATION

MANAGEMENT
The three legged tool (Organization, Administration,
Management) in a working environment is directed at achieving

GOALS & OBJECTIVES

Goals are broad statements of general and long-term

organizational purposes often use to define the role of the police,
for instance, to prevent crime, maintain order or help solve
community problems.
Objectives are specific short term statements consistent with an
organization’s goal.
The achievement of these GOALS & OBJECTIVES
must be PRODUCTIVE!!!

An effective police manager must be concerned with the productivity of

police work teams and their members.

Productivity means the summary of measures of the quantity and

quality of police work performance achieved, with resource utilization
considered.

Good police managers establish and support the conditions needed to

ensure high productivity for themselves, for individual contributors, for
their work units, and for the organization as a whole.
PRODUCTIVITY involves a commitment to the
accomplishment of two different, but
complimentary, police performance outcomes:

 Police Effectiveness, which measures whether or

not important task goals are being attained, and

 Police Efficiency, which measures how well

resources are being utilized.
A simple formula:

Performance Effectiveness
+
Performance Efficiency
=
High Productivity

The formula illustrates that one outcome is not

enough, achieving high productivity requires both
performance effectiveness and efficiency.
Why should the police strive for productivity?

Progressive police organizations in the new workplace are

striving for productivity. It is the primary measure of work
accomplishment within the police organization and it is likely to
remain a benchmark of managerial and organizational success.

In the global competition – a complex and demanding

environment – it is not acceptable simply to “get a police job
done”. Any police job must also be done with the best use of
available resources - human and material.
 Food for the thought

 ….Management is the science of

which organizations are but
experiments….

 …. our attitude towards things is

likely to be more important than the
things themselves...
… we can do things we don’t even
dream we can do…

… when wrong perceptions are

replaced by winning attitudes,
anything can happen…
… unless we change our direction we
are likely to end up where we are
headed …

 …those who don’t take chances don’t

make advances. To progress even the
turtle has to stick his neck out….
 …your tongue can destroy or build,
tear up or mend. Use your words to
build confidence in others…

 …who we are today is the result of

yesterday’s choices. Who will be
tomorrow is the result of today’s
decision…
… the vision of things to be done may
come a long time before the way of
doing things becomes clear, but woe
to him who distrusts the vision…

 …have a definite clear goal and

objective…
 …only the man who can impose
discipline on himself is fit to
discipline others…
 …he that would govern others first
should be the master of himself…
 …great men are meteors designed to
burn so earth may be lighted…
 … if you want to be better, be a
leader..
HISTORICAL SETTING
Preliminary

The history of economic rules (and hence the history of administration,

organizations, and management) is connected with the history of "secondary"
institutions (as they are called) in capitalism (Williamson 1985).

A "secondary" capitalist institution, according to economists, is one that provides

alternatives to the limitations of a free marketplace. You see, most economists
assume that if everybody just bought and sold what they wanted in an unregulated
marketplace, then people would only buy and sell what they needed for survival.

No new markets would expand; nothing would change; and nobody would really
want to work harder for bigger and better things.

This isn't the place to give you an Economics 101, but if you understand this --
that administration, organization, and management must exist to orchestrate
bigger and better things than mere survival -- then you have grasped an important
insight into what capitalism is and the Industrial Revolution was all about.
 There were many ancient societies which
contributed administrative ideas long before
the advent of the Industrial Revolution.

Indeed, even prior to feudal society, there

were some interesting principles developed.

What follows is a short annotated list of

selected ideas, which most notably doesn't
include all the numerous contributions of
Church and military institutions.
 Sumerians (circa 5000 B.C.) - invented "script", first money &
record-keeping system, taxes

 Egyptians (~2000 B.C.) - engineered vast projects (pyramids,

irrigation), experimented with decentralized government and a
form of participatory management ("get it off your chest")

 Babylonians (~1800 B.C.) - Hammurabi's Code made supervisor

responsible for worker (vicarious responsibility), and
Nebuchadnezzr experimented with color as coding system and
with wage incentives

 Hebrews (~1500 B.C.) - Moses & his father-in-law, Jethro

invented the Scalar Principle (hierarchy principle, or all
organizations ought to be pyramidial) and the Exception Principle
(only bring big matters to your administrator)
 Chinese (~1100 B.C.) - some famous names include Chow, Mencius,
and Sun Tzu (1st military text), established system of grading workers
into classes, and invented merit exams

 Greeks (~400 B.C.) - Polis was experiment in participatory management;

invented job rotation, work to tempo of music, division of labor (based on
superstitions about mixing wood, metal, etc); famous debate over generic
vs. distinct management styles is dialogue between Socrates and
Xenophon; military commanders (like Alexander the Great & others like
him) invented the staff principle (creation of adjutants or aide-de-camps)

 Romans (~200 B.C.) - organized world's largest empire with Diocletian

system of central control, engineered vast road projects; Cato & Varro
created job descriptions; the Byzantine empire (in Constantinople)
inherited the classical concern for good administration while Western
civilization concerned itself with good administrators
 MEDIEVAL PERIOD

 Feudalism (600-1500 A.D.) - concern for traits of good ruler,

established delegation principle (the lending of land to vassals in
return for share of the crops) ("what can be delegated can be
taken away")

 Mercantilism - economic self-protectionism, the accumulation of

resources (bullion), establishing colonies and a spirit of trade
(mostly unfair), concern for esprit-de-corps of workers (esprit-de-
corps principle)

 Physiocracy - the idea that land (real estate) is the greatest

wealth, laissez-faire attitude toward property gave way to laissez-
faire (hands off) attitude by management (laissez-faire principle)
 Venetians (~1400 A.D.) - shipbuilders to the world
during mercantilism, invented assembly-line technique,
employee evaluations (each March & September), and
the ever-popular "wine breaks" 5 or 6 times a day for
workers

 Thomas More (1500 A.D.) - in Utopia, argued for

leaders to set moral climate of organization

 Niccolo Machiavelli (1525 A.D.) - in The Prince,

argued that leaders need to be shrewd, calculating,
greedy, designing, practical, daring, and of
unscrupulous character
 INDUSTRIAL PERIOD

 Capitalism (1765) - a free market system of production and

distribution with many principles but based primarily on the idea
of corporate profit and reinvestment into the system

 James Watt (1765) - inventor of steam engine at Soho Foundry,

established employee Christmas parties and end-of-year
bonuses, criticized and attacked by Luddites for using technology
instead of people

 James Stewart (1766) - invented piecework (incentive) system,

quotas & rates for workers
 Richard Arkwright (1776) - manager of textile factory which
employed children, created the 8-hour work shift

 Thomas Jefferson & Eli Whitney (1785) - came up with idea of

interchangeable parts, so that in repairs, you only need to order
the 1 replacement part (one size fits all)

 Robert Owen (1810) - utopian socialist who created the

commune, New Harmony, Indiana; practiced leadership through
moral persuasion along with cross-training (job rotation)

 James Mill (1820) - early inventor of human motion and time

studies
 Charles Dupin (1831) - French teacher who focused on integrity and honor among
managers

 Charles Babbage (1832) - Crackpot computer genius who foreshadowed scientific

management (specialization), and brought back ancient idea of using colors for
efficiency

 Andrew Ure (1835) - English professor of management who put ventilating fans in
factories

 Henry Poor (1855) - created information communication (switching data bank) for
U.S. railway system; brought back the idea of esprit-de-corps for both managers
and workers

 Daniel McCallum (1856) - U.S. railway manager who created the way we still do
organization charts (tree design)

 The "Robber Barons" - numerous individuals (tycoons), such as the Vanderbilts,

Rockefellers, Carnegies, Schwabs, Armours, Morgans, Edisons, and Fords, who
practiced ruthless monopolization and anti-labor policies
Contributions from past industrialists
have molded the organizational culture
and managers can benefit from an
awareness of these contributions.
The past ideas have influences on the following:

Social forces are the norms and values that

characterize a culture. Early social forces
allowed workers to be treated poorly; however,
more recent social forces have provided for
more acceptable working conditions for
workers. Social forces have influenced
management theory in areas such as
motivation and leadership
Economic forces are the ideas behind
the concept of a market economy such
as private ownership of property,
economic freedom, competitive markets,
and a limited role for government.
Political forces such as governmental
regulations play a significant role in how
organizations choose to manage
themselves. Political forces have
influenced management theory in the
areas of environmental analysis,
planning, control, organization design,
and employee rights.
APPROACHES TO
MANAGEMENT AND ADMINISTRATION

The Rise of Scientific Management

Scientific management focuses on ways

to improve the performance of individual
workers.
Some of the major contributors are

Frederick W. Taylor saw workers

soldiering or deliberately working
beneath their potential and designed a 4-
step method to overcome this problem
Taylor’s Principle:
 It begins with breaking the job into its smallest
pieces.
 The second step is to select the most qualified
employees to perform the job and train them to do
it.
 Next, supervisors are used to monitor the
employees to be sure they are following the
methods prescribed.
 Finally, continue in this fashion, but only use
employees who are getting the work done.
TAYLORISM was the popular name for
Taylor's ideas, and is now synonymous
with the title "efficiency expert".

His techniques were: (1) to initiate a time

study rate system; (2) create functional
foremen; (3) establish cost accounting; and
(4) devise a system of pay for the person
and not the position.
 Creation of "functional foremen"

Taylor fought against using the

military model in organizations. No
manager was to have disciplinary
powers; that was the job of a special
"Disciplinarian Office" which are
known today as Personnel Offices.
The notion of "functional" means
supervision over some aspect of
work, not supervision over people.
This notion essentially meant the
creation of specialized clerks with
oversight over some aspect of the
production, so called "expediters" or
"quality control/assurance" clerks.
 Establish cost accounting

also known as task management, this approach

involves the use of instruction and routing cards
and a timekeeping system where workers punched
a clock when they finished a job. Labor variance
could then be analyzed, and management had the
reporting tools they needed to identify
bottlenecks. Rewards and punishments would be
doled out by how the numbers looked on paper.
 Pay the person and not the position

End-of-year bonuses were considered too late by

Taylor, who instituted a system of inequitable pay
for workers. Those that looked good on paper (via
the Accounting Office) were paid more (a system
of high salary rate and low salary rate), and they
were supposed to keep their salaries secret,
especially from the union (which the unions didn't
like). There were no attempts under Taylorism at
job rotation; each worker was expected to
specialize in a particular task they did well.
 A Summary of the works of Taylor are the following
Principles of Management/Administration
 Scientific research & analysis of work, its
elements, standards, and rates
 Scientific selection, training, and development of
first-class workers
 Intimate, friendly, and hearty cooperation for
scientific work principles (anti-unionism)
 Equal division of responsibility among managers
in functional areas (not just over people)
 FOLLOWERS OF TAYLORISM
(the "Efficiency Experts")

Morris Cooke - Taylor's assistant who kept trying

to bring scientific management into the public
sector. In criminal justice organizations, he found
too much Politics; in government orgs, he found
too much favoritism, and in other orgs, he found
too much unionism. He was only successful in
Education, where he was able to get schools to
start subcontracting their faculty, initiating the
"adjunct professor" movement.
H. Emerson - considered by some the
father of "efficiency experts", but basically
led the self-motivation movement, writing
books, etc., on how to get rich by being a
"first class man" (Economic v.
Administrative Man Model).
Henry Gantt - famous for inventing "Gantt Charts"
which were initially for the vision-impaired, but
now used to keep track of project deadlines,
similar to Microsoft Project 98 software; also,
Gantt contributed to the development of
management systems known as PERT (Program
Evaluation and Review Technique) and CPM
(Critical Path Method). PERT was eventually
accepted by the military and criminal justice
sectors.
Frank & Lillian Gilbreth - consultants known as the "father of
motion studies" and "1st lady of management", invented
various devices using stopwatches and strobe lights which
workers put on and had their movements tape-recorded
while they worked; discovered 17 basic movements of the
hand (all based on the ability to search, grasp, load, select,
hold, and transport) and more efficient eye-tracking habits;
also experimented with different types of factory whistle
blasts, suggestion boxes, and intramural programs among
employees. Lillian is also known for her contributions to
administrative theory in general.
Hugo Munsterberg - famous social psychologist
(in the area of memory & eyewitness testimony)
who did some consulting work in business and
helped start the boom-craze of industrial
Personnel Departments, the first ones of which
were called "Sociology Depts" or "Psychology
Depts" at places like Ford Motor Company and
B.F. Goodrich; advocated extensive use of
psychological tests on workers and probably
single-handedly started the field of vocational
guidance counseling.
The Rise of the GENERAL ADMINISTRATIVE THEORISTS

Fayolism is the name for a school of thought named after

Henri Fayol (1841-1925)

A French business executive famous for turning companies

around from the brink of bankruptcy, and there exists a
Fayol Society which has collected 14 of his management
principles.

Although Fayolism existed about the same time as the Era of

Scientific Management, it is a different approach which
focuses on positions (administration) rather than people
(administrators).
Fayol’s basic ideas are:

 Start at the top and reorganize the upper

management echelons, including the Board
of Directors
 Teach everybody in the organization
management theories and administrative
thought
 Eliminate as much red tape as possible in
the organization
 Establish lines of lateral communication
 Why Lateral (sideways or horizontal) communication?

Although Fayol did not sacrifice the Scalar Principle, he advocated

a rather narrow (4) span of control, which resulted in rather tall
organizations. This created the problem of "middle management",
ranks of people in the middle of the organization acting as buffers
for vertical (up & down) communication.

Since there was little to be done about innovating vertical

communication (it would go on anyway), Fayol concentrated on
horizontal (lateral) communication, inventing the now-famous gang-
plank principle, which means that there must be structured
opportunities (not usually present in organization charts) for people
at the same ranks to talk to one another, even if different
departments are involved. It's a form of accountability. This system
is being adopted by the NYPD and other police departments in the
U.S.
 The 14 Fayol’s Principles

 Division of Work - work specialization can increase efficiency with the same
amount of effort.

 Authority and Responsibility – authority includes the right to command and

the power to require obedience; one can not have authority without
responsibility.

 Discipline – Discipline is necessary for an organization to function effectively,

however, the state of the disciplinary process depends upon the quality of its
leaders.

 Unity of Command - employee should receive orders from one superior only.

 Unity of Direction – there should be one manager and one plan for a group of
activities that have the same objective.
 Subordination of individual interest to general interest – the interest of one
employee or group of employees should not take precedence over those of the
organization as a whole.

 Remuneration of Personnel – compensation should be fair to both the

employee and the employer.

 Centralization – the proper amount of centralization depends on the situation.

The objective is to pursue the optimum utilization of the capabilities of
personnel

 Scalar Chain – the hierarchy of authority is the order of ranks from the highest
to the lowest levels of the organization. Besides this vertical communication
should also be encourage as long as the managers is in the chain are kept
informed.

 Order – materials and human resources should be in the right place at the right
time; individuals should be in jobs or position that suits them.
 Equity – employees should be treated with kindness and justice

 Stability of personnel tenure - an employee needs time to

adjust to a new job and reach a point of satisfactory performance;
high turnover should be avoided.

 Initiative – the ability to conceive and execute a plan (through

initiative and freedom) should be encouraged and developed
throughout all levels of the organization.

 Espirit de Corps –“union” Unity is strength; Harmony and

teamwork are essential to effective organizations
The WEBERIAN

Max Weber (1864-1920) is one of the

founding fathers of sociology and
also sometimes referred to as the
"father of bureaucracy". His basic
idea is that bureaucracy as a unique
ideal-type has remarkably good
qualities.
Weber's ideas have much in common with
scientific management because of an
appreciation for rationality as what makes
bureaucracies unique.

In Western civilization there is rationality,

the logical connecting of means and ends,
have been elevated to a mode of thought
appropriate for all spheres of action, e.g.,
education, science, art, jurisprudence,
economy.
In Western civilization, the Western state is
the only political institution with a rational,
written constitution, rationally ordered law,
and a government bound by rational laws
and administered by rationally trained
officials.

Weber did not only enumerated the

characteristics of bureaucracy but also
analyzed the forms of authority in
organizations.
Characteristics of Bureaucracy (Max Weber)

 Routinization - effort-saving rules and equal treatment

 Specific spheres of competence - clear division of labor,

specialization

 The principle of hierarchy - leave no office uncontrolled

 Expertise of office holders - managers to have technical training

 Written record-keeping - everything to be recorded & filed, red

tape
Forms of Authority (Max Weber)

 Charismatic - an appeal to emotions and

affections, charisma

 Traditional - the sanctification of tradition, habit

 Rational-legal - valuation of something because it

embodies an ultimate value or a disinterested,
professional attitude of valuation toward a thing
for its own sake
OTHER THEORISTS

Oliver Sheldon (~1923) was an English chocolate factory

(York) administrator who hired sociologists to help him
initiate some participative management practices, such as
company canteens, company housing, recreation, health &
education benefits.

Influenced by Fayol, he started a short-lived, but recurring,

movement in the business world called "social
responsibility" management, which believes that the
abolition of poverty is the only rational, worthwhile end of
business.
Leonard White (~1926) was a
University of Chicago professor who
picked up where Morris Cooke left of,
and helped get Personnel
Departments established in
government agencies. He also wrote
some of the first texts in Public
Administration
Mary Parker Follett (~1918) was a Harvard professor in social
work who practiced Gestalt psychology as a popular
consultant for businesses.

She is associated with the discovery of various phenomena,

such as the "Groupthink Effect" in committee meetings,
creativity exercises such as "brainstorming", and most
importantly, what later became called MBO (Management By
Objectives).

She was a critic of Taylorism, and said it achieved rationality

but at the price of civility. She was also an advocate of the
idea that power and authority derive from function, not the
privilege of "office,“.
James Mooney (~1931) was a V/P at
General Motors and ambassador to
Germany who preached the good of
organizations having a common "doctrine"
and understanding of common purpose,
and reasserted the importance of vertical
communication and the staff principle in
organizations.
Luther Gulick & Lyndall Urwick (~1937) were a pair of prolific writers who
founded the academic journal Administrative Science Quarterly, invented
the POSDCORB acronym for remembering the management functions, and
together, they synthesized much of the literature at the time via the
following:

1. Principle of the Objective (Organizations must have a common purpose)

2. Principle of Correspondence (Organizations must have fairly coequal

systems of authority and responsibility)

3. Principle of Responsibility (Supervisors must be responsible for the work

of their subordinates)

4. Scalar Principle (Organizations must have a pyramidal-shaped

organizational structure, or hierarchy)
5. Span of Control (The best span of control for
most organizations should be about 5 or 6)

6. Principle of Specialization (Work should be

limited to one function only for most workers)

7. Principle of Coordination (Administrators

should always look for ways to creatively realign
the organization)

8. Principle of Definition (There should be clear job

descriptions)
Chester Barnard (~1938) was a bit of a forerunner for Mayo's
Human Relations School, and preached that managers need
to know more about human behavior, in particular, the
informal groups of an organization which may contain
outsiders. He stressed short, direct lines of communication,
vertical communication that was persuasive and overcame
differences workers might have with management. He is
probably best known for his concept of "Zones of
Indifference" which is the idea that good leaders should try
to take middle-of-the-road, or neutral, positions on issues as
much as possible because each person's attitude usually
has such a middle-ground area where they will believe or
obey without question.
THE HUMAN RELATIONS MOVEMENT
(circa 1929-1951)

Without much doubt, the father of the "human

relations" movement, aka the "social man" era,
"democratic management", or "participative
management" is Elton Mayo (1880-1949)

A Harvard professor trained in psychopathology who is

most famous for the well-known "Hawthorne Studies",
a 20-year experiment at a Western Electric plant in
Cicero, Illinois.
SOME BASIC IDEAS OF MAYOISM

 Supervisors should not act like supervisors - they should be

friends, counselors to the workers

 Managers should not try to micro-manage the organization

by an overriding concern for product or job quality at the
expense of the macro-social, or humanistic, characteristics
of work

 People should be periodically asked how they feel about the

work, their supervisors, and co-workers

 Humanistic supervision plus morale equals productivity

 Those who don't respond to group
influence should be treated with sarcasm

 Workers should be involved or at least

consulted before any change in the
organization

 Employees who leave should be exit-

interviewed - turnover should be kept to a
minimum
SELECTED FOLLOWERS OF MAYOISM

Keith Davis (1940s & 1950s) was a human

relations specialist ("Mr. Human
Relations") who tried to apply Mayoism to
law enforcement agencies by preaching
about such things as job enlargement and
job enrichment which only had the effect of
generating public interest in policing as a
career.
 Chris Argyris (~1957) was a social science researcher who
advocated a type of participant-observation research based
on Hawthorne Effect-like principles, i.e., involving your
research subjects in designing the way in which survey
questions are worded and how concepts should be
operationally defined and measured. He founded a
management theory called "Immaturity-Maturity Theory"
which is based on an organic model of organizations as
living, happy beings, and requiring managers to be
babysitters at times and reality therapists at other times.
Fred Herzberg (~1959) founded
"Motivation-Hygiene Theory" which is
based on 5 types of "satisfiers" and 5 types
of "dissatisfiers" in organizations, with
hygiene factors being the dissatisfiers and
motivators being the satisfiers. People, in
their attribution style, are either hygiene-
seekers or motivator-seekers, in which
case they are driven by changes in job
context or job content, respectively.
Hygiene-seekers let the organization down
when their talents are most needed.
Doug McGregor (1960) founded "Theory X/Theory
Y Management Theory" which was inspired by
Abraham Maslow's hierarchy of needs. Theory X,
which McGregor calls traditional management is
based on the idea employees are lazy and need to
be motivated by crass, material rewards. Theory Y,
which McGregor favors, is based on the idea
employees are creative and need to have their
potential unleashed.
 Rensis Likert (1961) is famous for his
continuum research scales, so-called
"Likert scales" in social science research,
such as /------strongly agree----agree----
disagree-----strongly disagree-----/, and also
for a number of studies into leadership,
called the "University of Michigan studies".
In general, he advocated more employee-
oriented leadership and supportive
management.
SYSTEMS APPROACH TO MANAGEMENT

A "system" is defined as "an organized,

unitary whole composed of two or more
interdependent parts (subsystems) where
the whole contains identifiable boundaries
from its environment (suprasystem).
Systems must be viewed as a whole;
changes in one part of the system affect
the other parts. Organizations experience
various conflicts, and rather than manage
them away, a systems manager learns to
take advantage of them.
Below are the last names of a few of the lesser-known systems
thinkers from this era:

 von Bertalanffy (~1950) is generally regarded as the founder

of "systems theory" and the broad sweep of its applications
for almost all disciplines, the natural as well as the social
sciences.
 Ackoff (~1956) was a MIT professor who invented OR,
"operations research", the creation of multi-disciplinary
teams of experts used in simulations of war games.
 Boulding, an economist known for popularizing "feedback
loops" and "cybernetics", the analysis of inputs,
throughputs, and outputs.
 Starr, a decision theorist associated
with OR and the concept of
"suboptimization".
 Forrester, a demographer who
applied econometrics to urban
problems and the field of city
planning.
 Parsons, a sociologist who studied
action systems and the integration of
subsystems.
It is customary to note that systems theory
represented the merger of many ideas from
scientific management and from human
relations management. It was indeed
project-based, lending itself well to Gantt
charts, and it also strived toward
synergism (where the whole is greater than
the sum of its parts) through humanistic
management of at least the internal
environment (the informal organization of
the workers).
THE PRINCIPLES AND METHODS OF SYSTEMS
THEORY

Much of systems theory resembles the scientific

method: you hypothesize, design a controlled
experiment, collect data, and analyze data. The
purpose is to maintain the use of science in
management to obtain "real time" results that can
be used instantaneously to affect control in the
organization (some have even accused systems
theory of being "science in management" rather
than a "science of management").
The goal is to maintain your attention on the whole at
all costs. For managers, this means:

 Define the company as a system

Establish system objectives (performance criteria)
 Identify wider systems (the environment)
 Create formal subsystems (including a humanistic,
psychosocial subsystem)
 Integrate the subsystems with the whole system (if
not the subsystems themselves, whatever
interrelates them with other subsystems)
Management Fads

 The 1950s
Computerization - computers and associated gobblygook
were prophets of progress

Theory X and Y - McGregor's theory of participatory

management

Quantitative management - the trust in numbers and

cybernetic modeling

Management by Objectives - Peter Drucker's idea of

management by negotiation
The 1960s
T-groups - sensitivity groups/encounter
seminars to teach interpersonal skills

Matrix management - people report to

different superiors according to the task

Managerial grid - an instrument for

determining a manager's concern for
people
The 1970s

Zero-based budgeting - the idea of starting

all over again from scratch each fiscal year

Experience curve - using past experience

to cut prices and gain market share
The 1980s
Theory Z - adoption of Japanese management techniques

Demassing - trimming the workforce and demoting

managers

Restructuring - sweeping out old practices and usually

taking on new debt

Cultural climate - attending to the moral examples set by top

management

Management by walking around - leaving the office to visit

the workers
The 1990s

Reorganization/Restructuring - reorganization usually changes lines of

authority; restructuring involves moving, adding, or eliminating
organizational units.

Downsizing - streamlining, tightening, or shrinking the number of

personnel

Reengineering - changes the way work is carried out, to better serve

the customer, client, or citizen, usually with technology.

Rightsizing - involves reducing the workforce, expenses, and

redesigning policies, but can also involve upsizing (increasing the
workforce) in certain areas. The idea is to eliminate unnecessary
work and improve the most important work.
Rethinking - strategically identifying and
refocusing the core mission.

Delayering - removes one or more of the

layers of management between the head
and the front or operational lines.

Deregulation - clearing away rules,

regulations, paperwork requirements, or
approval processes that affect the
performance of public servants
The GREAT UNIVERSITY
PART TWO: LEA FOCUS

This part will be considered a VIP in

the Criminology Board Examination
In the Area on Police Organization
• Basic Concepts
Police – “Politeia” G, government of a city
“Politia” R, same meaning above
“Police” F, persons to enforce law
**borrowed by the English and Americans to
refer to LAW ENFORCER.
** constable, patrol, F in origin
Historical Background
 2300 B.C – Sumerians Lipithstar & Eshumma – set
standards on what constituted an offense against
society – the Sumerian Code
 2100 B.C – Babylonians – Code of King Hammurabi –
Principle LEX TALIONES – oldest harsh code.
 1500 B.C – Egyptians – Court system presided by
judges appointed by the pharoah; marine patrol and
custom house officers protecting commerce started;
first use of dog patrol; Medjays – civilian police under
the command of a military
 Ancient Greece – Ephori – law enforcers
 Ancient Rome – 12 Tabulae (12 Tables) – the
first written laws, Emperor Augustus – created
the Praetorian Guard, Urban Cohorts (City
Patrol), and the Vigiles (fire fighters); Emperor
Justinian – Justinian Code became known as
Corpus Juris Civilis (Body of Law)
**Vigiles – the first civilian police force which keep
the peace very ruthlessly, hence the word
vigilantes
 Anglo-Saxon (Ancient England)
** Tun Policing – Tun (Town); Frankpledge
system - 10 male residents as guardians of the
town known as tythings (10 families).
** Hue and Cry – Complainant shouts for the
mandatory assembly of men to catch the
culprit, horn – oldest known warning device
** Royal Judge – investigates and punishes
** Trial by Ordeal – painful test of
guilt/innocence
 Normal Period of Policing
**Shire-Rieve – shire (district/country) rieve
(ruler) later called Sheriff– England was divided
into 55 military districts under the control of a
rieve.
**Travelling Judge – renders judgment and gives
punishment
** Leges Henri – Law of King Henri I –
policemen were considered public officials
** Magna Carta – laws with the demand of the
Knights of the Round Table – beginning of
national/local government and legislation
 Westminster Period
**Statute of 1295 – gate of London close
at sundown – curfew system adopted
** Justice of the Peace – a position with
power to arrest, pursue and impose
punishment
**Star Chamber Court – special court to
try offenses against the state.
**Keepers of the Peace – time of King
Richard appoint – Knights to keep the
King’s Peace
** The Charlies – time of King Charles –
appoint – night watchers known as Bellmen
- on duty from sunset to sunrise
** Bow Street Runner – time of Henry
Fielding, appointment of foot patrol, horse
patrol (mounted patrol)
 Modern Period of Policing
**Metropolitan Police Act – modernize
the police system of England; creation
of
Scotland Yard – Robert Peel “Father
of Modern Policing”
Development of Policing in the Philippines

 Pre-Spanish – policing is tribal in nature

 1712 – Carabineros de Seguridad Publico –
the mounted police
 1836 – Guardrilleros – rural police
 1852 – Guardia Civil – town police
 1901 - Organic Act # 175 – creation of the first
insular (national) police force (Philippine
Constabulary) – Capt. Henry T. Alllen – first
Chief
 1917 – PC Filipinization – Brig. Gen. Rafael
Crame – First Filipino Chief of PC
 1935 – PC Personnel were absorbed by
the Philippine Army hence policing is
placed under military hands.
 1936 – Commonwealth Act #88 created the
State Police
 1938 – Commonwealth Act #343 –
reconstituted the Philippine Constabulary –
PC became an independent National Police
Force
 1975 – Organic Act 175 – The integration
of the national police known as the
Integrated National Police (INP)
 1990 – R.A. 6975 – Creation of the
Philippine National Police (PNP); civilian in
character and national in scope.
 1998 – R.A. 8551 – PNP Reform and
Reorganization Act – “Professionalization
Law”