CFLM 2: CHARACTER FORMATION WITH

LEADERSHIP, DECISION MAKING,

ADMINISTRATION AND MANAGEMENT
Prof. Ercelie "Darna" Maglian
 Leadership
is a process by which a person influences others to
accomplish an objective and directs the organization in a
way that makes it more cohesive and coherent.

LEADER: A person who influences a group of people

towards the achievement of a goal.
3 P'S in LEADERSHIP
1. PERSON
2. PURPOSE
3. PEOPLE
PERSON- A leader by its meaning is one who
goes first and leads by example, so that others
are motivated to follow him.

PURPOSE- A requirement for leadership is

personal vision- the ability to visualize your
goal as an accomplished fact; a thing already
achieved.

PEOPLE- To be a leader, one must have

followers. To have followers, one must have
their trust.
FACTORS OF LEADERSHIP

Leader
•You must have an honest understand of
who you are, what you know, and what
you can do.
•To be successful you have to convince your
followers, not yourself or your superiors,
that you are worthy of being followed.
 Followers

•Different people require different styles of

leadership.

•The fundamental starting point is having a

good understanding of human nature, such as
needs, emotions and motivation.

•Have be, know and do attributes.

 Communication
-You lead through two-way
communication. Much of it is non-verbal.
Situation All situations are different. What
you do in one situation will not always
work in another. You must use your
judgement to decide the best course of
action and the leadership style needed for
each situation.
 MANAGEMENT
It is the act of getting things done
through others and having them do it
willingly.
MANAGER
a person responsible for supervising
and motivating employees and for
directing the progress of an
organization.
 5 Principles of Great Management Principle

No. 1: The Functions of Management 1.

Planning: When you think of planning in a

management role, think about it as the process
of choosing appropriate goals and actions to
pursue and then determining what strategies to
use, what actions to take, and deciding what
resources are needed to achieve the goals
2.Organizing: This process of establishing
worker relationships allows workers to
work together to achieve their
organizational goals.

3.Leading: This function involves

articulating a vision, energizing
employees, inspiring and motivating
people using vision, influence, persuasion,
and effective communication skills.
 4.Staffing: Recruiting and selecting
employees for positions within the company
(within teams and departments).

5.Controlling: Evaluate how well you are

achieving your goals, improving
performance, taking actions. Put processes in
place to help you establish standards, so you
can measure, compare, and make decisions.
Principle No. 2: The Types and Roles of Managers
within the Organization Organizational structure is
important in driving the business forward and every
organization has a structure. No matter the
organizationally specific title, organizations contain
front-line, middle, and top managers. Above the top
management team are a CEO and a board of
director levels. To see this structure even more
clearly, visualize a pyramid model. The more you
move toward the top of the pyramid, the fewer
managers you have. All of these management roles
have specific tasks and duties.
Principle No. 3: Effective Management of
Organizational Resources An essential component of
operationalizing the organization’s strategic plan is
allocating resources where they will make the most
impact. In fact, Dr. Ray Powers (2015), associate
dean in the Forbes School of Business & Technology,
argues that it is the most important thing to do. “I
define resources as people, time, money, and assets
— and of course the basic definition of a project is to
have a goal and a start and end date — for pretty
much any activity we do,” he explains
Principle No. 4: Understanding and Applying the Four
Dimensions of Emotional Intelligence (EQ) in Maximizing
Human Potential Effective managers understand the
context and culture in leadership situations. They
understand EQ (the competencies in each dimension of
emotional intelligence). Those four dimensions are: a
high self-awareness, social awareness, self-
management, and good social skills. All of these
competencies are important, and they lead to great
connections with people. They lead to stronger and more
effective managerial performance. EQ is a very
important component for excelling as a supervisor.
Principle No. 5: Know the Business A
common axiom in management is that a
qualified manager can manage any
business. This point is only partially
true. It is true that most managers are
generalists rather than specialists;
however, many very successful
managers began their careers in
specialist roles.
LEADER VERSUS MANAGER
Personal Traits of a Leader The following personal traits
have been found to be the most correlated to successful
organizational leadership. (PNP Fundamental Doctrine
Manual, 2013)

Intelligence. Leaders usually possess higher intelligence

than the average of his followers. The difference may
not be so great but still it normally exists, he needs an
excellent analytical ability and communication capacity
to tackle the board problems and complicated
relationships within the organization.
Social Maturity and Breadth. A leader usually has broad
interest and activities. He is emotionally mature,
possesses a high frustration tolerance, he’s anti-social
tendencies are at a minimum and he prudently displays
reasonable self-assurance and self-respect.

Inner Motivation and Achievement Drives. A leader has

strong personal motivation to keep on accomplishing
things. He is an achiever. After reaching one goal, he
strives to attain a higher level of goal to satisfy his inner
drives. He always keeps in mind that the essence of
leadership is acceptance of responsibility.
Human Relations Attitude. A leader preserves and
develops a healthy respect for people. He maintains
dignity and mutual interest among his followers
realizing that the job is always done through them. He
approaches problems and identifies solutions in
consultation with the people involved. In short, he is
subordinate oriented?leader.
Leadership As Role Behavior
1.Technical. Knowledge or proficiency in any type of
process. A leader deals with things.
2.Human. Ability to interact effectively with people and
exhort teamwork or cooperation. A leader is concerned
about the people.
3.Conceptual. Ability to deal with long-range plans,
broad relationships and other attractions. A leader deals
with ideas
Some Leadership Functions in Practice (PNP
Fundamental Doctrine Manual, 2013)

A.Arbitrating. In every organization, conflict among

members often arises. An effective leader will resolve
such disagreement by arbitrating or making a decision
on the matter. While it is always expected that the
leader will make the right decision, it becomes more
important that his decisions redound to making the
organization more productive and efficient.
B.Suggesting. A skillful leader applies the power of
suggestion in making decisions. Suggesting often
permits the subordinate to retain decisions and allow
him to preserve his dignity. In this manner, a
subordinate feel empowered compared to being given a
direct order.
C.Supplying Objectives. A leader usually supplies the
objectives of the organization by clearly defining them.
This enables the subordinate to work together towards
it. Normally, organizational objectives do not appear
automatically and therefore unknown to members of the
organization. Thus, it must be supplied by the leader
together with suitable objectives and measures of
performance.
D.Catalyzing. In organizations, some kind of force is
needed to stir subordinates into action. A leader must
provide that force. When he does, he is acting as a
catalyst
E.Representing. A leader represents the entire
organization. He serves as its symbol. As such, the
impression he creates impacts the image of the
organization he represents.
F.Inspiring. Subordinates work more productively when
their leader gives them due recognition on their job.
When they are inspired, they work more enthusiastically
towards the accomplishment of organizational
objectives. A leader must let his subordinates know that
their work is worthwhile and important.
G.Praising. Being considered as important in an
organization is a human need of every subordinate. He
wants his work to be appreciated. A leader can satisfy
this need not by an empty flattery but by a sincere pat
on the back for a job well done. This will make
subordinates pleased and more involved in his work.
(PNP Fundamental Doctrine Manual, 2013)
LEADERSHIP STYLES A leadership style refers to a
leader's characteristic behaviors when directing,
motivating, guiding, and managing groups of people.
Great leaders can inspire political movements and social
change. They can also motivate others to perform,
create, and innovate.
LEWIN’S LEADERSHIP STYLES Kurt Lewin-known as the
father of modern social psychology -set out to identify
different styles of leadership. While further research has
identified more distinct types of leadership, this early
study was very influential and established three major
leadership styles that have provided a springboard for
more defined leadership theories.
1.AUTHORITARIAN LEADERSHIP-also known as autocratic
leaders, provide clear expectations for what needs to be
done, when it should be done, and how it should be
done. This style of leadership is strongly focused on both
command by the leader and control of the followers.
There is also a clear division between the leader and the
members. Authoritarian leaders make decisions
independently, with little or no input from the rest of
the group.
2.PARTICIPATIVE LEADERSHIP (DEMOCRATIC)- also
known as democratic leadership, is typically the most
effective leadership style. Democratic leaders offer
guidance to group members, but they also participate in
the group and allow input from other group members. In
Lewin’s study, children in this group were less
productive than the members of the authoritarian group,
but their contributions were of a higher quality
3.LAISSEZ-FAIRE LEADERSHIP (DELEGATIVE LEADERSHIP)-known as
delegative leadership, is a leadership style in which leaders are hands-off
and allow group members to make the decisions.

4.TRANSFORMATIONAL LEADERSHIP-often the best leadership style to use in

all situations. Transformational leaders are inspiring because they expect
the best from everyone on their team as well as themselves. This leads to
high productivity and engagement from everyone in their team. The
downside of transformational leadership is that while the leader's
enthusiasm is passed onto the team, he or she can need to be supported by
"detail people." That is why, in many organizations, both transactional and
transformational leadership styles are useful. Transactional leaders (or
managers) ensure that routine work is done reliably, while
transformational leaders look after initiatives that add new value. It is also
important to use other leadership styles when necessary – this will depend
on the people you're leading and the situation that you're in
5.TRANSACTIONAL LEADERSHIP-starts with the idea that team
members agree to obey their leader when they accept a job. The
"transaction" usually involves the organization paying team
members in return for their effort and compliance. The leader
has a right to "punish" team members if their work doesn't meet
an appropriate standard.

6.BUREAUCRATIC LEADERSHIP-work "by the book." They follow

rules rigorously, and ensure that their people follow procedures
precisely. This is an appropriate leadership style for work
involving serious safety risks (such as working with machinery,
with toxic substances, or at dangerous heights) or where large
sums of money are involved.
7.CHARISMATIC LEADERSHIP-can resemble
transformational leadership because these leaders
inspire enthusiasm in their teams and are energetic
in motivating others to move forward. This
excitement and commitment from teams has an
enormous benefit. The difference between
charismatic leaders and transformational leaders
lies in their intention.
ATTRIBUTES OF LEADERSHIP: BE, KNOW AND
DO Respected leaders concentrate on Be,
Know, and Do
1.Who they are [be] (such as beliefs and
character)
2.What they know (such as job, tasks, and
human nature)
3.What they do (such as implementing,
motivating, and providing direction)
BE a professional. Examples:
Be loyal to the organization, perform selfless
service, take personal responsibility.

BE a professional who possesses good character

traits.
Examples: honesty, competence, candor,
commitment, integrity, courage,
straightforwardness, Imagination.
KNOW the four factors of leadership — follower,
leader, communication, situation.
KNOW yourself. Examples: strengths and weakness of
your character, knowledge, and Skills.
KNOW human nature. Examples: human needs,
emotions, and how people respond to Stress.
KNOW your job. Examples: be proficient and be able
to train others in their tasks.
KNOW your organization. Examples: where to go for
help, its climate and culture, who the unofficial
leaders are.
DO provide direction. Examples: goal
setting, problem solving, decision
making, Planning.
DO implement. Examples:
communicating, coordinating,
supervising, evaluating.
DO motivate. Examples: develop morale
and esprit de corps in the organization,
train, coach, counsel.
The Process of Great Leadership The road to great leadership that is
common to successful leaders include (Kouzes, Posner, 1987):
• Challenge the process - First, find a process that you believe needs
to be improved the most.
• Inspire a shared vision - Share your vision in words that can be
understood by your followers.
• Enable others to act - Give them the tools and methods to solve the
problem.
• Model the way - When the process gets tough, get your hands dirty.
A boss tells others what to do; a leader shows that it can be done.
• Encourage the heart - Share the glory with your followers' hearts,
while keeping the pains within your own. Leaders shape our nations,
communities, and organizations. We need good leaders to help guide
us and make the essential large-scale decisions that keep the world
moving.
14 PRINCIPLES OF MANAGEMENT Henri Fayol, a French
industrialist, is now recognized as the Father of Modern
Management. In the year 1916 Fayol wrote a book entitled
“Industrial and General Administration”. In this book, he gave the
14 Principles of Management.
1. Division of Work-Dividing the full work of the organization
among individuals and creating departments is called the division
of work. -Division of work leads to specialization, and
specialization helps to increases efficiency and efficiency which
results in improvements in the productivity and profitability of the
organization.
2. Balancing Authority and Responsibility-Authority must be equal
to Responsibilit-there should be a balance between Authority
(Power) and Responsibility (Duties). The right to give orders should
not be considered without reference to responsibility
3. Discipline- respect for the rules and regulations of the
organization. Discipline may be Self-discipline, or it may
be Enforced discipline. -No slacking or bending of rules,
not allowed in any organization. The works must respect
the rules that run the organization. To establish discipline,
good supervision and impartial judgment are needed.
4. Unity of Command-a subordinate (employee) must
have and receive orders from only one superior (boss or
manager).
5. Unity of Direction-All activities which have the same
objective must be directed by one manager, and he must
use one plan
6. Subordination of Individual Interests to the
General Interest The interest of one individual or
one group should not prevail over the general good.
The individual interest should be given less
importance, while the general interest should be
given the most importance.
7. Remuneration- price for services received. Pay
should be fair to both the employee and the firm.
8. Centralization- the authority is concentrated
only in a few hands
9. Scalar Chain- the formal line of authority,
communication, and responsibility within an
organization.
10. Order-Order for things is called Material
Order and order for people is called ‘Social
Order’. Material Order refers to “a place for
everything and everything in its place.” Social
Order refers to the selection of the “right man
in the right place”.
11. Equity- a combination of kindness and
12. Stability of Tenure of Personnel-The employees
should have job security because instability leads
to inefficiency. Successful firms usually had a
stable group of employees.
13. Initiative-Without limits of authority and
discipline, all levels of staff should be encouraged
to show initiative. Management should encourage
initiative.
14. Esprit De Corps- “Team Spirit”. Therefore, the
management should create unity, co-operation, and
team?spirit among the employees
THEORIES OF LEADERSHIP GREAT MAN THEORY- assumes that
the capacity for leadership is inherent—those great leaders are
born not made. These theories often portray great leaders as
heroic, mythic, and destined to rise to leadership whenneeded.
The term "Great Man" was used because, at that time,
leadership was thought of primarily as a male quality,
especially in terms of military leadership.
TRAIT THEORY- this assumes that people inherit certain qualities
and traits that make them better suited to leadership. Trait
theories often identify a particular personality or behavioral
characteristics shared by leaders. SITUATIONAL THEORY-
propose that leaders choose the best course of action based
upon situational variables. Different styles of leadership may
be more appropriate for certain types of decision-making.
BLAKE AND MOUTON MANAGERIAL GRID THEORY Building on the work of
the researchers at these Universities, Robert Blake and Jane Mouton (1960s)
proposed a graphic portrayal of leadership styles through a managerial grid
(sometimes called leadership grid). The grid depicted two dimensions of
leader behavior, concern for people (accommodating people’s needs and
giving them priority) on y-axis and concern for production (keeping tight
schedules) on x-axis, with each dimension ranging from low (1) to high (9),
thus creating 81 different positions in which the leader’s style may fall.

BEHAVIORAL THEORY- based upon the belief that great leaders are made,
not born. Consider it the flipside of the Great Man theories. Rooted in this
theory focuses on the actions of leaders, not on mental qualities or internal
states. According to this theory, people can learn to become leaders through
teaching and observation.
PARTICIPATIVE THEORY- suggests that the ideal leadership
style is one that takes the input of others into account.
These leaders encourage participation and contributions
from group members and help group members feel more
relevant and committed to the decision-making process. In
participative theories, however, the leader retains the right
to allow the input of others.
MANAGEMENT THEORIES-focus on the role of supervision,
organization, and group performance. These theories base
leadership on a system of rewards and punishments.
Managerial theories are often used in business; when
employees are successful, they are rewarded and when
they fail, they are reprimanded or punished.
RELATIONSHIP THEORY-known as transformational theories, focus upon the
connections formed between leaders and followers. Transformational
leaders motivate and inspire people by helping group members see the
importance and higher good of the task. These leaders are focused on the
performance of group members, but also want every person to fulfill their
potential. Leaders with this style often have high ethical and moral
standards.
HOUSE’S PATH GOAL THEORY-developed by Robert House and has its roots
in the expectancy theory of motivation. The theory is based on the premise
that an employee’s perception of expectancies between his effort and
performance is greatly affected by a leader’s behavior. The leaders help
group members in attaining rewards by clarifying the paths to goals and
removing obstacles to performance. They do so by providing the
information, support, and other resources which are required by employees
to complete the task.
LEADERSHIP-MEMBER EXCHANGE (LMX)-leaders form different kinds of
relationships with various groups of subordinates. One group, referred to as
the in-group, is favored by the leader. Members of in-groups receive
considerably more attention from the leader and have more access to the
organizational resources. By contrast, other subordinates fall into the out-
group. These individuals are disfavored by the leader. As such, they receive
fewer valued resources from their leaders
The relationship between leaders and followers follows two
stages:

Role taking: When a new member joins the organization, the

leader assesses the talent and abilities of the member and
offers them opportunities to demonstrate their capabilities.

Role making: An informal and unstructured negotiation on

work-related factors takes place between the leader and the
member. A member who is similar to the leader is more likely
to succeed. A betrayal by the member at this stage may
result in him being relegated to the out-group
POLICE LEADERSHIP STYLES Police leadership style may be either
autocratic or democratic; the autocratic style results in more
hostility and lower morale but also higher quality work.
Autocratic leadership is best in crises, while a democratic style is
useful in guiding a group toward commitment to their mission.
1.Situational Police Leadership-requires leaders to quickly assess
a situation and recognize the appropriate personnel and resources
needed for a specific mission.
2.Transformational Police Leadership-focuses on encouraging the
success of others. A transformational leader develops a vision of
the future intended to excite and inspire followers. Ideally,
transformation leaders create valuable and positive change in
their followers with the end goal of teaching them to become
leaders.
3.Authoritative Police Leadership-strictly rules-based with
a preference for order and a sometimes military-like
approach.

4.Transactional Police Leadership- much like authoritative

leadership except that it relies on a rewards-based system
to motivate subordinates.

5.Transformational Police Leadership-focuses on a

“people-centered approach” that aims to inspire,
empower and motivate one’s team.
The Chiefs of the Philippine National Police from 1991 t0 2020 (present)
The Chiefs of the Philippine National Police from 1991 t0 2020 (present)
The Chiefs of the Philippine National Police from 1991 t0 2020 (present)
ORGANIZATION MANAGEMENT Organization
Management?

● Organization management refers to the art of

getting people together on a common platform to
make them work towards a common predefined
goal.
● Organization management enables the
optimum use of resources through meticulous
planning and control at the workplace.
● Organization management gives a sense of direction
to the employees. The individuals are well aware of
their roles and responsibilities and know what they
are supposed to do in the organization.

● An effective management ensures profitability

for the organization. In a layman’s language
organization management refers to efficient
handling of the organization as well as its
employees.
Need for Organization Management
● Organization management gives a sense of security
and oneness to the employees.
● An effective management is required for better
coordination among various departments.
● Employees accomplish tasks within the stipulated time
frame as a result of effective organization management.
● Employees stay loyal towards their job and do not
treat work as a burden.
● Effective organization management leads to a peaceful
and positive ambience at the workplace.
Essential Features of Organization Management
1. Planning-Prepare an effective plan. It is essential
to decide on the future course of action to avoid
confusions later on.
2. Organizing-refers to the judicious use of resources
to achieve the best out of the employees.
3. Staffing-Poor organization management leads to
unhappy employees who eventually create problems
for themselves as well as the organization.
4. Leading-A leader must make sure his team
members work in unison towards a common objective.
He is the one who decides what would be right in a
particular situation.
5. Control-The superiors must be aware of what is
happening around them.
6. Time Management-An effective time management
helps the employees to do the right thing at the right
time.
7. Motivation-goes a long way in binding the
employees together
Management Styles Every leader has a unique style
of handling the employees (Juniors/Team).

The various ways of dealing with the subordinates at

the workplace is called management style. The
superiors must decide on the future course of action
as per the existing culture and conditions at the
workplace. The nature of employees and their
mindsets also affect the management style of
working.
Different Management Styles
1. Autocratic Style of Working
❖ In such a style of working, the superiors do not take into
consideration the ideas and suggestions of the subordinates.
❖ The managers, leaders and superiors have the sole responsibility of
taking decisions without bothering much about the subordinates.
❖ The employees are totally dependent on their bosses and do not have
the liberty to make decisions on their own.
❖ The subordinates in such a style of working simply adhere to the
guidelines and policies formulated by their bosses. They do not have a
say in management’s decisions.
❖ Whatever the superiors feel is right for the organization eventually
becomes the company’s policies.
❖ Employees lack motivation in an autocratic style of working.
2. Paternalistic Style of Working
❖ In a paternalistic style of working, the leaders decide
what is best for the employees as well as the organization.
❖ Policies are devised to benefit the employees and the
organization.
❖ The suggestions and feedback of the subordinates are
taken into consideration before deciding something.
❖ In such a style of working, employees feel attached and
loyal towards their organization.
❖ Employees stay motivated and enjoy their work
rather than treating it as a burden.
3. Democratic Style of Working
❖ In such a style of working, superiors welcome
the feedback of the subordinates.
❖ Employees are invited on an open forum to
discuss the pros and cons of plans and ideas.
❖ Democratic style of working ensures effective
and healthy communication between the
management and the employees.
❖ The superiors listen to what the employees
have to say before finalizing on something.
4. Laissez-Faire Style of Working
❖ In such a style of working, managers are employed
just for the sake of it and do not contribute much to
the organization.
❖ The employees take decisions and manage work on
their own.
❖ Individuals who have the dream of making it big in the
organization and desire to do something innovative
every time outshine others who attend office for fun.
❖ Employees are not dependent on the managers and
know what is right or wrong for them.
5. Management by Walking Around Style of Working
❖ In the above style of working, managers treat
themselves as an essential part of the team and are
efficient listeners.
❖ The superiors interact with the employees more often
to find out their concerns and suggestions.
❖ In such a style of working, the leader is more of a
mentor to its employees and guides them whenever
needed.
❖ The managers don’t lock themselves in cabins; instead
walk around to find out what is happening around them.
Management Skills The success and failure of an
organization is directly proportional to the
effectiveness of the management. The superiors must
share a healthy relationship with the employees for
them to deliver their level best. Leaders need to
acquire certain skill sets for an efficient functioning:

1. Management needs to be impartial towards its

employees. Rules and policies should be the same for
everyone. Favouritism is a strict no-no at the
workplace. No employee should be granted special
favours.
2. The leaders must promote healthy discussions at the
workplace. Make the employees work in teams for
them to know each other well. Encourage morning
meetings or weekly meetings for the employees to
come up with their problems. Issues should not be left
unattended. Try not to meet employees separately in
closed cabins. Discussions on a common platform are
more fruitful and generate better results. Meet the
employeesonce in a week or month as per your
schedule. Don’t make the meetings too formal. Allow
the employees to bring their cups of coffee as well.
Individuals do not open up much in formal discussions.
3. The superiors must ensure that employees
do not fight amongst themselves. Conflicts
must be avoided at the workplace as nothing
productive can be gained out of it. Make sure
individuals do not have problems with each
other and gel well. In cases of conflicts,
management must intervene and sort out
differences immediately. Make the employees
sit face to face and let them discuss things
amongst themselves.
4. Make sure employees adhere to the rules
and regulations of the organization. Set clear
objectives for the employees. Targets must be
predefined and the employees must know
what they are supposed to do at the
workplace. Discipline must be maintained at
the workplace. The employees must come to
work on time and strict action must be taken
against those who do not follow company’s
policies.
5. Be a good listener. The management must
interact with the employees more often. Such
initiatives go a long way in motivating the
employees and make them stick to the organization
for a longer span of time.

6. The “Hitler approach” does not work in the

current scenario. Be a mentor to your employees
rather than being a strict boss. Guide them in their
work. Try to help them in their assignments. Help
them come out with innovative solutions.
7. Motivate the employees from time to time.
Design lucrative incentive plans and schemes
to bring out the best in them. Appreciate each
time they do good work.

8. Encourage subordinates to celebrate

birthday parties and important festivals at the
workplace. Let the employees enjoy together.
The seniors must also participate in such
activities.
9. Review the performance of the employees on a
regular basis. Make sure employees are satisfied with
their job responsibilities. The duties assigned to them
must be as per their interests and specialization.
Employees not performing up to the mark must be
dealt with patience.

10. The leaders must promote necessary training

programmes to upgrade the skills of the existing
employees. Team building activities also strengthen the
bond amongst the employees.
11. Make sure employees achieve their
targets and organizations earn their
profits. Salaries must be distributed on
time. The employees must be happy with
their job.

12. Encourage effective communication at

the workplace. Communicate more
through emails
INTRODUCTION TO POLICE MANAGEMENT TRADITIONAL
POLICE MANAGEMENT-chief executive officer is authority
oriented. Based on the military structure, commands flow
from top to bottom. Emphasis is placed on discipline. Chain of
command and the disciplinary process are punitive in nature.
POLICE MANAGEMENT-defined as police organizational
practice, including individual, group, organizational and
environmental processes undertaken for the purpose of
producing knowledge of that.
OPERATIONAL DEFINITION OF TERMS Management-A process
of deciding the best way to use an organization’s resources to
produce goods or provide services. An organization’s resources
include its employees, equipment, and money.
Principles of Police Organization and Management
(Operational Definition of Terms)
1.Principle of Command Responsibility-Dictates that
immediate commanders shall be responsible for the
effective supervision and control of their personnel and
unit.
2.Principle of Chain of Command-This is the unbroken
line of authority between the lowest and highest
positions in the government. Chain-of-Command -
Orders or communication shall follow the established
channels. A unit director exercises his authority and
responsibility through a “chain-of-command.”
3.Principle of Specialization- the whole work of a
concern should be divided amongst the
subordinates on the basis of qualifications, abilities
and skills. The term specialization is related to work
and employees. When an employee takes a special
type of knowledge and skill in any area, it is known
as specialization. Specification of Job. Enumerates
the qualification that an individual must possess
for an appointment to a particular job or position.
4.Principle of Scalar Chain-chain of command or
authority which flows from top to bottom. This
principle requires a vertical hierarchy of an
organization. With a chain of authority
available, waste of resources is minimized,
communication is affected, overlapping of work
is avoided and easy organization takes place.
This principle has three aspects – unity of
command, span of control, and delegation of
authority.
5.Unity of Command-Subordinates
should receive orders from a single
superior at a time and all subordinates
should be accountable to that superior.
More superior leads to confusion, delay
and so on.

6.Span of Control-Number of
subordinates, one manager supervises.
7.Delegation of Authority-Allows complex
organizations to function by breaking tasks
down into smaller segments that can be
handled by one person or by members of a
single department. Maintenance of the
intended delegation requires that decisions
within the authority of individual
commanders should be made by them and not
be referred upward in the organizational
structure.
8.Principle of Unity of Objectives Organizational
goals, departmental goals, and individual goals
must be clearly defined. All goals and objectives
must have uniformity. When there is a
contradiction among different levels of goals
desired goals can’t be achieved.

Every police officer should play his part in

attaining the objectives of their organization. Thus,
in performing their functions, police officers must
be motivated by a common thing – that is to
accomplish the mission of the police organization.
9.Line and Staff Principle-states that operational (line)
units are responsible for the direct accomplishment of
the objectives while the administrative (staff) are
responsible for support or advisory functions that
facilitate the capacity of the operational units.
10.Principle of Authority-Authority is the kind of right
and power through which it guides and directs the
actions of others so that the organizational goals can
be achieved. It is also related to decision making. It is
vested in a particular position, not to the person
because authority is given by an institution and
therefore, it is legal.
11.Principle of Responsibility-states that the
subordinate’s responsibility to perform the orders or
instructions given by the superior officer is
unconditional. Conversely the superior officer cannot
escape his accountability on the actions performed by
his subordinate.

12.Functional Principle (Division of

Labor/Homogeneous Assignment)-work assignments
must be designed to ensure that similar tasks,
functions and activities are given to an individual or
group for such accomplishment.
13.Principle of Efficiency-different resources are used.
These resources must be used in an effective manner. When
the organization fulfills the objectives with minimum cost,
it is effective. Organization must always concentrate on
efficiency.

14.Principle of Flexibility0 states that there is a higher

tendency that the organization can fulfill its purpose if the
organization receives more provisions for adaptability.
Organizational structure must be flexible considering the
environmental dynamism. Sometimes, dramatic change
may occur in the organization and in that condition,
organizations should be ready to accept the change.
15.Principle of Balance-In every structure
there is a need for balance. The
application of principles or techniques
must be balanced to ensure the overall
effectiveness of the structure in meeting
organization objectives
THEORIES OF MANAGEMENT

1. Scientific Management This espouses

careful specification and measurement of all
organizational tasks. Tasks were
standardized as much as possible. Workers
were rewarded and punished. This approach
appeared to work well for organizations
with assembly lines and other mechanistic,
routinized activities. - Frederick Taylor
2. Bureaucratic Management Theory (1930-1950), Max Weber
embellished the scientific management theory with his bureaucratic
theory. Weber focused on dividing organizations into hierarchies,
establishing strong lines of authority and control. He suggested
organizations develop comprehensive and detailed standard operating
procedures for all routinized tasks. Principles of management:
• Division of labor
• Authority • Discipline
• Unity of command
• Unity of direction
• Subordination of the personal interest to the general interest
• Centralization- is the process by which the activities of an
organization, particularly those regarding planning and decision-
making, become concentrated within a particular location or group,
keeping all of the important decision-making powers within the head
office or the center of the organization.
3. DECENTRALIZATION- is the process of
distributing or dispersing functions, powers,
people or things away from a central location or
authority.
• Scalar chain
• Order
• Equity
• Stability
• Initiative
• Stability of tenure personnel
• Esprit de corps
4. Human relations movement
4.1. Theory X-states that the controlling or authoritative manager
believes that most employees don’t like to work and will only
work at the required level of productivity if they are forced to do
so under the threat of punishment.
4.2. Theory Y-In this theory of management, the democratic or
participative manager believes that employees can be trusted to
meet production targets without being threatened and that they
will often seek additional responsibilities because they enjoy the
satisfaction of being creative and are increasing their own skills.
4.3. Theory Z of Ouchi -is Dr. William Ouchi's so-called "Japanese
Management" style popularized during the Asian economic boom
of the 1980s. focused on increasing employee loyalty to the
company by providing a job for life with a strong focus on the
well-being of the employee, both on and off the job.
Levels of Management:
1. Senior Management - the highest level of an
organization. Important functions include:
1) establishes goals, or objectives of the organization;
2) decides which actions are necessary to meet those goals;
3) decides how to use the organization’s resources.

2. Middle Management - responsible for meeting the goals

that senior management sets. This level of management
sets goals for specific areas of the organization and decides
what employees in each area must do to meet those goals
3. Supervisory Management- the front-line level of the
organization. In charge of the people who physically
produce the organization’s goods or provide its services.
CONCEPTS OF MANAGEMENT ROLE OF MANAGERS WITHIN
THE ORGANIZATION MANAGEMENT-a set of principles
relating to the roles of planning, coordinating, directing,
regulating and the implementation of those principles in the
efficient and effective use of physical, financial, human and
information capital to achieve organizational objectives.
(Caballero, 2020)
MANAGEMENT AS A DISCIPLINE-discipline because it includes
the procedures and values required to perform official
administrative duties, as well as demonstrating the code of
conduct that managers must obey when performing their
duties. Management is being taught, as with other research
or discipline courses in different academic institutions in the
world.
MANAGEMENT AS AN ART-also known to be an art because
both share certain characteristics. Art is a structured body
of knowledge that requires imagination and expertise. An
artist often needs constant practice in order to become
faultless or achieve a degree of perfection which is
considered acceptable. The same is true of management.
MANAGEMENT AS A SCIENCE-also a science, because
everything used to classify a field as science is involved.
MANAGEMENT AS A PROFESSION Management is also an
occupation as it has characteristics that allow it to be so. A
profession is called a career in which one acquires
knowledge and undergoes training series to fit perfectly
into that role.
MANAGER- person in the organization who directs
the activities of others. The managers perform their
work at different levels and they are called by
different names. The first line managers are usually
called supervisors or in a manufacturing they may
be called foremen. Middle level managers include
all levels of management between the supervisory
level and the top level of the organization.
MANAGERIAL SKILLS-A manager has to perform a
number of jobs. It necessitates that a manager
should have proper skills to perform different jobs.
Henry Fayol put the qualities required by managers
into the following categories:
A.Physical – has health, vigour, address.
B.Mental – has the ability to understand and learn;
judgement, mental vigour and adaptability.
C.Moral – has energy, firmness, willingness to accept
responsibility, initiative, loyalty, tact, dignity.
D.Educational – has general acquaintance with
matters not belonging exclusively to the function
performed.
E.Technical – has something peculiar to the function.
F.Experience – must be arising from the work proper
COMPETENCIES OF A MANAGER
1.TECHNICAL SKILLS-must have the necessary technical
skills or the ability to work with the resources, tools,
techniques, procedures etc. First line managers, as well
as, many middle managers have been involved in
technical aspects of the organization’s operations.
2.HUMAN SKILLS-ability to work well with other
people both individually and in a group.
3.CONCEPTUAL SKILLS- the ability to integrate and
coordinate various activities. Managers must have the
ability to think and to conceptualize about abstract
solutions.
QUALITIES OF A MANAGER A manager has to undertake a
number of functions from planning to controlling. He has to
make decisions for every type of activity. The decisions of
the manager influence the working of an organization. He
should have the following qualities to perform his work
properly:
1.Education-must have a proper educational background.
These days managers are supposed to have management
education, besides other educational qualifications.
Education not only widens the mental horizon but also helps
in understanding the things and interpret them properly. The
knowledge of the work environment is also important for
dealing with various problems the organization may face.
2. Intelligence- A manager has to perform more
responsibilities than other persons in the
organization. He should have a higher level of
intelligence as compared to other persons.
Intelligence will help a manager in assessing the
present and future possibilities for the business.
3.Leadership-manager has to direct and motivate
persons working in the organization. He will
provide leadership to subordinates. The energies of
the subordinates will have to be channeled
properly to achieve organizational goals.
4.Training-A manager has to acquire
managerial skills. These skills consist of
technical skills, human skills and conceptual
skills.
5.Technical Knowledge-A manager should
have technical knowledge of production
processes and other activities undertaken in
the enterprise. He will be in a better
position to inspect and guide if he himself
has knowledge of those activities.
6.Maturity-A manager should have mental maturity
for dealing with different situations. He should be
patient, a good listener and quick to react to
situations. He has to take many awkward decisions
which may adversely affect the working if not taken
properly.
7.Positive Attitude-is an asset for a manager. A
manager has to deal with many people from inside
as well as from outside the organization. He should
be sympathetic and positive to various suggestions
and take humane decisions. He should not prejudge
the things and take sides.
8.Self-confidence-should have self- confidence.
He has to take many decisions daily, he may
analyze the things systematically before taking
decisions. Once he takes decisions then he should
stick to them and try to implement them.
9.Foresight-A manager has to decide not only for
the present but for the future also. There are
rapid changes in technology, marketing,
consumer behavior, financial set up etc. The
changes in economic policies will have
repercussions in the future.
ROLE OF THE MANAGER MINTZBERG’S
DIFFERENT MANAGERIAL ROLES
1.Interpersonal Roles-A manager has to
perform some duties as a figurehead. He
may receive the guests from outside or
preside over a social function of
employees. He may have to sign some
legal documents as head of the
organization.
2.Informational Roles-All managers are required
to perform informational roles. They have to
collect information from organizations and
institutions outside their own. Managers also
play the role of disseminators when they supply
information to subordinates in the organization.
This information is factual as well as with
interpretations for the benefit of users. A
manager acts as a spokesperson when he
represents the organization to outsiders.
3.Decisional Roles- performs four decisional
roles. He initiates and oversees new
projects for the improvement of
organizational performance; this is the
entrepreneurial role played by him.
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CRIMINOLOGIST!