POLICE SERVICE

VISION
The Men and Women of the PNP is committed to a vision of a professional, dynamic and highly motivated Philippine National Police working in partnership with a responsive community towards the attainment of a safe place to live, work, invest and do business with

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

Motto

WE SERVE AND PROTECT

Core Values

SERVICE HONOR JUSTICE

Police Officer's Pledge

I will love and serve GOD, my country and people; I will uphold the Constitution and obey legal orders of the duly constituted authorities; I will oblige myself to maintain a high standard of morality and professionalism; I will respect the customs and traditions of the police service and I will live a decent and virtuous life to serve as an example to others.

Police Personnel and Records Management

SPO1 Lyrma Niaga Cajegas

Human element- one of the most important assets to be used in any organizational environment

Management vs Administration

Management- utilization of available resources in an organization Administration- refers to the process used

Management

PNP organization

Administration

Organizational

Goals and Objectives

EFFECTIVESNESS

EFFICIENCY

Police personnel management

Area of management concerned with human relations The field of management involving planning, organizing, directing and controlling the efforts of a group of people toward achieving a common goal with maximum dispatch and minimum expense

Objectives of personnel management

Winning employees acceptance of organizations objectives

Foster harmonious relationship with its human resource Acquire capable people and provide opportunities for advancement and self-development Formulate policies and programs

Objectives of personnel management

Provide technical services and assistance to the operating management in relation to their personnel functions Training and developing the human resources Ensure that all is treated equally and in application of policies, rules and regulations and in rendering services to them Help effect organization development and institution building effort

Police Administration The technique of organizing and handling of people at work in all levels and types of management

Police Supervision
Refers to the leadership and direction of employees towards the objective of getting work done and accomplishing the organizations objectives.

Police Supervision
Consist of: Directing and controlling work Training and developing employees in knowledge, work, skills, habits, attitudes and will to work Coordinating efforts of workers Reviewing and evaluating the work, results, methods, techniques and attitudes of groups and individuals

Management
The process of directing and facilitating the work of people organized in formal groups in order to achieve a scientific management. In any organization, it is the hierarchical level that is responsible for supervising the operating elements, coordinating, diverse operations, communicating orders and policies from the administrative level to the operating level and reporting the results of operations to the administrators.

Elements of Management
Authority comes from law, delegation and tradition 2. Responsibility state of being accountable Authority must commensurate with responsibility. No one should be held responsible for the outcome of task unless he has been given the corresponding authority for the performance of task. This requires proper delegation of authority that is the one to whom authority has been delegated is accountable for its proper use.
1.

Elements of Scientific Management

Definition of Purpose Analysis Gathering facts Devising methods Finding persons best fitted for the task at hand Teach the person for the best fitted method Plan carefully Win cooperation

Managers

Those who control and direct Those who accomplish things through others blending resources (human, material and financial) to accomplish organizational goals

Management Principles
Span of Control -the number of subordinate employees or organizational elements that are subject to the control and authority of a particular individual. -is the latitude of supervision of a superior has in terms of personnel or activity. It is having the right and manageable group of subordinates in a work activity. Exceeding this manageable span of control will only result in inefficient supervision.
1.

Management Principles
2. A group of workers must have only one supervisor 3. Flow of Communication 4. Staff and Line Function must be defined

Line Functions are those which have direct responsibility for accomplishing the objectives of the organization or agency. It usually describes the chain of command in a field operation unit or bureau. Staff Functions are those elements of the organization that help the line to work most effectively in accomplishing the primary objectives of the organization. Staff duties encompass only those duties performed by a staff officer who in contrast to a line officer exercises no direct authority over operating unit or line personnel

5. Everyone in the organization knows his job and to whom he reports

Management Tools for Coordination

Clear chain of command and unity of command Chain of command- is the system of relationships between superiors and subordinates through which authority and accountability are connected. Unity of Command- refers to the principle that each subordinate in an organization should be accountable to only one superior. 2. Clear channels of communication and strict adherence to them. 3. Clear specific job descriptions 4. Clear specific goals, objectives and work plans 5. Standard operating procedures for routine tasks 6. An agency regulation book 7. Meeting and roll calls 8. Information bulletins, newsletters and memos
1.

Five Basic Attributes of a Police Supervisor

1. 2.

3.
4.

5.

Knowledge of work Skill in instructing his men or others Knowledge of the responsibilities Skill in improving methods and seeing the areas needing such improvement Skill in working with people

Measuring Police Work Efficiency

Efficiency is securing of maximum results with a minimum effort. In police service, it is using minimum manpower and equipment to attain good results. It is measured through:
1. Crime prevention 3. Crimes committed 5. Convictions obtained 2. Accident Prevention 4. Arrests made 6.Stolen property recovered

Police effectiveness and efficiency

Performance effectiveness

Performance efficiency

High productivity

Functions of Management (PODSCORB)

1. 2. 3. 4. 5.

6.
7.

Planning Organizing Directing Staffing Coordinating Reporting Budgeting

I. PLANNING (Police Parlance)

-

Necessary to insure the accomplishment of objectives and mission An important and never-ending process of administration Commander who ignores it, does so at substantial peril

PLANNING (Police Parlance)

Process of combining all aspects of public safety activity and the anticipation of future problems, the analysis of strategy and the correlation of strategy to deal with situation; Act of determining and formulating policies and guidelines for police operations and providing controls and safeguards for such operations A process of evolving a workable method or procedure for an orderly arrangement of steps for the purpose of facilitating the

accomplishments of a set of goals or objectives

PLANNING (General)

is the process of devising a method or course of action, arranging the means or steps towards the attainment of organizational goals. A method of systematic thinking The mental process of finding adequate solutions to management problems and the preparation of an outline of things to be done and how they will be done to achieve results

Plan
A

documented method by which things should be done A listing of course of action by an individual or groups following a predetermined course of action

Police Planning
An

attempt by administration to allocate resources to meet anticipated service demands

Steps in Planning
1. 2.

3.

4.

5.

Frame or Reference- opinions or ideas of persons who may speak with authority on the subject and views of the police commander, other government officials and other professionals shall be considered; Clarifying the problem calls for identification of the problem, understanding both its record and its possible solution and the need for the plan must be recognized through intensive investigation and analysis. Collecting all pertinent facts no attempt shall be made to develop a plan until all facts relating to it have been gathered. Analyzing the facts After all the data been gathered, a careful analysis and evaluation shall be made and only such facts as may have relevance shall be considered. Developing alternative plans several alternative measures must be developed for logical comparison to the needs of a situation.

Steps in Planning
6. 7. 8.

9.

Selecting the most appropriate alternative a careful consideration of all facts usually leads to the selection of a best of alternative proposals Selling the Plan a plan to be effectively carried out must be accepted by persons concerned at the appropriate level of the plans development Arranging for the execution of the plan the execution of a plan requires the issuance of orders and directives to units and personnel concerned, the establishment of a schedule and the provision of manpower and equipment carrying out the plan; briefings shall be held and assurance shall be received that all involved personnel understood when, how, what is to be done. Evaluating the effectiveness of the plan Plans result must be evaluated, reviewed and modified to allow the use of advancements in technology. This is necessary in order to know whether a correct alternative was chosen, whether or not the plan was correct, which phase was poorly implemented and whether additional planning may be necessary.

Characteristics of Plans
1. Clearly

defined goals or objectives 2. Clarity, simplicity and directness 3. Flexibility 4. Possibility of attainment 5. Provisions for standards of operations 6. Economy

Classification of Planning/Level or Hierarchy of Planning

1. Strategic or Long Range Planning relates to plans which are strategic or long range in application; it determines original goals and strategy - Refers to the process of determining how to pursue the organizations long goal with the resources expected to be available 2. Intermediate or Medium Range Planning relates to plans which determines quantity and quality of efforts and accomplishment. Its application is medium-range durations. 3. Operational or short-range planning refers to the production of plans which determines the schedule of special activity and are applicable from one week to less than a year duration.

Factors Affecting Plan

1. Condition a. political atmosphere b. public opinion c. ideological aspiration d. peace and order e. national community and ethics f. behavior and discipline 2. Time a. time available to establish a plan before putting effort b. time when the plan effects c. time interval that must be provided in the plan

Factors Affecting Plan

3. Resources Available (manpower, money, time, place, materials) 4. Skills and attitude of operators/management 5. Social and political environment 6. Physical facilities 7. Collection and analysis of data

Advantage in Planning
1. 2. 3.

Competition Relief from Pressure Coordination

Responsibility in Planning
Broad policy planning shall be the responsibility of the PNP Director General. The Commander at each level or command, however, shall be responsible for establishing internal operations; policies to achieve the objectives and missions of the PNP in his particular unit.

Types of Plans
Policy or Procedural Plans these are standard operating procedures that guide members in the field and routine operations and in some special operations a. Field Procedures Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field. Procedures that relate to reporting, dispatching raids, stopping suspicious persons, receiving complaint, touring beat and investigation of crimes. b. Headquarters Procedures- Office procedures in transmitting communication, collection of information, reporting, requests, community service and etc. c. Special Operating Procedures- in the collection of evidence or the Scene of the Crime Operation, traffic accident investigation, control of firearms and ammunitions, education and information dissemination on drug abuse, wanted persons, missing persons and the like. (Organizing, Staffing, Training, Directing, Equipment, Public Information, Coordinating, Reporting)
1.

Types of Plans
2. Tactical Plans Procedures for coping with specific situations at known locations. Included in this category are plans dealing with an attack against the PNP police headquarters against lawless elements. 3. Operational Plans- pertains to plans of divisions. Includes Patrol division, Investigation Division, Traffic Control Division, Vice Control Division and Juvenile Control Division 4. Extra-departmental Plans-Plans designed to guide the organization of the community to assist in accomplishing the police objectives in the field of juvenile delinquency prevention, traffic control and organized crimes. It will assist in coordinating community effort in promoting public support and in combating organized crimes. 5. Management Plans- includes budget planning; accounting procedures; specifications; personnel; organization a. Budget Planning present and future money needs for personnel b. Accounting Procedures expenditures resorts shall be provided to assist in making administrative

II. ORGANIZING
It involves the allocation and determination of men and women as well as the resources of an organization to achieve pre-determined objectives and goals of the organization. The process of allocating authority; responsibility and accountability to people, as well as establishment of channels of inter-group communication in order to secure coordination and efficiency

II. ORGANIZING
Two villains in the waste of manpower in the organization: 1. Doing unnecessary work 2. Doing necessary work inefficiently

III. DIRECTING
The giving of authoritative instructions, orders or commands to working men, relative to specific actions, procedures or activities which are to be performed in a particular manner or times.

IV. STAFFING
The task of providing competent men to do the job and selecting the right man for the job. It involves good selection and the processing of reliable and well trained personnel.

V. CONTROLLING
Involves the evaluation of checking and measurement of work performance and comparing it with planned goals, as well as making the necessary corrective actions so that work is accomplished as planned. It aims at making sure that objectives and policies of the organization are carried out according to the approved plan, organizational needs and orders which have been issued.

VI. REPORTING
The making of detailed accounts of activities, work progress, investigations, and unusual occurrences in order to keep everyone informed of whats going on.

VII. BUDGETING
The total coordinating and operating financial factors.