1

Character Formation 2
Leadership, Decision Making, Management and
Administration

CFLM 322

Mae Ann B. Asuna

2021

UNIVERSITY OF SOUTHERN MINDANAO

Kabacan, Cotabato

CHAPTER 1
UNDERSTANDING SELF-LEADERSHIP

Aims and Learning outcomes:

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That students can:

1. Understand the idea of self-leadership and appreciate the important role it
plays in the success of an organization.
2. Discuss appropriately the development of self-leadership
3. Discern and demonstrate the simple ways of leading one self.

Most leadership experts often quote “leadership is self-governance,” which

simply means an individual must lead himself first before he can lead others. One
must have the ability to deliberately control his own thoughts and actions to attain his
personal goals or the goals of the organization he leads. (Caballero & Barrican,
2021)

Significance of Self-Leadership

Self-leadership is the first stage of leadership level. Self-leadership is of great

importance to the staff, whether managers or ordinary subordinates.
1. Self-leadership allows leaders or senior officers, who undergo very little or no
supervision, to prepare and set targets on their own, as well as to control their own
self to execute such plans.
2. For lower-level employees or subordinates, who cannot always be sure of the kind
of governance or leaders they may face in their careers, self-management enables
them to become effective and efficient workers under any leadership they may
encounter, be it laissez faire, free-rule, democratic or autocratic.
3. Self-leadership helps make individual decision-makers proactive, focused and
autonomous. People who do not have a strong sense of self-leadership tend to feel
that they are not in control of themselves, frequently lose concentration and easily
get frustrated.

Thus, the effectiveness of organizational objectives accomplishment depends

on the self-leadership of both superior and subordinates.

Development of Self-Leadership

Leadership is not an inborn trait, to become a leader it is developed through

learning and training with a sincere interest. The following are the ways of
developing self-leadership:

1. Clarity of Purpose
This means that each entity must have vision and be able to set it up. Being
your own leader, your purpose or vision will be the foundation upon which you will
build self-leadership.
2. Aim at Success and Take Reasonable Risks

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Risk-taking is a necessary part of life. Challenge yourself to take on

challenging assignments. Do not deter yourself or others from past failures rather
concentrate on success. However, risks which are applicable to your intent should
be fairly measured.

3. Spend Time to Reflect on Your Life

Reflections can also mean letting others make an objective evaluation of you.
Taking some time off to think about life. Compare experience of current and present
and hopes of the future. You can never notice those small defects until you pause to
examine yourself.
4. Don’t Tolerate Just Anything
You should not risk your dream. You should learn to be intolerant to any
suggestions or ideas that don’t suit your vision. It involves not tolerating negative
factors such as laziness, anxiety and many others in your future.

SIMPLE WAYS TO LEAD YOURSELF

1. Know your values and stick to them

The one with real values and ethics are the most trustworthy leaders. Find
ideals that reverberate with your philosophy, temperament, and creeds to become an
effective leader. Make sure that you know what type of leader you want to become.
Personal beliefs in leadership, core values, and the implementation of those values
helps leaders become successful.

2. Move towards Purpose

You can’t be a leader unless you have a clear intention to help you through
the dark times. As a leader, you can inspire, guide, and encourage your
subordinates to achieve larger objectives. If you have a clear purpose, then you can
make sure the team is aligned with a common purpose.

3. Keep improving yourself

Great leaders are working hard to improve, expand and evolve into better
versions of them. Whether you’ve just started leading or you’ve been a veteran in
your place, make it a point to learn something new by going back home.

4. Make Mistakes but never make the same mistake twice

The only thing that sets a leader different from a great leader is that he never
makes the same mistake twice. Note also that on the back of disappointment always
come the greatest successes. Trying new stuff, and doing things that challenge your
comfort zone, is important.

5. Lead by Example
None is easier than leading from the front. Not only is it a brave thing to do
but it is a very leading thing. Perhaps that’s why they all find it toughest. The only
thing that can turn you into a leader is when you begin to act like one.

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Influence or Influenced

If you influence others and provide direction and guidance, then you lead
them. Leader must influence and should be influenced. Everyone can influence
somebody either for the good or for bad. Even the shyest person can influence at
least 10,000 people in his or her lifetime. While it is up to everyone to determine how
to use this leverage, this only means that anybody can be a leader. A person to be
called a leader should have followers for him. He has to direct his people to
something which will bring goodness, not harm. Just as a good leader should, it only
takes skill, knowledge and compassion for an individual to harness influence.

Furthermore, if a person refuses to use this power at all and does not take a
personal stance on issues, he or she can easily be convinced and the person would
most likely end up being influenced as the one. When it comes to this, it seems that
there are only two alternatives-to be the influencer or the one affected.

CHAPTER 2
ORGANIZATIONAL LEADERSHIP

Aims and Learning outcomes:

That students can:
1. Understand the concept of Leadership
2. Identify the Four Primary Factors of Leadership
3. Differentiate leader versus the manager

CONCEPT OF LEADERSHIP

 KEITH DAVIS defines LEADERSHIP as “the ability to persuade others to

seek defined goals enthusiastically”.
 GARY YUKL defines LEADERSHIP as an influence process whereby
intentional influence is exerted by the leader over the followers. It implies that
there is an observable difference between those who lead and those who can
content to follow.
 ARTHUR PEEL defines LEADERSHIP as “the art of imposing one’s will upon
others in such a manner as to command their respect, their confidence, and
their wholehearted cooperation.
Leadership is the practice of driving people to achieve goals. This plays an
important role in success and efficiency of subordinates. It’s a process whereby
an individual influences others and guides the organization in a manner that
makes it more cohesive and coherent. (Kruse, K. 2013).

FOUR PRIMARY FACTORS OF LEADERSHIP

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(U.S. Army, 1983)

1. Leader
An individual appointed as a leader must understand himself honestly, what
he knows and what he can do. Take note that it is the follower that decide whether
the leader is successful, not the leader or anyone else. To be successful you have to
persuade your followers that you are worthy of being followed, not yourself or your
superiors.
2. Followers
Different people expect different leadership styles. An individual without
motivation needs a different level of approach than one with a high motivation level.
The basic starting point is to have a clear understanding of human nature such as
needs, feelings and motivation. You have to come to learn the know and do qualities
of your people.
3. Communication
Being a leader, you lead by bidirectional communication. A great deal of that
is nonverbal. For example, when you “set an example”, that shows your people you
wouldn’t want to do. What and how you interact either strengthens or destroys your
relationship with your followers.
4. Situation
Every situation is different. Everything you do in one situation isn’t
automatically going to work in another. You have to use your discretion to determine
the best course of action and the style of leadership needed for each situation.

THE LEADER AND ITS ROLES

A leader sets the company or organization a specific vision, motivates

employees, guide workers through the cycle of work, and creates morale. They’re
made good leaders not born. You will become a successful leader if you have the
will and willpower. Good leaders grow through a cycle of self-study, education,
training, and experience that never ends. (Jago, 1982).

LEADER vs. MANAGER

Although your role as a manager or supervisor gives you the authority to

accomplish certain tasks and objectives within the organization (Assigned
Leadership), this power does not make you a leader, it simply makes you a boss.
Leadership differs in that it makes the followers want to achieve high goals
(Emerging Leadership), rather than simply ordering people around (Rowe, 2007).
Thus, by your position you get Assigned Leadership and you display Emergent
Leadership by influencing people to do great things.

MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP

(Lamb, McKee, 2004)

1. Trust and Confidence

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2. Effective Communication
 Helping employees understand the overall business strategy of the
organization
 Helping workers understand how they help achieve the organizational goals.
 Sharing information with workers on how the organization is doing and how its
own group of employees is doing.

Leaders need to be trustworthy and be able to convey a vision of where the

organization needs to go.

LEADERSHIP PRINCIPLES:

 Know Yourself and Seek Self- Improvement

 Be Technically and Tactically proficient
 Seek and Take Responsibility for your Actions
 Make Sound and Timely Decisions
 Set as an example
 Know your people and Look for their Welfare
 Keep your subordinate informed
 Ensure that tasks are understood, supervised, and accomplished.
 Train as a Team
 Employ your Command in Accordance with its Capabilities

MODELS, FORMS AND APPROACHES TO LEADERSHIP:

Classical view of Leadership
 Leaders tend to be identified by the position. They are part of the hierarchy.
 Leaders become the focus for answers and solutions.
We look to them when we don’t know what to do, or when we can’t be
bothered to work things out for ourselves.
 They give direction and have a vision
 They have special qualities setting them apart. These help to create the gap
between leaders and followers.

FORMAL AND INFORMAL LEADERSHIP:

Formal Leadership is the process of exercising influence from a position of formal
authority in an organization while Informal Leadership is the process of exercising
influence through special skills or resources that meet the needs of other persons.

5 TYPES OF LEADERSHIP SYLES

1. Laissez-Faire Leadership

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This is a French word that translates to “leave it be” which sumps up this
hands-off leadership approach.
Laissez-faire leaders have the tools and services required to do so. But then they
step back and let their team members make decisions, solve problems and get their
work done without having to worry about their every move being obsessively
watched by the leader.
2. Transactional Leadership
This strategy is strongly disciplinary, and is often called leadership style of
“telling”. The leaders gives instructions to the members of his team and then uses
various incentives and punishment to either appreciate or punish what they do in
response. Leader’s gives praise for a job well done or for a group member to perform
a department-wide mission hated because they missed a deadline.
3. Transformational Leadership
With this style of leadership, by empowering their workers to change, leaders
are trying to enhance or transform the individual or group into which they lead. Such
leaders are working at making changes and finding new ways to get things done.
And as a result, by their ideas or insights into how something should be improved or
adjusted for their own work, they encourage and motivate others. Under
transformational leaders, people have plenty of flexibility, as well as plenty of
breathing space to innovate and think outside the box.
4. Democratic Leadership
This type of leadership is also called “participatory leadership”. Members
manage organizations as well, a democracy.
Democratic leaders respect other people’s ideas and feedback, and encourage
discussion of those inputs. They don’t carry orders from above, but take a much
more inclusive approach to doing things.

5. Autocratic Leadership

On the contrary to democratic leadership there is autocratic leadership.

Autocratic leaders see themselves as having absolute power and making decisions
on their subordinate’s behalf. They decide not just what needs to be done, but how
to accomplish certain tasks too.

THE SIX POINTS OF LEADERSHIP POWER

Power refers to the ability of person has to control another’s actions such that
he or she behaves according to his or her wishes. Such power is a capacity potential
as it means a potential that does not need to be realized in order to be effective. That
is, there may be a power but it doesn’t need to be used to be successful.

The strength of leadership is much more than the use of force. Leadership
encourages others to genuinely want to attain goal, while dominance drives others to

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attain a target. A superior police officer for example, has certain powers over enlisted
personnel but that power does not need to be used to be successful.

Below are French, Raven’s (1959), Six Points of Leader Power.

1. Coercive Power – Power that is based of fear.

A person with coercive power can make things hard for humans. Employees
who work under a coercive boss are unlikely to commit themselves, and more likely
to resist the manager.

2. Reward Power – Compliance achieved on the basis of ability to distribute rewards

which others find important. It might give people special benefits or incentives.
Trading favors with him or her might seem beneficial.

3. Legitimate Power – The power a person receives in an organization’s formal

hierarchy as a consequence of his or her role.
The person has the right to expect you to comply with valid demands, given his or
her status and your job responsibilities.

4. Expert Power – Influence based on special skills or knowledge.

Experience and knowledge give the person respect. Expert influence is the most
firmly and regularly connected to productive output of subordinates.

5. Referent Power – Influence based on individual or desirable possession of wealth

or personal traits. Sometimes this is seen as beauty, elegance, or appreciation.

6. Informational Power – Providing information to other which leads to thinking or

acting in a new way.

CHAPTER 3
UNDERSTANDING MANAGEMENT

Aims and Learning outcomes:

That students can:
1. Comprehensively define what management is.
2. Discuss the Elements of Scientific Management
3. Know the principles of good management

MANAGEMENT

- pertains to the utilization of available resources in an organization.

It is a set of principles relating to the roles of planning, coordinating, directing and
regulating. The implementation of those principles in the efficient and effective use of

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physical, financial, human, and information capital to achieve organizational

objectives.

Management as a Process

Management as a process began with the sole purpose of attaining an

objective. Further, it is specifically done in order to:

The purpose are:

 Rise client’s satisfaction with the services the company provides.
 Develop personnel experience, abilities and capacity, or
 Accomplish a particular goals

Management as a Discipline

Management is considered a discipline because it includes learning 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 course,
numerous institutes and universities around the world.

Management as an Art

Management is also known to be an art, because it both share similar

characteristics. Art is a structured body of knowledge that requires imagination and
expertise. An artist often needs constant practice in order to become faultless to
achieve a degree of perfection which is considered acceptable.

The same true of management, learning the values and philosophies of

management is not enough. One requires the skills and imagination required to
make use of the information learned to produce positive results. As with art, two or
more manager can learn the same thing, but because of their skill and creativity, the
result generated could be different.

Elements of Management
1. Authority - which comes from law tradition and delegation.
2. Responsibility - which is the state of being accountable

Scientific Management
 It is a type of management which is characterized and guided by scientific
approaches to the solution of managerial problems in business and industry.
 Scientific management aims to discover what particular management
procedure is applicable in a given situation by carefully examining the job,

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determining what is to be accomplished and then designing the tools and

methods to accomplish the task.

Elements of Scientific Management

1. Definition of purpose - know what is to be done.
2. Plan carefully- observe arrangement and sequence of work to accomplish
the task in logical order.
3. Analyze your problem- break it into details and consider them, don’t
overlook some of them.
4. Seek first the facts- obtain the desirable elements.
5. Devise the best method- conserve energy, time, space and material
6. Find the person best fitted for the tasked at hand.
7. Teach the person the best fitted method
8. Win cooperation, it cannot be demanded, it must be won.

Principles of Good Management

1. Establish a simple and concise understanding of work to be done
2. Determine the exact manner and conditions under which the work will be
performed.
3. Assign specific work to each employee and delegate to him
commensurate authority for its performance
4. Let each employee know exactly his organizational relationship to others
in the organization
5. Inform each employee what he is to do and the manner in which is to be
done.
6. Encourage each employee’s best efforts by means of positive leadership,
praising when deserved, displaying fairness, and firmness in dealings and
helping each employees to help himself.
7. Develop for each task a statement of results that will be accepted as
satisfactory, and make this information known to management and non-
management members alike.
8. Check each employee’s actual performance with the expected results and
if necessary, take corrective action.

The Manager
A manager is a person in the organization who directs the activities of others.
They perform their work at different levels and they are called by different names:
1. The First Line Managers – They are usually called supervisors or in a
manufacturing they may be called foremen
2. The Middle Level Managers – These comprise all management levels
between the organization’s supervisory level and top level. Such managers

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may be called functional managers, heads of plants, and managers of

projects.
3. The Top Managers – They are the ones responsible for making
organizational decisions and setting policies and strategies which affect all
aspects of the organization. Such individuals may be named vice-president,
managing director, chief executive officer or board chairman etc.

Three Essential Skills or Competencies of the Manager

(by: Robert L. Katz)

1. Technical Skills
Managers must be able to work with the resources, equipment, strategies,
procedures or the technical skills. First line executives as well as many middle
managers have been active in the activities of the organization’s technical aspects.
2. Human Skills
Managers must have the ability to work well with other people both individually and
in a group. The managers must have interpersonal skills because he gets the best
out of the people that work with him.
3. Conceptual Skills
Managers need to be able to integrate and organize the different activities.
Managers must be able to think the abstract ideas and contextualize them.
Conceptual competencies are important in decision-making.

Qualities of a Good Manager

Since the manager makes decisions for each type of activity and his decisions
affect an organization’s work, he should have the following attributes to do his/her
job properly.
1. Educational Competence
2. Intellectual Competence
3. Technical knowledge and skills
4. Tact and good judgment
5. Resourcefulness and Ingenuity
6. Systematized methods of handling routine work
7. Thorough understanding of the term “service”
8. Leadership Ability

Role of Manager in an Organization

The role of a manager is very critical within an organization. An organization’s
success will depend on the manager’s ability in using the resources to achieve
organizational objectives.
Important roles of a Manager
As a Leader

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a) Defining various people’s activities and goals within the organization.

b) Helps at the work-group to create the right type of atmosphere and
homogeneity.
c) The group’s actions and performance led by him are influenced.
As a Coordinator
a) Bring together various resources, both physical and human for the
achievement or organizational objectives.
b) Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
c) With the aid of effective communication, better plan events and programs.
As Delegator of Authority
a) Assign duties to the subordinates that he trusted, and delegate the authority
necessary. If they do any work independently, the subordinates may gain
confidence and be prepared for higher responsibilities.
b) Encourage employees to take up appropriate work according to their skills
and knowledge and train for the next line of executives.
c) Create proper communication system so that subordinates are able to get
regular guidance and response for the activities taken up by them.
As a Decision Maker
After addressing various aspects of the problem, taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the correct
one.
Take note:
A decision which is made at the right time will yield good results. In its
decision a manager must create consistency, firmness and conviction. A manager
who constantly changes his decisions will leave his subordinates in doubt.
As a spokesman of the Organization
a) Acts as the organization’s spokesman
b) He works with outsiders and provides them with the required information they
need.
c) Maintain good relationships with all stakeholders including shareholders,
employees, customers, governments, etc.
d) Help to create a strong organization’s reputation not only among clients but
also among outsiders.

A manager should have an understanding of the principles of public

understanding and the advantages of keeping the public informed while
performing the role of a spokesman.

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CHAPTER 4

Aims and Learning outcomes:

That students can:
1. Discuss the concepts of Decision-making
2. Identify the nine (9) characteristics of a good decision
3. Comprehend the four styles of decision-making

DECISION - MAKING CONCEPTS

 Decision making is a critical skill for effective management and leadership.
Some people are just not suited to leadership roles because of their lack of ability to make
decisions.
Decision-making can be seen as a problem-solving process that generates a
solution that is considered to be ideal, or at least acceptable. Consequently, it is a
mechanism that can be more or less logical or irrational and based on overt or
implicit knowledge and beliefs. In dynamic decision-making processes, implicit
information is often used to fill holes (Brockmann, 2016). Typically, all implicit and
explicit of these forms of information are used together in the decision-making
process.

A significant part of decision-making involves evaluating a finite range of

alternatives that are defined in terms of evaluative criteria. So the challenge would
be to rate these alternatives in terms of how appealing they are to the decision-
maker while considering all the criteria at the same time. Another objective may be to
find the best alternative or to assess the relative overall value of each alternative
when all the parameters are simultaneously considered.

Characteristics of Decision-Making
(Monahan, 2000).

a) Objectives have to be set first

b) Requirements must be graded and placed in order of importance
c) We need to build alternate acts
d) The alternatives must be measured against all targets
e) Tentative decision is the option which can be accomplish all the objective
f) The tentative decision is evaluated for more possible consequences.
g) Decisive action is taken and further action is taken to avoid any negative
effects from being issues and to continue all processes all over again.
h) There are usually followed steps leading to a decision model that could be
used to assess an optimal production schedule.

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THE NINE (9) CHARACTERISTICS OF A GOOD DECISION

If you don’t know how to handle tension or if the results are less than optimal,
decision-making can be the single-greatest weight on your shoulders. So, how do
you know what makes a strong decision? Here are the nine attributes of a positive
decision.
1) Decisions positively impact others.
2) Decisions are replicable
3) Decisions foster opportunity. (Empowers others to act)
4) Decisions include others.
5) Decisions are executable
6) Decisions is systematic
7) Decisions are accountable
8) Decisions are pragmatic
9) Decisions involve self-awareness.

Decision-Making Techniques
Decision-making techniques can be separated into two broad categories:

1. Group Decision-Making Techniques

Also known as “Collaborative Decision-Making”, is a situation faced when
individuals collectively make a choice from alternatives before them. The decision
is then no longer attributable to any single individual who is a member of the
group. This is because the result applies to certain systems of individuals and
social classes such as social power. Community decisions often vary from those
taken by individuals. t is typical that decisions made by groups differ from those made by
individuals.
 It is typical that decisions made by groups differ from those made by individuals.  
However, there is no clear indication that the group decisions are consistently better
(or worse) than individual decisions. Also, collaborative decisions are apparently
linked to group behaviors, interactions between members, role distribution, and
psychological factors that can affect people's thinking.

Collaborative decision taking in workplace environments is one of the most

effective models for creating buy-in from other stakeholders, building trust and
promoting innovation. In keeping with the concept of cooperation, collective
decisions made by a single person. In this way, such collective agreements have
the ability to deliver better net output results than individuals working alone
(Larson, 2010).

2. Individual Decision-Making
In general, a person takes prompt decisions. When in a group, keeping any
one person responsible for a wrong decision is not easy. Human decision taking
usually saves time, resources, and energy as individuals make timely and rational
choices.

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Decision Making Approaches

We make the majority of the decisions, as individuals. It is important to look at

the approaches that we follow in our individual decision-making in the effort to take
more successful decisions.

As the outcomes of the decisions are not clear, it is necessary to concentrate

on how a decision is made to increase the consistency of the decision. By looking at
the approaches to decision-making, we aim to highlight certain potential for change
that can be accomplished regardless of a particular decision strategy.

There are a variety of ways to describe decision-making methods, but we will

find three broad groupings for our purposes. For certain cases, we all prefer to take
actions at one time or another using all of the methods.
Think about which approach will better describe how you make most of your choices,
or prefer making your choices.

1. Rational or Analytical Approach

 Exemplified by systematic decision-making
 Defines upfront success factors
 Looks for details and objectively explores how each solution meets each
success factor.
 Decision-making is organized and decisions can be taken under the
assumption of the desired solutions except for major unforeseeable or
unpredictable incidents.
 Consideration of the implications of the final decision.
2. Intuitive Decision Making Approach
 Relying on emotions and feelings
 Careful planning is not possible or not desired
 People will point to a “gut feeling” or “hunch” as the cause for a choice,
reflecting that explanation is not accessible through conscious thought.
3. Random or Chance Approach
 In this approach a decision is made on impulse, without thought.
 Flipping a coin or using a “decision wheel” would be representative of
employing this approach
 It is sometimes considered a dependent style because this approach can
promote denial responsibility.

DECISION MAKING MODELS IN CRIMINAL JUSTICE

For criminal justice, decision-making requires more than studying the rules
and applying them to individual cases. Decisions are based on discretion, that is, the
exercise of human judgment in order to make decisions about alternative courses of
action.

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Professionals in criminal justice have little time to make important decisions

which may be the difference between life and death. While there is no decision-
making process that is fool proof, training, conditioning, and practice among criminal
justice leadership can help these professionals react more rationally and strategically
in the heat of the moment.

DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE

PROFESSSIONALS

Events of over-exposure, which are characterized as unpredictable, erratic,

volatile and under conditions of high stress, impair the capacity of a criminal justice
professional to make a reasonable, rational decision. Criminal justice practitioners
will experience a lag period in their decision-making skills during these events. Many
obstacles called psychological prisons may also have a negative impact on the
willingness of a police officer to take decisions.

The Consequences of Making the Wrong Decision

i. Loss of life
ii. Departmental or jurisdictional administrative costs
iii. Negative media attention and public opinion
iv. Demotion in position and/ or loss of job
v. Post-traumatic stress disorder (PTSD), family problems and other
psychological concerns.

Due to the aforementioned consequences, it is important that criminal justice

leadership provide the training needed to make reliable, ethical decisions in all
circumstances.

Decision making styles in Management and Administration

Many people believe that decision-making is not a rational option but a

product of personality. With that, leaders must understand that personality cannot
stand in the way of critical decision making. Good leaders will adapt their decision-
making strategy to match the demands of various circumstance.

FOUR STYLES OF DECISION-MAKING

1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation
based on what they already know. Decision-makers in the directive are very rational
and have little tolerance for uncertainty. Instead of going to others for more detail,
their decisions are rooted in their own intelligence, experience, and reasoning. The
upside to this style is that decision-making is fast, ownership is transparent, and no
extra communication is needed. Often, however, directive decisions can be taken
impulsively, without all the necessary details.

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- When to use Directive Decision-Making?

In situations characterized by continuity, repeated patterns, and predictable events,
this style of decision-making is fine. For situations where there and is a
straightforward and unchallenged cause-and-effect relationship, reserve guideline
decisions; in other words, a correct response exists and is collectively understood.

2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision- makers analyze a lot of details.
Analytic leaders, for example, rely on direct observation, data, and facts to back their
decisions. Like decision-makers in the guideline, however, an analytic decision
maker may seek information and advice from others to affirm or refute their own
expertise. These decision-makers have a high degree of uncertainty tolerance and
are extremely adaptable but they prefer to monitor certain aspects of the decision
process. This style is a well-rounded decision-making strategy that can be time-
consuming.

- When to use Analytic Decision-Making?

In situations where there may be more than one right answer, analytical decisions
are helpful. Use this decision-making style to solve issues where the relationship
between cause and effect is discoverable but not immediately apparent. You use this
approach mainly to evaluate multiple options or approaches and to use fact-based
management to direct effective action.

3. CONCEPTUAL DECISION-MAKING
Compared with the guideline or empirical approaches, the relational decision-
making process takes a more collaborative approach. Conceptual decision-makers
promote innovative thinking and teamwork and take a wide variety of viewpoints into
consideration. These decision-makers are based on success and want to look well
into the future when it comes to making critical decisions.

- When to use Conceptual Decision-Making?

Apply logical decision taking to issues involving several conflicting ideas. This
decision style is ideally suited to circumstances that are marked by unpredictability
and tailored to creative and inventive approaches. You see no immediate solution in
these situations but trends emerge over time. The use of a conceptual decision-
making style accounts for long term planning and the unknown variables.

4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well.
Like the conceptual method, behavioral decision-is group-oriented; however, the
community is given the choices available to them, rather than brainstorming
alternative solutions. From there the community will discuss each choice’s pros and
cons. This decision-making method takes into account several different viewpoints
and views in the process.

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- When to use Behavioral Decision-Making?

The behavioral style requires proactive communication, as with conceptual decision-
making. This styles takes a more introspective approach by discussing solutions that
have worked in the past, rather than attempting to disclose new patterns.

DECISION-MAKING MODELS

Based on the perspective the researcher takes on the role that culture plays in
decision-making, one of the following models is used to think about and forecast
behavioral trends in decision-making in a given community.

1. The Universal Model – Typically, the scientist who use this model believe there is
only a small difference in how people from different cultures make their choices. The
findings obtained from one party are usually related to humans.

2. The Dispositional Model – The adherents of the dispositional view recognize

that decision-making differences are cross-cultural and support the cause of cross-
cultural study. They assume that the variations found in the studies reflect the
omnipresence of cultural inclinations in individual minds, and are expected to appear
in all situations and situational contexts.

3. The Dynamic Model – Adherents of this view often consider cross-cultural

variations. They view cultural knowledge not as a monolithic construct that is
continuously present, but as a collection of discrete knowledge that is operational as
a function of the situation. We also promote the development and testing of complex
models reflecting the processes by which culture influences decision-makers.

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CHAPTER 5
UNDERSTANDING ADMINISTRATION

Aims and Learning outcomes:

That students can:
1. Discuss the Police Productivity and Managerial Performance
2. Understand the Police Management Processes
3. Discuss the difference between Administration and Management

Introduction: - AQUINO

Administration refers to the actions which are concerned with coordinating

and managing an organization or organization’s work. There are many forms of
administration such as in government, charities, etc.
“Administration” is the performance of tasks needed to operate an agency for
general purposes. It can have a function of course, or of policy. For example, as
companies change their plan, it is the duty of administrative personnel to make the
appropriate communication to end the previous policy and begin enforcing the new
direction.
Administration is essential to ensure important to ensure that all departments
within the organization work effectively. It is the link between the managers and the
workers. This provides the workforce the inspiration and helps them understand the
organization’s goals.
The Basic Functions of Administration
a. Planning
b. Organizing
c. Directing
d. Planning
What makes a Good Administrator? - BORDADO
To be a good administrator, a person must be:
a. Deadline-driven and possess a high level of organization
b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate
c. Capable of planning and have the ability to think strategically
d. An excellent communicator, both in person and in writing

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e. Always looking for opportunities to improve productivity in the organization

Three Basic Developable skills of Administrator
It is assumed here that an administrator is one who:
a. Directs the activities of other persons and
b. Undertakes the responsibility for achieving certain objectives through these
efforts.
Within this definition, successful administration appears to rest on three basic
skills, which we call:
1. Technical skill
2. Human skill, and
3. Conceptual

POLICE ADMINISTRATION AND MANAGEMENT CONCEPTS – SANTOS

The setting below shows the management is related with administration in an
organizational environment.
Management pertains to the utilization of available resources in an organization
while administration refers to the process used. The organization with management
and administration is directed towards the achievement of goals and objectives.
Goals are broad statements of general and long-term organizational purposes often
used 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.
Both goals and objectives are important because they help to identify the
expectations of what the police are doing and how productively (efficient and
effective) they perform.

Police Productivity and Managerial Performance –

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.
ALEJANDRO
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. This 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.

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 Police Efficiency, which measures how well resources are being utilized.

Performance Effectiveness + Performance Efficiency = High Productivity

The formula illustrates that one outcome is not enough; achieving high
productivity requires both performance effectiveness and efficiency.

POLICE MANAGEMENT PROCESSES

The management process involves Planning, Organizing, Leading Staffing
and Controlling, the use of organizational resources to achieve high performance
results.
1. Planning – is the process of setting performance objectives and identifying the
actions needed to accomplish them.
2. Organizing – is the process of dividing the work to be done and coordinating
results to achieve a desired purpose.
3. Leading – is the process of directing and coordinating the work efforts of other
people to help them accomplish important task.
4. Controlling – is the process of monitoring performance, comparing results to
objectives and taking corrective action as necessary.

Police Managerial Activities and Roles – DE JESUS

Interpersonal Roles – working directly with other people
 Figurehead - hosting and attending official ceremonies
 Leadership - creating enthusiasm and serving people’s needs
 Liaison - maintaining contacts with important people and groups.
Informational Roles – exchange information with other people
 Monitor- seeking out relevant information
 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people
 Entrepreneur- seeking problems to solve and opportunities to explore
 Disturbance Handler – helping to resolve conflicts
 Resource Allocator- allocating resources to various uses
 Negotiator- negotiating with other parties

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Henri Fayol (1841-1945) – In his most influential work “Industrial and General
Management”, 14 principles of efficient management was identified.
1. Division of work – work specialization can increase efficiency with the
same amount of effort
2. Authority and Responsibility- authority includes the right to command and
the power to require obedience; one cannot have authority without
responsibility.
3. Discipline – Discipline is necessary for an organization to function
effectively, however, the state of the disciplinary process depends upon
the quality of its leaders.
PATOBO
4. Unity of command- employee should receive orders from one superior
only.
5. Unity of Direction- there should be one manager and one plan for a group
of activities that have the same objective.
6. Division of work – work specialization can increase efficiency with the
same amount of effort
7. Authority and Responsibility- authority includes the right to command and
the power to require obedience; one cannot have authority without
responsibility.
8. Discipline – Discipline is necessary for an organization to function
effectively, however, the state of the disciplinary process depends upon
the quality of its leaders.
9. Unity of command- employee should receive orders from one superior
only.
10. Unity of Direction- there should be one manager and one plan for a group
of activities that have the same objective.
11. Stability of personnel tenure- an employee needs time to adjust a new job
and reach a point of satisfactory performance; high turnover should be
avoided.
12. Initiative – the ability to conceive and execute a plan (through initiative and
freedom) should be encouraged and developed throughout all levels of the
organization.
13. Espirit de Corps – “union” Unity is strength; Harmony and teamwork are
essential to effective organizations.

MAIDO
Gulick and Urwick (1920-1937) - Pioneers of “The Science of Administration”
(1937). In this book, they have described the major functions of administration using
the acronym POSDCRB.
1. Planning – working out in broad outline the things that need to be done and the
methods for doing them to accomplish the purpose set for the enterprise.

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2. Organizing – establishment of the formal structure of authority through which

work subdivisions are arranged, defined, and coordinated for the define objective.
3. Staffing – personnel function of bringing in and out training the staff and
maintaining the staff the favorable conditions of work. Filling the organization with the
right people and right position.
4. Directing – task of making decisions and embodying them in specific and general
orders and instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of the work .
6. Reporting – is keeping those to whom the executive is responsible informed as to
what is going on, which thus includes keeping himself and his subordinates informed
through records research and inspection.
7. Budgeting – with all that goes of budgeting in the form of fiscal planning,
accounting, and control

Difference between Administration and Management

SANTOS

ADMINISTRATION MANAGEMENT
Is an act of administering the whole Is a systematic way of managing people and
organization by a group of people. things within the organization
Administration is a high-level activity. Is an activity of business and functional level
Policy formulation is performed by the Focuses on policy implementation
administration.
Administration takes all the important Management makes decisions under the
decisions of the organization. boundaries set by the administration
Administration role is decisive in nature. Management plays an executive role in the
organization
Administration is concerned with framing Management is all about plans and actions
policies and setting objectives.
Administrator is responsible for the The manager looks after the management of
administration of the organization. the organization
Administration focuses on making the best Management focuses on managing people and
possible utilization of the organization’s their work.
resources.

CHAPTER 6
HUMAN RELATIONS APPROACH

Aims and Learning outcomes:

That students can:
1. Discuss the Human Relations Approach
2. Discuss the Contemporary Approach
3. Understand the motivation theories

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Human Relations Approach Theories:

Elton Mayo (The Hawthorne study)
The results of Hawthorne experiment contradicted the traditional views of
management emphasized by the classical theorists and led to the behavioral
approach emphasizing concern for workers. The study suggests that when special
attention is paid to employees by management, productivity is likely increase
regardless of changes in working conditions. This phenomenon was labelled the
“Hawthorne effect”.
BEHAVIORAL SCIENCE APPROACH
In order to be classified as behavioral science, a field must:
 Deal with human behavior
 Study its subject matter in scientific manner
The behavioral science approach utilizes scientific method as the foundation for
testing and developing theories about human behavior in organizations that can
be used to guide and develop managerial policies and practices.
Contributors to this approach are:
1. Abraham Maslow (Maslow’s hierarchy of needs theory)
2. D. McGregor (McGregor’s Theory X and Y)

Theory X assumes that people have little ambition, dislike work, and must be
coerced in order to perform satisfactorily. Theory Y assumes that people do not
inherently dislike work and if properly rewarded, especially satisfying esteem and
self-actualization needs, will perform well on the job

Theory X Assumptions

 The average person inherently dislikes work and will try to avoid it.
 Most people must be coerced, controlled, directed, and threatened with punishment to
get them to work towards organizational goals.
 The averages person prefers to be directed, wants to avoid responsibility, has relatively
little ambition, and seeks security above all.

Theory Y Assumptions

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 Work, whether physical or mental, is as natural as play or rest, and most people do not
inherently dislike it.
 External control and threat of punishment are not the only means of bringing about effort
toward organizational goals, people will exercise self-direction and self-control when they
are committed.
 Commitment to goals is a function of the rewards made available.
 An average person learns, under proper conditions, not only to accept but to seek
responsibility

Theory X and Y: Importance to the Police Manager

Police managers who believe in theory X will set up strict controls and attempt
to motivate workers strictly through economic incentives. Employees are most likely
to respond in an immature manner that reinforces the manager’s assumption.

By contrast, police managers who believe in theory Y will treat employees in a

mature way by minimizing controls, encouraging creativity and innovation and
attempt to make work more satisfying high order needs.

Extensive researchers (like those of Likert, 1967) has concluded that

managerial system should shift to Theory Y assumptions to make better of human
resources and enhance both the effectiveness and efficiency of organizations. This
approach help managers to develop a broader perspective on workers and the work
environment, especially regarding alternative ways of interacting with police officers
and of recognizing the potential impact of higher level needs in job performance.

CONTEMPORARY APPROACH

This is the movement towards quality management. Theorist have

incorporated the influence of behavioral science and other earlier school of thoughts.

1. The System Theory – It simply means that all parts of a system are
interrelated and interdependent to form the whole. A system is composed of
elements or subsystems that are related and dependent upon one another.
When these subsystems are in interaction with one another, they form a
unitary whole.

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2. The Contingency Theory – This approach recognizes that many internal and
external environmental variables affect organizational behavior. In this case,
there is no best way of structuring and managing diverse types of
organizations. So the underlying theme of this theory is that it all depends on
a particular situation. The task managers then is to determine in which
situations and at what times certain methods or techniques are the most
effective. In this way, the approach is more pragmatic although it
encompasses relevant concepts of both classical and behavioral theories.

3. Theory Z and Quality Management – Important emerging perspectives

include Theory Z and Quality Management, focused on the Japanese
management practices. The emergence of Total Quality Management (TQM)
practices – a customer oriented approach and emphasizes on both human
resources and quantitative methods in an attempt to strive towards continuous
improvement.

POLICE MOTIVATION
Police organizations are replete with stories of organizational restructuring
and re-engineering. As a common trend in these stories are retrenchments or
rightsizing (in police parlance are called attrition) as sometimes called. The direct
outcome is that employees are expected to ‘do more with less’ and the creation of an
atmosphere of uncertainty, insecurity, and fear of future retrenchment. For this, it is
difficult to sustain high levels of employee commitment and loyalty. Thus, the
challenge is to rebuild high loyalty and commitment for high level of performance.

What are the Motivation theories?

1. Maslow’s Hierarchy of Needs theory

Bernstein, et al (1991) offered that any time, many motives might guide a
person’s behavior. What determines which ones will? Abraham Maslow has given a
perspective that addresses this question. He suggested basic classes of needs, or
motives, influencing human behavior. These motives are organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the
most basic biological requirements to the needs for self-actualization the highest of
all need.
The pyramidal structures of human needs from the bottom to the top of the
hierarchy, the level of needs or motive according to Maslow are:
 Biological or Physiological Needs – these motives include the need
for food, water, oxygen, activity and sleep.
 Safety Needs – these pertain to the motives of being cared for and
being secured such as in income and place to live.

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 Love/Belongingness – Belongingness is integration into various kinds

of social groups or social organizations. Love needs means need for
affection.
 Cognitive Needs – our motivation for learning and exploration
 Esteem Needs – our motivation for an honest, fundamental respect for
a person as a useful and honorable human being.
 Aesthetic Needs – our motivation for beauty and order
 Self- actualization – pertains to human total satisfaction, when people
are motivated not so much by unmet needs, as by the desire to
become all they are capable of (self-realization).

According to the Maslow’s formulation, the level that commands the

individual’s attention and effort is ordinarily the lowest one on which there is an
unmet needs. For example, unless needs for food and safety are reasonably well-
met behavior will be dominated by these needs and higher motives are of little
significant. With their gratification, however, the individual is free to devote time and
effort to meet higher level. In other words, one level must at least be partially
satisfied before those at the next level become determines of action.

2. Aldefer’s ERG Theory

Clayton Aldefer has developed the ERG theory which is a modification of the
Maslow’s theory. ERG theory categorizes needs into Existence, Relatedness, and
Growth needs.
According to Aldefer:
 Existence Needs – are desires for physiological and material well-
being
 Relatedness Needs – are desires for satisfying interpersonal
relationship
 Growth Needs – are desires for continued personal growth and
development.

3. McClelland’s Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
 Need for Achievement – the desire to do something better or more
efficiently, to solve problems, or to master complex task..
 Needs for Affiliation – the desire to establish and maintain friendly and
warm relations with others.
 Need for Power – the desire to control others, to influence their
behavior, or to be responsible for others.

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McClelland’s view is that these three needs are acquired over time, as a result
of life experiences. People are motivated by these needs, each of which can be
associated with individual work preferences.
Other Theories of Leadership.
1. Blake and Mouton’s Grid Theory
2. House’s Path Goal Theory
3. Great Man Theory
4. Trait Theory
5. LMX Theory and other theories.

1. BLAKE AND MOUTON'S GRID THEORY

The results of behavioral studies were incorporated into a grid proposed by Blake
and Mouton. The Managerial Grid utilizes the Concern for People versus Concern for
Production dichotomy proposed by both the Ohio State and University of Michigan
studies.

The assumption made by Blake and Mouton is that there is a best leadership style
(behavior). However the combined score indicates the overall leadership skills.

On the basis of the Managerial Grid:-

9,9 The best set of behaviors - a high concern for production, coupled with
a high concern for employees.
9,1 A high concern for production but little or no regard for people.
1,9 Not concerned about production but takes great care of employees.
1,1 The least desirable style providing impoverished leadership with little
concern for production or people.

2. House’s Path-Goal Theory of Leadership

According to this theory, leaders are effective because of their impact on
subordinates' motivation, ability to perform effectively and satisfactions. The theory is
called Path-Goal because its major concern is how the leader Influences the
subordinates' perceptions of their work goals, personal goals and paths to goal
attainment. The theory suggests that a leader's behavior is motivating or satisfying to
the degree that the behavior increases subordinate goal attainment and clarifies the
paths to these goals. (Robert J. House, et al).

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3. Great Man Theory of Leadership

The great man theory of leadership states that some people are born with the
necessary attributes that set them apart from others and that these traits are
responsible for their assuming positions of power and authority. A leader is a hero
who accomplishes goals against all odds for his followers. The theory implies that
those in power deserve to be there because of their special endowment.
Furthermore, the theory contends that these traits remain stable over time and
across different groups. Thus, it suggests that all great leaders share these
characteristic regardless of when and where they lived or the precise role in the
history they fulfilled.
Assumptions:

 The leaders are born and not made and possess certain traits which were
inherited
 Great leaders can arise when there is a great need.

4. Trait Theory of Leadership

The trait model of leadership is based on the characteristics of many leaders -
both successful and unsuccessful - and is used to predict leadership effectiveness.
The resulting lists of traits are then compared to those of potential leaders to assess
their likelihood of success or failure.

Successful leaders definitely have interests, abilities, and personality traits that are
different from those of the less effective leaders. Through many researchers
conducted in the last three decades of the 20th century, a set of core traits of
successful leaders have been identified. These traits are not responsible solely to
identify whether a person will be a successful leader or not, but they are essentially
seen as preconditions that endow people with leadership potential.

Among the core traits identified are:

 Achievement drive: High level of effort, high levels of ambition, energy and

initiative
 Leadership motivation: an intense desire to lead others to reach shared goals
 Honesty and integrity: trustworthy, reliable, and open
 Self-confidence: Belief in one’s self, ideas, and ability
 Cognitive ability: Capable of exercising good judgment, strong analytical
abilities, and conceptually skilled
 Knowledge of business: Knowledge of industry and other technical matters
 Emotional Maturity: well adjusted, does not suffer from severe psychological
disorders.
 Others: charisma, creativity and flexibility

5. LMX Theory of Leadership

According to the theory, 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-group receive considerably more attention from the leader and

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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.

Leaders distinguish between the in-group and out-group members on the basis of
the perceived similarity with respect to personal characteristics, such as age, gender,
or personality. A follower may also be granted an in-group status if the leader
believes that person to be especially competent at performing his or her job.

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

BASICS OF POLICE ADMINISTRATION

Community Policing

It is a philosophy emphasizing community involvement in crime prevention

efforts through three core components: Community partnerships, organizational
transformation and problem solving (Gill et al. 2014; Office of Community
Oriented Policing Services 2012; Skogan 2006).
 Community partnerships are involved in defining, prioritizing, and addressing
crime problems.
 Organizational transformation flattens the department, decentralizes units,
and provide executive support for community partnerships and collaborative
problem solving.
 Problem solving is a process that uses police and community members’
expertise to identify, and understand the underlying issues that create crime,
disorder and fear of victimization (Gill et al. 2014).

Community Engagement

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Community Engagement is the key to the implementation of Community

Policing. Community Engagement refers to activities that foster positive interactions
between community members and the police officers to employ Community Policing
ideals, create opportunities for constructive exchanges, and foster substantive
collaboration while enhancing trust and legitimacy

The 10 Principles of Community-based policing:

1. Philosophy and organizational strategy
CBP is both a philosophy (a way of thinking) and an organizational strategy (a way to
carry out the philosophy). The philosophy rests on the belief that people, the public,
deserve input into the police process, in exchange for their participation and support.
It also rests on the belief that solutions to today's community problems require both
the public (communities) and the police to explore creative, new ways to address
neighborhood concerns beyond a narrow focus on individual crime incidents.
2. Commitment to community empowerment
CBP's organizational strategy first demands that everyone in the police department,
both civilian and sworn personnel (regular police officers), must investigate ways to
translate the philosophy of power-sharing into practice. CBP implies a shift within the
police organization that grants greater autonomy (freedom to make decisions) to line
officers, which also implies enhanced respect for their judgment as police
professionals. Within the community, citizens must share in the rights and
responsibilities implicit in identifying, prioritizing, and solving problems, as equal
partners with the police.
3. Decentralized and personalized policing
To implement real CBP, police organizations must create and develop a new type of
line officer who acts as a direct link between the police and the people in the
community. As the department's community outreach specialists, CBP officers must
be freed from the isolation of the patrol car and the demands of the police radio so
that they can maintain daily, direct, face-to-face contact with the people they serve in
a clearly defined beat area. Ultimately, all officers should practice the CBP approach
of being visible, accessible and accountable to the people they serve.
4. Immediate and long-term proactive problem solving
As law enforcement officers, CBP officers respond to calls for service and make
arrests, but they must also go beyond this nevertheless important focus to develop
and monitor broad-based, long-term initiatives that can involve all elements of the
community in efforts to improve the quality of life. As the community's representative,
the CBP officer also acts as a link to other public and private agencies that can help
in a given situation.
5. Ethics, legality, responsibility and trust

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CBP implies a new contract between the police and the citizens they serve, one that
offers hope of overcoming widespread apathy while restraining any impulse of
vigilantism. This new relationship, based on mutual trust and respect, also suggests
that the police can serve as a catalyst, challenging people to accept their share of
responsibility for the overall quality of life in the community. CBP means that citizens
will be asked to handle more of their minor concerns themselves, but in exchange,
this will free police to work with people on developing immediate as well as long-term
solutions for community concerns in ways that encourage mutual accountability and
respect.
6. Expanding the police mandate
CBP adds a vital, proactive element to the traditional reactive role of the police,
resulting in full spectrum policing service. As the only agency of social control
operating 24 hours a day, seven days a week, the police must maintain the ability to
respond immediately to crises and crime incidents, but CBP broadens the police role
so that they can make a greater impact on making changes today that hold the
promise of making communities safer and more attractive places to live tomorrow.
7. Helping those with special needs
CBP stresses exploring new ways to protect and enhance the lives of those who are
most vulnerable – youth, the elderly, minorities, the poor, the disadvantaged, the
homeless. It both assimilates and broadens the scope of previous outreach efforts
such as crime prevention and police community relations.
8. Grass-roots creativity and support
CBP promotes the judicious use of technology, but it also rests on the belief that
nothing surpasses what dedicated human beings, talking and working together, can
achieve. It invests trust in those who are at the sharp end of policing, relying on their
combined judgment, wisdom, and experience to develop creative new approaches to
contemporary community concerns.
9. Internal change
CBP must be a fully integrated approach that involves everyone in the organization,
with CBP being an activity of all staff, serving as generalists who bridge the gap
between the police and the people they serve. The CBP approach plays a crucial
role internally by providing information about and awareness of the community and
its problems, and by enlisting broad-based community support for the department's
overall objectives. Once CBP is accepted as the agreed model and style of policing,
all officers should practice it.
10. Building for the future
CBP provides decentralized, personalized police service to the community. It
recognizes that the police cannot impose order on the community from the outside,
but that people must be encouraged to think of the police as a resource that they can
use in helping to solve contemporary community concerns. It is not a tactic to be
applied and then abandoned, but a new philosophy and organizational strategy that

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provides the means and flexibility to meet local needs and priorities as they change
over time.

Definition of Terms

Administration –Denotes functions that determine the basic policies, programs and
objectives of an organization and the means and method to be employed to achieve
them.

Character Formation - is the process by which the individual, through interaction of

biologically transmitted predispositions with the environment, develops stable pattern
of functioning, thinking and feeling.

Centralization – The process of transforming assigning decision making authority to

a higher level of an organizational hierarchy.

Discipline – Employees must obey and respect the rules and regulations which
governs the organization.

Esprit de Corps – Promoting team spirit will build unity and harmony within the
organization.

Functional Organization – This type of organization is operated wherein the

performance of certain duties, at all levels is controlled and directed by a separate
organizational authority.

Police Management – Is the act, method or art of administering, controlling or

conducting a police unit force.

Personnel Management – Field of management involving planning, organizing,

directing and controlling the efforts of the group of people toward achieving a
common goal

Policy – Defined as as a “general plan of action” that serves as a guide in the

operation of the organization.

Procedures - Are the actual courses of action such working details methods of
operation, paperwork, review, routing papers.

Supervision – Deals with the assistance and guidance given to subordinates to

ensure successful performance.

REFERENCES

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Character Formation 2: Leadership, Decision Making and Administration