LEA 5 - CFLM - LEADERSHIP, DECISION objective evaluation of you.

Taking some time off to

MAKING, MANAGEMENT & ADMINISTRATION think about life. Compare experience of current and
present to hopes of the future. You can never
LEADERSHIP notice those small defects until you pause to
Leadership a practical skill encompassing the examine yourself.
ability of an individual, group or organization to
influence or guide other individuals, teams, or 4.Don't Tolerate Just Anything
entire organizations 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
Leadership is the ability of an individual or a group laziness, anxiety and many others in your nature.
of individuals to influence and guide followers or
other members of an organization. SIMPLE WAYS TO LEAD YOURSELF
✓Leadership is the art of motivating a group of 1.Know your Values and Stick to Them
people toact towards achieving a common goal. 2.Move Towards Purpose
✓Leadership involves showing workers how to 3.Keep Improving Yourself
effectively perform their responsibilities and 4.Make Mistakes but Never Make the Same
regularly supervising the completion of their tasks. Mistake Twice
5.Lead by Example
SELF-LEADERSHIP
ORGANIZATIONAL LEADERSHIP
Self-leadership is the first stage, or leadership level.
Self-leadership is of great importance to the staff, Leadership is the practice of driving people achieve
whether managers or ordinary subordinates. goals.
This plays an important role in success and
1.Self-leadership allows leaders or senior officers, efficiency of subordinates.
who undergo very little or no supervision, to Leaders do this by providing many means of
prepare and set targets on their own, as well as to shaping the actions of subordinates.
control their own self to execute such plans. It’s a process whereby an individual influences
others and guides the organization in a manner
2.For lower-level employees or subordinates who that makes it more cohesive and coherent.
cannot always be sure of the kind of governance or
leaders they may face in their careers, self- FOUR PRIMARY FACTORS OF LEADERSHIP
management enables them to become effective
and efficient workers. Leader
An individual appointed as a leader must
3.Self-leadership helps make individual decision- understand himself honestly, what he knows and
makers proactive, focused, and autonomous. what he can do. Take note that it is the followers
People who do not have a strong sense of self that decide whether the leader is successful, not
leadership tend to feel that they are not in control of the leader or anyone else.
themselves, frequently lose concentration and
easily get frustrated. 2.Followers
Different people expect different leadership styles.
DEVELOPMENT OF SELF-LEADERSHIP The basic starting point is to have a clear
understanding of human nature such as needs,
Everybody is a future leader. Leadership is feelings and motivation. You have to come to learn
therefore not an inborn trait, but it is developed to the be, know and do qualities of your people.
become a leader through learning and training
people with a sincere interest. The following are the 3.Communication
ways of developing self -leadership: Being a leader, you lead by bidirectional
communication. A great deal of that is nonverbal.
1.Clarity of Purpose For example, when you "set an example," that
This means that each entity must have a vision and shows your people you wouldn't ask them to do
be able to set it up. Without clearly planned something you wouldn't want to do. What and how
expectations or intent for your life, you will be at you interact either strengthens or destroys your
risk, attempting to fulfill the wishes or ideas of relationship with your followers.
people for your life and you will end up lost in the
middle of nowhere. 4.Situation
Every situation is different. Everything you do in
2.Aim at Success and Take Reasonable Risks one situation isn't automatically going to work in
Risk-taking is a necessary part of life. Challenge another. You have to use your discretion to
yourself to take on challenging assignments. Do determine the best course of action and the style of
not deter yourself or others from past failures rather leadership needed for each situation.
concentrate on success. However, risks which are
applicable to your intent should be fairly measured. EIGHT PRINCIPLES OF EFFECTIVE LAW
ENFORCEMENT LEADERSHIP
3.Spend Time to Reflect on Your Life
Reflections can also mean letting others make an 1)Service
The act of self-giving, and selflessness giving An effective leader needs to follow the advice of
complete attention and effort, motivate others to Arnold Glasow when he said,
work to their greatest potential toward preventing “A good leader takes little more than his share of
crime, serve and give themselves toward a greater the blame and little less than his share of the
good with the highest work ethic possible. credit.” A strong leader is accountable for the
2)Honesty team’s results, good or bad. They hold themselves
Honesty is the quality of being upright, fair, truth, and their employees accountable for their actions,
and sincere which are essential in both personal which creates a sense of responsibility among the
and professional lives without ever hiding or team.
minimizing anything, never undercutting and having
the courage to professionally tell what he believes. 4.Empathy
3)Integrity Empathy is understanding, has open-mindedness
This depends on consistently doing what is right, to understand their followers’ motivations, hopes,
meaning that which is in the best interest of the dreams, and problems so that they can forge a
organization and of others in order to gain their deep personal connection with them.
trust and follow us.
5.Humility
4)Humility It means being humble and vulnerable focus on
Humility is a most vital principle in effective problem solving and team dynamics much more
leadership. It means being humble, allowing others than self-promotion.
to feel comfortable, use ideas from others to make “Pride makes us artificial and humility makes us
the organization more dynamic and responsive to real.”
the needs of the employees and the public. 6.Resilience
It is the act of how they perform during good times,
5)Purpose but how they roll up their sleeves and produce
It is the basic understanding of the importance of when times get difficult, focus on solutions rather
what to do to be identified with the central purpose than on problems.
and nobility of the work. Getting employees to 7.Vision
understand that there is no more noble work than The act of setting the organizational direction,
protecting and serving the public well is vital for making new ideas, ensuring team members know
effective management. the bottom line, and understand the goals and the
mission of the organization
6)Mentoring
This is the process of developing, guiding, teaching, 8.Influence
training and providing member into an effective law Is a certain level of leadership status given to them
enforcement leader, this is continuous, a personal but it must be earned, can connect with people
learning process. emotionally and make others feel important
7)Positive/Constructive Attitude 9.Positivity
This should portray the attitude of moving forward Means inspiring their team on their exhibited
constructively, always looking for positive behavior, life outlook, and attitude in any given
improvement, with optimistic attitude enables situation
employees to look for the good and to try to be 10.Delegation
constructive working to change things for the better. Means shifting from doing to leading by entrusting
8)Trust works to other members they must be more
It is the ability to rely or place confidence to essential and less involved. They aren’t scared of
someone, perform a job effectively and work harder their subordinates’ successes and don’t feel
for the benefit of the team. threatened by them
11.Confidence
MOST IMPORTANT LEADERSHIP QUALITIES Is the act of believing enough to lead, knowing that
AND SKILLS TO LOOK FOR IN A GREAT your plans and vision are not only viable for the
LEADER team but the absolute best decision possible. The
1.Communication. more that you believe in yourself, the more you’ll
These skills are absolutely crucial who can be able be able to manage any stressful situation
to express yourself openly and build empathy with
other people And what is the #1 most important 10 ethical leadership characteristics:
part of communication? 1.Justice – leader who is always fair and just, no
Listening. Right up there with empathy, the only favorites, and treat everyone equally.
way to get people to follow you is to make them
feel heard. 2.Respect others – it can be shown by listening to
them attentively, valuing their contributions, being
2.Integrity compassionate, and being generous while
“Integrity is doing the right thing, even when no one considering opposing viewpoints.
is watching.”
Without integrity, no real success if possible. Stick 3.Honesty - It means convey facts transparently, no
to their word, live by their core values, leads by matter how unpopular they may be.
example, and follow-through.
4.Humane – it means being kind, and act in a
3.Accountability manner that is always beneficial to the team.
 heights.
5.Focus on teambuilding – it means foster a sense b.look aggressively for demanding tasks.
of community and team spirit within the c.must use initiative and sound judgment when
organization. attempting to perform jobs which are not needed by
grade.
6.Value driven decision-making – it means first d.not blame someone as they often prefer to do
checked to ensure that everything are in sooner or later when things go wrong.
accordance with the overall organizational values.
4.Make Sound and Timely Decisions
7.Encourages initiative – an act of awarding This principle suggests that leaders must estimate
employees for coming up with innovative ideas, a situation quickly, and make a sound decision
and do what it takes to improve the way things are based on that estimate. Hesitation or a reluctance
done. to take a decision leads subordinates to lose
confidence in their leadership skills in effect, loss of
8.Leadership by example – this means expecting trust creates confusion and reluctance within the
leaders to do the right thing since members have organization.
high expectations on him.
5.Set the Example
9.Values awareness - it is done by regularly "We must become the change we want to see."
communicating and discussing values - Mahatma Gandhi

10.No tolerance for ethical violations - leader Leaders of the organization must be a good role
expects employees to do the right thing at all times, model for their employees. They must not only hear
not just when it is convenient for them. Don’t what they are expected to do, but also see.
expect a leader of such high values to overlook or
tolerate ethical violations. 6.Know Your People and Look Out for their Welfare
7.Keep Your Subordinates Informed
THEORIES OF LEADERSHIP 8.Develop a Sense of Responsibility in Your
Subordinates
The theories below explain how people turn 9.Ensure that Tasks Are Understood,
themselves into leaders. The first two demonstrate Supervised, and Accomplished
to a small number of people the nature of 10.Train as a Team
leadership, while the third is the dominant theory 11.Employ Your Command in
today. Accordance With Its Capabilities

1.Trait Theory SUPERVISION FOR LEADERS

Some personality traits may lead people naturally
into leadership roles. Supervision maintains an understanding of the
situation, and ensures proper implementation of
2.Great Events Theory plans and policies. This involves giving guidance
A crisis or important event can cause a person to and reviewing the performance of a job.
rise to the occasion, putting forth extraordinary
qualities of leadership in an ordinary person. Over-supervision stifles initiative creates
resentment and decreases morale and motivation.
Under-supervision leads to miscommunication, lack
3.Transformational or Process Leadership Theory of coordination and the subordinates' impression
Today, it is the widely accepted theory. People can that the leader is not concerned with.
opt for leadership.
People can learn the ability to take leadership. EVALUATION

LEADERSHIP PRINCIPLES •Evaluating is part of supervising. It is defined as

evaluating the value, quality, or significance of
1.Know Yourself and Seek Self-Improvement people ideas, or things. This involves looking at the
To seek self-improvement means to continually ways people accomplish a task.
reinforce your attributes. This can be done by self
study, formal classes, reflection, and interaction
with others. •This means receiving feedback and understanding
the feedback on how well everything is being done.
2.Be Technically and Tactically Proficient
We can't give that which we don't have. We make INSPIRING SUBORDINATES
the things we don't know right. Respect is the
leader's reward showing competence. It is much easier to get people to do something if
they have the drive to do so. Inspire means to
3.Seek Responsibility and Take Responsibility for “breathe life in’’. And to do that, we have to have a
your Actions life of our own.

Leaders must: How?

a.look for ways to drive the organization to new 1.Be Passionate
2.Involve subordinates in the decision making
process •Transactional leadership is called a
3.Know what your organization is about telling management style, because the leader
tells subordinates what to do.
TRAINING AND COACHING
Training and coaching are two different things •Leaders who adopt this style rely on a system of
although some use them interchangeably: rewards and punishment to motivate their followers.

2.TRANSFORMATIONAL LEADERSHIP
Training- Is a structured lesson designed to give
people the knowledge and skills to perform a task. With this style of leadership, by empowering their
Coaching – Is a process designed to help the workers to change, leaders are trying to enhance
employee develop more expertise and resolve or transform the individual or group into which they
obstacles to improving job performance. lead. Such leaders are working at making changes
and finding new ways to get things done.
THE SIX POINTS OF LEADERSHIP POWER Transformational leadership is a leadership style
Power refers to the ability a person has to control that can inspire positive changes in those who
another's actions such that he or she behaves follow
according to his or her wishes.
Create a vision based on identified needs and
guide their teams toward that unified goal through
French Raven's (1959), Six Points of Leader Power. inspiration and motivation. This one is focused on
Coercive Power Reward Power Legitimate Power changing the systems and processes that aren’t
Expert Power Referent Power working.
Informational Power
3.SERVANT LEADERSHIP
1.Coercive Power –
Power that is based on fear. Servant leaders work with this traditional motto
A person with coercive power can make things "Serve first and lead." Instead of thinking about
hard for humans. Employees who work under a how to inspire their energies people into to follow
coercive boss are unlikely to commit themselves, seeking their ways lead, to they help channel
and are more likely to resist the manager. others.

2.Reward Power – It puts the needs and wellbeing of followers first. In

Compliance achieved on the basis of the ability to other words, these types of leaders adopt a serve-
distribute rewards which others find important. first approach and growth mindset to prioritize their
Might give people special benefits or incentives. organization, employees, and community
Trading favors with him or her might seem
beneficial. 4.DEMOCRATIC LEADERSHIP

3.Legitimate Power – Referred to as “participatory leadership.’’

The power a person receives in
an organization's formal hierarchy as a Leaders prioritize working together and actively
consequence of his or her role. engaging their colleagues in the decision-making
The person has the right to expect you to comply process. Democratic leaders respect other people’s
with valid demands, given his or her status and ideas and feedback, and encourage discussion of
your job responsibilities. those inputs.

4.Expert Power – Which is also commonly known as participative

Influence based on special skills or knowledge. leadership, is about letting multiple people
Experience and knowledge give the person respect. participate in the decision-making process. This
type of leadership can be seen in a wide range of
5.Referent Power – contexts, from businesses to schools to
Influence based on individual or desirable governments.
possession of wealth or personal traits.
Sometimes this is seen as beauty, elegance, or 5.AUTOCRATIC LEADERSHIP
appreciation. You like the individual and you want
to do things for him or her. On the contrary to democratic leadership there is
autocratic leadership. You might think of that as an
6.Informational Power – alternative to "my way or the highway."
Providing information to others which leads to Autocratic leaders see themselves as having
thinking or acting in a new way. absolute power and making decisions on their
subordinates' behalf. They decide not just what
LEADERSHIP STYLES needs to be done, but how to accomplish certain
1.TRANSACTIONAL LEADERSHIP tasks too.

•This strategy is strongly disciplinary, and is often 6.BUREAUCRATIC LEADERSHIP

called a leadership style of "telling“
To put it another way, bureaucratic leadership goes are treated as equals.
"by the book."
WHAT IS A MISSION STATEMENT?
With this style of leadership, there is a specified •The next step in the action planning process is in
collection of boxes to check to be a true leader. practical terms to the dream of the ground
organization. It is here that a mission statement
Relies on a clear chain of command, strict comes in to grow.
regulations, and conformation by its followers. As •The mission statement of an organization explains
the name implies, this is a leadership style that’s what the organization will do, and why it will do that.
commonly found in government entities, as well as
military and public organizations. DECISION-MAKING
Decision Making is the process of identifying and
7.LAISSEZ-FAIRE LEADERSHIP choosing alternatives based on the values,
preferences and beliefs of the decision-maker
This is a French word that translates to "leave it be" which may come from identifying a problem,
which sums up this hands-off leadership approach gathering information, and assessing alternative
accurately. Leaders let their team members make resolutions. Every decision-making process
decisions, solve problems and get their work done produces a final choice, which may or may not
without having to worry about their every move prompt action.
being obsessively watched by the leader.
DECISION - MAKING CONCEPTS
8.CHARISMATIC LEADERSHIP Decision-making can be seen as problem-solving
process that generates a solution that is
Such leaders use eloquent communication and considered to be ideal, or at least acceptable.
persuasion to unite a team around a cause, instead
of promoting actions by strict instructions. A significant part of decision-making involves
evaluating a finite range of alternatives that are
You will spell out their dream clearly and get other defined in terms of evaluative criteria so the
people excited about the same target. challenge would be to rate these alternatives in
terms of how appealing they are to the decision-
Is defined by a leader who uses their maker while considering all the criteria at the same
communication skills, persuasiveness, and charm time.
to influence others.
Process of Decision Making
Decision-making process is usually defined as a
9.COACH-STYLE LEADERSHIP sequence of activities involving stages of
problem recognition, search for information,
A style defined by collaboration, support, and definition of alternatives
guidance. Coaching leaders are focused on and the selection of an actor of one from two or
bringing out the best in their teams by guiding them more alternatives consistent with the ranked
through goals and obstacles. preferences

10.COLLABORATIVE LEADERSHIP The decision-making process though a logical one

is a difficult task. All decisions can be categorized
Is focused on encouraging people to work together into the following three basic models.
across functional and organizational boundaries.
The purpose of this leadership style is to
encourage collaboration with other teams and (1)The Rational/Classical Model – it is the first
departments to accomplish shared goals. attempt to know the decision-making-process. It is
considered by some as the classical approach to
DEVELOPING MISSION AND VISION understand the decision-making process. The
STATEMENTS classical model is the best example of decision-
•Creating the vision and mission statements of an making process which have various steps or
of organization action are the first two steps in the procedures.
process and planning action.
The classical decision-making model is also called
•Developing a statement of vision and mission is the rational model, which is an approach that
crucial for community initiatives to be successful. combines logic and rationality to develop a final
solution or response. It is based on the premise
WHAT IS A VISION STATEMENT? that people are rational beings who carefully
Their vision is their dream. consider all available options before making
decisions
It's what your company considers to be the ideal
conditions for your community; that is, how things (2)The Administrative or Bounded Rationality
would look if you absolutely, beautifully addressed Model
the issue that is important to you. - it is based on the concept that it assumes that
It could be a world without war, or a society where people, while they may seek the best solution,
all men, regardless of gender or racial background, normally settle for much less, because the
decisions they confront typically demand greater eliminates the possibility of thorough analysis of the
information, time, processing capabilities than they problem which is time consuming as well as the
possess. establishment and comparison of all alternatives.

c.A failure to isolate the root cause of the problem -

a.Sequential Attention to alternative solution - it is it is a common practice to cure the symptoms
the tendency for people to examine possible rather than the causes.
solution one at a time instead of identifying all
possible solutions and stop searching once an d.A failure to assess the reliability of informational
acceptable (though not necessarily the best) sources - Very often, we take it for granted that the
solution is found. other person’s opinion is very reliable and
b.Heuristic - these are the assumptions that guide trustworthy and we do not check for the accuracy
the search for alternatives into areas that have a of the information ourselves.
high probability for yielding success. Mental
shortcuts that can facilitate problem-solving and e.The method for analyzing the information may
probability judgments. not be the sound one:
c.Satisficing – it is picking a course of action that is
satisfactory or “good enough” under the f.Do implement the decision and follow through -
circumstances. It is the tendency for decision Making a decision is not the end of the process,
makers to accept the first alternative that meets rather it is a beginning. Implementation of the
their minimally acceptable requirements rather than decision and the results obtained are the true
pushing them further for an alternative that barometer of the quality of the decision.
produces the best results.
DECISION-MAKING TECHNIQUES
3. The Retrospective Decision-Making Model. •Decision-making techniques can be separated into
This decision--making model focuses on how two broad categories:
decision makers attempt to rationalize their choices
after they have been made and try to justify their •1. Group Decision-Making Techniques
decisions. •2. Individual Decision-Making Techniques
The retrospective model allows the decision maker
to be both biased and somewhat “irrational” in the •Individual decision-making techniques can also
process. The decision is essentially made on often be applied by a group.
instinct or gut, but then the decision maker goes
through the process of justifying their decision GROUP DECISION-MAKING
based on researching other options • Also known as “Collaborative Decision-
Making’’, is a situation faced when individuals
collectively make a choice from the alternatives
(4) The Garbage Can Model before them.
It assumes that organizations are far from perfect •The decision is the no longer attribute to any
and operate in a state of anarchy. It assumes that single individual who is member of the group. This
no organizational process for finding a solution to a is because the result applies to certain system of
problem exists and that decision makers are individuals and social classes such as social power.
disconnected from problems and solutions.
INDIVIDUAL DECISION-MAKING
Problem Solving - The process of engaging in the Individual decision-making does not involve a
proactive and systematic examination of identified group or even more than one person. Individual
problems to develop and rigorously evaluate decision-making is quick and generally cost-
effective responses. effective, because it does not require gathering
others and scheduling a meeting or multiple
Elements of Problem Solving meetings or sending a single email
oScanning: Identifying and prioritizing problems
oAnalysis: Researching what is known about the
problem
oResponse: Developing solutions to
bring about lasting reductions in the
number and extent of problems
oAssessment: Evaluating the success of the
responses

Some Common Errors in Decision-Making

a.Indecisiveness - It means those persons who are
not good in making decision or timid about taking a
decision because decision-making is full of
responsibility.
DECISION MAKING APPROACHES
b.Postponing the decision until the last moment -
this is a common feature which results in decision- 1.RATIONAL OR ANALYTICAL APPROACH
making under pressure of time which generally
•Exemplified by systematic decision-making. Before taking action, strategic decision-makers
•Defines upfront success factors analyze a lot of details. Analytic leaders, for
•Looks for details and objectively explores how example, rely on direct observation, data, and facts
each solution meets each success factor. to back their decisions.

2.INTUITIVE DECISION-MAKING APPROACH Like decision-makers in the guideline, however, an

•Relying on emotions and feelings. analytic decision maker may seek information and
•Careful planning is not possible or not desired. advice from others to affirm or refute their own
•People will point to a "gut feeling" or "hunch" as expertise.
the cause for a choice, reflecting that explanation is
not accessible through conscious thought. 3.CONCEPTUAL DECISION-MAKING
Conceptual decision makers promote innovative
3.RANDOM OR CHANCE APPROACH thinking and teamwork and take a wide variety of
•In this approach a decision is made on impulse, viewpoints into consideration. These decision
without thought. makers are based on success and want to look
•Flipping a coin or using a "decision wheel" would well into the future when it comes to making critical
be representative of employing this approach. decisions.
•It is sometimes considered a dependent style
because this approach can promote denial of 4.BEHAVIORAL DECISION-MAKING
responsibility.
Behavioral decision-seek to make sure that
The Consequences of Making the Wrong Decision everyone is working together well.
Like the conceptual method, behavioral
•Loss of life. decision-is group-oriented; however, the
•Departmental or jurisdictional administrative costs. community is given the choices available to them,
•Negative media attention and public opinion. rather than brainstorming alternative solutions.
•Demotion in position and / or loss of job.
•Post-traumatic stress disorder (PTSD), family MANAGEMENT
problems and other psychological concerns.
The process of directing and facilitating the work of
Types of Decision people organized in formal groups in order to
1. Avoiding – it is when one decision-making option achieve objectives.
is to make no choice at all. There are several
reasons why the decision maker might do this: Judicious or wise use of resources (manpower,
a.There is insufficient information to make a material, money, equipment, supplies, time etc).
reasoned choice between alternatives.
b.The potential negative consequences of selecting Management's primary function is to get people to
any alternative outweigh the benefits of selecting work together for the attainment of an
one. organization's goals and objectives
c.No pressing need for a choice exists and the
status quo can continue without harm. Management as a Process
d.The person considering the alternatives does not Management as a process began with the sole
have the authority to make a decision. purpose of attaining an objective. Further, it is
specifically done in order to:

The purpose are:

2.Problem Solving – It refers to the desire to reach 1.rise clients' satisfaction with the
a definite goal from a present condition. Problem services the company provides.
solving requires problem definition, information 2.develop personnel experience, abilities and
analysis and evaluation, and alternative selection. capacity, or
3.accomplish a particular goal or goal.

3.Problem Seeking – it is when decision makers ACTIVITY MANAGEMENT

must return to the starting point and respecify the •Task management is the practice of recording
issue or problem they want to address personnel's day-to-day accomplishments in an
order in which they are done. It is a key to an
FOUR STYLES OF DECISION-MAKING organization's success, as it helps to monitor the
1.DIRECTIVE DECISION-MAKING organization's course and maximize its work
efficiency.
Instead of going to others for more detail, their
decisions are rooted in their own intelligence, Importance of Activity Management
experience and reasoning. 1.It gives both the employer and the employees,
The upside to this style is that decision-making is information on the performance of the personnel
fast, ownership is transparent, and no extra involved.
communication be is needed.
2.It helps to organize and
2.ANALYTIC DECISION-MAKING emphasize the importance or
relevance of the task at hand.
3.It also helps to avoid miscommunications and THREE ESSENTIAL SKILLS OR
mistakes of task repetition in the workplace. COMPETENCIES OF THE MANAGER.

Management as a Discipline 1.Technical

•Management is also a discipline because it 2.Human
includes learning the procedures and values 3.Conceptual
required to perform official administrative duties.
Technical Skills
•Management is also being taught, as with other Managers must be able to work
research or discipline courses, at numerous with the resources, equipment,
institutes and universities around the world. strategies, procedures or the technical skills.

Management as an Art Human Skills

•Management is also known to be an art, because •Managers must have the ability to work well with
both share similar characteristics. Art is a other people both individually and in a group.
structured body of knowledge that requires
imagination and expertise. Conceptual Skills
•Managers need to be able to integrate and
•An artist often needs constant practice in order to organize the different activities. Managers must be
become faultless or achieve a degree of perfection to think of abstract ideas and to contextualize them.
which is considered acceptable.
QUALITIES OF A MANAGER
Management as a Group 1.Educational competence
•In any way, the concept of management suggests 2.Intellectual quality
that it is a group. In general, administrative 3.Leadership ability
functions are not performed by one person alone. 4.Training
5.Technical knowledge and skills
Management as a Science 6.Mental Maturity
•One of the features which indicates that science 7.Positive Attitude
and management are the same is the universal 8.Self-confidence
acceptance of scientific laws are the same in every 9.Foresight
case and in every part of the world.
•On the other hand, management has its POLICE ADMINISTRATION & MANAGEMENT
fundamental principles that are universally CONCEPTS
accepted and implemented in every situation or The setting below shows that management is
enterprise. An example of that is the Unity of related with administration in an organizational
Command Principle. environment. Management pertains to the
utilization of available resources in an organization
Management as a Profession while administration refers to the processes used.
•Management is also an occupation as it has The organization with management and
characteristics that allow it to be so. A profession is administration is directed towards the achievement
called a career in which one acquires knowledge of goals and objectives. Goals are broad
and undergoes training series to fit perfectly into statements of general and long-term organizational
that role. purposes often used to define the role of the police,
for instance, to prevent crime, maintain order or
•Although anyone can assume a managerial role in help solve community problems. Objectives are
a corporation and there is no law prohibiting that, specific short term statements consistent with an
many companies now prefer for such positions organization’s goal.
individuals with Master's degree.
Police Productivity and Managerial Performance
The Manager
A manager is a person in the organization who the •An effective police manager must be concerned
activities of others. They perform their work at with the productivity of police work teams and their
different levels and they are called by different members. Productivity means the summary of
names: measures of the quantity and quality of police work
performance achieved, with resource utilization
1.The First Line Managers - They are usually called considered.
supervisors.
Good police managers establish and support the
2.The Middle Level Managers - Such managers conditions needed to ensure high productivity for
may be called themselves, for individual contributors, for their
functional managers, heads of plants, and work units, and for the organization as a whole.
managers of projects. This involves a commitment to the accomplishment
of two different, but complimentary, police
3.The Top Managers - Such individuals may be performance outcomes:
named vice-president managing director, chief
executive officer or board chairman etc. •Police Effectiveness, which measures
 whether or not important task
goals are being attained Management pertains to the utilization of available
•Police Efficiency, which measures how well resources in an organization to achieve its
resources are being utilized. organizational objectives.

ADMINISTRATION MANAGEMENT PROCESSES

An organizational process concerned with the The management process involves Planning –
implementation of objectives and plans and internal Organizing – Leading – Controlling the use of
operating efficiency organizational resources to achieve high
performance results.
POLICE/LAW ENFORCEMENT
ADMINISTRATION – 1.Planning – is the process of setting performance
Focuses on the policing process or how law objectives and identifying the actions needed to
enforcement agencies are organized and managed accomplish them.
in order to achieve the goals of law enforcement 2.Organizing – is the process of dividing the work
most effectively, efficiently and productively to be done and coordinating results to achieve a
desired purpose.
ADMINISTRATION 3.Leading – is the process of directing and
Gulick and Urwick - Pioneers of “The Science of coordinating the work efforts of other people to help
Administration”. In this book, they have described them accomplish important task.
the major functions of administration using the 4.Controlling – is the process of monitoring
acronym POSDCoRB performance, comparing results to objectives and
taking corrective action as necessary.
Planning – working out in broad outline the things
that need to be done and the methods for doing POLICE MANAGEMENT
them to accomplish the purpose set for the Includes the administrative activities of coordinating,
enterprise. Process of selecting goals and controlling and directing police resources, activities
determining how to achieve them. and personnel. Simply put, it's the everyday act of
Organizing – establishment of the formal structure running the police department.
of authority through which work subdivisions are
arranged, defined, and coordinated for the define ELEMENTS OF MANAGEMENT
objective. Involves determination and allocation of Authority – is the right to command and control the
the men and women as well as the resource of an behavior of employees in lower positions within an
organization to achieve pre-determined goals or organizational hierarchy. A particular position within
objectives of the organization. an organization carries the same regardless of who
occupies that position.
Staffing – personnel function of bringing in and out It refers to the legitimate right to lead and influence
training the staff and maintaining the staff the people.
favorable conditions of work. Filling the SOURCES OF MANAGEMENT AUTHORITY
organization with the right people and right position. 1.Law
The task of providing competent men to do the job 2.Tradition
and choosing the right men for the right job 3.Delegation
Responsibility – means that the management shall
Directing – task of making decisions and be held accountable for whatever result that may
embodying them in specific and general orders and arise in the exercise of authority. Thus,
instructions and serving as the leader of the responsibility limits the exercise of one’s authority.
enterprise. Overseeing and supervising of the Command Responsibility -is the doctrine that
human resources. imposes commensurate accountability to one who
is vested with management and leadership
5.Coordinating - the all-important duty of functions.
interrelating the various parts of the work. Manner
of integrating the different elements with in or THE FOUNDATIONS OF POLICE
outside the organization ORGANIZATION AND MANAGEMENT
6.Reporting – is keeping those to whom the CLASSICAL APPROACH
executive is responsible informed as to what is
going on, which thus includes keeping himself and The three primary areas in the development of the
his subordinates informed through records classical approach are:
research and inspection. System of putting what is
reported into records and the manner of classifying SCIENTIFIC MANAGEMENT (FREDERICK
documents or notes within the organization. TAYLOR, 1856-1915)
7.Budgeting – with all that goes of budgeting in the
form of fiscal planning, accounting, and control. Scientific Management sought to discover the best
The forecasting in detail of the results of an method of performing specific task. Based on his
officially recognized program of operations based studies, Taylor believed that if workers were taught
on the highest reasonable expectations of the best procedures, with pay tied to output, they
operating efficiency would produce the maximum amount of work.

MANAGEMENT
With respect to this philosophy, the role of Scalar Chain – the hierarchy of authority is the
management changed abruptly from the earlier use order of ranks from the highest to the lowest levels
of the “rule of the thumb” to a more scientific of the organization. Besides this vertical
approach, including scientifically selecting, training, communication should also be encourage as long
and developing workers, and ensuring that all the as the managers is in the chain are kept informed.
work would be done in accordance with scientific Order – materials and human resources should be
principles, thus scientific management strongly in the right place at the right time; individuals
adhered to the formal organization structure and its should be in jobs or position that suits them.
rules. Equity – employees should be treated with
kindness and justice
BUREAUCRATIC MANAGEMENT ((MAX WEBER, Stability of personnel tenure - an employee needs
1864-1920) time to adjust to a new job
and reach a point of satisfactory performance; high
The concept of Bureaucracy is generally turnover should be avoided.
associated with the work of Initiative – the ability to conceive and execute a
Max Weber, who was the major contributor to plan (through initiative and freedom) should be
modern sociology. encouraged and developed throughout all levels of
the organization.
He studied the effect of social change in Europe at Espirit de Corps –“union” Unity is strength;
the end of the 19th Century and coined the term Harmony and teamwork are essential to effective
BUREAUCRACY to identify the complex organizations.
organizations that operated on a rational basis.
HUMAN RELATIONS APPROACH ELTON MAYO
Weber believed that such an approach was a (THE HAWTHORNE STUDY)
means of lessening the cruelty, nepotism, and The results of Hawthorne experiment contradicted
subjective managerial practices common in the the traditional views of management emphasized
early stages of the Industrial Revolution. (For by the classical theorists and led to the behavioral
example, it was a standard practice to hire relatives approach emphasizing concern for the workers.
regardless of their competence and to allow only The study suggests that when special attention is
individuals of aristocratic birth to attain high-level paid to employees by management, productivity is
positions within government and industry) likely to increase regardless of changes in working
conditions. This phenomenon was labeled the
ADMINISTRATIVE MANAGEMENT - It “Hawthorne effect”
emphasizes broad administrative principles
applicable to higher levels with in the organization. BEHAVIORAL SCIENCE APPROACH

Henri Fayol (1841-1945) – in his most influential In order to be classified as behavioral science, a
work “Industrial and General Management”, 14 field must:
principles of efficient management was identified.
Deal with human behavior
PRINCIPLES OF MANAGEMENT Study its subject matter in a scientific manner
Division of Work - work specialization can increase
efficiency with the same amount of effort. The behavioral science approach utilizes scientific
Authority and Responsibility – authority includes method as the foundation for testing and
the right to command and the power to require developing theories about human behavior in
obedience; one can not have authority without organizations that can be used to guide and
responsibility. develop managerial policies and practices.
Discipline – Discipline is necessary for an
organization to function effectively, however, the Contributors to this approach are:
state of the disciplinary process depends upon the
quality of its leaders. ABRAHAM MASLOW (MASLOW’S HIERARCHY
Unity of Command - employee should receive OF NEEDS
orders from one superior THEORY) - 1940’s – see discussion on Motivation
only. Theories
Unity of Direction – there should be one manager
and one plan for a group of activities that have the D. MCGREGOR (MCGREGOR’S THEORY X AND
same objective. Y)

Subordination of individual interest to general Theory X assumes that people have little ambition,
interest – the interest of one employee or group of dislike work, and must be coerced in order to
employees should not take precedence over those perform satisfactorily.
of the organization as a whole. Theory Y assumes that people do not inherently
Remuneration of Personnel – compensation should dislike work and if properly rewarded, especially
be fair to both the employee and the employer. satisfying esteem and self actualization needs, will
Centralization – the proper amount of centralization perform well on the job.
depends on the situation. The
objective is to pursue the optimum utilization of the
capabilities of personnel