education

1. RKMFILES CENTER FOR
COMPREHENSIVE STUDIES
Room 309, 3rd Floor A-Building, Main AUF Campus, Angeles University Foundation
Email: rkmfiles@yahoo.com Website: www.rkmfiles.net CP: 09088849680
COMPILED BY:
LUCIA M. HIPOLITO -- ROMMEL K. MANWONG -- ALFIE P. SARMIENTO
REVIEW NOTES IN
LAW ENFORCEMENT ADMINISTRATION
POLICE ADMINISTRATION & MANAGEMENT
POLICE ORGANIZATION
POLICE OPERATIONAL PLANNING
POLICE COMMUNICATION SYSTEMS
POLICE INTELLIGENCE & SECRET SERVICE
INDUSTRIAL SECURITY MANAGEMENT
CONTEMPORARY POLICE PROBLEMS

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POLICE ADMINISTRATION & MANAGEMENT CONCEPTS
The setting below shows that 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
processes 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.
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
 Police Efficiency, which measures how well resources are being utilized.
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 – 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
Interpersonal Roles – working directly with other people
 Figurehead – hosting and attending official ceremonies
Performance Effectiveness + Performance Efficiency = High Productivity

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 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
THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT
CLASSICAL APPROACH
The three primary areas in the development of the classical approach are:
1. Scientific Management (Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific task. Based on his studies,
Taylor believed that if workers were taught the best procedures, with pay tied to output, they would produce the
maximum amount of work.
With respect to this philosophy, the role of management changed abruptly from the earlier use of the “rule of
the thumb” to a more scientific approach, including scientifically selecting, training, and developing workers, and
ensuring that all the work would be done in accordance with scientific principles, thus scientific management strongly
adhered to the formal organization structure and its rules.
2. Bureaucratic Management ((Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max Weber, who was the major
contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19th Century and coined the term
BUREAUCRACY to identify the complex organizations that operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty, nepotism, and subjective
managerial practices common in the early stages of the Industrial Revolution. (For example, it was a standard practice
to hire relatives regardless of their competence and to allow only individuals of aristocratic birth to attain high-level
positions within government and industry)
Characteristics of Bureaucratic Organization
 Division of labor based on a specified sphere of competence
 Hierarchy of authority where its lower office is under the control and supervision of a
higher one.
 Specified set of rules applied uniformly throughout the organization
 Maintenance of interpersonal relationships, because rational decisions can only be
made objectively and without emotions
 Selection and promotion based on competence, not on irrelevant considerations

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3. Administrative Management - It emphasizes broad administrative principles applicable to higher levels with
in the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and General Management”, 14 principles of
efficient management was identified.
 Division of Work - work specialization can increase efficiency with the same amount of effort.
 Authority and Responsibility – authority includes the right to command and the power to require
obedience; one can not have authority without responsibility.
 Discipline – Discipline is necessary for an organization to function effectively, however, the state of the
disciplinary process depends upon the quality of its leaders.
 Unity of Command - employee should receive orders from one superior only.
 Unity of Direction – there should be one manager and one plan for a group of activities that have the
same objective.
 Subordination of individual interest to general interest – the interest of one employee or group of
employees should not take precedence over those of the organization as a whole.
 Remuneration of Personnel – compensation should be fair to both the employee and the employer.
 Centralization – the proper amount of centralization depends on the situation. The objective is to
pursue the optimum utilization of the capabilities of personnel
 Scalar Chain – the hierarchy of authority is the order of ranks from the highest to the lowest levels of
the organization. Besides this vertical communication should also be encourage as long as the
managers is in the chain are kept informed.
 Order – materials and human resources should be in the right place at the right time; individuals should
be in jobs or position that suits them.
 Equity – employees should be treated with kindness and justice
 Stability of personnel tenure - an employee needs time to adjust to a new job and reach a point of
satisfactory performance; high turnover should be avoided.
 Initiative – the ability to conceive and execute a plan (through initiative and freedom) should be
encouraged and developed throughout all levels of the organization.
 Espirit de Corps –“union” Unity is strength; Harmony and teamwork are essential to effective
organizations.
4. Gulick and Urwick (1920-1937) - Pioneers of “The Science of a 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.
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

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HUMAN RELATIONS APPROACH
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 the workers. The study suggests that
when special attention is paid to employees by management, productivity is likely to increase regardless of changes in
working conditions. This phenomenon was labeled 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 a 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) - 1940’s – see discussion on Motivation Theories
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 average person prefers to be directed, wants to avoid responsibility, has relatively little ambition,
and seeks security above all.
Theory Y Assumptions
 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
 Ability to exercise a high degree of creativity in the solution of problems

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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 researches (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. Theorists have incorporated the influences of the
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.
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 for 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 of 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

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Bernstein, et al (1991) offered that at 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 needs.
The pyramidal structures of human needs from the bottom to the top of the hierarchy, the levels 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.
 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 individuals’ attention and effort is
ordinarily the lowest one on which there is an unmet need. 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 determiners 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 relationships
 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.
 Need 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.
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.

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POLICE PERSONNEL MANAGEMENT
Police Personnel Management (Human Resources Management) may be defined as that area of
management concerned with human relations in the police organization. As an overview, Police Personnel
Management uses planning, organizing, directing and controlling of day-to-day activities involved in procuring,
developing and motivating them and in coordinating their activities to achieve the aims of the police.
Efficient management of human resources in any organization can spell the difference between its success
and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very demanding today. The success of
every organization is for the organization to overcome the demands in human response brought about by several
factors.
Purpose of Police Personnel Administration
The prime objective of an effective police personnel administration is the establishment and maintenance for
the public service of a competent and well-trained police force, under such conditions of work that this force may be
completely loyal to the interests of the government of all times.
Objectives of Personnel Management
The management of human resources is delegated to the unit of organization, known as Human Resource
Department (HRD). This is to provide services and assistance needed by the organizations’ human resource in their
employment relationship with the organization. An important task of the Human Resource Department is winning
employee’s acceptance of organization’s objectives.
The objectives are:
1. To assist top and line management achieves the organization’s objective of fostering harmonious relationship
with its human resource.
2. To acquire capable people and provide them with opportunities for advancement in self-development.
3. To assist top management in formulating policies and programs that will serve the requirements of the police
organization and administer the same fairly to all members.
4. To provide technical services and assistance to the operating management in relation to their personnel
functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the organization if it does not have
a separate training department to perform its functions.
6. To see that all police members are treated equally and in the application of policies, rules and regulations
and in rendering services to them.
7. To help effect organization development and institution building effort.
Operative Functions of Police Personnel
The primary function of Personnel Department is commonly Personnel Operative Functions. These are the
following:

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1. Police Personnel Planning – is a study of the labor supply of jobs, which are composed with the demands
for employees in an organization to determine future personnel requirements, which either increase or
decrease. If there is an expected shortage of personnel the organization may decide to train and develop
present employees and/or recruit from outside sources.
2. Police Recruitment - is the process of encouraging police applicant from outside an organization to seek
employment in an organization. The process of recruitment consists of developing a recruitment plan,
recruitment strategy formulation job applicants search, screening of qualified applicants, and maintaining a
waiting list of qualified applicants.
3. Police Selections (screening) - is the process of determining the most qualified police applicant for a given
position in the police organization.
4. Police Placement- is the process of making police officers adjusted and knowledgeable in a new job and or
working environment.
5. Police Training and Development – refers to any method used to improve the attitude, knowledge, and skill
or behavior pattern of an employee for adequate performance of a given job. It is a day-to-day, year round
task. All police officers on a new position undergo a learning process given a formal training or not. Learning
is made easier for officers when the organization provides formal training and development. It reduces
unnecessary waste of time, materials, man-hours and equipment.
6. Police Appraisal or Performance Rating - performance rating is the evaluation of the traits, behavior and
effectiveness of a police officer on the job as determined by work standards. It is judgmental if it is made a
tool in decision-making for promotion, transfer, pay increase, termination or disciplinary actions against police
officers. It is developmental in purpose when the evaluation is used to facilitate officer’s improvement in
performance or used to improve recruitment, selection, training and development of personnel.
7. Police Compensation - Financial compensation in the form of wages of salaries constitutes the largest
single expenditure for most organizations. In Metropolitan Manila and other urban centers, wages of salaries
represent the sole source to meet the basic needs of food, clothing and shelter. It also provides the means
to attain that standard of living and economic security that vary in degrees upon a person’s expectations.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the organization philosophy or creed
and the personnel philosophy of central managers in relation to people so as to accomplish organizational objectives. It
serves as a fundamental guide for personnel practices and personnel policies used in an organization for maintaining
harmony between management and employees. A good personnel program covers all the operative functions of
personnel.
Factor to Considered in Personnel Program
The following factors should be taken into consideration in the preparation of a personnel program.
 objectives of the organization
 organizational philosophy of central management in relation to personnel,
 financial conditions and physical facilities of the organization
 cultural background and tradition of the people
 community and employees
 governmental factors.
Police Personnel Policies
1. Acquiring competent personnel - includes human resources planning, job description and job
specification, police recruitment, selection, placement, transfer, layoffs, and separation.

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2. Holding and retaining competent police personnel - gives depth and meaning to good management
philosophy, and involves the granting of fair wages, reasonable working hours, and other employee benefits
and services. These activities include the determination of an equitable wage and maintenance of an
incentive system. This area also concerned with securing greater officer participation in activities and with
strengthening officer morals and effectiveness. All these help make the organization a “good place to work
in.”
3. Developing and motivating personnel - deals with the education of the police officers, the appraisal of
work performance, their promotion, and the suggestion system, which enables them to develop so they can
rise to the police organization’s desired standards of performance.
4. Labor and human relations - involves the development of harmonious relations between management on
one hand and individual police officer the on the other hand. It also concerns the observance and application
of laws and court decisions affecting human relations, and relationships with other government law
enforcement agencies.
5. Efficient administration of the program with adequate budget – this is to achieve a favorable climate for
police officers. Good human relations should be the attitude in the applications, implementation and
interpretation of the organization’s policies, rules and regulations. The important tools in this area are records
and reports, personnel research and statistics, and evaluation of the effects of current policies, activities, and
programs.
POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Policies are tools of police management, which give life and direction to the police program of activities and
set limits within which action is to be pursued by the personnel concerned. Policies define the authority and the
responsibility of subordinates. They help the personnel understand their mutual relationships. They are ahead to guide
the men on the operational level, authority, and responsibility and to enable them to arrive at sound decisions.
POLICY refers to a general plan of action that serves as a guide in the operation of the organization. It
makes up the basic framework of management decisions that set the course what the organization should follow. It
defines the authority and responsibility of supervisors in their job of directing group efforts and implementing personnel
programs.
Policies form a code of procedure in that they broadly indicate the best method of conducting any portion of
the work at hand. They assist police officers in problem solving and decision-making. While policies must be
consistent, they must be flexible enough to permit adjustments when the need for change arises.
Types of Police Policies
According to origin, policies are classified as:
1. Originated Policy - This type of policy comes from top management level and is intended to set up
guidelines in the operation of the police organization.
2. Appealed Policy - This type of policy is born when problems arise at the lower levels of the organization and
the man in charge does not know how to meet the problem. He then appeals to his superiors for guidelines
and for guidance.
3. Imposed Policy - This type of policy comes from the government in the forms of laws, administrative orders,
and rules and procedures or contract specifications.
According to their subject matter, policies may be classified into:
1. General Statement of Principles - policies stated in broad terms, such as statement of objectives,
philosophy and creed. Others stress in general terms management traits, such as fairness in dealing with
officers, understanding and humane treatment of the work force.

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2. Specific Rules - cover specific situations. They are more direct and are less flexible. They are more rigid in
nature.
Dissemination of Policies
To be effective, personnel policies must be understood by all concerned including the managers and
supervisors who are to interpret and implement them to the employees who will be affected by the policies. Various
means are used by communicate personnel policies to employees. The most common are police handbooks, manuals,
publications, memoranda, and circulars, bulletin boards, meetings and conferences.
Police Handbooks - These handbooks are distributed to all personnel, and contain among other things,
information about the benefits and services that the organization grants to its officers, the organization’s history, its
organizational structure, its officers, and other information useful to the officers in understanding their relationship with
the organization.
Police Manual - A policy manual covering all police personnel policies and procedures, if made available to
managers and supervisors, will be a great help in their decision-making and employees relationship.
Memoranda and Circulars - Memoranda and circulars are another common means of communicating police
policies to all officers. They can be issued fast and they provide the greatest assurance of reaching every employee.
They are built in means by which every member of the organization is reached.
Bulletin Boards - Organizational policies, rules and regulations, and activities may be typed out of
mimeographed and the posted on bulletin boards. If strategically located and well managed, bulletin boards are an
effective medium for transmitting newly issued policies, rules and regulations to police officers.
Meetings or Conferences - Meeting or conferences are often held to inform officers about new policies,
their objectives and implementation. One advantage of this type of policy dissemination is that it gives the officers the
opportunity to ask questions and request clarification on vague and doubtful points. It is effective to smaller
departments, as they accommodate small groups and allow the scheduling of meeting at very convenient hours.
Police Publications - Communication has gained such importance to and attention by management in
recent years. To meet the needs of communicating with officers, police organizations have been spending amount of
money on publications, internal or external.
POLICE JOB DESCRIPTION
After a job is analyzed, the facts about it are gathered, summed up, and recorded in the job description and
job specifications.
Job description may be defined as an abstract of information derived from the job analysis report, describing
the duties performed, the skills, the training, and experience required the responsibilities involved, the condition under
which the job is done, and relation of the job to the other job in the organization.
POLICE RECRUITMENT, SELECTION, AND PLACEMENT
On Police Recruitment
The first step in the recruiting procedure, and the one that should receive greatest emphasis, is that of
attracting well-qualified applicants. The best selection devices available are of little value if the recruiting effort has

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failed to attract candidates of high caliber. Widespread publicity directed at the particular element of the population
which it is hoped will be attracted to the examination is the best method of seeking outstanding applicants.
Recruitment in the police service is dependent on the availability of national or regional quota of the PNP,
which is determined by the NAPOLCOM.
Standard Policy on Selection and Appointment
There shall be a standard policy for the selection of policy personnel throughout the Philippines in order to
strengthen the police service and lay the groundwork for police professionalization.
The general qualification for initial appointment to the police service shall be based on the provisions of
Republic Act No. 8551, which states:
No person shall be appointed as uniformed member of the PNP unless he or she possesses the following
minimum qualifications:
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric or psychological, drug and physical tests to be administered by the PNP or
by any government hospital accredited by the Commission for the purpose of determining physical and
mental health;
4. Must possess a formal baccalaureate degree from a recognized institution of learning;
5. Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or dismissed for cause from any
civilian position in the Government;
7. Must not have been convicted by final judgment of an offense or crime involving moral turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62m) in height for male and one meter and fifty-
seven centimeters (1.57m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the standard weight corresponding to his or her
height, age, and sex; and
10. For a new applicant, must not be less than twenty-one (21) not more than thirty (30) years of age. Except for
the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of
any of them at any given time shall be a ground for separation or retirement from the service: Provided, that
PNP members who are already in the service upon the effectivity of these Implementing Rules and
Regulations shall be given five (5) years to obtain the minimum educational qualification and one (1) year to
satisfy the weight requirement.
For the purpose of determining compliance with the requirements on physical and mental health, as well as
the non-use of prohibited or regulated drugs, the PNP by itself or through a government hospital accredited by the
Commission shall conduct regular psychiatric, psychological, drug and physical tests randomly and without notice.
After the lapse of the reglamentary period for the satisfaction of a specific requirement, current members of
the PNP who shall fail to satisfy any of the requirements enumerated under this Section shall be separated from the
service if they are below fifty (50) years of age and have served in Government for less than twenty (20) years or
retired if they are from the age of fifty (50) and above and have served the Government for at least twenty (20) years
without prejudice in either case to the payment of benefits they may be entitled to under existing laws. (Section 14, RA
8551 – IRR)
On Selection Procedures

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The purpose of the selection process is to secure these candidates who have the highest potential for
developing into good policemen. The process involves two basic functions. The first function is to measure each
candidate’s qualifications against whose ideal qualification that are established chiefly through job analysis. The
second function, because of the comparative nature of the merit system, is to rank the candidates relatively on the
basis of their qualifications.
The Screening Procedures
Preliminary Interview - the applicant shall be interviewed personally by the personnel officer. If the applicant
qualifies with respect to the requirements of citizenship, education and age, he shall be required to present the
following:
 Letter of application if none has been submitted
 An information sheet
 A copy of his picture (passport size)
 Birth Certificate
 Transcript of scholastic records and/ or diploma
 Fingerprint card, properly accomplished.
 Clearance papers from the local police department PNP provincial headquarters, city or municipal court
and city or provincial prosecutor’s office and his hometown police department, NBI, and others that may
be required.
Physical and Medical Examination - in order to determine whether or not the applicant is in good health,
free from any contagious diseases and physically fit for police service, he shall undergo a thorough physical and
medical examination to be conducted by the police health officer after he qualifies in the preliminary interview.
Physical Agility Test - the Screening Committee shall require the applicant to undergo a physical agility test
designed to determine whether or not he possess the required coordination strength, and speed of movement
necessary for police service. The applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups-45,
Squat jumps-32, and Squat thrusts-20
The Police Screening Committee may prescribe additional requirements if facilities are available.
Medical Standards for Police Candidates
1. General Appearance – the applicant must be free from any marked deformity, from all parasite or
systematic skin disease, and from evidence of intemperance in the use of stimulants or drugs. The body
must be well proportioned, of good muscular development, and show careful attention to personal
cleanliness: Obesity, muscular weakness or poor physique must be rejected. Girth of abdomen should not be
more than the measurement of chest at rest.
2. Nose, Mouth and Teeth – Obstruction to free breathing, chronic cataract, or very offensive breath must be
rejected. The mouth must be free from deformities in conditions that interfere with distinct speech or that pre-
dispose to disease of the car, nose or throat. There shall be no disease or hypertrophy of tonsil or thyroid
enlargement. Teeth must be clean, well cared for and free from multiple cavities. Missing teeth may be
supplied by crown or bridge work, where site of teeth makes this impossible, rubber denture will be accepted.
At least twenty natural teeth must be present.
3. Genitals – must be free from deformities and from varicole, hyrocole, and enlargement of the testicles,
stricture of urine, and retained testicles. Any acute and all venereal diseases of these organs must be
rejected.

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4. Varicose Veins - a marked tendency to their formation must be rejected.
5. Arms, Legs, Hands and Feet – must be free from infection of the joints, sprains, stiffness or other
conditions, such as flat foot, long nails or hammer toes which would prevent the proper and easy
performance of duty. First (index) second (middle), and third (ring) fingers and thumb must be present in their
entirely. The toe must be the same.
6. Eyes – the applicant must be free from color blindness, and be able to read with each eye separately from
standard test type at a distance of twenty feet. Loss of either eye, chronic inflammation of the lids, or
permanent abnormalities of either eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of
20/30.
7. Respiration – must be full, easy, regular, the respiratory murmur must be clear and distinct over the lungs
and no disease of the respiratory organ is present.
8. Circulation – The action of the heart must be uniform, free and steady, it’s rhythm and the heart from organ
changes. Blood Pressure – systolic maximum 135; diastolic 90; pulse pressure 15 to 50. Brain and nervous
system must be free from defects.
9. Kidneys – must be healthy and urine normal.
Character and Background Investigation - the Screening Committee shall cause a confidential
investigation of the character and from among various sources.
Psychological and/or Neuro-Psychiatric Test - in order to exclude applicants who are emotionally or
temperamentally unstable, psychotic, or suffering from any mental disorder, the applicant shall take a psychological
and/or neuro-psychiatric test to be administered by the NBI, the PNP, or other duly recognized institution offering such
test after he has qualified and met all the requirements above.
The Oral Interview - the Screening Committee shall interview the qualified applicants for suitability for police
work. The interview shall aid in determining appearance, likeableness, and affability, attitude toward work, outside
interest, forcefulness, conversational ability, and disagreeable mannerism.
POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police service and who passes the
tests required in the screening procedures shall be recommended for initial appointment and shall be classified as
follows:
1. Temporary – if the applicant passes through the waiver program as provided in under R.A 8551.
2. Probationary – if the applicant passes through the regular screening procedures.
3. Permanent – if the applicant able to finish the required field training program for permanency.
Appointment in the PNP shall be affected in the following manner:
A. PO1 to SPO4 – appointed by the PNP Regional Director for regional personnel or by the Chief of the PNP
for National Head Quarter’s personnel and attested by the Civil Service Commission (CSC)
B. Inspector to Superintendent – appointed by the Chief PNP as recommended by their immediate superiors
and attested by the Civil Service Commission (CSC).
C. Sr. Supt to Dep. Dir. Gen. – Appointed by the President upon the recommendation of the Chief PNP with
the endorsement of the Civil Service Commission (CSC) and with confirmation by the Commission on
Appointment (CA).
D. Director General – appointed by the President from among the most senior officers down to the rank of
Chief Superintendent in the service subject to the confirmation of the Commission on Appointment (CA).

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Provided, that the C/PNP shall serve a tour of duty not exceeding four (4) years. Provided further, that in
times of war or other national emergency declared by congress, the President may extend such tour of duty.
Waiver for Appointment - Waivers for initial appointment to the police service shall be governed by Section
15 of Republic Act 8551, IRR.
Appointment by Lateral Entry -In general, all original appointments of Commissioned Officers (CO) in the
PNP shall commenced with the rank of inspector to include those with highly technical qualifications applying for the
PNP technical services, such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences. Doctors of
Medicine, members of the Bar and Chaplains shall be appointed to the rank of Senior Inspector in their particular
technical services. Graduates of the PNPA shall be automatically appointed to the initial rank of Inspector. Licensed
Criminologist may be appointed to the rank of Inspector to fill up any vacancy.
POLICE TRAINING
The Need for Police Training
Organized training is the means by which officers are provided with the knowledge and the skills required in
the performance of their multiple, complex duties. In order that the recruit officer may commence his career with a
sound foundation of police knowledge and techniques, it is most important that the entrance level training he soundly
conceived, carefully organized and well-presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred. Advances in technology of
communications and equipment, public relations and employee relations as well as total evolution in the whole social
structure have made a law enforcement work more complex and difficult to pursue. The ordinary officer must be briefed
and oriented on new changes and developments that affect his job and the recruit must be given a new solid
foundation contemporary with the needs of the time. Policemen do not stay trained. If they do not forget what they have
learned, it is continually made absolute by improved technology and social changes, and requires frequent renewal to
keep it current and useful.
Standards for Police Training
All training programs operated by law enforcement agencies should limit their enrolment to law enforcement
officers. Training courses should be set-up, prescribed units of instruction, and arranged a time schedule. Practical
recruit training subsequent to employment should be provided.
Pre-and-post employment university training.
Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination with the Philippine Public
Safety College (PPSC) which shall be the premier educational institution for the training of human resources in the field
of law enforcement (PNP, BFP, BJMP), subject to the supervision of the NAPOLCOM.
Types of Police Training Programs
The following are the training programs in the police service:
 Basic Recruit Training
 Field Training
 In-Service Training programs
 Department In-service training programs
 National and International Conventions on Policing

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The Basic Recruit Training – the most basic of all police training. It is a prerequisite for permanency of
appointment.
The Basic Recruit Training shall be in accordance with the programs of instructions prescribed by the PPSC
and the NAPOLCOM subject to modifications to suit local conditions. This course is conducted within not less than six
(6) months. A training week shall normally consist of 40 hours of scheduled instructions.
Full time attendance in the Basic Recruit Training – Attendance to this type of training is full time basis.
However, in cases of emergency, recruits maybe required to render service upon certification of the Regional Director
or the City or Municipal Chief of Police the necessity of such service.
Completion and Certification of Training – After the Basic Recruit Training, the Regional Director shall
certify that the police recruits have completed the training and has satisfied all the requirements for police service.
The PNP Field Training – is the process by which an individual police officer who is recruited into the
service receives formal instruction on the job for special and defined purposes and performs actual job functions with
periodic appraisal on his performance and progress.
Under R.A 8551, all uniformed members of the PNP shall undergo a field training program involving actual
experience and assignment in patrol, traffic and investigation as a requirement for permanency of their appointment.
The program shall be for twelve (12) months inclusive of the Basic Recruit Training Course for non-officers and the
Officer Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551 – IRR)
The In-Service Training Programs
 Junior Leadership Training – for PO1 to PO3
 Senior Leadership Training – for SPO1 to SPO4
 Police Basic Course (PBC) – preparatory for OBC – for senior police officers
 Officers Basic Course (OBC) – for Inspectors to Chief Inspectors
 Officers Advance Course (OAC) – for Chief Inspectors to Sn Superintendent
 Officer Senior Education Course (OSEC) – Superintendent and above
 Directorial Staff Course (DSC) – for directors and above.
POLICE APPRAISAL
Appraisal refers to the process of measuring the performance of people in achieving goals and objectives. It
is also known as “performance evaluation system”.
Purposes of Police Appraisal
1. It serves as guide for promotion, salary increase, retirement, and disciplinary actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements
Uses of Police Appraisal
Police appraisal can be useful for personal decision-making in the following areas:
1. Eligibility to be hired
2. Salary adjustments
3. Determining potential for promotion
4. Evaluation of probationary officers
5. Identification of training needs
6. Isolating supervisory weaknesses

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7. Validating selection techniques
8. Reduction in ranks (demotion)
9. Dismissal from service and other disciplinary actions.
PNP Appraisal System
The Performance Evaluation in the police service is the responsibility of the NAPOLCOM, which shall issue
the necessary rules and regulation for the orderly administration of the appraisal process. Such performance
evaluation shall be administered in a manner as to foster the improvement of every individual police efficiency and
behavioral discipline as well as the promotion of the organization’s effectiveness.
The rating system shall be based on the standards set by the NAPOLCOM and shall consider results of
annual physical, psychological and neuro-psychiatric examinations.
POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It has the following
objectives:
1. To invest a member of the police force with the degree of authority necessary for the effective execution of
police duties.
2. To place the police officer in a position of increased responsibility where he can make full use of his
capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members of the police force, which
will gradually improve efficiency in police works.
Under the law, the NAPOLCOM shall establish a system of promotion for uniformed and non-uniformed
members of the PNP, which shall be based on:
1. Merit – includes length of service in the present rank, and qualification.
2. Seniority
3. Availability of vacant position.
The promotion shall be gender fair which means women in the PNP shall enjoy equal opportunity for
promotion as that of men.
Preferences for Promotion
1. Appropriate Eligibility - Whenever two or more persons who are next in rank, preference shall be given to the
person who is the most competent and qualified and who has the appropriate eligibility.
2. Competency and Vacancy - When competency, qualification, and eligibility are equal, preference shall be
given to the qualified member in the organizational unit where the vacancy occurs.
3. Seniority - When all the foregoing conditions have been taken into account, and still the members in the next
rank have the same merit and qualification, preference shall be given to the most senior officer.
Factors in Selection for Promotion
1. Efficiency of Performance – as an aid to fair appraisal of the candidates’ proficiency, the performance-
rating period shall be considered. Provided, that in no instance shall a candidate be considered for promotion
unless he had obtained a rating of at least “satisfactory”.
2. Education and Training – educational background which includes completion of in-service training courses,
academic studies, training grants and the like.
3. Experience and Outstanding Accomplishment – this includes occupational history, work experience and
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4. Physical Character and Personality – the factors of physical fitness and capacity as well as attitude and
personality traits in so far as they bear on the nature of the rank and/or position to be filled. This means that
the candidate should have no derogatory records which might affect integrity, morality and conduct.
5. Leadership Potential – the capacity and ability to perform the duties required in the new or higher position
and good qualities for leadership.
Kinds of Police Promotion
1. Regular Promotion - Regular promotion shall be based on the following requirements:
a. He or she has successfully passed the corresponding promotional examination given by the
NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and other professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or equivalent training
institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e. Cleared by the People’s Law Enforcement Board (PLEB) and the Office of the Ombudsman for any
complaints against him/her.
2. Promotion by Virtue of Exhibited Acts (Special Promotion)
Any uniformed member of the PNP who has exhibited acts of conspicuous courage and gallantry at the risk
of his or her life above and beyond the call of duty, shall be promoted to the next higher rank. Provided, that such act
shall be validated by the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that which is required for such
position shall, after six (6) months of occupying the same, be entitled to a promotion, subject to the availability of
vacant positions. Provided, that the member shall not be reassigned to a position calling for a higher rank until after
two (2) years from the date of such promotion. Provided, further, that any member designated to the position who
does not possess the established minimum qualifications thereof shall occupy the same for not more than six (6)
months without extension. (Section 34, RA 8551 – IRR)
POLICE ASSIGNMENT
Police assignment is the process of designating a police officer at a particular function, duty or responsibility.
Purpose of Police Assignment
The purpose of police assignment is to ensure systematic and effective utilization of all the members of the
force.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the City or Municipal Chief
of Police (COP) can make designation or assignment of the police force with in their respective levels. They shall have
the power to make designations or assignments as to who among the police officers shall head and constitute various
offices and units of the police organization. The assignment of the members of the local police agency shall be in
conformity with the career development program especially during the probationary period. Thereafter, shall be guided
by the principle of placing the right man in the right job after proper classification has been made.
Criteria in Police Assignment

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1. Those possessing the general qualifications for police duties without technical skills may be assigned to
positions where any personnel can acquire proficiency within considerably short period of time.
2. Those possessing skills acquired by previous related experiences should be assigned to the corresponding
positions.
3. Those possessing highly technical skills with adequate experience and duly supported by authoritative basis
shall be given preferential assignment to the corresponding positions, which call for highly technical trained
police officers. (Misassignment of personnel falling under this criteria constitute a serious neglect of duty of
the C/PNP, RD, or the COP, in the exercise of his administrative function)
4. Those selected to undergo further studies in specialized courses shall be chosen solely on the basis of
ability, professional preparation and aptitude.
5. Qualifications of the police officers shall be examined annually to ascertain newly acquired skills, specialties,
and proficiencies.
6. Those with physical limitation incurred while in the performance of duties should be assigned where they can
be best used in accordance with the requirements of the force.
7. Assignments and reassignments of the police officers from one unit to another shall be the prerogative of the
authority.
8. To give well rounded training and experience to police recruits, tour of duties in various assignments during
the probationary period shall be in accordance with Republic Act 8551.
POLICE SALARIES, BENEFITS, AND PRIVILEGES
On Salary
The uniformed members of the PNP are considered employees of the National Government and draw their
salaries therefrom. They have the same salary grade that of a public school teacher. Police Officers assigned in
Metropolitan Manila, chartered cities, and first class municipalities may be paid with financial incentives by the local
government unit concerned subject to the availability of funds.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on incentives and award system in the PNP administered by
the Board of Incentives and Awards. Awards may be in the forms of decorations, service medals and citation badges or
in monetary considerations. The following are examples of authorized Decorations/medals/citation:
 Police Medal of Valor
 Police Medal of Merit
 Wounded Police Medal
 Police Efficiency Medal
 Police Service Medal
 Police Unit Citation Badge
Posthumous Award – in case a police officer dies.
2. Health and Welfare
The NAPOLCOM is mandated to provide assistance in developing health and welfare programs for police
personnel. All heads of the PNP in their respective levels are responsible to initiate proper steps to create a good
atmosphere to a superior-subordinate relationship and improvement of personnel morale through appropriate welfare
programs.

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3. Longevity Pay and Allowances
Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of their basic monthly
salaries for every five years of service. However, the totality of such longevity pay does not exceed 50% of the basic
pay. They shall also enjoy the following allowances: Subsistence allowance, Quarter’s allowance, Clothing allowance,
Cost of living allowance, Hazard pay and others
4. Retirement Benefit
Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity pay of the retired grade in
case of twenty (20) years of active service, increasing by two and one-half percent (2.5%) for every year of active
service rendered beyond twenty (20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and
over: Provided, that the uniformed member shall have the option to receive in advance and in lump sum his or her
retirement pay for the first five (5) years. Provided, further, that payment of the retirement benefits in lump sum shall
be made within six (6) months from effectivity date of retirement and/or completion. Provided, finally, that the
retirement pay of PNP members shall be subject to adjustments based on the prevailing scale of base pay of police
personnel in the active service. (Section 36, RA 8551 – IRR)
5. Permanent Physical Disability Pay
A PNP member who is permanently and totally disabled as a result of injuries suffered or sickness contracted
in the performance of duty as certified by the NAPOLCOM, upon finding and certification by the appropriate medical
officer, that the extent of the disability or sickness renders such member unfit or unable to further perform the duties of
his or her position, shall be entitled to a gratuity equivalent to one year salary and to a lifetime pension equivalent to
eighty percent (80%) of his or her last salary, in addition to other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under this Section die within five
(5) years from his retirement, his surviving legal spouse or, if there be none, the surviving dependent legitimate
children shall be entitled to the pension for the remainder of the five (5) year guaranteed period. (Section 37, RA 8551
– IRR)
6. Early Retirement Benefit
A PNP member of his or her own request and with the approval of the NAPOLCOM, retire from the service
shall be paid separation benefits corresponding to a position two ranks higher than his present rank provided that the
officer or non-officer has accumulated at least 20 years of service.
POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and procedures, review and analyze
the performance, activities and facilities affecting operations and to look into the morale, needs and general efficiency
of the police organization in maintaining law and order.
Types of Police Inspection
1. Authoritative Inspection – those conducted by the head of subordinate units in a regular basis.
2. Staff Inspection – those conducted by the staff for and in behalf of the Chief PNP or superior officers in
command of various units or departments.
Nature of Police Inspection
1. Internal Affairs – inspection on internal affairs embraces administration, training, operation, intelligence,
investigation, morale and discipline as well as the financial condition of the police organization.

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2. External Affairs – it embraces the community relationship of the organization, the crime and vice situation of
the locality, and the prevailing public opinion concerning the integrity and reputation of the personnel.
Authority to Inspect
In the PNP, the following are the authority to conduct inspection:
1. NAPOLCOM or its representative
2. PNP Chief or his designated representative
3. PNP Director for Personnel or his representative
4. PNP Regional Director or his representative
5. City/Municipal Chief of Police or his representative
6. Internal Affairs Service (IAS under RA 8551)
The inspecting officer/s shall examine, audit, inspect police agencies in accordance with existing standards
and with the following objectives:
1. To take note or discover defects and irregularities
2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for appropriate actions on defects
noted.
Where the irregularity noted during inspection is serious as to warrant administrative charges against a police
officer, the inspecting officer shall immediately file the necessary charge or charges before the appropriate disciplinary
action offices.
POLICE DISCIPLINARY MECHANISM
Aside from higher police management levels that can impose disciplinary actions against subordinates, the
following also serves as disciplinary mechanisms in the police service:
Administrative Disciplinary Powers of the Local Chief Executive (LCE) - The City and Municipal Mayors
shall have the power to impose, after due notice and summary hearings, disciplinary penalties for minor offenses
committed by members of the PNP assigned to their respective jurisdictions as provided in Section 41 of Republic Act
No. 6975, as amended by Section 52 of Republic Act No. 8551.
PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity for any citizen's complaint
against PNP members. As such, every citizen's complaint, regardless of the imposable penalty for the offense alleged,
shall be filed with the PLEB of the city or municipality where the offense was allegedly committed. Upon receipt and
docketing of the complaint, the PLEB shall immediately determine whether the offense alleged therein is grave, less
grave or minor.
Should the PLEB find that the offense alleged is grave or less grave, the Board shall assume jurisdiction to
hear and decide the complaint by serving summons upon the respondent within three (3) days from receipt of the
complaint. If the PLEB finds that the offense alleged is minor, it shall refer the complaint to the Mayor or Chief of
Police, as the case may be, of the city or municipality where the PNP member is assigned within three (3) days upon
the filing thereof.
If the city or municipality where the offense was committed has no PLEB, the citizen's complaint shall be filed
with the regional or provincial office of the Commission (NAPOLCOM) nearest the residence of the complainant.

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Administrative Offenses that may be imposed against a PNP Member
The following are the offense for which a member of the PNP may be charged administratively:
1. Neglect of duty or nonfeasance – it is the omission or refusal, without sufficient excuse, to perform an act
or duty, which it was the peace officer’s legal obligation to perform; it implies a duty as well as its breach and
the fast can never be found in the absence of a duty.
2. Irregularities in the performance of duty – it is the improper performance of some act which might lawfully
be done.
3. Misconduct or Malfeasance – it is the doing, either through ignorance, inattention or malice, of that which
the officer had no legal right to do at all, as where he acts without any authority whatsoever, or exceeds,
ignores or abuses his powers.
4. Incompetency – it is the manifest lack of adequate ability and fitness for the satisfactory performance of
police duties. This has reference to any physical, moral or intellectual quality the lack of which substantially
incapacitates one to perform the duties of a peace officer.
5. Oppression – it imports an act of cruelty, severity, unlawful exaction, domination, or excessive use of
authority. The exercise of the unlawful powers or other means, in depriving an individual of his liberty or
property against his will, is generally an act of oppression.
6. Dishonesty – it is the concealment or distortion of truth in a matter of fact relevant to one’s office, or
connected with the performance of his duties.
7. Disloyalty to the Government – it consist of abandonment or renunciation of one’s loyalty to the
Government of the Philippines, or advocating the overthrow of the government.
8. Violation of Law – this presupposes conviction in court of any crime or offense penalized under the Revised
Penal Code or any special law or ordinance.

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THE POLICE ORGANIZATION
ORGANIZATION defined
It is a form of human association for the attainment of a goal or objective. It is the process of identifying and
grouping the work to be performed, defining and delegating responsibility and authority establishing relationships for
the purpose of enabling people work effectively.
POLICE ORGANIZATION defined
Police organization is a group of trained personnel in the field of public safety administration engaged in the
achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property,
enforcement of the laws and the prevention of crimes.
The organization of the police force commonly requires the following organizational units:
Functional Units
1. Bureau – the largest organic functional unit within a large department. It comprises of numbers of divisions.
2. Division – a primary subdivision of a bureau.
3. Section – functional unit within a division that is necessary for specialization.
4. Unit – functional group within a section; or the smallest functional group with in an organization.
Territorial Units
1. Post – a fixed point or location to which an officer is assigned for duty, such as a designated desk or office or
an intersection or cross walk from traffic duty. It is a spot location for general guard duty.
2. Route – a length of streets designated for patrol purposes. It is also called LINE BEAT.
3. Beat – An area assigned for patrol purposes, whether foot or motorized.
4. Sector – An area containing two or more beats, routes, or posts.
5. District – a geographical subdivision of a city for patrol purposes, usually with its own station.
6. Area – a section or territorial division of a large city each comprised of designated districts.
Key Terminologies
1. Sworn Officers – all personnel of the police department who have oath and who posses the power to arrest.

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2. Superior Officer - one having supervisory responsibilities, either temporarily or permanently, over officers of
lower rank.
3. Commanding Officer - an officer who is in command of the department, a bureau, a division, an area, or a
district.
4. Ranking Officer - the officer who has the more senior rank/higher rank in a team or group.
5. Length of Service - the period of time that has elapsed since the oath of office was administered. Previous
active services may be included or added.
6. On Duty - the period when an officer is actively engaged in the performance of his duty.
7. Off Duty - the nature of which the police officer is free from specific routine duty.
8. Special Duty - the police service, its nature, which requires that the officer be excused from the performance
of his active regular duty.
9. Leave of Absence - period, which an officer is excused from active duty by any valid/acceptable reason,
approved by higher authority.
10. Sick Leave - period which an officer is excused from active duty by reason of illness or injury.
11. Suspension - a consequence of an act which temporarily deprives an officer from the privilege of performing
his duties as result of violating directives or other department regulations.
12. Department Rules - rules established by department directors/supervisors to control the conduct of the
members of the police force.
13. Duty Manual - describes the procedures and defines the duties of officers assigned to specified post or
position.
14. Order - an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, or c.
Personal
15. Report - usually a written communication unless otherwise specifies to be verbal reports; verbal reports
should be confirmed by written communication.
Types of Police Organizational Structures
Line Organization
The straight line organization, often called the individual, military or departmental type of organization, is the
simplest and perhaps the oldest type; but it is seldom encountered in its channels of authority and responsibility
extends in a direct line from top to bottom within the structures, authority is definite and absolute.
While the line type of organization has many advantages, it also has some inherent weaknesses which, for
many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. It involves a
division of the work into units of eighth person with a person in charge who has complete control and who can be hold
directly responsible or accountable for results, or lack of them.
Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except at or near the
top of the very large organizations. Unlike the line type of structure, those establishments organized on a functional
basis violate the prime rule that men perform best when they have but one superior. The functional responsibility of
each “functional manager” is limited to the particular activity over which he has control, regardless of who performs the
function.
Line and Staff Organization
The Line and Staff organization is a combination of the line and functional types. It combines staff specialist
such as the criminalists, the training officers, the research and development specialists, etc. Channels of responsibility

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is to “think and provide expertise” for the line units. The line supervisor must remember that he obtains advice from the
staff specialists.
In normal operations, the staff supervisor has line commands but with recognized limitations such as
coordination between line and staff personnel can be achieved without undue friction. Failure to recognize these line
and staff relationship is the greatest and most frequent source of friction and a barrier to effective coordination. The
advantage of this kind would be - it combines staff specialist or units with line organization so that service of knowledge
can be provided line personnel by specialist.
Classification of Line, Staff, and Auxiliary Function
Whatever their method of grouping internal activities, all bureaucratic agencies segregate the function of line,
staff, and auxiliary personnel. The reasons for this tripartite classification are best explained by examining each of the
functions.
Line Functions: Line functions are the “backbone” of the police department; they include such operations as
patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations.
Line functions are carried out but “line members,” including the patrol officer, the detective, the sergeant, the lieutenant,
the captain, and the chief of police. Line members are responsible for:
 Carrying out the majors purposes of the police department.
 Delivering the services provided by the department.
 Dealing directly with the department’s clientele.
 Making final decisions with respect to the activities they perform.
Staff Functions: Staff functions are those operations designed to support the line functions, Staff members
are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational
services. Staff members are often civilians with specialized training who serve within the department but do not deal
with daily operation son the street. Their main function is to study police policies and practices and to offer proposals to
the chief executive of the department. Staff personnel tend to be:
 Highly specialized.
 Involved in an advisory capacity
 Detached from the public
 Not directly responsible for the decisions made by department executive.
Auxiliary Functions: Auxiliary functions involve the logistical operations of the department. These include
training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations.
ELEMENTS OF ORGANIZATON
Specialization
The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples of
specialization within a bureaucratic organization.
Specialization of an individual level is also important in all organizations, since it must be expected that some
members will know more, perform better and contribute more in one area of activity than in others, Disparities in job
ability among persons may be the result of physical attributes, mental aptitude, skills, interests education, training,
motivation, or adaptation, among other factors.
Specialization Defined: Specialization is the assignment of particular workers to particular tasks. Thus, it
can be thought of in terms of either jobs or people.

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Specialization of people (specialists) is the designation of particular persons as having expertise in a specific
area of work. Here, specialization signifies the adaptation of an individual to the requirements go some technical tasks
through training, conditioning or extensive on-the-job experience.
Example: Areas of police specialization include undercover works, c rime scene operations, legal advising, computer
work, planning, community relations, drug reaction, gang activities, or SWAT operations.
Hierarchy of Authority
If all persons within an organization were given the freedom to do what they like (and to refuse to do what
they dislike), there would be little likelihood of accomplishment. Any collaborative effort such as that in a police
department thus requires a system of checks and controls on individual behavior. Hence, the department must have a
person or persons with authority to direct the actions of workers and ensure compliance with standards in order to
achieve the department’s goals.
Hierarchy defined: A hierarchy represents the formal relationship among superiors and subordinates in any
given organization. It can be visualized as a ladder, with each rung (or rank) representing a higher or lower level of
authority.
Each rank or position on a hierarchical ladder has specific rights, while at the same time owing specific duties
to the positions above and below it. Any particular position of the ladder is expected to direct and control the activities
of the ranks, while obeying the directions and instructions received from higher ranks.
Authority Defined: Authority is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A hierarchy thus serves as the framework for the flow of authority
downward (and obedience upward) through the department.
Example: Authority can be illustrated by the situation in which a subordinate abstains from making his or her
choice among several courses of action and instead automatically accepts the choice made by the supervisor
regardless of whether one personally agrees.
Authority Roles: Authority within an organization must be viewed in terms of prescribed roles rather than of
individuals. A particular position within an organization carries the same authority regardless of who occupies that
position. While the personality of the occupant may change the style or manner in which authority is exercise, it should
increase or decrease the basic obligations of the occupant toward those in subordinate positions.
Example: The authority of a police chief stems from the role that a chief executive must play – whether he or
she is referred to as chief, superintendent, commissioner, or some other title, and regardless the size or location of the
department he or he commands.
Span of Control
A span of control is the maximum number of subordinates at a given position that superior can supervise
effectively.
Determining the Span of Control
Effective organization requires that only a manageable number of subordinates be supervised by one person
at any given time. This number will, of course, vary – not only from one organization to another (depending on each
organization’s definition of “effective supervision”) but also within each organization depending on the number of task
and the size of personnel available at a given time.
Delegation of Authority

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Delegation is the conferring of an amount of authority by a superior position onto a lower-level position. The
person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, the
delegators remain accountable for accomplishment of the job within the guidelines and quality standards of the agency.
Unity of Command
Traditional theories of organization insisted that each employee should have only one supervisor of “boss”,
and considered this principle of “unity of command” the backbone of any organizational structure. Thus, a patrol officer,
for example, would always receive orders from one sergeant and would always report to that same sergeant. If the
officer was instructed or advised by a detective, garage sergeant, or any other administrator (with the possible
exception of the chief), the officer is expected to check with his or her sergeant before taking any action.
Formal Communication
Basically, communication is the process of sharing understanding and information on common subjects.
More precisely, it is an intercourse between, through or more people by means of words, letters symbols, or gestures
for the purpose of exchanging information. Procedures, channels, and standardized languages are essential to
effective communication within such large organization.
While the eight elements previously discussed are crucial to any police organization, they would remain
fragmented without some means of integrating them into a meaningful and practical whole. The integrating element is
communication. Through communication, personnel are kept informed of the objectives of the organization, of the
means selected for achieving them, and of the information necessary for the continuing operation of the department.
Effective communication would ensure a common understanding of department goals, policies, and procedures and
this helps to bind the agency together.
PRINCIPLES OF POLICE ORGANIZATION
Police organizations are either formal or informal. Formal organizations are highly structured while informal
organizations are those without structures.
Every formal police organization whether small or large are governed by the following principles:
1. Principle of Unity of Objectives - an organization is effective if it enables the individuals to contribute to the
organization’s objectives.
2. Principle of Organizational Efficiency – organization structure is effective if it is structured in such a way to
aid the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle – shows the vertical hierarchy of the organization which defines an unbroken chain of units
from top to bottom describing explicitly the flow of authority. The scalar principles are:
a. Line of Authority and Chain of Command - This principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy.
Diverting orders, directives, or reports around a level of command usually has disastrous effects on
efficiency of the organization.
b. The Span of Control of a supervisor over personnel or units shall not mean more than what he
can effectively direct and coordinate. In span of control, levels of authority shall be kept to a
minimum.
c. The Delegation of authority shall carry with it a commensurate authority and the person to whom
the authority is delegated shall be held accountable therefore. It implies that delegation must carry
with it appropriate responsibility.

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d. The Unity of Command - explains that subordinates should only be under the control of one
superior.
4. Functional Principle – refers to division of work according to type, place, time and specialization.
5. Line and Staff – implies that a system of varied functions arrange into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is responsible for
support, advisory or facilitative capacity.
6. Principle of Balance – states that the application of principles must be balanced to ensure the effectiveness
of the structure in meeting organization’s objectives.
7. Principle of Delegation by Results – states that authority delegated should be adequate to ensure the
ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility – explains that the responsibility of the subordinates to their
superior for performance is absolute and the superior cannot escape responsibility for the organization on
activities performed by their subordinates.
9. Principle of Parity and Responsibility – explains that responsibility for action cannot be greater than that
implied by the authority delegated nor should it be less.
10. Authority Level Principle – implies that decisions within the authority of the individual commander should
be made by them and not be returned upward in the organizational structure.
11. Principle of Flexibility – means that the more flexible the organization, the more it can fulfill its purpose.
OTHER PRINCIPLES OF POLICE ORGANIZATION
Grouping of Similar Task
Tasks, similar or related in purpose, process, method, or clientele, should be grouped together in one or
more units under the control of one person. Whenever, practicable, every function of the police force shall be assigned
to a unit.
a. According to Function - The force should be organized primarily according to the nature of the basis
to be performed. It should be divided into groups so that similar and related duties may be assigned to
each.
b. According to Time Frame - The elements are divided into many shifts or watches according to the time
of the day. This is the most elementary form of police organization. Any large functional unit can also be
organized according to time if the demand exists.
c. According to Place of Work - A territorial distribution of a platoon, accomplished by assigning
patrolman on beats, is necessary to facilitate the direction and control of the officers and to ensure
suitable patrol service at every point with in the jurisdiction. Patrolman on street duty is usually under the
supervision of a patrol sergeant. When the number of patrolmen is great, it may be desirable to divide
them into squads assigned to specific sectors of jurisdiction, with a sergeant in charge of each squad.

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d. According to Level of Authority -A police department is always divided according to the level of
authority. Example, there will be some patrolmen, sergeants, some lieutenants, some captains, and so
on. Vertical combinations of superior officers, with each rank at a different level of authority from any
other, from channels through which operations may be directed and controlled can be adopted in certain
cases to ensure coordination.
Specialization Based on Need
Specialized units should be created only when overall departmental capability is thus significantly increased.
Specialization is a principle of organization which is the result of the division of the force into separate units. The
degree of specialization is determined by the size and sophistication of the department and by the extent to which unit
has exclusive responsibility for the performance of each group of the operational task.
THE PHILIPPINE NATIONAL POLICE (PNP) ORGANIZATION
The PNP is composed of a national headquarter, regional headquarters, provincial headquarters, district
headquarters or municipal stations. At the national level, the PNP maintains its national headquarter in Camp Crame,
Metropolitan Manila which houses the directorial staff, service staff and special support units.
PNP Staff and Support Units
A. The Chief of the Philippine National Police has the rank of Police Director General in the Armed Forces of the
Philippines with a four-star rank. He is assisted by a Personal Staff composed of:
 The Inspector General
 Aide-de-Camp
 Command Police Non-Commissioned Officer
B. Deputy Chief of Philippine National Police for Administration.
C. Deputy Chief of Philippine National Police for Operations
D. The Chief of Directorial Staff is assisted by a Secretary, Directorial Staff.
The two Deputies and the Chief of Directorial Staff have the rank of Police Deputy Director General,
equivalent to a three-star rank in the Armed Forces of the Philippines.
Directorial Staff (Functional Staff)
 Directorate for Personnel - Record Management
 Directorate for Intelligence
 Directorate for Operations
 Directorate for Investigation
 Directorate for Logistics
 Directorate for Plans
 Directorate for Comptrollership
 Directorate for Police Community Relations
 Directorate for Human Resources and Doctrine Development

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 Directorate for Research and Development
Administrative Support Units
 Logistic Support Service Legal Service
 Medical and Dental Service
 Computer Service
 Crime Laboratory Support Service
 Engineering Service
 Headquarters Support Service
 Finance Service
 Communications-Electronics Service
 Captain Service
Operational Support Units
 Criminal Investigation Command
 Narcotics Command absorbed into the PDEA
 Traffic Management Command
 Intelligence Command
 Special Action Force Command
 Security Command
 Civil Security Force Command
 Maritime Command
 Police Community Relations Command
 Aviation Security
The Powers and Functions of the PNP
1. Enforce all laws and ordinances relative to the protection of lives and properties;
2. Maintain peace and order and take all necessary steps to ensure public safety;
3. Investigate and prevent crimes, effect the arrest of criminal offenders, bring offenders to justice, and assist in
their prosecution.
4. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and
pertinent Laws.
5. Detain and arrest person for a period not beyond what is prescribed by law, informing the person so detained
of all his/her rights under the Constitution;
6. Issue licenses for the possession of firearms and explosives in accordance with law;
7. Supervise and control the training and operation of security agencies and issue licenses to operate security
agencies, and to security guards and private detectives for the practice of their profession; and
8. Perform such other duties and exercises all other functions as may be provided by law. One of these is the
Forestry law wherein the PNP is primary enforcer in coordination with the Department of Environment and
Natural Resources (DENR).
The Rank Classification of the PNP Personnel
POLICE RANKS EQUIVALENT
ABBREVIATIONS MILITARY RANKS
A. COMMISSIONED OFFICERS:
Director General (DG) General
Deputy Director General (DDG) Lt General
Director (DIR) Maj General

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Chief Superintendent (CSUPT) Brig.Gen.
Senior Superintendent (SR SUPT) Colonel
Superintendent (SUPT) Lt Colonel
Chief Inspector (CINSP) Major
Senior Inspector (SR INSP) Captain
Inspector (INSP) Lieutenant
B. NON-COMMISSIONED OFFICERS:
Senior Police Officer IV (SPO IV) Master Sergeant
Senior Police Officer III (SPO III) Tech. Sergeant
Senior Police Officer II (SPO II) Staff Sergeant
Senior Police Officer I (SPO I) Sergeant
Police Officer III (PO III) Corporal
Police Officer II (PO II) Private 1st Class
Police Officer I (PO I) Private
C. Cadets of the Philippine National Police Academy (PNPA) are classified above the Senior Police Officer IV and
below the Inspector rank in the PNP.
PNP: National in Scope - Civilian in Character
National in scope simply means that the PNP is a nation wide government organization whose jurisdiction
covers the entire breath of the Philippines archipelago which extends up to the municipality of Kalayaan islands in the
province of Palawan. All PNP personnel both the uniformed and non-uniformed components are national government
employees. Civilian in character means that the PNP is not a part of the military. Although,. it retains some military
attributes such as discipline, it shall adopt unique non-military cultures, Code of Ethics, and Standard of Professional
conduct comparable to the civilian police forces of other countries.
The Achievement of Professional Conduct and Exemplary Behavior among PNP members
A PNP member as a Law Enforcer and an Agent of a Person in Authority is a model citizen of the
community. He is looked upon as the paragon of virtues and a protector of the people. He has chosen a noble
profession of high risk and dedicated service to protect the rights, lives and properties of the people whom he had
sworn to serve with utmost dedication. In this regard, each PNP member is mandated to strictly adhere to the Police
Code of Professional Conduct and Ethical Standard. Swift punishments are rendered to erring members while proper
recognition for exemplary achievements are given to deserving ones. Merit and performance, qualifications and
mandatory promotional courses are instituted for acceleration in the career ladder. Continuing education and
leadership development aside from moral values enhancement are the keys to dynamic professional groups of PNP
members.
The PNP Doctrine of Development
Police Doctrine is a doctrine of preservation. Therefore, it is a truism that the basic weapon of a policeman is
the excellent knowledge of the law he is enforcing, and that the gun is only secondary or a defensive weapon. An
ordinary policeman is expected to be a one-man staff, operator, fiscalizer and prosecutor in the court of law. On top of
this, he is also expected to behave civilly as a model citizen of his community a protector of human rights. The
battleground of a policeman is the court of law and the center stage of his action is community wherein the spectators
are the citizens he has sworn to serve with utmost dedication. As quoted by no less that the Chief, PNP, Director
General Ricardo A. Sacramento II: “Rigors of police work, more than anything else, touch the lives of every citizen as

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they go through their daily routine.” This is mirrored by the often-quoted maxim, verbalized by August Vollmer who
said:
“Average citizen expects the police officer to have the wisdom of Solomon, the courage of David, the
strength of Samson, the patience of Job, the leadership of Moses, the faith of Daniel, the diplomacy of Lincoln, the
tolerance of the carpenter of Nazareth, the kindness of the Good Samaritan, and finally, an intimate knowledge of
every branch of natural, biological and social sciences. If he possesses all these qualities, then he might be a good
policeman.”
Community Oriented Policing System (COPS)
In the Philippines, a revolutionized concept in modern policing and a new strategy for delivering basic police
services adhering to the following basic concepts have been adopted – the so called COPS:
a. The police and community are co-producers of police vices. Hence, peace and order is shared joint
responsibility of the community and the police.
b. Puts emphasis on the proactive or pre-emptive system of policing capitalizing on the active and vigilant
actions and participation of the citizenry.
c. It is a problem oriented policing system (POPS), which is zeroed in to the root causes of the problem and its
solution.
POLICE OPERATIONAL PLANNING
What is a Plan?
A plan is an organize schedule or sequence by methodical activities intended to attain a goal and objectives
for the accomplishments of mission or assignment. It is a method or way of doing something in order to attain
objectives. Plan provides answer to 5W’s and 1 H.
What is Planning?
Planning is a management function concerned with visualizing future situations, making estimates
concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways
and means for reaching desired goals according to a certain schedule, estimating the necessary funds and resources
to do the work, and initiating action in time to prepare what may be needed to cope with the changing conditions and
contingent events.
Planning is also the process of preparing for change and coping with uncertainty formulating future causes
of action; the process of determining the problem of the organization and coming up with proposed resolutions and
finding best solutions.
 The process of combining all aspects of the department and the realistic anticipation of future problems, the
analysis of strategy and the correlation of strategy to detail.
 The conceptual idea of doing something to attain a goal or objective.
What is Police Planning?

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Police Planning is an attempt by police administrators in trying to allocate anticipated resources to meet
anticipated service demands. It is the systematic and orderly determination of facts and events as basis for policy
formulation and decision affecting law enforcement management.
What is Operational Planning?
Operational Planning is the use of a rational design or pattern for all departmental undertakings rather than
relying on chance in an operational environment. It is the preparation and development of procedures and techniques
in accomplishing of each of the primary tasks and functions of an organization.
What is Police Operational Planning?
Police Operational Planning is the act of determining policies and guidelines for police activities and
operations and providing controls and safeguards for such activities and operations in the department. It may also be
the process of formulating coordinated sequence of methodical activities and allocation of resources to the line units of
the police organization for the attainment of the mandated objectives or goals.
Objectives are a specific commitment to achieve a measurable result within a specific period of time. Goals
are general statement of intention and typically with time horizon, or it is an achievable end state that can be measured
and observed. Making choices about goals is one of the most important aspects of planning. Relate this definitions with
their description as defined in chapter one.
The process of police operational planning involves strategies or tactics, procedures, policies or guidelines. A
Strategy is a broad design or method; or a plan to attain a stated goal or objectives. Tactics are specific design,
method or course of action to attain a particular objective in consonance with strategy. Procedures are sequences of
activities to reach a point or to attain what is desired. A policy is a product of prudence or wisdom in the management
of human affairs, or policy is a course of action which could be a program of actions adopted by an individual, group,
organization, or government, or the set of principles on which they are based. Guidelines are rules of action for the
rank and file to show them how they are expected to obtain the desired effect.
STRATEGIC PLANNING
Strategic Planning is a series of preliminary decisions on a framework, which in turn guides subsequent
decisions that generate the nature and direction of an organization. This is usually long ranged in nature. The reasons
for Strategic Planning are:
1. VISION - A vision of what a police department should be.
2. LONG-RANGE THINKING - Keeping in mind that strategy is deciding where we want to be
3. STRATEGIC FOCUS
4. CONGRUENCE
5. A STRATEGIC RESPONSE TO CHANGE
6. A STRATEGIC FRAMEWORK
What is the Strategic Planning process?
 TASK 1 - Develop Mission and Objectives
 TASK 2 - Diagnose Environmental Threats and Opportunities
 TASK 3 - Assess Organizational Strengths and Weaknesses
 TASK 4 - Generate Alternative Strategies
 TASK 5 - Develop Strategic Plan
 TASK 6 - Develop Tactical Plan

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 TASK 7 - Assess Results of Strategic And Tactical Plan
 TASK 8 - Repeat Planning Process
In the process, the police administrator can use the potent tool of alternatives. Alternatives (options) are
means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at
eliminating a problem. Alternatives do not have to be substitutes for one another or should perform the same function.
For example, our goal is to “improve officer-survival skills.” The plan is to train the officers on militaristic and combat
shooting. The alternatives could be:
Alternative 1 - modify police vehicles
Alternative 2 - issuing bulletproof vests
Alternative 3 - utilizing computer assisted dispatch system
Alternative 4 - increasing first-line supervision, etc
What are the Objectives of Police Planning?
1. To increase the chances of success by focusing on results and not so much on the objectives.
2. To force analytical thinking and evaluation of alternatives for better decisions.
3. To establish a framework for decision making consistent with the goal of the organization.
4. To orient people to action instead of reaction.
5. To modify the day-to-day style of operation to future management.
6. To provide decision making with flexibility.
7. To provide basis for measuring original accomplishments or individual performance.
What can be expected in planning?
1. Improve analysis of problems
2. Provide better information for decision-making
3. Help to clarify goals, objectives, priorities
4. Result is more effective allocation of resources
5. Improve inter-and intradepartmental cooperation and coordination
6. Improve the performance of programs
7. Give the police department a clear sense of direction
8. Provide the opportunity for greater public support
What are the characteristics of a good police plan?
1. With clearly defined Objectives or Goals.
2. Simplicity, Directness and Clarity
3. Flexibility
4. Possibility of Attainment
5. Must provide Standards of Operation
6. Economy in terms of Resources needed for implementation
What are the guidelines in Planning? The five (5) W’s and one (1) H
1. What to do – mission/objective
2. Why to do – reason/philosophy