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10.-LEA-Comprehensive-1000-ITEMS-Q-and-A.pdf · version 1.pdf

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The document contains a 1000-item question and answer set for the Criminologist Licensure Examination covering topics in Law Enforcement Administration. The questions cover the history of policing in the Philippines including important laws and leaders that shaped the police force. The questions also cover concepts of police organization, administration, personnel management, operations, and comparative police systems.

Career
1 of 2003
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Criminologist Licensure Examination Q and A SERIES 1000 Items Comprehensive Q and As in LAW ENFORCEMENT ADMINISTRATION History of Policing System I Concept of Police Organization, Administration and Management I Personnel and Records Management I RA 6975 as amended by RA 8551 I Police Planning and Operations I Police Patrol Operation and Communication I Intelligence and Secret Service I Comparative Police System I Industrial Security Management By Michael Angelo P. Quarin Jhun Boy L. Bernardino II Charlemagne James P. Ramos QUARIN I BERNARDINO II I RAMOS
LAW ENFORCEMENT ADMINISTRATION COMPREHENSIVE 1000 ITEMS Q AND A By Charlemagne James P. Ramos
1. An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government and for Other Purposes,” gave way to the creation of the country's police force that is national in scope and civilian in character. It is administered and controlled by the National Police Commission. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
1. An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government and for Other Purposes,” gave way to the creation of the country's police force that is national in scope and civilian in character. It is administered and controlled by the National Police Commission. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
2. A graduate of the U.S. Military Academy, a regular captain but then a Lieutenant Colonel of the U.S. Cavalry Volunteers in the Philippines officially designated and confirms by the Commission as Chief of Constabulary in 1901. a. Howard Taft b. Henry T. Allen c. Lapu-Lapu d. Marcos
2. A graduate of the U.S. Military Academy, a regular captain but then a Lieutenant Colonel of the U.S. Cavalry Volunteers in the Philippines officially designated and confirms by the Commission as Chief of Constabulary in 1901. a. Howard Taft b. Henry T. Allen c. Lapu-Lapu d. Marcos
3. “Philippine National Police Reform and Reorganization Act of 1998,” the PNP was envisioned to be a community and service oriented agency. As mandated by law, the PNP activated the Internal Affairs Service (IAS) on June 1, 1999. It is an organization within the structure of the PNP, and it is headed by Inspector General. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
3. “Philippine National Police Reform and Reorganization Act of 1998,” the PNP was envisioned to be a community and service oriented agency. As mandated by law, the PNP activated the Internal Affairs Service (IAS) on June 1, 1999. It is an organization within the structure of the PNP, and it is headed by Inspector General. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
4. By the coming of the Spaniards, the country’s police system started. The police were then called____ a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
4. By the coming of the Spaniards, the country’s police system started. The police were then called____ a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
5. In 1852, it took over the peace keeping duties in the island under a Royal Decree. a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
5. In 1852, it took over the peace keeping duties in the island under a Royal Decree. a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
6. Manila Police was formally organized by virtue of what act of the Philippine Commission.? a. Act no. 433 b. Act no. 413 c. Act no. 175 d. Act no. 987
6. Manila Police was formally organized by virtue of what act of the Philippine Commission.? a. Act no. 433 b. Act no. 413 c. Act no. 175 d. Act no. 987
7. When was Manila Police was formally organized? a. Dec. 3, 1900 b. Jan. 9, 1901 c. Dec. 4, 1903 d. Mar. 6, 1967
7. When was Manila Police was formally organized? a. Dec. 3, 1900 b. Jan. 9, 1901 c. Dec. 4, 1903 d. Mar. 6, 1967
8. He was appointed PC Chief in December 1917. Thus, for the first time in sixteen (16) years of existence, the Constabulary was placed under Filipino leadership. a. Taft b. Henry T. Allen c. Brig. Gen. Rafael T. Crame d. Marcos
8. He was appointed PC Chief in December 1917. Thus, for the first time in sixteen (16) years of existence, the Constabulary was placed under Filipino leadership. a. Taft b. Henry T. Allen c. Brig. Gen. Rafael T. Crame d. Marcos
9. He issued an Executive Order creating all insular police called Military Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50 & 51, re-designated it as Military Police Command, AFWESPAC. This idea was conceived to restore the bad image of the Constabulary during the Japanese occupation when these constables were made to run after the guerrillas. a. Manuel L. Quezon b. Elpidio Quirino c. Sergio Osmeña d. Diosdado Macapagal
9. He issued an Executive Order creating all insular police called Military Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50 & 51, re-designated it as Military Police Command, AFWESPAC. This idea was conceived to restore the bad image of the Constabulary during the Japanese occupation when these constables were made to run after the guerrillas. a. Manuel L. Quezon b. Elpidio Quirino c. Sergio Osmeña d. Diosdado Macapagal
10. The Administrative Code of the Philippines, promulgated on____________, provided for the constitution of police forces in every cities and municipalities with the officers and members thereof being appointed by the Mayors with the consent of the City or Municipal Council. Under this set-up the police are primarily a political entity that tended to serve the wills of those in power. a. October 4, 1990 b. August 5, 1903 c. September 10, 1955 d. January 4, 1978
10. The Administrative Code of the Philippines, promulgated on____________, provided for the constitution of police forces in every cities and municipalities with the officers and members thereof being appointed by the Mayors with the consent of the City or Municipal Council. Under this set-up the police are primarily a political entity that tended to serve the wills of those in power. a. October 4, 1990 b. August 5, 1903 c. September 10, 1955 d. January 4, 1978
11. Known as the Police Act of 1966 was enacted, by virtue of which, National Police Commission was created, vested with the power to supervise and control the police forces all over the country. Under this act the administration, control and disciplinary measures, including training of each member are placed under the exclusive jurisdiction of the NAPOLCOM. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. R.A 4864
11. Known as the Police Act of 1966 was enacted, by virtue of which, National Police Commission was created, vested with the power to supervise and control the police forces all over the country. Under this act the administration, control and disciplinary measures, including training of each member are placed under the exclusive jurisdiction of the NAPOLCOM. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. R.A 4864
12. He proclaimed Martial Law throughout the country by virtue of Proclamation No. 1081, and subsequently Presidential Decree No. 765 was put into effect on August 8, 1975. a. Manuel L. Quezon b. Elpidio Quirino c. Ferdinand Marcos d. Diosdado Macapagal
12. He proclaimed Martial Law throughout the country by virtue of Proclamation No. 1081, and subsequently Presidential Decree No. 765 was put into effect on August 8, 1975. a. Manuel L. Quezon b. Elpidio Quirino c. Ferdinand Marcos d. Diosdado Macapagal
13. “The state shall establish and maintain one police force, which shall be national in scope and civilian in character, to be administered and controlled by the NAPOLCOM. The authority of local executives over the police units in their respective jurisdiction shall be provided by the law a. Sec. 6, Art XVI in the 1987 Constitution b. Sec. 3, ART X in the 1935 Constitution c. Sec. 6, Art XI in the 1987 Constitution d. Sec. 6, Art XVIII in the 1987 Constitution
13. “The state shall establish and maintain one police force, which shall be national in scope and civilian in character, to be administered and controlled by the NAPOLCOM. The authority of local executives over the police units in their respective jurisdiction shall be provided by the law a. Sec. 6, Art XVI in the 1987 Constitution b. Sec. 3, ART X in the 1935 Constitution c. Sec. 6, Art XI in the 1987 Constitution d. Sec. 6, Art XVIII in the 1987 Constitution
14. 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. a. Administration b. Organization c. Police Organization d. Management
14. 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. a. Administration b. Organization c. Police Organization d. Management
15. 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? a. Administration b. Organization c. Police Organization d. Management
15. 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? a. Administration b. Organization c. Police Organization d. Management
16. Which is not belonging to the functional units? a. Post b. Bureau c. Division d. Section
16. Which is not belonging to the functional units? a. Post b. Bureau c. Division d. Section
17. Which is not belonging to the territorial units? a. Post b. Beat c. area d. unit
17. Which is not belonging to the territorial units? a. Post b. Beat c. area d. unit
18. Which of the following are functional unit: I. Bureau II.Division III.Section IV.Unit V. Post A.I, II, IV, V B. I, III, IV, V C. II, III, IV, V D. I, II, III, IV
18. Which of the following are functional unit: I. Bureau II.Division III.Section IV.Unit V. Post A.I, II, IV, V B. I, III, IV, V C. II, III, IV, V D. I, II, III, IV
19. The largest organic functional unit within a large department. It comprises of numbers of divisions a. Post b. Bureau c. Division d. Section
19. The largest organic functional unit within a large department. It comprises of numbers of divisions a. Post b. Bureau c. Division d. Section
20. Functional unit within a division that is necessary for specialization a. Post b. Bureau c. Division d. Section
20. Functional unit within a division that is necessary for specialization a. Post b. Bureau c. Division d. Section
21. primary subdivision of a bureau a. Post b. Bureau c. Division d. Section
21. primary subdivision of a bureau a. Post b. Bureau c. Division d. Section
22. A section or territorial division of a large city each comprised of designated districts. a. Post b. Beat c. area d. unit
22. A section or territorial division of a large city each comprised of designated districts. a. Post b. Beat c. area d. unit
23. A geographical subdivision of a city for patrol purposes, usually with its own station. a. Post b. Beat c. Sector d. District
23. A geographical subdivision of a city for patrol purposes, usually with its own station. a. Post b. Beat c. Sector d. District
24. An area containing two or more beats, routes, or posts. a. Post b. Beat c. Sector d. District
24. An area containing two or more beats, routes, or posts. a. Post b. Beat c. Sector d. District
25. An area assigned for patrol purposes, whether foot or motorized. a. Post b. Beat c. Sector d. District
25. An area assigned for patrol purposes, whether foot or motorized. a. Post b. Beat c. Sector d. District
26. A length of streets designated for patrol purposes. It is also called LINE BEAT a. Post b. Route c. Sector d. District
26. A length of streets designated for patrol purposes. It is also called LINE BEAT a. Post b. Route c. Sector d. District
27. 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. a. Post b. Route c. Sector d. District
27. 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. a. Post b. Route c. Sector d. District
28. It is usually a written communication unless otherwise specifies to be verbal; verbal should be confirmed by written communication. a. Data b. Record c. Report d. Files
28. It is usually a written communication unless otherwise specifies to be verbal; verbal should be confirmed by written communication. a. Data b. Record c. Report d. Files
29. An instruction given by a ranking officer to a subordinate. a. command b. required c. order d. direction
29. An instruction given by a ranking officer to a subordinate. a. command b. required c. order d. direction
30. All personnel of the police department who have oath and who possess the power to arrest. a. Arresting officer b. Officer in charge c. Sworn officer d. power officer
30. All personnel of the police department who have oath and who possess the power to arrest. a. Arresting officer b. Officer in charge c. Sworn officer d. power officer
31. One having supervisory responsibilities, either temporarily or permanently, over officers of lower rank. a. Supervisor b. Superior officer c. Superintendent d. Chief
31. One having supervisory responsibilities, either temporarily or permanently, over officers of lower rank. a. Supervisor b. Superior officer c. Superintendent d. Chief
32. An officer who is in command of the department, a bureau, a division, an area, or a district. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
32. An officer who is in command of the department, a bureau, a division, an area, or a district. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
33. The officer who has the more senior rank/higher rank in a team or group. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
33. The officer who has the more senior rank/higher rank in a team or group. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
34. The period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. a. length of service b. service oriented c. service period d. police service
34. The period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. a. length of service b. service oriented c. service period d. police service
35. The period when an officer is actively engaged in the performance of his duty. a. off duty b. on duty c. present duty d. 24 hours duty
35. The period when an officer is actively engaged in the performance of his duty. a. off duty b. on duty c. present duty d. 24 hours duty
36. The nature of which the police officer is free from specific routine duty. a. off duty b. on duty c. free time duty d. 24 hours at home
36. The nature of which the police officer is free from specific routine duty. a. off duty b. on duty c. free time duty d. 24 hours at home
37. The police service, its nature, which requires that the officer be excused from the performance of his active regular duty. a. Special duty b. Sick leave c. excused duty d. off duty with excused letter
37. The police service, its nature, which requires that the officer be excused from the performance of his active regular duty. a. Special duty b. Sick leave c. excused duty d. off duty with excused letter
38. Period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority. a. Valid excuse b. Leave of absence c. excused duty d. off duty with excused letter
38. Period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority. a. Valid excuse b. Leave of absence c. excused duty d. off duty with excused letter
39. Period which an officer is excused from active duty by reason of illness or injury. a. Disability excused duty b. Sick leave c. excused duty d. off duty with excused letter
39. Period which an officer is excused from active duty by reason of illness or injury. a. Disability excused duty b. Sick leave c. excused duty d. off duty with excused letter
40. 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. a. Consequence duty deprivation b. Suspension c. Deprivation duty d. Temporary off duty
40. 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. a. Consequence duty deprivation b. Suspension c. Deprivation duty d. Temporary off duty
41. Rules established by department directors/supervisors to control the conduct of the members of the police force. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
41. Rules established by department directors/supervisors to control the conduct of the members of the police force. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
42. Describes the procedures and defines the duties of officers assigned to specified post or position. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
42. Describes the procedures and defines the duties of officers assigned to specified post or position. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
43. Which is not belonging to the following orders by ranking officer? a. General order b. Special order c. Court order d. Personal order
43. Which is not belonging to the following orders by ranking officer? a. General order b. Special order c. Court order d. Personal order
44. The straight line organization, often called the individual, military or departmental type of organization. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
44. The straight line organization, often called the individual, military or departmental type of organization. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
45. Rarely found in present day organizations, except at or near the top of the very large organizations. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
45. Rarely found in present day organizations, except at or near the top of the very large organizations. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
46. 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, a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
46. 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, a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
47. Combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
47. Combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
48. Authority is definite and absolute. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
48. Authority is definite and absolute. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
49. Limited to the particular activity over which he has control, regardless of who performs the function. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
49. Limited to the particular activity over which he has control, regardless of who performs the function. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
50. Channels of responsibility is to “think and provide expertise” for the line units. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
50. Channels of responsibility is to “think and provide expertise” for the line units. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
51. It also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
51. It also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
52. 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. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
52. 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. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
53. It combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
53. It combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
54. The “backbone” of the police department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
54. The “backbone” of the police department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
55. Those operations designed to support the line functions. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
55. Those operations designed to support the line functions. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
56. The logistical operations of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
56. The logistical operations of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
57. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
57. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
58. They include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
58. They include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
59. Patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. a. Line members b. Staff members c. Auxiliary members d. primary members
59. Patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. a. Line members b. Staff members c. Auxiliary members d. primary members
60. Advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. a. Line members b. Staff members c. Auxiliary members d. primary members
60. Advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. a. Line members b. Staff members c. Auxiliary members d. primary members
61. Carrying out the majors’ purposes of the police department. a. Line members b. Staff members c. Auxiliary members d. primary members
61. Carrying out the majors’ purposes of the police department. a. Line members b. Staff members c. Auxiliary members d. primary members
62. Delivering the services provided by the department. a. Line members b. Staff members c. Auxiliary members d. primary members
62. Delivering the services provided by the department. a. Line members b. Staff members c. Auxiliary members d. primary members
63. Often civilians with specialized training who serve within the department but do not deal with daily operations on the street. a. Line members b. Staff members c. Auxiliary members d. primary members
63. Often civilians with specialized training who serve within the department but do not deal with daily operations on the street. a. Line members b. Staff members c. Auxiliary members d. primary members
64. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
64. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
65. Highly specialized, involved in an advisory capacity. Detached from the public and not directly responsible for the decisions made by department executive. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
65. Highly specialized, involved in an advisory capacity. Detached from the public and not directly responsible for the decisions made by department executive. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
66. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. a. Line members b. Staff members c. Auxiliary members d. primary members
66. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. a. Line members b. Staff members c. Auxiliary members d. primary members
67. The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
67. The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
68. 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. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
68. 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. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
69. The norms and values that characterize a culture. a. Social forces b. Economic forces c. Political forces d. Arm forces
69. The norms and values that characterize a culture. a. Social forces b. Economic forces c. Political forces d. Arm forces
70. The ideas behind the concept of a market economy such as private ownership of property, economic freedom, competitive markets and a limited role for government. a. Social forces b. Economic forces c. Political forces d. Arm forces
70. The ideas behind the concept of a market economy such as private ownership of property, economic freedom, competitive markets and a limited role for government. a. Social forces b. Economic forces c. Political forces d. Arm forces
71. Governmental regulations play significant role in how organizations choose to manage themselves. a. Social forces b. Economic forces c. Political forces d. Arm forces
71. Governmental regulations play significant role in how organizations choose to manage themselves. a. Social forces b. Economic forces c. Political forces d. Arm forces
72. Influenced management theory in areas such as motivation and leadership. a. Social forces b. Economic forces c. Political forces d. Arm forces
72. Influenced management theory in areas such as motivation and leadership. a. Social forces b. Economic forces c. Political forces d. Arm forces
73. Influenced management theory in the areas of environmental analysis, planning, control, organization design and employee rights. a. Social forces b. Economic forces c. Political forces d. Arm forces
73. Influenced management theory in the areas of environmental analysis, planning, control, organization design and employee rights. a. Social forces b. Economic forces c. Political forces d. Arm forces
74. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
74. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
75. The maximum number of subordinates at a given position that superior can supervise effectively. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
75. The maximum number of subordinates at a given position that superior can supervise effectively. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
76. The right to command and control the behavior of employees in lower positions within an organizational hierarchy. a. Authority b. Security authority c. Command responsibility d. Unity of command
76. The right to command and control the behavior of employees in lower positions within an organizational hierarchy. a. Authority b. Security authority c. Command responsibility d. Unity of command
77. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
77. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
78. The formal relationship among superiors and subordinates in any given organization. a. Hierarchy b. Authority c. Command d. Control
78. The formal relationship among superiors and subordinates in any given organization. a. Hierarchy b. Authority c. Command d. Control
79. It 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. a. Hierarchy b. Authority c. Command d. Control
79. It 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. a. Hierarchy b. Authority c. Command d. Control
80. Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
80. Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
81. It can be visualized as a ladder, with each rank representing a higher or lower level of authority. a. Hierarchy b. Authority c. Command d. Control
81. It can be visualized as a ladder, with each rank representing a higher or lower level of authority. a. Hierarchy b. Authority c. Command d. Control
82. A hierarchy thus serves as the framework for the flow of authority downward and obedience upward through the department. a. Hierarchy b. Authority c. Command d. Control
82. A hierarchy thus serves as the framework for the flow of authority downward and obedience upward through the department. a. Hierarchy b. Authority c. Command d. Control
83. 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. a. Hierarchy b. Authority c. Command d. Control
83. 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. a. Hierarchy b. Authority c. Command d. Control
84. 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. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
84. 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. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
85. The conferring of an amount of authority by a superior position into a lower-level position. a. Delegation b. Security authority c. Command responsibility d. Unity of command
85. The conferring of an amount of authority by a superior position into a lower-level position. a. Delegation b. Security authority c. Command responsibility d. Unity of command
86. 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. a. Procedure b. Communication c. Globalization d. Bluetooth
86. 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. a. Procedure b. Communication c. Globalization d. Bluetooth
87. These are the essential to effective communication within such large organization. Except a. Procedure b. Channels c. Standardized language d. Rapport
87. These are the essential to effective communication within such large organization. Except a. Procedure b. Channels c. Standardized language d. Rapport
88. The backbone of any organizational structure. a. Delegation b. Security authority c. Command responsibility d. Unity of command
88. The backbone of any organizational structure. a. Delegation b. Security authority c. Command responsibility d. Unity of command
89. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, they remain accountable for accomplishment of the job within the guidelines and quality standards of the agency. a. Delegation of authority b. Security authority c. Command responsibility d. Unity of command
89. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, they remain accountable for accomplishment of the job within the guidelines and quality standards of the agency. a. Delegation of authority b. Security authority c. Command responsibility d. Unity of command
90. Organizations that are highly structured. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
90. Organizations that are highly structured. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
91. Organizations that are those without structure. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
91. Organizations that are those without structure. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
92. Which statement is true? a. The police organization are governed by only principle of unity of command b. No formal or informal police organization governed by principles. c. Every formal police organization whether small or large are governed by principles. d. Every police organization has few principles.
92. Which statement is true? a. The police organization are governed by only principle of unity of command b. No formal or informal police organization governed by principles. c. Every formal police organization whether small or large are governed by principles. d. Every police organization has few principles.
93. Shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
93. Shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
94. Organization is effective if it enables the individuals to contribute to the organization’s objectives. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
94. Organization is effective if it enables the individuals to contribute to the organization’s objectives. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
95. 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. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
95. 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. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
96. This is the scalar principle. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command e. All of the above
96. This is the scalar principle. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command e. All of the above
97. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
97. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
98. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
98. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
99. 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. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
99. 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. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
100. Explains that subordinates should only be under the control of one superior. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
100. Explains that subordinates should only be under the control of one superior. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
101. Division of work according to type, place, time and specialization. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
101. Division of work according to type, place, time and specialization. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
102. 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. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
102. 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. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
103. The main traditional purpose of the police. a. To protect the celebrities b. To protect the authority or the government c. To protect the president only d. To protect the property
103. The main traditional purpose of the police. a. To protect the celebrities b. To protect the authority or the government c. To protect the president only d. To protect the property
104. The application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
104. The application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
105. Police organization is effective and efficient. a. The police is 24 hours duty b. The more people arrested and thrown in jail c. The more victims of crime d. Crime prevention
105. Police organization is effective and efficient. a. The police is 24 hours duty b. The more people arrested and thrown in jail c. The more victims of crime d. Crime prevention
106. Authority delegated should be adequate to ensure the ability to accomplish expected results. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
106. Authority delegated should be adequate to ensure the ability to accomplish expected results. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
107. 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. a. Functional principle b. Line and staff c. Principles of Absoluteness of Responsibility d. Principle of delegation by results
107. 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. a. Functional principle b. Line and staff c. Principles of Absoluteness of Responsibility d. Principle of delegation by results
108. Role of police that focused on solving crimes. a. Traditional b. Community c. National d. International
108. Role of police that focused on solving crimes. a. Traditional b. Community c. National d. International
109. Explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less. a. Functional principle b. Line and staff c. Principle of balance d. Principle of Parity and Responsibility
109. Explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less. a. Functional principle b. Line and staff c. Principle of balance d. Principle of Parity and Responsibility
110. Implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure. a. Functional principle b. Line and staff c. Principle of balance d. Authority Level Principle
110. Implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure. a. Functional principle b. Line and staff c. Principle of balance d. Authority Level Principle
111. The more flexible the organization, the more it can fulfill its purpose. a. Functional principle b. Line and staff c. Principle of Flexibility d. Principle of delegation by results
111. The more flexible the organization, the more it can fulfill its purpose. a. Functional principle b. Line and staff c. Principle of Flexibility d. Principle of delegation by results
112. The role of police that focused on crime control. a. Traditional b. Community c. National d. International
112. The role of police that focused on crime control. a. Traditional b. Community c. National d. International
113. S.M.E.A.C in arrest abbreviation what is S? a. Salute b. Special c. Situation d. Smart
113. S.M.E.A.C in arrest abbreviation what is S? a. Salute b. Special c. Situation d. Smart
114. A piece or pad of blotting papers of a book in which transaction happenings are noted before being permanently recorded. a. Police blotter b. Police report c. Police handbook d. Blotter
114. A piece or pad of blotting papers of a book in which transaction happenings are noted before being permanently recorded. a. Police blotter b. Police report c. Police handbook d. Blotter
115. S.M.E.A.C in arrest abbreviation what is C? a. Cooperation b. Conduct c. Command/Control d. Cops
115. S.M.E.A.C in arrest abbreviation what is C? a. Cooperation b. Conduct c. Command/Control d. Cops
116. The book of records, public records which every police station/officer is mandated to possess for future reference. a. Police blotter b. Police report c. Police handbook d. Blotter
116. The book of records, public records which every police station/officer is mandated to possess for future reference. a. Police blotter b. Police report c. Police handbook d. Blotter
117. S.M.E.A.C in arrest abbreviation what is M.E.A? a. Management, Exercise, Action b. Mission, Execution,Administration/Equipment c. Must, Exercise, Action d. Management, Execution, Administration
117. S.M.E.A.C in arrest abbreviation what is M.E.A? a. Management, Exercise, Action b. Mission, Execution,Administration/Equipment c. Must, Exercise, Action d. Management, Execution, Administration
118. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
118. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
119. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
119. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
120. 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 within 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
120. 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 within 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
121. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
121. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
122. Work specialization can increase efficiency with the same amount of effort. a. Discipline b. Unity of Command c. Division of Work d. Centralization
122. Work specialization can increase efficiency with the same amount of effort. a. Discipline b. Unity of Command c. Division of Work d. Centralization
123. Compensation should be fair to both the employee and the employer. a. Discipline b. Unity of Command c. Remuneration of personnel d. Centralization
123. Compensation should be fair to both the employee and the employer. a. Discipline b. Unity of Command c. Remuneration of personnel d. Centralization
124. Employees should be treated with kindness and justice. a. Equity b. Unity of Command c. Remuneration of personnel d. Centralization
124. Employees should be treated with kindness and justice. a. Equity b. Unity of Command c. Remuneration of personnel d. Centralization
125. The objective is to pursue the optimum utilization of the capabilities of personnel. a. Discipline b. Unity of Command c. Division of Work d. Centralization
125. The objective is to pursue the optimum utilization of the capabilities of personnel. a. Discipline b. Unity of Command c. Division of Work d. Centralization
126. How many deputy chiefs that will assist the Chief PNP? a. 3 b. 2 c. 5 d. 1
126. How many deputy chiefs that will assist the Chief PNP? a. 3 b. 2 c. 5 d. 1
127. Power to supervise and control the police forces all over the country. a. NBI b. NAPOLCOM c. AFP d. Legislative
127. Power to supervise and control the police forces all over the country. a. NBI b. NAPOLCOM c. AFP d. Legislative
128. Equivalent rank of Director General in AFP ranks? a. Director b. General c. Brigadier General d. Deputy director
128. Equivalent rank of Director General in AFP ranks? a. Director b. General c. Brigadier General d. Deputy director
129. How many directorial staff in PNP organization? a. 13 b. 10 c. 15 d. 16
129. How many directorial staff in PNP organization? a. 13 b. 10 c. 15 d. 16
130. What is the AFP rank of PO1? a. Private b. Private first class c. Sergeant d. Corporal
130. What is the AFP rank of PO1? a. Private b. Private first class c. Sergeant d. Corporal
131. What is the AFP rank of SPO1? a. Private b. Private first class c. Sergeant d. Corporal
131. What is the AFP rank of SPO1? a. Private b. Private first class c. Sergeant d. Corporal
132. How many administrative units of PNP organization? a. 13 b. 11 c. 12 d. 15
132. How many administrative units of PNP organization? a. 13 b. 11 c. 12 d. 15
133. The process of setting performance objectives and identifying the actions needed to accomplish them. a. Planning b. Organizing c. Leading d. Controlling
133. The process of setting performance objectives and identifying the actions needed to accomplish them. a. Planning b. Organizing c. Leading d. Controlling
134. The process of directing and coordinating the work efforts of other people to help them accomplish the task. a. Planning b. Organizing c. Leading d. Controlling
134. The process of directing and coordinating the work efforts of other people to help them accomplish the task. a. Planning b. Organizing c. Leading d. Controlling
135. What is the AFP rank of Inspector? a. Captain b. Major c. Lieutenant d. Master Sergeant
135. What is the AFP rank of Inspector? a. Captain b. Major c. Lieutenant d. Master Sergeant
136. The process of dividing work to be done and coordinating results to achieve desired purpose a. Planning b. Organizing c. Leading d. Controlling
136. The process of dividing work to be done and coordinating results to achieve desired purpose a. Planning b. Organizing c. Leading d. Controlling
137. How many operational units in PNP organization? a. 13 b. 11 c. 12 d. 15
137. How many operational units in PNP organization? a. 13 b. 11 c. 12 d. 15
138. What is the AFP rank of superintendent? a. Colonel b. Lieutenant colonel c. General d. Brigadier general
138. What is the AFP rank of superintendent? a. Colonel b. Lieutenant colonel c. General d. Brigadier general
139. An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes. a. Act no. 175 b. R.A 6507 c. R.A 9708 d. Act no. 768
139. An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes. a. Act no. 175 b. R.A 6507 c. R.A 9708 d. Act no. 768
140. A law for honor students a. P.D 093 b. P.D 907 c. R.A 6507 d. R.A 6506
140. A law for honor students a. P.D 093 b. P.D 907 c. R.A 6507 d. R.A 6506
141. Police-to-population ratio in highly urbanized cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
141. Police-to-population ratio in highly urbanized cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
142. Board and Bar examination. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
142. Board and Bar examination. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
143. Police-to-population ratio in component cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
143. Police-to-population ratio in component cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
144. What is the AFP rank of SPO2? a. Captain b. Major c. Staff sergeant d. Master Sergeant
144. What is the AFP rank of SPO2? a. Captain b. Major c. Staff sergeant d. Master Sergeant
145. Police-to-population ratio in municipalities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
145. Police-to-population ratio in municipalities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
146. On the average nationwide, the manning levels of the PNP shall be approximately in accordance with a police- to-population ratio of. a. 1:500 b. 1:650 c. 1:750 d. 1:850
146. On the average nationwide, the manning levels of the PNP shall be approximately in accordance with a police- to-population ratio of. a. 1:500 b. 1:650 c. 1:750 d. 1:850
147. Who will head the five (5) Police District Offices (PDO) of the National Capital Region (NCR)? a. Director general b. District director c. Regional director d. Provincial director
147. Who will head the five (5) Police District Offices (PDO) of the National Capital Region (NCR)? a. Director general b. District director c. Regional director d. Provincial director
148. Who will head the Police Provincial Office (PPO) corresponding to all provinces throughout the country? a. Director general b. District director c. Regional director d. Provincial director
148. Who will head the Police Provincial Office (PPO) corresponding to all provinces throughout the country? a. Director general b. District director c. Regional director d. Provincial director
149. Who will head City/Provincial Public Safety Company (C/PPSC)? a. Director general b. District director c. Regional director d. Group director
149. Who will head City/Provincial Public Safety Company (C/PPSC)? a. Director general b. District director c. Regional director d. Group director
150. Who shall have the command and direction over City Police Office (CPO) of highly urbanized cities outside of NCR? a. Director general b. District director c. Regional director d. Group director
150. Who shall have the command and direction over City Police Office (CPO) of highly urbanized cities outside of NCR? a. Director general b. District director c. Regional director d. Group director
151. Law for Licensed criminologist. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
151. Law for Licensed criminologist. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
152. The Office of the Inspector General, Internal Affairs Service (IG, IAS), Program Management Office (PMO), and Public Information Office (PIO), which are all under the office of. a. Director general b. District director c. Chief PNP d. Group director
152. The Office of the Inspector General, Internal Affairs Service (IG, IAS), Program Management Office (PMO), and Public Information Office (PIO), which are all under the office of. a. Director general b. District director c. Chief PNP d. Group director
153. Which is not a power and functions of PNP? a. Enforce all laws and ordinances relative to the protection of lives and properties of authority only. b. 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 c. Issue licenses for the possession of firearms and explosives in accordance with law. d. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws
153. Which is not a power and functions of PNP? a. Enforce all laws and ordinances relative to the protection of lives and properties of authority only. b. 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 c. Issue licenses for the possession of firearms and explosives in accordance with law. d. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws
154. The PNP is a nationwide 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
154. The PNP is a nationwide 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
155. 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
155. 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
156. Provide technical services to the Commission in areas of overall policy formulation, strategic and operational planning, management systems or procedures, evaluation and monitoring of the Commission's programs, projects and internal operations; and shall conduct thorough research and analysis on social and economic conditions affecting peace and order in the country. a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
156. Provide technical services to the Commission in areas of overall policy formulation, strategic and operational planning, management systems or procedures, evaluation and monitoring of the Commission's programs, projects and internal operations; and shall conduct thorough research and analysis on social and economic conditions affecting peace and order in the country. a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
157. Shall undertake criminological researches and studies; formulate a national crime prevention plan; develop a crime prevention and information program and provide editorial direction for all criminology research and crime prevention publications a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
157. Shall undertake criminological researches and studies; formulate a national crime prevention plan; develop a crime prevention and information program and provide editorial direction for all criminology research and crime prevention publications a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
158. Shall provide the Commission with efficient and effective service as legal counsel of the Commission; draft or study contracts affecting the Commission and submit appropriate recommendations pertaining thereto; and render legal opinions arising from the administration and operation of the Philippine National Police and the Commission a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
158. Shall provide the Commission with efficient and effective service as legal counsel of the Commission; draft or study contracts affecting the Commission and submit appropriate recommendations pertaining thereto; and render legal opinions arising from the administration and operation of the Philippine National Police and the Commission a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
159. Shall perform personnel functions for the Commission, administer the entrance and promotional examinations for policemen, provide the necessary services relating to records, correspondence, supplies, property and equipment, security and general services, and the maintenance and utilization of facilities, and provide services relating to manpower, career planning and development, personnel transactions and employee welfare a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
159. Shall perform personnel functions for the Commission, administer the entrance and promotional examinations for policemen, provide the necessary services relating to records, correspondence, supplies, property and equipment, security and general services, and the maintenance and utilization of facilities, and provide services relating to manpower, career planning and development, personnel transactions and employee welfare a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
160. Shall conduct continuous inspection and management audit of personnel, facilities and operations at all levels of command of the PNP, monitor the implementation of the Commission's programs and projects relative to law enforcement; and monitor and investigate police anomalies and irregularities a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. The Inspection, Monitoring and Investigation Service
160. Shall conduct continuous inspection and management audit of personnel, facilities and operations at all levels of command of the PNP, monitor the implementation of the Commission's programs and projects relative to law enforcement; and monitor and investigate police anomalies and irregularities a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. The Inspection, Monitoring and Investigation Service
161. Shall review the Commission's plans and programs and formulate policies and procedures regarding acquisition, inventory, control, distribution, maintenance and disposal of supplies and shall oversee the implementation of programs on transportation facilities and installations and the procurement and maintenance of supplies and equipment. a. Planning and research service b. The Installations and Logistics Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
161. Shall review the Commission's plans and programs and formulate policies and procedures regarding acquisition, inventory, control, distribution, maintenance and disposal of supplies and shall oversee the implementation of programs on transportation facilities and installations and the procurement and maintenance of supplies and equipment. a. Planning and research service b. The Installations and Logistics Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
162. Maximum tenure for Chief PNP. a. 4 years b. 6 years c. 9 years d. 5 years
162. Maximum tenure for Chief PNP. a. 4 years b. 6 years c. 9 years d. 5 years
163. Maximum tenure for Provincial director/ City Director a. 4 years b. 6 years c. 9 years d. 5 years
163. Maximum tenure for Provincial director/ City Director a. 4 years b. 6 years c. 9 years d. 5 years
164. Maximum tenure for Deputy Chief. a. 4 years b. 6 years c. 9 years d. 5 years
164. Maximum tenure for Deputy Chief. a. 4 years b. 6 years c. 9 years d. 5 years
165. Maximum tenure for Regional director? a. 4 years b. 6 years c. 9 years d. 5 years
165. Maximum tenure for Regional director? a. 4 years b. 6 years c. 9 years d. 5 years
166. Maximum tenure for Director of Staff service. a. 4 years b. 6 years c. 9 years d. 5 years
166. Maximum tenure for Director of Staff service. a. 4 years b. 6 years c. 9 years d. 5 years
167. The anti-crime machinery a. Napolcom b. CJS c. IAS d. Court
167. The anti-crime machinery a. Napolcom b. CJS c. IAS d. Court
168. “Rendering what is due or merited and that which is due or merited.” a. Law b. Fair c. Justice d. equity
168. “Rendering what is due or merited and that which is due or merited.” a. Law b. Fair c. Justice d. equity
169. The machinery which society uses in the prevention and control of crime. The process is the totality of the activities of law enforcers, prosecutors, defense lawyers, judges and corrections personnel, as well as those of the mobilized community in crime prevention and control. a. Napolcom b. CJS c. IAS d. Court
169. The machinery which society uses in the prevention and control of crime. The process is the totality of the activities of law enforcers, prosecutors, defense lawyers, judges and corrections personnel, as well as those of the mobilized community in crime prevention and control. a. Napolcom b. CJS c. IAS d. Court
170. Integrated process primarily concerned with apprehension, prosecution, trial, adjudication, and correction of criminal offenders. a. Napolcom b. CJS c. IAS d. Court
170. Integrated process primarily concerned with apprehension, prosecution, trial, adjudication, and correction of criminal offenders. a. Napolcom b. CJS c. IAS d. Court
171. What is the correct order of CJS? a. Community, Prosecution, Police, Court, Correction b. Law enforcement, Prosecution, Court, Correction, Community c. Prime mover, Defense, Judgment, Rehabilitation, Citizen d. Law enforcement, Prosecution, Conviction, Community, Reformation
171. What is the correct order of CJS? a. Community, Prosecution, Police, Court, Correction b. Law enforcement, Prosecution, Court, Correction, Community c. Prime mover, Defense, Judgment, Rehabilitation, Citizen d. Law enforcement, Prosecution, Conviction, Community, Reformation
172. The broadest pillar a. Community b. Police c. Prosecution d. Court
172. The broadest pillar a. Community b. Police c. Prosecution d. Court
173. An organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment. a. Plan b. Planning c. Police planning d. Calendar
173. An organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment. a. Plan b. Planning c. Police planning d. Calendar
174. 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. a. Plan b. Planning c. Police planning d. Calendar
174. 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. a. Plan b. Planning c. Police planning d. Calendar
175. 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. a. Plan b. Planning c. Police planning d. Calendar
175. 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. a. Plan b. Planning c. Police planning d. Calendar
176. It is a method or way of doing something in order to attain objectives. Plan provides answer to 5W’s and 1 H. a. Plan b. Planning c. Police planning d. Calendar
176. It is a method or way of doing something in order to attain objectives. Plan provides answer to 5W’s and 1 H. a. Plan b. Planning c. Police planning d. Calendar
177. Specific commitment to achieve a measurable result within a specific period of time. a. Objectives b. Goals c. Vision d. Mission
177. Specific commitment to achieve a measurable result within a specific period of time. a. Objectives b. Goals c. Vision d. Mission
178. The use of a rational design or pattern for all departmental undertakings rather than relying on chance in an operational environment. a. Plan b. Operational Planning c. Police planning d. Calendar
178. The use of a rational design or pattern for all departmental undertakings rather than relying on chance in an operational environment. a. Plan b. Operational Planning c. Police planning d. Calendar
179. 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. a. Plan b. Planning c. Police planning d. Calendar
179. 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. a. Plan b. Planning c. Police planning d. Calendar
180. 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. a. Plan b. Police Operational Planning c. Police planning d. Planning
180. 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. a. Plan b. Police Operational Planning c. Police planning d. Planning
181. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization. a. Plan b. Operational Planning c. Police planning d. Calendar
181. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization. a. Plan b. Operational Planning c. Police planning d. Calendar
182. General statement of intention and typically with time horizon or it is an achievable end state that can be measured and observed. a. Objectives b. Goals c. Vision d. Mission
182. General statement of intention and typically with time horizon or it is an achievable end state that can be measured and observed. a. Objectives b. Goals c. Vision d. Mission
183. It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management. a. Plan b. Planning c. Police planning d. Calendar
183. It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management. a. Plan b. Planning c. Police planning d. Calendar
184. 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. a. Plan b. Planning c. Police planning d. Calendar
184. 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. a. Plan b. Planning c. Police planning d. Calendar
185. Broad design or method; or a plan to attain a stated goal or objectives. a. Tactics b. Strategy c. Procedure d. Guidelines
185. Broad design or method; or a plan to attain a stated goal or objectives. a. Tactics b. Strategy c. Procedure d. Guidelines
186. Specific design, method or course of action to attain a particular objective in consonance with strategy. a. Tactics b. Strategy c. Procedure d. Guidelines
186. Specific design, method or course of action to attain a particular objective in consonance with strategy. a. Tactics b. Strategy c. Procedure d. Guidelines
187. Sequences of activities to reach a point or to attain what is desired. a. Tactics b. Strategy c. Procedure d. Guidelines
187. Sequences of activities to reach a point or to attain what is desired. a. Tactics b. Strategy c. Procedure d. Guidelines
188. Product of prudence or wisdom in the management of human affairs, or 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. a. Tactics b. Policy c. Procedure d. Guidelines
188. Product of prudence or wisdom in the management of human affairs, or 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. a. Tactics b. Policy c. Procedure d. Guidelines
189. Rules of action for the rank and file to show them how they are expected to obtain the desired effect. a. Tactics b. Policy c. Procedure d. Guidelines
189. Rules of action for the rank and file to show them how they are expected to obtain the desired effect. a. Tactics b. Policy c. Procedure d. Guidelines
190. 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. a. Strategic planning b. Line planning c. Military planning d. Tactical planing
190. 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. a. Strategic planning b. Line planning c. Military planning d. Tactical planing
191. Means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem. a. Way b. Alternatives c. Power d. Procedure
191. Means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem. a. Way b. Alternatives c. Power d. Procedure
192. The rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. a. Synoptic Approach b. Incremental Approach c. Transactive Approach d. Advocacy Approach
192. The rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. a. Synoptic Approach b. Incremental Approach c. Transactive Approach d. Advocacy Approach
193. The task of planning should be detailed in a work chart that specifies on what events and actions are necessary, when they must take place, which is to be involved in each action and for how long, and how the various actions will interlock with one another. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
193. The task of planning should be detailed in a work chart that specifies on what events and actions are necessary, when they must take place, which is to be involved in each action and for how long, and how the various actions will interlock with one another. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
194. Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
194. Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
195. An attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
195. An attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
196. The discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
196. The discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
197. Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. a. Describe the present situation b. Prepare for planning c. Set Goals d. Identify and analyze problems
197. Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. a. Describe the present situation b. Prepare for planning c. Set Goals d. Identify and analyze problems
198. Alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable. a. Describe the present situation b. Prepare for planning c. Identify alternative course of action d. Identify and analyze problems
198. Alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable. a. Describe the present situation b. Prepare for planning c. Identify alternative course of action d. Identify and analyze problems
199. This includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
199. This includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
200. Each course of action is evaluated in accordance with general policies, rules and laws. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
200. Each course of action is evaluated in accordance with general policies, rules and laws. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
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10.-LEA-Comprehensive-1000-ITEMS-Q-and-A.pdf · version 1.pdf

  • 1. Criminologist Licensure Examination Q and A SERIES 1000 Items Comprehensive Q and As in LAW ENFORCEMENT ADMINISTRATION History of Policing System I Concept of Police Organization, Administration and Management I Personnel and Records Management I RA 6975 as amended by RA 8551 I Police Planning and Operations I Police Patrol Operation and Communication I Intelligence and Secret Service I Comparative Police System I Industrial Security Management By Michael Angelo P. Quarin Jhun Boy L. Bernardino II Charlemagne James P. Ramos QUARIN I BERNARDINO II I RAMOS
  • 2. LAW ENFORCEMENT ADMINISTRATION COMPREHENSIVE 1000 ITEMS Q AND A By Charlemagne James P. Ramos
  • 3. 1. An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government and for Other Purposes,” gave way to the creation of the country's police force that is national in scope and civilian in character. It is administered and controlled by the National Police Commission. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
  • 4. 1. An Act Establishing the Philippine National Police under a Reorganized Department of the Interior and Local Government and for Other Purposes,” gave way to the creation of the country's police force that is national in scope and civilian in character. It is administered and controlled by the National Police Commission. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
  • 5. 2. A graduate of the U.S. Military Academy, a regular captain but then a Lieutenant Colonel of the U.S. Cavalry Volunteers in the Philippines officially designated and confirms by the Commission as Chief of Constabulary in 1901. a. Howard Taft b. Henry T. Allen c. Lapu-Lapu d. Marcos
  • 6. 2. A graduate of the U.S. Military Academy, a regular captain but then a Lieutenant Colonel of the U.S. Cavalry Volunteers in the Philippines officially designated and confirms by the Commission as Chief of Constabulary in 1901. a. Howard Taft b. Henry T. Allen c. Lapu-Lapu d. Marcos
  • 7. 3. “Philippine National Police Reform and Reorganization Act of 1998,” the PNP was envisioned to be a community and service oriented agency. As mandated by law, the PNP activated the Internal Affairs Service (IAS) on June 1, 1999. It is an organization within the structure of the PNP, and it is headed by Inspector General. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
  • 8. 3. “Philippine National Police Reform and Reorganization Act of 1998,” the PNP was envisioned to be a community and service oriented agency. As mandated by law, the PNP activated the Internal Affairs Service (IAS) on June 1, 1999. It is an organization within the structure of the PNP, and it is headed by Inspector General. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. Act 4864
  • 9. 4. By the coming of the Spaniards, the country’s police system started. The police were then called____ a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
  • 10. 4. By the coming of the Spaniards, the country’s police system started. The police were then called____ a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
  • 11. 5. In 1852, it took over the peace keeping duties in the island under a Royal Decree. a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
  • 12. 5. In 1852, it took over the peace keeping duties in the island under a Royal Decree. a. Guardrileros b. Guardia civil c. Safe guard d. Manpowers
  • 13. 6. Manila Police was formally organized by virtue of what act of the Philippine Commission.? a. Act no. 433 b. Act no. 413 c. Act no. 175 d. Act no. 987
  • 14. 6. Manila Police was formally organized by virtue of what act of the Philippine Commission.? a. Act no. 433 b. Act no. 413 c. Act no. 175 d. Act no. 987
  • 15. 7. When was Manila Police was formally organized? a. Dec. 3, 1900 b. Jan. 9, 1901 c. Dec. 4, 1903 d. Mar. 6, 1967
  • 16. 7. When was Manila Police was formally organized? a. Dec. 3, 1900 b. Jan. 9, 1901 c. Dec. 4, 1903 d. Mar. 6, 1967
  • 17. 8. He was appointed PC Chief in December 1917. Thus, for the first time in sixteen (16) years of existence, the Constabulary was placed under Filipino leadership. a. Taft b. Henry T. Allen c. Brig. Gen. Rafael T. Crame d. Marcos
  • 18. 8. He was appointed PC Chief in December 1917. Thus, for the first time in sixteen (16) years of existence, the Constabulary was placed under Filipino leadership. a. Taft b. Henry T. Allen c. Brig. Gen. Rafael T. Crame d. Marcos
  • 19. 9. He issued an Executive Order creating all insular police called Military Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50 & 51, re-designated it as Military Police Command, AFWESPAC. This idea was conceived to restore the bad image of the Constabulary during the Japanese occupation when these constables were made to run after the guerrillas. a. Manuel L. Quezon b. Elpidio Quirino c. Sergio Osmeña d. Diosdado Macapagal
  • 20. 9. He issued an Executive Order creating all insular police called Military Police Command, USAFFE pursuant to USAFFE General Orders Nos. 50 & 51, re-designated it as Military Police Command, AFWESPAC. This idea was conceived to restore the bad image of the Constabulary during the Japanese occupation when these constables were made to run after the guerrillas. a. Manuel L. Quezon b. Elpidio Quirino c. Sergio Osmeña d. Diosdado Macapagal
  • 21. 10. The Administrative Code of the Philippines, promulgated on____________, provided for the constitution of police forces in every cities and municipalities with the officers and members thereof being appointed by the Mayors with the consent of the City or Municipal Council. Under this set-up the police are primarily a political entity that tended to serve the wills of those in power. a. October 4, 1990 b. August 5, 1903 c. September 10, 1955 d. January 4, 1978
  • 22. 10. The Administrative Code of the Philippines, promulgated on____________, provided for the constitution of police forces in every cities and municipalities with the officers and members thereof being appointed by the Mayors with the consent of the City or Municipal Council. Under this set-up the police are primarily a political entity that tended to serve the wills of those in power. a. October 4, 1990 b. August 5, 1903 c. September 10, 1955 d. January 4, 1978
  • 23. 11. Known as the Police Act of 1966 was enacted, by virtue of which, National Police Commission was created, vested with the power to supervise and control the police forces all over the country. Under this act the administration, control and disciplinary measures, including training of each member are placed under the exclusive jurisdiction of the NAPOLCOM. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. R.A 4864
  • 24. 11. Known as the Police Act of 1966 was enacted, by virtue of which, National Police Commission was created, vested with the power to supervise and control the police forces all over the country. Under this act the administration, control and disciplinary measures, including training of each member are placed under the exclusive jurisdiction of the NAPOLCOM. a. R.A 6975 b. R.A 8551 c. R.A 7456 d. R.A 4864
  • 25. 12. He proclaimed Martial Law throughout the country by virtue of Proclamation No. 1081, and subsequently Presidential Decree No. 765 was put into effect on August 8, 1975. a. Manuel L. Quezon b. Elpidio Quirino c. Ferdinand Marcos d. Diosdado Macapagal
  • 26. 12. He proclaimed Martial Law throughout the country by virtue of Proclamation No. 1081, and subsequently Presidential Decree No. 765 was put into effect on August 8, 1975. a. Manuel L. Quezon b. Elpidio Quirino c. Ferdinand Marcos d. Diosdado Macapagal
  • 27. 13. “The state shall establish and maintain one police force, which shall be national in scope and civilian in character, to be administered and controlled by the NAPOLCOM. The authority of local executives over the police units in their respective jurisdiction shall be provided by the law a. Sec. 6, Art XVI in the 1987 Constitution b. Sec. 3, ART X in the 1935 Constitution c. Sec. 6, Art XI in the 1987 Constitution d. Sec. 6, Art XVIII in the 1987 Constitution
  • 28. 13. “The state shall establish and maintain one police force, which shall be national in scope and civilian in character, to be administered and controlled by the NAPOLCOM. The authority of local executives over the police units in their respective jurisdiction shall be provided by the law a. Sec. 6, Art XVI in the 1987 Constitution b. Sec. 3, ART X in the 1935 Constitution c. Sec. 6, Art XI in the 1987 Constitution d. Sec. 6, Art XVIII in the 1987 Constitution
  • 29. 14. 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. a. Administration b. Organization c. Police Organization d. Management
  • 30. 14. 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. a. Administration b. Organization c. Police Organization d. Management
  • 31. 15. 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? a. Administration b. Organization c. Police Organization d. Management
  • 32. 15. 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? a. Administration b. Organization c. Police Organization d. Management
  • 33. 16. Which is not belonging to the functional units? a. Post b. Bureau c. Division d. Section
  • 34. 16. Which is not belonging to the functional units? a. Post b. Bureau c. Division d. Section
  • 35. 17. Which is not belonging to the territorial units? a. Post b. Beat c. area d. unit
  • 36. 17. Which is not belonging to the territorial units? a. Post b. Beat c. area d. unit
  • 37. 18. Which of the following are functional unit: I. Bureau II.Division III.Section IV.Unit V. Post A.I, II, IV, V B. I, III, IV, V C. II, III, IV, V D. I, II, III, IV
  • 38. 18. Which of the following are functional unit: I. Bureau II.Division III.Section IV.Unit V. Post A.I, II, IV, V B. I, III, IV, V C. II, III, IV, V D. I, II, III, IV
  • 39. 19. The largest organic functional unit within a large department. It comprises of numbers of divisions a. Post b. Bureau c. Division d. Section
  • 40. 19. The largest organic functional unit within a large department. It comprises of numbers of divisions a. Post b. Bureau c. Division d. Section
  • 41. 20. Functional unit within a division that is necessary for specialization a. Post b. Bureau c. Division d. Section
  • 42. 20. Functional unit within a division that is necessary for specialization a. Post b. Bureau c. Division d. Section
  • 43. 21. primary subdivision of a bureau a. Post b. Bureau c. Division d. Section
  • 44. 21. primary subdivision of a bureau a. Post b. Bureau c. Division d. Section
  • 45. 22. A section or territorial division of a large city each comprised of designated districts. a. Post b. Beat c. area d. unit
  • 46. 22. A section or territorial division of a large city each comprised of designated districts. a. Post b. Beat c. area d. unit
  • 47. 23. A geographical subdivision of a city for patrol purposes, usually with its own station. a. Post b. Beat c. Sector d. District
  • 48. 23. A geographical subdivision of a city for patrol purposes, usually with its own station. a. Post b. Beat c. Sector d. District
  • 49. 24. An area containing two or more beats, routes, or posts. a. Post b. Beat c. Sector d. District
  • 50. 24. An area containing two or more beats, routes, or posts. a. Post b. Beat c. Sector d. District
  • 51. 25. An area assigned for patrol purposes, whether foot or motorized. a. Post b. Beat c. Sector d. District
  • 52. 25. An area assigned for patrol purposes, whether foot or motorized. a. Post b. Beat c. Sector d. District
  • 53. 26. A length of streets designated for patrol purposes. It is also called LINE BEAT a. Post b. Route c. Sector d. District
  • 54. 26. A length of streets designated for patrol purposes. It is also called LINE BEAT a. Post b. Route c. Sector d. District
  • 55. 27. 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. a. Post b. Route c. Sector d. District
  • 56. 27. 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. a. Post b. Route c. Sector d. District
  • 57. 28. It is usually a written communication unless otherwise specifies to be verbal; verbal should be confirmed by written communication. a. Data b. Record c. Report d. Files
  • 58. 28. It is usually a written communication unless otherwise specifies to be verbal; verbal should be confirmed by written communication. a. Data b. Record c. Report d. Files
  • 59. 29. An instruction given by a ranking officer to a subordinate. a. command b. required c. order d. direction
  • 60. 29. An instruction given by a ranking officer to a subordinate. a. command b. required c. order d. direction
  • 61. 30. All personnel of the police department who have oath and who possess the power to arrest. a. Arresting officer b. Officer in charge c. Sworn officer d. power officer
  • 62. 30. All personnel of the police department who have oath and who possess the power to arrest. a. Arresting officer b. Officer in charge c. Sworn officer d. power officer
  • 63. 31. One having supervisory responsibilities, either temporarily or permanently, over officers of lower rank. a. Supervisor b. Superior officer c. Superintendent d. Chief
  • 64. 31. One having supervisory responsibilities, either temporarily or permanently, over officers of lower rank. a. Supervisor b. Superior officer c. Superintendent d. Chief
  • 65. 32. An officer who is in command of the department, a bureau, a division, an area, or a district. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
  • 66. 32. An officer who is in command of the department, a bureau, a division, an area, or a district. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
  • 67. 33. The officer who has the more senior rank/higher rank in a team or group. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
  • 68. 33. The officer who has the more senior rank/higher rank in a team or group. a. Superior officer b. Commanding officer c. Ranking officer d. Chief officer
  • 69. 34. The period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. a. length of service b. service oriented c. service period d. police service
  • 70. 34. The period of time that has elapsed since the oath of office was administered. Previous active services may be included or added. a. length of service b. service oriented c. service period d. police service
  • 71. 35. The period when an officer is actively engaged in the performance of his duty. a. off duty b. on duty c. present duty d. 24 hours duty
  • 72. 35. The period when an officer is actively engaged in the performance of his duty. a. off duty b. on duty c. present duty d. 24 hours duty
  • 73. 36. The nature of which the police officer is free from specific routine duty. a. off duty b. on duty c. free time duty d. 24 hours at home
  • 74. 36. The nature of which the police officer is free from specific routine duty. a. off duty b. on duty c. free time duty d. 24 hours at home
  • 75. 37. The police service, its nature, which requires that the officer be excused from the performance of his active regular duty. a. Special duty b. Sick leave c. excused duty d. off duty with excused letter
  • 76. 37. The police service, its nature, which requires that the officer be excused from the performance of his active regular duty. a. Special duty b. Sick leave c. excused duty d. off duty with excused letter
  • 77. 38. Period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority. a. Valid excuse b. Leave of absence c. excused duty d. off duty with excused letter
  • 78. 38. Period, which an officer is excused from active duty by any valid/acceptable reason, approved by higher authority. a. Valid excuse b. Leave of absence c. excused duty d. off duty with excused letter
  • 79. 39. Period which an officer is excused from active duty by reason of illness or injury. a. Disability excused duty b. Sick leave c. excused duty d. off duty with excused letter
  • 80. 39. Period which an officer is excused from active duty by reason of illness or injury. a. Disability excused duty b. Sick leave c. excused duty d. off duty with excused letter
  • 81. 40. 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. a. Consequence duty deprivation b. Suspension c. Deprivation duty d. Temporary off duty
  • 82. 40. 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. a. Consequence duty deprivation b. Suspension c. Deprivation duty d. Temporary off duty
  • 83. 41. Rules established by department directors/supervisors to control the conduct of the members of the police force. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
  • 84. 41. Rules established by department directors/supervisors to control the conduct of the members of the police force. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
  • 85. 42. Describes the procedures and defines the duties of officers assigned to specified post or position. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
  • 86. 42. Describes the procedures and defines the duties of officers assigned to specified post or position. a. Duty book rules b. Department rules c. Police handbook d. Duty manual
  • 87. 43. Which is not belonging to the following orders by ranking officer? a. General order b. Special order c. Court order d. Personal order
  • 88. 43. Which is not belonging to the following orders by ranking officer? a. General order b. Special order c. Court order d. Personal order
  • 89. 44. The straight line organization, often called the individual, military or departmental type of organization. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 90. 44. The straight line organization, often called the individual, military or departmental type of organization. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 91. 45. Rarely found in present day organizations, except at or near the top of the very large organizations. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 92. 45. Rarely found in present day organizations, except at or near the top of the very large organizations. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 93. 46. 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, a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 94. 46. 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, a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 95. 47. Combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 96. 47. Combination of the line and functional types. It combines staff specialist such as the criminalists, the training officers, the research and development specialists, etc. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 97. 48. Authority is definite and absolute. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 98. 48. Authority is definite and absolute. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 99. 49. Limited to the particular activity over which he has control, regardless of who performs the function. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 100. 49. Limited to the particular activity over which he has control, regardless of who performs the function. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 101. 50. Channels of responsibility is to “think and provide expertise” for the line units. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 102. 50. Channels of responsibility is to “think and provide expertise” for the line units. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 103. 51. It also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 104. 51. It also has some inherent weaknesses which, for many organizations, make its use impractical. Perhaps its greatest advantage is that, it is utterly simple. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 105. 52. 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. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 106. 52. 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. a. Staff organization b. Line organization c. Functional organization d. Auxiliary organization
  • 107. 53. It combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 108. 53. It combines staff specialist or units with line organization so that service of knowledge can be provided line personnel by specialist. a. Staff organization b. Line and staff organization c. Functional organization d. Auxiliary organization
  • 109. 54. The “backbone” of the police department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 110. 54. The “backbone” of the police department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 111. 55. Those operations designed to support the line functions. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 112. 55. Those operations designed to support the line functions. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 113. 56. The logistical operations of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 114. 56. The logistical operations of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 115. 57. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 116. 57. These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 117. 58. They include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 118. 58. They include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 119. 59. Patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 120. 59. Patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 121. 60. Advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 122. 60. Advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 123. 61. Carrying out the majors’ purposes of the police department. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 124. 61. Carrying out the majors’ purposes of the police department. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 125. 62. Delivering the services provided by the department. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 126. 62. Delivering the services provided by the department. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 127. 63. Often civilians with specialized training who serve within the department but do not deal with daily operations on the street. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 128. 63. Often civilians with specialized training who serve within the department but do not deal with daily operations on the street. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 129. 64. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 130. 64. Their main function is to study police policies and practices and to offer proposals to the chief executive of the department. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 131. 65. Highly specialized, involved in an advisory capacity. Detached from the public and not directly responsible for the decisions made by department executive. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 132. 65. Highly specialized, involved in an advisory capacity. Detached from the public and not directly responsible for the decisions made by department executive. a. Line functions b. Staff functions c. Auxiliary functions d. primary functions
  • 133. 66. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 134. 66. Dealing directly with the department’s clientele. Making final decisions with respect to the activities they perform. a. Line members b. Staff members c. Auxiliary members d. primary members
  • 135. 67. The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
  • 136. 67. The grouping of activities and segregation of line, staff, and auxiliary functions are large-scale examples. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
  • 137. 68. 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. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
  • 138. 68. 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. a. Line functions b. Specialization c. Auxiliary functions d. primary functions
  • 139. 69. The norms and values that characterize a culture. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 140. 69. The norms and values that characterize a culture. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 141. 70. The ideas behind the concept of a market economy such as private ownership of property, economic freedom, competitive markets and a limited role for government. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 142. 70. The ideas behind the concept of a market economy such as private ownership of property, economic freedom, competitive markets and a limited role for government. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 143. 71. Governmental regulations play significant role in how organizations choose to manage themselves. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 144. 71. Governmental regulations play significant role in how organizations choose to manage themselves. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 145. 72. Influenced management theory in areas such as motivation and leadership. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 146. 72. Influenced management theory in areas such as motivation and leadership. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 147. 73. Influenced management theory in the areas of environmental analysis, planning, control, organization design and employee rights. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 148. 73. Influenced management theory in the areas of environmental analysis, planning, control, organization design and employee rights. a. Social forces b. Economic forces c. Political forces d. Arm forces
  • 149. 74. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
  • 150. 74. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
  • 151. 75. The maximum number of subordinates at a given position that superior can supervise effectively. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 152. 75. The maximum number of subordinates at a given position that superior can supervise effectively. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 153. 76. The right to command and control the behavior of employees in lower positions within an organizational hierarchy. a. Authority b. Security authority c. Command responsibility d. Unity of command
  • 154. 76. The right to command and control the behavior of employees in lower positions within an organizational hierarchy. a. Authority b. Security authority c. Command responsibility d. Unity of command
  • 155. 77. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
  • 156. 77. 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. a. Hierarchy of authority b. Security authority c. Command responsibility d. Unity of command
  • 157. 78. The formal relationship among superiors and subordinates in any given organization. a. Hierarchy b. Authority c. Command d. Control
  • 158. 78. The formal relationship among superiors and subordinates in any given organization. a. Hierarchy b. Authority c. Command d. Control
  • 159. 79. It 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. a. Hierarchy b. Authority c. Command d. Control
  • 160. 79. It 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. a. Hierarchy b. Authority c. Command d. Control
  • 161. 80. Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 162. 80. Effective organization requires that only a manageable number of subordinates be supervised by one person at any given time. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 163. 81. It can be visualized as a ladder, with each rank representing a higher or lower level of authority. a. Hierarchy b. Authority c. Command d. Control
  • 164. 81. It can be visualized as a ladder, with each rank representing a higher or lower level of authority. a. Hierarchy b. Authority c. Command d. Control
  • 165. 82. A hierarchy thus serves as the framework for the flow of authority downward and obedience upward through the department. a. Hierarchy b. Authority c. Command d. Control
  • 166. 82. A hierarchy thus serves as the framework for the flow of authority downward and obedience upward through the department. a. Hierarchy b. Authority c. Command d. Control
  • 167. 83. 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. a. Hierarchy b. Authority c. Command d. Control
  • 168. 83. 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. a. Hierarchy b. Authority c. Command d. Control
  • 169. 84. 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. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 170. 84. 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. a. Span of Control b. Security authority c. Command responsibility d. Unity of command
  • 171. 85. The conferring of an amount of authority by a superior position into a lower-level position. a. Delegation b. Security authority c. Command responsibility d. Unity of command
  • 172. 85. The conferring of an amount of authority by a superior position into a lower-level position. a. Delegation b. Security authority c. Command responsibility d. Unity of command
  • 173. 86. 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. a. Procedure b. Communication c. Globalization d. Bluetooth
  • 174. 86. 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. a. Procedure b. Communication c. Globalization d. Bluetooth
  • 175. 87. These are the essential to effective communication within such large organization. Except a. Procedure b. Channels c. Standardized language d. Rapport
  • 176. 87. These are the essential to effective communication within such large organization. Except a. Procedure b. Channels c. Standardized language d. Rapport
  • 177. 88. The backbone of any organizational structure. a. Delegation b. Security authority c. Command responsibility d. Unity of command
  • 178. 88. The backbone of any organizational structure. a. Delegation b. Security authority c. Command responsibility d. Unity of command
  • 179. 89. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, they remain accountable for accomplishment of the job within the guidelines and quality standards of the agency. a. Delegation of authority b. Security authority c. Command responsibility d. Unity of command
  • 180. 89. The person to whom authority is delegated becomes responsible to the superior for doing the assigned job. However, they remain accountable for accomplishment of the job within the guidelines and quality standards of the agency. a. Delegation of authority b. Security authority c. Command responsibility d. Unity of command
  • 181. 90. Organizations that are highly structured. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
  • 182. 90. Organizations that are highly structured. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
  • 183. 91. Organizations that are those without structure. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
  • 184. 91. Organizations that are those without structure. a. Formal organizations b. Proper organization c. Informal organization d. Good organization
  • 185. 92. Which statement is true? a. The police organization are governed by only principle of unity of command b. No formal or informal police organization governed by principles. c. Every formal police organization whether small or large are governed by principles. d. Every police organization has few principles.
  • 186. 92. Which statement is true? a. The police organization are governed by only principle of unity of command b. No formal or informal police organization governed by principles. c. Every formal police organization whether small or large are governed by principles. d. Every police organization has few principles.
  • 187. 93. Shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 188. 93. Shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 189. 94. Organization is effective if it enables the individuals to contribute to the organization’s objectives. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 190. 94. Organization is effective if it enables the individuals to contribute to the organization’s objectives. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 191. 95. 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. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 192. 95. 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. a. Principle of Unity of Objectives b. Principle of Organizational Efficiency c. Scalar principle d. Individual principle
  • 193. 96. This is the scalar principle. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command e. All of the above
  • 194. 96. This is the scalar principle. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command e. All of the above
  • 195. 97. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 196. 97. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 197. 98. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 198. 98. 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. a. Line authority and chain of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 199. 99. 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. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 200. 99. 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. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 201. 100. Explains that subordinates should only be under the control of one superior. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 202. 100. Explains that subordinates should only be under the control of one superior. a. Line authority and change of command b. Span of Control c. Delegation of authority d. Unity of Command
  • 203. 101. Division of work according to type, place, time and specialization. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 204. 101. Division of work according to type, place, time and specialization. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 205. 102. 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. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 206. 102. 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. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 207. 103. The main traditional purpose of the police. a. To protect the celebrities b. To protect the authority or the government c. To protect the president only d. To protect the property
  • 208. 103. The main traditional purpose of the police. a. To protect the celebrities b. To protect the authority or the government c. To protect the president only d. To protect the property
  • 209. 104. The application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 210. 104. The application of principles must be balanced to ensure the effectiveness of the structure in meeting organization’s objectives. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 211. 105. Police organization is effective and efficient. a. The police is 24 hours duty b. The more people arrested and thrown in jail c. The more victims of crime d. Crime prevention
  • 212. 105. Police organization is effective and efficient. a. The police is 24 hours duty b. The more people arrested and thrown in jail c. The more victims of crime d. Crime prevention
  • 213. 106. Authority delegated should be adequate to ensure the ability to accomplish expected results. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 214. 106. Authority delegated should be adequate to ensure the ability to accomplish expected results. a. Functional principle b. Line and staff c. Principle of balance d. Principle of delegation by results
  • 215. 107. 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. a. Functional principle b. Line and staff c. Principles of Absoluteness of Responsibility d. Principle of delegation by results
  • 216. 107. 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. a. Functional principle b. Line and staff c. Principles of Absoluteness of Responsibility d. Principle of delegation by results
  • 217. 108. Role of police that focused on solving crimes. a. Traditional b. Community c. National d. International
  • 218. 108. Role of police that focused on solving crimes. a. Traditional b. Community c. National d. International
  • 219. 109. Explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less. a. Functional principle b. Line and staff c. Principle of balance d. Principle of Parity and Responsibility
  • 220. 109. Explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less. a. Functional principle b. Line and staff c. Principle of balance d. Principle of Parity and Responsibility
  • 221. 110. Implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure. a. Functional principle b. Line and staff c. Principle of balance d. Authority Level Principle
  • 222. 110. Implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure. a. Functional principle b. Line and staff c. Principle of balance d. Authority Level Principle
  • 223. 111. The more flexible the organization, the more it can fulfill its purpose. a. Functional principle b. Line and staff c. Principle of Flexibility d. Principle of delegation by results
  • 224. 111. The more flexible the organization, the more it can fulfill its purpose. a. Functional principle b. Line and staff c. Principle of Flexibility d. Principle of delegation by results
  • 225. 112. The role of police that focused on crime control. a. Traditional b. Community c. National d. International
  • 226. 112. The role of police that focused on crime control. a. Traditional b. Community c. National d. International
  • 227. 113. S.M.E.A.C in arrest abbreviation what is S? a. Salute b. Special c. Situation d. Smart
  • 228. 113. S.M.E.A.C in arrest abbreviation what is S? a. Salute b. Special c. Situation d. Smart
  • 229. 114. A piece or pad of blotting papers of a book in which transaction happenings are noted before being permanently recorded. a. Police blotter b. Police report c. Police handbook d. Blotter
  • 230. 114. A piece or pad of blotting papers of a book in which transaction happenings are noted before being permanently recorded. a. Police blotter b. Police report c. Police handbook d. Blotter
  • 231. 115. S.M.E.A.C in arrest abbreviation what is C? a. Cooperation b. Conduct c. Command/Control d. Cops
  • 232. 115. S.M.E.A.C in arrest abbreviation what is C? a. Cooperation b. Conduct c. Command/Control d. Cops
  • 233. 116. The book of records, public records which every police station/officer is mandated to possess for future reference. a. Police blotter b. Police report c. Police handbook d. Blotter
  • 234. 116. The book of records, public records which every police station/officer is mandated to possess for future reference. a. Police blotter b. Police report c. Police handbook d. Blotter
  • 235. 117. S.M.E.A.C in arrest abbreviation what is M.E.A? a. Management, Exercise, Action b. Mission, Execution,Administration/Equipment c. Must, Exercise, Action d. Management, Execution, Administration
  • 236. 117. S.M.E.A.C in arrest abbreviation what is M.E.A? a. Management, Exercise, Action b. Mission, Execution,Administration/Equipment c. Must, Exercise, Action d. Management, Execution, Administration
  • 237. 118. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 238. 118. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 239. 119. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 240. 119. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 241. 120. 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 within 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 242. 120. 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 within 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 243. 121. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 244. 121. 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. a. According to function b. According to level of authority c. According to time frame d. According to place of work
  • 245. 122. Work specialization can increase efficiency with the same amount of effort. a. Discipline b. Unity of Command c. Division of Work d. Centralization
  • 246. 122. Work specialization can increase efficiency with the same amount of effort. a. Discipline b. Unity of Command c. Division of Work d. Centralization
  • 247. 123. Compensation should be fair to both the employee and the employer. a. Discipline b. Unity of Command c. Remuneration of personnel d. Centralization
  • 248. 123. Compensation should be fair to both the employee and the employer. a. Discipline b. Unity of Command c. Remuneration of personnel d. Centralization
  • 249. 124. Employees should be treated with kindness and justice. a. Equity b. Unity of Command c. Remuneration of personnel d. Centralization
  • 250. 124. Employees should be treated with kindness and justice. a. Equity b. Unity of Command c. Remuneration of personnel d. Centralization
  • 251. 125. The objective is to pursue the optimum utilization of the capabilities of personnel. a. Discipline b. Unity of Command c. Division of Work d. Centralization
  • 252. 125. The objective is to pursue the optimum utilization of the capabilities of personnel. a. Discipline b. Unity of Command c. Division of Work d. Centralization
  • 253. 126. How many deputy chiefs that will assist the Chief PNP? a. 3 b. 2 c. 5 d. 1
  • 254. 126. How many deputy chiefs that will assist the Chief PNP? a. 3 b. 2 c. 5 d. 1
  • 255. 127. Power to supervise and control the police forces all over the country. a. NBI b. NAPOLCOM c. AFP d. Legislative
  • 256. 127. Power to supervise and control the police forces all over the country. a. NBI b. NAPOLCOM c. AFP d. Legislative
  • 257. 128. Equivalent rank of Director General in AFP ranks? a. Director b. General c. Brigadier General d. Deputy director
  • 258. 128. Equivalent rank of Director General in AFP ranks? a. Director b. General c. Brigadier General d. Deputy director
  • 259. 129. How many directorial staff in PNP organization? a. 13 b. 10 c. 15 d. 16
  • 260. 129. How many directorial staff in PNP organization? a. 13 b. 10 c. 15 d. 16
  • 261. 130. What is the AFP rank of PO1? a. Private b. Private first class c. Sergeant d. Corporal
  • 262. 130. What is the AFP rank of PO1? a. Private b. Private first class c. Sergeant d. Corporal
  • 263. 131. What is the AFP rank of SPO1? a. Private b. Private first class c. Sergeant d. Corporal
  • 264. 131. What is the AFP rank of SPO1? a. Private b. Private first class c. Sergeant d. Corporal
  • 265. 132. How many administrative units of PNP organization? a. 13 b. 11 c. 12 d. 15
  • 266. 132. How many administrative units of PNP organization? a. 13 b. 11 c. 12 d. 15
  • 267. 133. The process of setting performance objectives and identifying the actions needed to accomplish them. a. Planning b. Organizing c. Leading d. Controlling
  • 268. 133. The process of setting performance objectives and identifying the actions needed to accomplish them. a. Planning b. Organizing c. Leading d. Controlling
  • 269. 134. The process of directing and coordinating the work efforts of other people to help them accomplish the task. a. Planning b. Organizing c. Leading d. Controlling
  • 270. 134. The process of directing and coordinating the work efforts of other people to help them accomplish the task. a. Planning b. Organizing c. Leading d. Controlling
  • 271. 135. What is the AFP rank of Inspector? a. Captain b. Major c. Lieutenant d. Master Sergeant
  • 272. 135. What is the AFP rank of Inspector? a. Captain b. Major c. Lieutenant d. Master Sergeant
  • 273. 136. The process of dividing work to be done and coordinating results to achieve desired purpose a. Planning b. Organizing c. Leading d. Controlling
  • 274. 136. The process of dividing work to be done and coordinating results to achieve desired purpose a. Planning b. Organizing c. Leading d. Controlling
  • 275. 137. How many operational units in PNP organization? a. 13 b. 11 c. 12 d. 15
  • 276. 137. How many operational units in PNP organization? a. 13 b. 11 c. 12 d. 15
  • 277. 138. What is the AFP rank of superintendent? a. Colonel b. Lieutenant colonel c. General d. Brigadier general
  • 278. 138. What is the AFP rank of superintendent? a. Colonel b. Lieutenant colonel c. General d. Brigadier general
  • 279. 139. An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes. a. Act no. 175 b. R.A 6507 c. R.A 9708 d. Act no. 768
  • 280. 139. An act extending for five years the reglementary period for complying with the minimum educational qualification for appointment to the PNP and adjusting the promotion system thereof is amending for the purpose pertinent provisions of R.A 6975 and R.A. 8551 and for other purposes. a. Act no. 175 b. R.A 6507 c. R.A 9708 d. Act no. 768
  • 281. 140. A law for honor students a. P.D 093 b. P.D 907 c. R.A 6507 d. R.A 6506
  • 282. 140. A law for honor students a. P.D 093 b. P.D 907 c. R.A 6507 d. R.A 6506
  • 283. 141. Police-to-population ratio in highly urbanized cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 284. 141. Police-to-population ratio in highly urbanized cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 285. 142. Board and Bar examination. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
  • 286. 142. Board and Bar examination. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
  • 287. 143. Police-to-population ratio in component cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 288. 143. Police-to-population ratio in component cities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 289. 144. What is the AFP rank of SPO2? a. Captain b. Major c. Staff sergeant d. Master Sergeant
  • 290. 144. What is the AFP rank of SPO2? a. Captain b. Major c. Staff sergeant d. Master Sergeant
  • 291. 145. Police-to-population ratio in municipalities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 292. 145. Police-to-population ratio in municipalities. a. 1:500 to 700 b. 1:650 to 800 c. 1:750 to 1000 d. 1:850 to 1050
  • 293. 146. On the average nationwide, the manning levels of the PNP shall be approximately in accordance with a police- to-population ratio of. a. 1:500 b. 1:650 c. 1:750 d. 1:850
  • 294. 146. On the average nationwide, the manning levels of the PNP shall be approximately in accordance with a police- to-population ratio of. a. 1:500 b. 1:650 c. 1:750 d. 1:850
  • 295. 147. Who will head the five (5) Police District Offices (PDO) of the National Capital Region (NCR)? a. Director general b. District director c. Regional director d. Provincial director
  • 296. 147. Who will head the five (5) Police District Offices (PDO) of the National Capital Region (NCR)? a. Director general b. District director c. Regional director d. Provincial director
  • 297. 148. Who will head the Police Provincial Office (PPO) corresponding to all provinces throughout the country? a. Director general b. District director c. Regional director d. Provincial director
  • 298. 148. Who will head the Police Provincial Office (PPO) corresponding to all provinces throughout the country? a. Director general b. District director c. Regional director d. Provincial director
  • 299. 149. Who will head City/Provincial Public Safety Company (C/PPSC)? a. Director general b. District director c. Regional director d. Group director
  • 300. 149. Who will head City/Provincial Public Safety Company (C/PPSC)? a. Director general b. District director c. Regional director d. Group director
  • 301. 150. Who shall have the command and direction over City Police Office (CPO) of highly urbanized cities outside of NCR? a. Director general b. District director c. Regional director d. Group director
  • 302. 150. Who shall have the command and direction over City Police Office (CPO) of highly urbanized cities outside of NCR? a. Director general b. District director c. Regional director d. Group director
  • 303. 151. Law for Licensed criminologist. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
  • 304. 151. Law for Licensed criminologist. a. P.D 093 b. R.A 1080 c. R.A 6507 d. R.A 6506
  • 305. 152. The Office of the Inspector General, Internal Affairs Service (IG, IAS), Program Management Office (PMO), and Public Information Office (PIO), which are all under the office of. a. Director general b. District director c. Chief PNP d. Group director
  • 306. 152. The Office of the Inspector General, Internal Affairs Service (IG, IAS), Program Management Office (PMO), and Public Information Office (PIO), which are all under the office of. a. Director general b. District director c. Chief PNP d. Group director
  • 307. 153. Which is not a power and functions of PNP? a. Enforce all laws and ordinances relative to the protection of lives and properties of authority only. b. 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 c. Issue licenses for the possession of firearms and explosives in accordance with law. d. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws
  • 308. 153. Which is not a power and functions of PNP? a. Enforce all laws and ordinances relative to the protection of lives and properties of authority only. b. 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 c. Issue licenses for the possession of firearms and explosives in accordance with law. d. Exercise the general powers to make arrest, search and seizure in accordance with the Constitution and pertinent Laws
  • 309. 154. The PNP is a nationwide 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
  • 310. 154. The PNP is a nationwide 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
  • 311. 155. 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
  • 312. 155. 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. a. Civilian in character b. PNP jurisdiction c. National in scope d. Generality
  • 313. 156. Provide technical services to the Commission in areas of overall policy formulation, strategic and operational planning, management systems or procedures, evaluation and monitoring of the Commission's programs, projects and internal operations; and shall conduct thorough research and analysis on social and economic conditions affecting peace and order in the country. a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 314. 156. Provide technical services to the Commission in areas of overall policy formulation, strategic and operational planning, management systems or procedures, evaluation and monitoring of the Commission's programs, projects and internal operations; and shall conduct thorough research and analysis on social and economic conditions affecting peace and order in the country. a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 315. 157. Shall undertake criminological researches and studies; formulate a national crime prevention plan; develop a crime prevention and information program and provide editorial direction for all criminology research and crime prevention publications a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 316. 157. Shall undertake criminological researches and studies; formulate a national crime prevention plan; develop a crime prevention and information program and provide editorial direction for all criminology research and crime prevention publications a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 317. 158. Shall provide the Commission with efficient and effective service as legal counsel of the Commission; draft or study contracts affecting the Commission and submit appropriate recommendations pertaining thereto; and render legal opinions arising from the administration and operation of the Philippine National Police and the Commission a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 318. 158. Shall provide the Commission with efficient and effective service as legal counsel of the Commission; draft or study contracts affecting the Commission and submit appropriate recommendations pertaining thereto; and render legal opinions arising from the administration and operation of the Philippine National Police and the Commission a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 319. 159. Shall perform personnel functions for the Commission, administer the entrance and promotional examinations for policemen, provide the necessary services relating to records, correspondence, supplies, property and equipment, security and general services, and the maintenance and utilization of facilities, and provide services relating to manpower, career planning and development, personnel transactions and employee welfare a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 320. 159. Shall perform personnel functions for the Commission, administer the entrance and promotional examinations for policemen, provide the necessary services relating to records, correspondence, supplies, property and equipment, security and general services, and the maintenance and utilization of facilities, and provide services relating to manpower, career planning and development, personnel transactions and employee welfare a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 321. 160. Shall conduct continuous inspection and management audit of personnel, facilities and operations at all levels of command of the PNP, monitor the implementation of the Commission's programs and projects relative to law enforcement; and monitor and investigate police anomalies and irregularities a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. The Inspection, Monitoring and Investigation Service
  • 322. 160. Shall conduct continuous inspection and management audit of personnel, facilities and operations at all levels of command of the PNP, monitor the implementation of the Commission's programs and projects relative to law enforcement; and monitor and investigate police anomalies and irregularities a. Planning and research service b. Legal Affair Service c. Crime Prevention and Coordinating Service d. The Inspection, Monitoring and Investigation Service
  • 323. 161. Shall review the Commission's plans and programs and formulate policies and procedures regarding acquisition, inventory, control, distribution, maintenance and disposal of supplies and shall oversee the implementation of programs on transportation facilities and installations and the procurement and maintenance of supplies and equipment. a. Planning and research service b. The Installations and Logistics Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 324. 161. Shall review the Commission's plans and programs and formulate policies and procedures regarding acquisition, inventory, control, distribution, maintenance and disposal of supplies and shall oversee the implementation of programs on transportation facilities and installations and the procurement and maintenance of supplies and equipment. a. Planning and research service b. The Installations and Logistics Service c. Crime Prevention and Coordinating Service d. Personnel and Administrative service
  • 325. 162. Maximum tenure for Chief PNP. a. 4 years b. 6 years c. 9 years d. 5 years
  • 326. 162. Maximum tenure for Chief PNP. a. 4 years b. 6 years c. 9 years d. 5 years
  • 327. 163. Maximum tenure for Provincial director/ City Director a. 4 years b. 6 years c. 9 years d. 5 years
  • 328. 163. Maximum tenure for Provincial director/ City Director a. 4 years b. 6 years c. 9 years d. 5 years
  • 329. 164. Maximum tenure for Deputy Chief. a. 4 years b. 6 years c. 9 years d. 5 years
  • 330. 164. Maximum tenure for Deputy Chief. a. 4 years b. 6 years c. 9 years d. 5 years
  • 331. 165. Maximum tenure for Regional director? a. 4 years b. 6 years c. 9 years d. 5 years
  • 332. 165. Maximum tenure for Regional director? a. 4 years b. 6 years c. 9 years d. 5 years
  • 333. 166. Maximum tenure for Director of Staff service. a. 4 years b. 6 years c. 9 years d. 5 years
  • 334. 166. Maximum tenure for Director of Staff service. a. 4 years b. 6 years c. 9 years d. 5 years
  • 335. 167. The anti-crime machinery a. Napolcom b. CJS c. IAS d. Court
  • 336. 167. The anti-crime machinery a. Napolcom b. CJS c. IAS d. Court
  • 337. 168. “Rendering what is due or merited and that which is due or merited.” a. Law b. Fair c. Justice d. equity
  • 338. 168. “Rendering what is due or merited and that which is due or merited.” a. Law b. Fair c. Justice d. equity
  • 339. 169. The machinery which society uses in the prevention and control of crime. The process is the totality of the activities of law enforcers, prosecutors, defense lawyers, judges and corrections personnel, as well as those of the mobilized community in crime prevention and control. a. Napolcom b. CJS c. IAS d. Court
  • 340. 169. The machinery which society uses in the prevention and control of crime. The process is the totality of the activities of law enforcers, prosecutors, defense lawyers, judges and corrections personnel, as well as those of the mobilized community in crime prevention and control. a. Napolcom b. CJS c. IAS d. Court
  • 341. 170. Integrated process primarily concerned with apprehension, prosecution, trial, adjudication, and correction of criminal offenders. a. Napolcom b. CJS c. IAS d. Court
  • 342. 170. Integrated process primarily concerned with apprehension, prosecution, trial, adjudication, and correction of criminal offenders. a. Napolcom b. CJS c. IAS d. Court
  • 343. 171. What is the correct order of CJS? a. Community, Prosecution, Police, Court, Correction b. Law enforcement, Prosecution, Court, Correction, Community c. Prime mover, Defense, Judgment, Rehabilitation, Citizen d. Law enforcement, Prosecution, Conviction, Community, Reformation
  • 344. 171. What is the correct order of CJS? a. Community, Prosecution, Police, Court, Correction b. Law enforcement, Prosecution, Court, Correction, Community c. Prime mover, Defense, Judgment, Rehabilitation, Citizen d. Law enforcement, Prosecution, Conviction, Community, Reformation
  • 345. 172. The broadest pillar a. Community b. Police c. Prosecution d. Court
  • 346. 172. The broadest pillar a. Community b. Police c. Prosecution d. Court
  • 347. 173. An organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment. a. Plan b. Planning c. Police planning d. Calendar
  • 348. 173. An organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment. a. Plan b. Planning c. Police planning d. Calendar
  • 349. 174. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 350. 174. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 351. 175. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 352. 175. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 353. 176. It is a method or way of doing something in order to attain objectives. Plan provides answer to 5W’s and 1 H. a. Plan b. Planning c. Police planning d. Calendar
  • 354. 176. It is a method or way of doing something in order to attain objectives. Plan provides answer to 5W’s and 1 H. a. Plan b. Planning c. Police planning d. Calendar
  • 355. 177. Specific commitment to achieve a measurable result within a specific period of time. a. Objectives b. Goals c. Vision d. Mission
  • 356. 177. Specific commitment to achieve a measurable result within a specific period of time. a. Objectives b. Goals c. Vision d. Mission
  • 357. 178. The use of a rational design or pattern for all departmental undertakings rather than relying on chance in an operational environment. a. Plan b. Operational Planning c. Police planning d. Calendar
  • 358. 178. The use of a rational design or pattern for all departmental undertakings rather than relying on chance in an operational environment. a. Plan b. Operational Planning c. Police planning d. Calendar
  • 359. 179. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 360. 179. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 361. 180. 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. a. Plan b. Police Operational Planning c. Police planning d. Planning
  • 362. 180. 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. a. Plan b. Police Operational Planning c. Police planning d. Planning
  • 363. 181. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization. a. Plan b. Operational Planning c. Police planning d. Calendar
  • 364. 181. It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization. a. Plan b. Operational Planning c. Police planning d. Calendar
  • 365. 182. General statement of intention and typically with time horizon or it is an achievable end state that can be measured and observed. a. Objectives b. Goals c. Vision d. Mission
  • 366. 182. General statement of intention and typically with time horizon or it is an achievable end state that can be measured and observed. a. Objectives b. Goals c. Vision d. Mission
  • 367. 183. It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management. a. Plan b. Planning c. Police planning d. Calendar
  • 368. 183. It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management. a. Plan b. Planning c. Police planning d. Calendar
  • 369. 184. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 370. 184. 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. a. Plan b. Planning c. Police planning d. Calendar
  • 371. 185. Broad design or method; or a plan to attain a stated goal or objectives. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 372. 185. Broad design or method; or a plan to attain a stated goal or objectives. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 373. 186. Specific design, method or course of action to attain a particular objective in consonance with strategy. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 374. 186. Specific design, method or course of action to attain a particular objective in consonance with strategy. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 375. 187. Sequences of activities to reach a point or to attain what is desired. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 376. 187. Sequences of activities to reach a point or to attain what is desired. a. Tactics b. Strategy c. Procedure d. Guidelines
  • 377. 188. Product of prudence or wisdom in the management of human affairs, or 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. a. Tactics b. Policy c. Procedure d. Guidelines
  • 378. 188. Product of prudence or wisdom in the management of human affairs, or 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. a. Tactics b. Policy c. Procedure d. Guidelines
  • 379. 189. Rules of action for the rank and file to show them how they are expected to obtain the desired effect. a. Tactics b. Policy c. Procedure d. Guidelines
  • 380. 189. Rules of action for the rank and file to show them how they are expected to obtain the desired effect. a. Tactics b. Policy c. Procedure d. Guidelines
  • 381. 190. 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. a. Strategic planning b. Line planning c. Military planning d. Tactical planing
  • 382. 190. 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. a. Strategic planning b. Line planning c. Military planning d. Tactical planing
  • 383. 191. Means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem. a. Way b. Alternatives c. Power d. Procedure
  • 384. 191. Means by which goals and objectives can be attained. They maybe policies, strategies or specific actions aimed at eliminating a problem. a. Way b. Alternatives c. Power d. Procedure
  • 385. 192. The rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. a. Synoptic Approach b. Incremental Approach c. Transactive Approach d. Advocacy Approach
  • 386. 192. The rational comprehensive approach is the dominant tradition in planning. It is also the point of departure for most other planning approaches. a. Synoptic Approach b. Incremental Approach c. Transactive Approach d. Advocacy Approach
  • 387. 193. The task of planning should be detailed in a work chart that specifies on what events and actions are necessary, when they must take place, which is to be involved in each action and for how long, and how the various actions will interlock with one another. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 388. 193. The task of planning should be detailed in a work chart that specifies on what events and actions are necessary, when they must take place, which is to be involved in each action and for how long, and how the various actions will interlock with one another. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 389. 194. Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 390. 194. Planning must have a mean for evaluation. Without an accurate beginning database there is no reference point on which to formulate success or failure. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 391. 195. An attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 392. 195. An attempt to link the current situation with the future, keeping in mind the desirable outcomes. It is important for the police executive to project the current situations into the future to determine possible, probable and desirable future states while considering the social, legislative, and political trends existing in the community. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 393. 196. The discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 394. 196. The discovery of the problems assumes that a system to monitor and evaluate the current arena is already on place. Closely related to the detection and identification of issues is the ability of the police to define the nature of the problem, that is to able to describe the magnitude, cause, duration, and the expense of the issues at hand. A complete understanding of the problem leads to the development of the means to deal with the issues. a. Describe the present situation b. Prepare for planning c. Develop projections and consider alternative future states d. Identify and analyze problems
  • 395. 197. Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. a. Describe the present situation b. Prepare for planning c. Set Goals d. Identify and analyze problems
  • 396. 197. Making choices about goals is one of the most important aspects of planning. It makes no sense to establish a goal that does not address a specific problem. Remembering that the police departments are problem oriented, choices about goals and objectives should adhere to the synoptic model. a. Describe the present situation b. Prepare for planning c. Set Goals d. Identify and analyze problems
  • 397. 198. Alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable. a. Describe the present situation b. Prepare for planning c. Identify alternative course of action d. Identify and analyze problems
  • 398. 198. Alternatives are means by which goals and objectives can be attained. These are options or possible things to be done in case the main or original plan is not applicable. a. Describe the present situation b. Prepare for planning c. Identify alternative course of action d. Identify and analyze problems
  • 399. 199. This includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
  • 400. 199. This includes the study on the courses of actions; suitability studies; feasibility studies; acceptability studies; and judgment. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
  • 401. 200. Each course of action is evaluated in accordance with general policies, rules and laws. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis
  • 402. 200. Each course of action is evaluated in accordance with general policies, rules and laws. a. Suitability b. Cost effectiveness analysis c. Must wants analysis d. Strategic analysis