LESSON TIMETABLE

MODULE : Public Safety Investigation and Detection Course (PSIDC)

Module 1-B
SUBJECT : Management
DURATION : Twelve (12) Hours

Duration Learning Outcomes Contents/Topics Strategy/ Assessment

Teaching Tasks (ATs)
Learning
Activities
(TLAs)
Day 1
8:00 – 8:30  The students will be INTRODUCTION
able to appreciate the  Importance of Lesson Lecture Recitation
(30 minutes) Leadership Subjects Material
in general.  Overview of Leadership Small group Student
 Expectations of the  Definition of important discussion Participation
trainees regarding the and related terms
subjects will be
analyzed and
assessed for teaching
adjustments.

8:31 – 10:30 The students will: PLANNING

(2 hrs)  Learn the importance  Definition and principles Lecture Recitation
of planning in  Approach in planning
management  Types of Planning Group Student
techniques.  Limitations of planning activity Participation
 Identify different
approach, types, and
limitation of planning.
10:31-12:00 After the discussion, the ORGANIZATION
(1 hr and 30 students will identify the  Definition Lecture Recitation
minutes) importance of  Organizational chart
organization.  Mistakes in organizing Group Student
 Principles of sound Activity Participation
organization
1:00 – 2:00 For 1 hour the students STAFFING
(1 hr) will be able to define  Definition and Principles of Lecture Recitation
and apply theory in Staffing
staffing.  Types of staff services in Group Student
the organization. Activity Participation
2:00 – 4:00 The 2 hrs time DIRECTING
(2 hrs) allotment will help the  Definition and Principles Lecture Recitation
students to identify the CONTROLLING
principles of directing  Definition and Principles Group Student
and controlling and its  Types Activity Participation
practical application.
4:00 – 5:00 At the end of the REPORTING
(1 hr) lecture, the students  Definition and Principles Lecture Recitation
will define reporting and BUDGETTING
budgetting as part of  Definition and Concept of Group Student
management. Budgetting Activity Participation
Day 2
8:00 – 12:00 For 4 hrs given time, MANAGER
(4 hrs) the students will  Roles of Manager Lecture Recitation
conceptualize the  Roles of Middle Manager
application the roles of in Policing Group Student
manager in Police  Police Middle Managers as Activity Participation
Operations. vital link in the chain of
command.
 Styles of Management

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 LESSON PLAN

UNIT/SCHOOL : National Forensic Science Training Institute

COURSE : Public Safety Investigation and Detection Course (CRIDEC)
SUBJECT : Management
LESSON : The subject matter will primarily deals on the component of
Management which
includes planning, organizing, staffing, directing, controlling and
reporting. Likewise, application of the component of management
in Police Organization will be discussed in this subject through
case-based exercises.
METHODOLOGY : Lecture and adaptation of management component to police
operations is used
as example for better appreciation of the subject.
DURATION : Twelve Hours (12 Hrs)
LEARNING
OBJECTIVES : At the end of this subject, the students will be able to:
 Identify the major component of management, its
definition and concept.
 Apply the concept of management to police operations.
 Differentiate the role of managers to policing.

LEARNING AIDS : Multi-Media (Projector, Projector Screen, Speaker and Laptop

Computer with
Accessories), Lapel Microphone (if necessary) and Activity Sheet

REFERENCES : PNP Sec. 24, RA 6975. Art XVl Sec 6 Creation of Napolcom/Section
23 RA6975 Establishment of PNP/AA by RA8551. Role of Middle Manager in Policing, by Scott
Morgan, Demand Media. Top 7 Characteristics Of A Good Manager by Wayne Hartzell
(Alexandria, VA USA)

I. INTRODUCTION: Proper police administration and management technique is

simply the means for achieving improved police protection and service at the
operational level. There is a need for police managers and administrators to’
recognize that a sound organization structure and good management procedures are
essential to effectiveness of a police agency. i.e. 1. PNP Org. Structure;, i.e. 2.
Policies and MCs, LOl

II. PRESENTATION : Discuss thoroughly the component of management:

 Planning
 Organization
 Staffing
 Directing
 Controlling
 Reporting
 Budgeting, and, how are these related and be applied
to police operations.
Present the roles of managers and middle managers in the
Philippine
National Police Organization and its operations.

III. APPLICATION : By the acquired knowledge, the students will able to apply
the core management to the police operations using a case-based scenario
approach.

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IV. TEST : Using the knowledge and comprehension learned during
the Presentation and Application phases of the lesson, answer the test provided.

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 LESSON MANUSCRIPT

MANAGEMENT
Part 1. Introduction:
Proper police administration and management technique is simply the means for
achieving improved police protection and service at the operational level. There is a need for
police managers and administrators to’ recognize that a sound organization structure and good
management procedures are essential to effectiveness of a police agency. i.e. 1. PNP Org.
Structure;, i.e. 2. Policies and MCs, LOl
Law enforcement is almost totally concerned with the problems of the people and not
machines or equipment, thus policing has been and will remain a personal service. i.e. no
substitute policing; i.e. use of sleeping policemen in highways;
Effectiveness of a police agency depends more upon the development of a highly
motivated force and upon good supervision and management carried out by an enlightened
leadership than on the number of policemen, their pay and equipment. i.e. Q. Do you consider
yourselves as HMF, given the present and evolving problems in the country today?
Manifestation of demotivation: Non-wearing of PNP Uniforms; moustache and beard; play card
games inside PCP/ Mobile car; sleeping inside Station/ MC; leaving police desks to personnel not
member of the station; seating and reading inside stores/711 while on police beat; under
influence of liquor during off period; using drugs; involve in kidnapping/carnapping; receiving
gifts for service done to civilians; driving police car while in civilian clothes/ allowing civilian to
drive mobile cars.

Management:
Q. What is the meaning of management?
A. Management is generally defined as the achievement of objectives through people (T.D.
Andres, 1983). i.e. of objectives of the PNP Sec. 24, RA 6975.
It is working with the people as a formal group of organization to achieve the desired
goals necessary to maximize the utilization of available resources of the organizations. i.e. two
main goal of PNP =l.EF/MPO
It requires a manager to be systematic in undertaking his/her managerial function and is
exercising organizational authority and his concerned with the management process the
POSDCoRB as recommended by Luther Gulick, (J.P.Leveriza, 1983).

Q. What is the meaning of Authority?

A. It is the right to act or direct other to act. The person possessing authority has the right to
decide what should be done and the right to do it or to require someone to do it for him.

Q. What is the meaning of organizational authority?

A. Art XVl Sec 6 Creation of Napolcom/Section 23 RA6975 Establishment of PNP/ AA by RA8551

Q. What is POSDCoRB? Planning/0rganizing/staffing/directing/controlling/reporting/budgetting

PLANNING
 ls the process of combining all aspects of the organization.
 ls the process of deciding in advance what is to be done and how

Three basic stages in planning:

1. Formulating objectives - state precisely what results are to be accomplished at some future
date.
2. Taking action - follow a predetermined plan of actions to fulfill the objectives
3. Appraising results- measure the results achieved against original goal and take corrective
action if necessary.

This simplistic approach to planning is recommended by A. Shrode and VanVoich, Jr. They
suggest the following steps:

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1. Analysis of demand
- Consist of identification and assessment of the future needs of the organization
2. Analysis of capacity to perform
- The analysis of organization's capability is related to its forecasted requirements.
3. Commitment of resources
- Refers to specific functions and activities of their organization through the
development of its operating schedule, budget and supporting policies and procedures

An effective plan must indicate certain essential requirement as follows:

1. It includes scheduled implementation
2. It includes specification of people who will carry them out, then an assessment of
manpower capability should also made a part of the plan.

NOTE: the output of planning process is called PLAN

Types of Plan
1. Standard Operating Procedures (SOP)- is a plan that includes broad organizational
policies as well as the most minute detail of carrying them out.
2. Organization Plan - involves the creation of units of the organization, the creation of
job and groupings of jobs and the interrelationships of organizational activities and units.
3. Operational Plan - developed to carry out the responsibilities as set forth in policy plans
within the organizational plans.

Planning is subject to certain limitations such as:

1. Formulating accurate forecasting- difficulty in formulating accurate plan because of
uncertainties of the future. i.e. When are the criminals going to attack?
2. Effects on human psychology- plan should be developed cooperatively and there
should be revisions in the original plan. It should draw out the cooperation of all those
involved in the original planning as well as those who are concerned with the
implementation.
3. Changes in socio—political climate- a change in the organizational leadership and its
environment may prove harmful in the organization. i.e. turn-over of PNP command —
during the time of Bart it is lTP, when Puri came it isCODE-P/ Patrol Plan 2030
4. Availability of time- there are instances in the organization when managers or COP will
make decisions without adequate preparations. A manager has to move so that he can meet
his objectives or at least survive within-the prevailing conditions of his organizations.

Major Planning Principles can be summarized as follows:

1. Principle of distribution of objectives- facilitate the accomplishment of organization objectives
2. Principle of efficiency of plans- this is measured by the amount it contribute to the objectives
offset by the causes and other unsought consequences required to formulate and operated it.
3. Principles of primacy of planning- planning logically exceeds the execution of other
managerial functions.
4. Principle of planning premises- planners should understand and agree to the use of
consistent planning premises to make planning more coordinated.
5. Principle of strategy and policy framework- the more strategies and policies are clearly
understood, the more consistent and effective will be framework of plans.
6. Principle of timing- the more plans are structured to provide and appropriately timed
intermeshed network of derivative and supporting programs, the more effectively and efficiently
they will contribute to the attainment of their objectives and goals.
7. Principle of limiting factor- choosing from among the alternatives in order to recognize and
give solutions to the factors that are limiting or critical to the attainment of the desired goal will
enable the manager to select more clearly and accurately the most favorable alternative.
8. The commitment principle- the logical planning covers a period of time in the future
necessary to foresee, through a series of actions, the fulfillment of commitment involved in
decision.
9. Principle of flexibility—the more that flexibility can be built into plans, the less the danger of
losses incurred through unexpected events, but, the cost of flexibility should be weighed
against its advantages.

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10. Principle of navigational change- the more the planning decisions committed for the future,
the more important that the manager periodically check on events and expectations and redraw
as necessary to maintain a course toward a desired goal.

ORGANIZING
Organizing is process by which the manager brings order out of chaos, removes conflicts among
people over work or responsibility, and establishes an environment of teamwork. lt is composed
of the following steps:
1. Identification of objectives
2. Identification and classification of the activities to accomplish organizational
objectives.
3. Grouping of objectives to maximize the use of human and material resources
available in the organization.
4. Delegation of authority to the head of the group.
5. Integration of the groupings of activities through the authority and functional
relationship through information linkages to achieve unity of effort.

Formal organization is a planned structure with patterned relationship among the

component parts of the organization. The formal structure of the organization should represent
as closely as possible the deliberate intention of its framers for the process of interaction that is
to take place among its members.

Organizational Chart — is one means of knowing situation in the organization. It may in

effect disclose complexity of the organization patterns as reflected in the layering, such as
socio-metric network, system of functional contracts, grid of decision making centers, pattern of
authority and channels of communication.
The following principles of Organization Structure are guides for the effective management:
1. The management of the organization decides how many subordinates a superior can
manage effectively.
2. Similar activities or functions are grouped together when other consideration permit. This
will provide promptly a required service at the lowest cost possible
3. Organizational functions are allocated among the various units of organization so as to
maximize the amount required, coordination, communication and paper work.
4. The responsibility of each staff and operating unit in the organization are allocated to
conform to a logical and harmonious grouping of requirement for fulfilling the objectives of
the organization.
5. The activities of the organization which must be performed in sequence are located as
closely together as possible both organizationally and physically.
6. All the functions required for fulfilling the objectives of the organization are delegated to
some organizational group.
7. Each organizational unit is delegated the necessary authority to carry out effectively its
responsibilities as close as practicable to the source of action.
8. The responsibility allocations of the units in the organization is not made to overlap.
9. Control functions are allocated to organizational units which are independent of the
functions to be controlled.
1O.Each group of the organizational is held accountable for the performance to only one
superior. Unit
11.The delegation of responsibilities and accomplishment of the procedures are
implemented without the effect of special abilities, personalities, or peculiarities of individual
members of the organization.
12.The length and width of organization structure of the organizational span of
administration is kept to the minimum.

Some mistakes in organizing could be outlined as follows:

1 Failure to plan properly
2 Failure to clarify relationship
3 Failure to delegate authority
4 Failure to balance delegation

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 5 Confusion of line authority and information
6 Authority without responsibility
7 Responsibility without authority
8 Careless application of staff device
9 Misuse of functional authority
10 Multiple subordination
11 Misuse of service department
12 0ver-organization.

The major Principles of Sound Organization

1 The principle of unit of objective- an organization structure is effective if it
facilitates the contribution of individuals in the attainment of organizational
objectives.
2 Principle of efficiency- an organization is efficient if it is structured to aid in the
accomplishment of objectives with minimum of unsought consequences of costs.
3 Span of management principle- there is limit in each management position to
the number of persons an individual can effect manage, but the exact number will
vary in accordance with the effect of underlying variables and their impact on the
time requirement of the effective management.
4 The scalar principle- the more the direct line of authority from the top manager in
an organization to every subordinate position, the more effective will the responsible
decision making and organization communication be.
5 The principle of delegation- authority delegated to an individual manager should be
adequate to assure his ability to accomplish results expected of him.
6 Principle of absoluteness of responsibility. —the responsibility of the subordinate to
his for performance is absolute and no superior can escape responsibility for the
organization's activities of his subordinate.
7 Principle of parity of authority and responsibility- the responsibility for actions
cannot be greater than the implied by the authority delegated nor should it be less.
8 Principle of unity of command- the more completely an individual has a reporting
relationship with a single superior, the less the problem of conflict in instructions and
the greater the feeling of personal responsibility for results.
9 The authority- level principle- maintenance of intended delegation requires that
decisions within the authority competence of an individual manager be made by him
and not be referred upward in the organization structure
10 Principle of division of work- the more an organization structure reflects as a
classification of the tasks or activities necessary to attain goals and assist in their
coordination, and the more that roles are assigned to fit the capabilities and
motivations of people available to fit them, the more effective and efficient an
organization structure will be.
11 Principle of functional definition- the more a position or a department understands a
clear definition of results expected , activities to be undertaken, organization
activities delegated, and authority and informational relationships with other
positions the more adequately individuals responsible can contribute toward
accomplishing organization objectives. discharge his responsibility if he reports to
the department whose activity he is expected to evaluate.
12 Principle of separation- if one activity is designed to be check on another", the
individual charged with the former cannot adequately
13 Principle of balance- the application of principles or techniques must be balanced
with overall effectiveness of the structure in meeting organizational goal or
objectives
14 Principle of flexibility- the more provisions are made for building in an organizational
flexibility, the more adequately organization structure can fulfill its purpose.
15 Principle of leadership facilitation*- the more an organization structure Staffing and
its authority delegations makes it possible for a manager to design and maintain in
an environment for performance , the more it will facilitate his leadership abilities.
STAFFING
 Staffing connotes provisions of different positions of the organization structure with
competent and qualified personnel.

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  The responsibility for staffing belongs to every manager COP at all levels of
organization. He prescribes the manpower requirement, the tasks and the staffing
pattern with emphasis on policies, organization, rules and procedures.
 Includes the inventory , appraisal, selection, training, and development of manpower so
that they can perform their tasks effectively.
 They are composed of people with technical "know how" in specific aspects of
organizational operations, in whom the manager relies on their assistance in the
management of the general operations, as well as in technical operations, of the
organization.
 It is necessary for the manager COP to brief the staff on the following subjects:
1 Establishment of the Chain of Command in the Organization;
2 Effective staff management
3 Effective staff procedures; ,
4 Staff functions and responsibility
5 Delegation of authority;
6 Staff behavior, relationship and coordination.

Adequate training should be provided by the manager COP with the following objectives;
1. To develop a common understanding of the objectives and functions of the organizations as
a whole.
2. To attain a general comprehension of the organizational procedures and relationships
thereby insuring the smooth functioning of all units of the organization.
3. To ascertain an understanding of the functions of the various staffs and units of the
organization to facilitate their coordination and cooperation; and
4. To enhance camaraderie and teamwork among the personnel, thus effecting the speedy and
successful solution of problems that may arise in the organization;

The following types of staff services are found in an organization:

1. Auxiliary services which provide aid and assistance in organization line operations (Tourist
police)
2. Administrative services which provides aid and assistance in the management of the general
operations (Admin/Pers/Budget)
3. Technical services (OPN) which provides aid in specialized fields. le. Medical Services/SOC0/
Forensic

The major staffing Principles could be summarized as follows:

1. The Principle of staffing objective-The effectiveness of managerial staffing is to assure that
organization roles are filled up by personnel who are able and willing to occupy them.
(Criminologist in ClDG/llD)
2. Principle of staffing- the better organization role are defined, their human requirements
established, and the techniques of manager training and appraisal laid down, the more
assurance there will be of managerial
quality.
3. Principle of job definition - the more precisely known results a manager is expected to attain,
the more the parameters of his position can be deduced.
4. Principle of managerial appraisal- the more specific the management results are planned, the
more closely appraised the managers in their terms.
5. Principle of open competition — the more an organization is committed on the assurance of
quality management, the more it will encourage open competition among all candidates for
management positions.
6. Principle of management development- the more that the development programs aim at
improving the abilities of managers in their present positions at ensuring their advancement,
and at involving top managers in the process, the more effectively they will be.
7. Principle of continuing self-development the more an organization is committed to
managerial competence, the more it requires managers to engage in continuing self-
development.

DIRECTING
 Directing involves guiding and motivating other people to work for a common purpose

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  lt is interpersonal aspect of management by which people are allowed to understand
and contribute efficiently and effectively to the attainment of the objectives of the
organization.
 it involves motivation, communication and leadership.

The major principles of directing could be summarized as follows: -

1. Principle of directing objective- the more effective the directing process, the greater
contribution of the subordinates to the organizational goal.
2. Principle of harmony of objectives- the more effective directing is done, the more perceptive
the individual will be that their personal goal are in harmony with organization objective.
3. Principle of unity of command- the more complete reporting relationship has an individual
‘with a single superior.
4. Principle of direct supervision- the more direct personal contact with subordinates there is,
the more effective direction in their work there will be.
5. Principle of leadership- since people tend to follow those in whom they see a means of
satisfying their own personal goals, the more a manager understands what motivates his
subordinates and how these motivations operate, and the more he reflects these in caring. Out
of his managerial actions, the more effective as a leader he is likely to be
6. Principle of direction techniques- as people, tasks, organizational environment vary
techniques of directing should be appropriately vary. It is important that actual selection be
made in terms of effectiveness. Because subordinates differ widely in their responsiveness to
various needs, satisfactions, and superiors should select the most efficient means of evoking
outstanding performance.

CONTROLLING:
 Controlling is the measurement of accomplishment against set standard and the
corrective measure to be applied so that deviations from the standards are minimized.
 Control is management action to adjust operations of the organization to its
predetermined standard. It may be instituted in setting new goals, formulating new
plans, changing the organizational structure, improving staffing and making major
techniques of directing.
 The means of control may be applied to policies, procedures organizational charts,
forecasts budgets, schedules, reports, audits, and other administrative device that helps
to remind people of their work.

Types of Control
1. Management control is concerned with broad plans and objectives, delineating functions
and responsibilities, and the acquisition and efficient use of resources to effectively
accomplish the organization's goals.
2. Operational control relies heavily on specific procedures, departmental budget, and
production schedules, line supervisors of small operational units are more involve in this
type of control

Major control principles:

1. Principle of assurance of objectives- the tasks is to detect potential or actual deviation
from plans early enough to permit effective corrective action.
2. Principle of efficiency of control- control techniques and approaches are efficient when
they detect and illuminate the causes of actual or potential deviation from plans with a
minimum of costs or other unsought consequences.
3. Principle of control responsibility- the primary responsibility for exercise of control rests in
the manager charged with the execution of plans.
4. Principle of direct control- the higher quality of managers and their subordinates, the less
will be the need for indirect control.
5. Principle of reflection of plans- the more control are designed to deal and reflect the
specific nature and structure of plans, the more effectively they will serve the interest of the
organization and its managers.
6. Principle of organizational suitability- the more control are designed to reflect the place in
the organizations structure where responsibility for action lies, the more they will facilitate
correction of deviation from plans.

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 7 Principle of individuality of control- effective controls require consistency with position
operational responsibility, ability to understand, and needs of the individual concern.
8 Principle of standards- effective control requires objective, accurate, and suitable
standards.
9. Principle of critical point control— effective control requires attention to those factors
critical to appraising performance against individual plan.
10 The exception principle- the more a manager concentrates his efforts on exception the
efficient will be the results of his control.
11. Principle of flexibility of control- controls are to remain effective despite failure or
unforeseen changes of plan, flexibility is required in their sign.
12. Principle of action- if control is justified if indicated or experienced deviation from plans
are corrected through appropriate planning, organizing and directing.

REPORTING
* The principal device of the manager for retaining control of delegated responsibility and
authority to subordinate executives is the systematized reporting and internal checking
* The systematized reporting on the organizational activities involves the setting of standards of
work programs in quantitative methods and the rendering of progress reports based on these
standards.
* Reports should be analytical and should clearly point out unsatisfactory, as well as factual, in
contents and should clearly point out unsatisfactory factors in their organizational activities for
corrective measures.
* the use of forms in reporting is a helpful devise to ensure accuracy in reporting and to
facilitate their interpretation.

BUDGETING
For the government, budgeting is a critical process of allocating resources, revenues and
borrowed funds. Its primary objective is to attain socio-political and economic goals, maintain
national security, provide for the social and other governmental services and pay for the
country's debt.
For the organization, like PNP / CLO / SOC0 Unit it is an important instrument of policy
for planning, controlling, and evaluating the use of resources for maximum returns. It is
comprehensive plan expressed in financial terms by which an operating program of the
organization becomes effective for a given period of
time. Budgeting is an important instrument in planning.

Budget is also instrument of control.

Budget is the basis for evaluating and appraising results with goals/objectives, and for
determining better ways of meeting those objectives in the future. i.e. you should learn how to
control funds for specific crimes to attain the achievement of Peace and Order

ROLES OF MANAGER
The Canadian academic, Mintzberg identified ten separate roles in Managerial work, each role
defined as an organized collection of behaviors belonging to an identifiable function or position.
They are:
1. FIGUREHEAD: The Manager performs ceremonial and symbolic duties as head of the
organization;
2. LEADER: Fosters a proper work atmosphere and motivates and develops subordinates;
3. LIASION: Develops and maintains a network of external contacts to gather information;
4. MONITOR: Gathers internal and external information relevant to the organization;
5. DISSEMINATOR: Transmits factual and value based information to subordinates;
6. SPOKESPERSON: Communicates to the outside world on performance and policies.
7. ENTREPRENEUR: Designs and initiates change in the organisation;
8. DISTURBANCE HANDLER: Deals with unexpected events and operational breakdowns;
9. RESOURCE ALLOCATOR: Controls and authorizes the use of organizational resources;
10. NEGOTIATOR: Participates in negotiation activities with other organizations and individuals.

He further grouped these roles into three subcategories: interpersonal contact (1, 2, 3),
Information processing (4, 5, 6) and Decision making (7-10). Mintzberg also found that

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although individual capabilities influence the implementation of a role, it is the organization that
determines the need for a particular role,
addressing the common belief that it predominantly a Manager's skill set that determines
success. Effective Managers develop protocols for action given their job description and
personal preference, and match these with the situation at hand.

Five roles that managers and supervisors must play in times of change:
Communicator - Communicate with direct reports about the change
Advocate - Demonstrate support for the change,
Coach - Coach employees through the change process
Liaison - Engage with and provide support to the project team
Resistance manager - identify and manage resistance

Role #1: Communicator - Employees want to hear change messages about how their work and
their team will be affected by a change from the person they report to. An employee's
supervisor is a key conduit of information about the organization, the“ work that is done and
changes to that work resulting from projects and initiatives. Answers to questions like, What
does this mean to me? What's in it for me? Why should I get on board? and Why are we doing
this? Are best delivered by an employee's immediate supervisor. The change management team
needs to provide talking points and pertinent information, but those messages should ultimately
be delivered to employees by their supervisor.

Role #2: Advocate- Employees look to their supervisors not only for direct communication
messages about a change, but also to evaluate their level of support for the change effort. if a
manager only passively supports or even resists a change, then you can expect the same from
that person's direct reports. Managers and supervisors need to demonstrate their support in
active and observable ways. The key here is this: managers and supervisors must first be on
board before they can support their employees. A change management team
should create targeted and customized tactics for engaging and managing the change first with
managers and supervisors, and only then charge this important group with leading change with
their direct reports. .

Role #3: Coach - The role of coach involves supporting employees through the process of
change they experience when projects and initiatives impact their day to-day work. Awareness
of the need for change, Desire to participate and support the change, Knowledge on how to
change, Ability to implement required
skills and behaviours and Reinforcement to sustain the Because of their relationship, managers
and supervisors can coach individual employees through this change process and help them
address the barrier points that are inhibiting successful change.

Role #4: Liaison - This role involves interacting with the. project team. As the liaison, managers
and supervisors provide information from the team to their direct reports. But perhaps more
importantly, they provide information about the project from their employees back up to the
project team. Managers are in the
best position to provide design input, usability results and employee feedback on particular
aspects of the solution back to the project team.

Role #5: Resistance manager - No one is closer to a resistant employee than his or her
supervisor. In terms of managing resistance, managers and supervisors are in the best place to
identify what resistance looks like, where it is coming from and the source of that resistance.
They are also the best suited - when provided with
the training and tools to do so - to actively manage that resistance when it occurs. They can
use the ADKAR model to hone in on which element of the change process is driving resistance
and address it accordingly.

ROLE OF MIDDLE MANAGERS IN POLICING

by Scott Morgan, Demand Media g

Police middle managers are vital links in the chain of command.

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Role of a Police Officer
Middle management in police departments refers to those ranks between entry level patrol
officers and the chief or commissioner P01 — Chief PNP. Depending on the department, a
middle manager can be a SPO, inspectors, Sr. inspectors whose role may involve anything from
patrol to paperwork. Some middle managers are supervisors, others run sections or bureaus
within departments.

Supervisory Duties .
Supervision begins with preparing daily assignments for patrol officers, taking roll and making
sure all parts of the department work in harmony. Sergeants SPO1-4 directly supervise
uniformed patrol officers in most departments. In larger departments, such as PRO4A Police
Department, SPOs may also supervise divisions, such as detectives or the K-9 unit. Inspectors
and Sr. Inspectors supervise SPOS SPO1-4 and may oversee several SPO1-4 and, therefore,
several units or divisions. Inspectors and Sr Inspectors also oversee proper training and serve
as liaisons between courts and the department.

Policy Implementation
Policy changes and initiatives flow from the chief's office through Sr. inspectors , Inspectors and
SPO1-4 before getting to uniformed line officers. How these middle managers implement,
accept and enforce new policies and initiatives often drives whether the officers expected to
enact the changes welcome them.
The emotional commitment and ownership of the vision by» middle managers drives how
quickly changes are adopted. Middle managers must, therefore, led by example.

The Changing Workplace

Today's police departments have a diverse workforce, and middle managers must know how to
manage their different attitudes and also ensure that these officers work well together. Middle
managers also must be aware of growing interdependence between police departments and
government agencies. In recent years police departments are inextricably linked with national
security and middle managers must know how to supervise and delegate when emergencies
occur.

Community Policing
Managing in changing times extends to the world beyond the police station's doors. The
communities police officers serve are in as much flux as police departments themselves. Patrol
officers must be able to connect with the communities they serve through outreach programs
as well as making sure personal contacts are maintained by beat patrols. Middle managers must
train officers to know how to interact with the communities they serve, which means that they
must understand the communities themselves.

The importance of managers and supervisors in times of change

In times of change, managers and supervisors can be both the greatest ally and the
greatest obstacle for change teams. They are the closest to the employees who must adopt the
new processes and behaviors associated with a project or initiative. ln many cases, the work of
managers and supervisors will also be impacted by a project. Getting managers and supervisors
on-board and taking the lead in supporting employee change is crucial. Managers and
supervisors are so crucial because of the relationship they have with the employees in the
organization. The importance of managers and supervisors in times of change is undeniable -
but what does this group really need to be doing to drive successful change?

Skills needed of a manager: Top 7 Characteristics Of A Good Manager

by Wayne Hartzell (Alexandria, VA USA)

There are "several" qualities/characteristics that define a good manager. From my

personal experience some of the "key" characteristics are:
a) FAIRNESS: - This is paramount to your effectiveness. ‘You need to demonstrate
parity/fairness in your governing style from the beginning.
b) ETHICAL STANDING: - ln anything you do, you must demonstrate a fair and balanced ethical
approach and style in how you manage others.

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c) HONESTY: - Honesty is the best policy - and effective managers are honest in their business
management day to day activities. This applies to both written and oral communication.
d) LEAD BY EXAMPLE: - You need to be able to manage and lead by your example, never ask
your team to do something you would not do yourself.
e) POSSESS KEEN JUDGEMENT/INSIGHT: A good manager has the wisdom and discernment to
make the tough decisions that need to be made.
f) POSSESS GOOD COMMUNICATION SKILLS: - A good manager must be able to communicate
fairly both in written and in oral speech to his/her team in order to be understood. ,
g) INTEGRITY: - This is probably the most important quality. Your integrity defines not only
who you are as a manager - but more importantly who you are as a person.

You must value integrity at all costs. lf you compromise your integrity in the organization
or in dealings with the people you have been "entrusted to lead and manage", you will have
forever lost your effectiveness as a manager.

Styles of management
There are four styles of Filipino management.
1. the realist-management— management by-kayod
2. the idealist- management or management by the book (management by libro)
3. the opportunist-management or management by- lusot
4. the reconciling- management or management by -ugnayan

The first refers to the realist-management — a manager who practices management by

kayod. Meaning of kayod — to work hard. The manager of this type works day in and night out,
fired by an inner zeal that does not make any difference between working days, Sundays, and
holidays. His work is his pleasure, his life (kayod ng kayod) called the realist manager.
He want quick action ( aksyon-agad). When there is a problem, he immediatelyreacts to it.
He wants it solved right away. He is an autocrat. He relies on the authority of power. He woos
the person with power and not the person with titles. i.e the person with power may be the
wife of the boss or the sister of the president or an oldtime secretary. He gives in to experience
to ensure the success of such move (sigurista). He knows first things first. He is basically
priority- oriented. if given five problems, he knows which ones are achievable right away and he
tackles them first. He has gut feeling (oido). This means he has flashes of intuition, manuevers,
and tactics that appear very intuitive to outsiders. Actually his oido/intuition came out ffom long
years of experience on the job. He goes all the way. He strive for optimal performance. He is
committed tothe job and the owner of the business. He is everywhere. That is why he is prone
to heart attack, at age of 55-60. He knows how to use people and resources. He knows the
limitation of the situation. He does not complain. He works on the men, materials, and money
that he has. He is ingenuous. He cuts problems down to manageable size. He does not believe
there is a problem that cannot be solved. He is practical mabilis- quick). He decides
immediately. He reaches decisions quickly even if not all the facts are available. He trusts in
experience, common sense, and proven intuitive feel of the situation. He is impatient (apurado).
He wants immediate results. He is smart (tuso). He does not seek nor plan malice. He want
everyone in the staff to know that they can't put one over him since he knows all the tricks of
the trade, he knows of the ropes, it is hard to fool him. If you do than watch out.

The second is the idealist- management or management by the book (management by Iibro).
The idealist manager is a highly trained professional who prefers American management styles
with all their technical jargon and sophisticated tools of management, he works as if he were
operating lBM. He is a thinker ( palaisip). He reflects on the problems first before acting on
them. He looks on basic concepts and approaches before defining and solving problems. He is a
technocrat. He relies on the authority of the facts. He is very statistics- oriented. He wants
research to back-up decisions. He is meticulous ( mabusisi). He tends to be process oriented,
he checks on everything, trying to make sure the rules are followed according to the book. He
loves the drawing board( mahilig sa drawing board). He is planning oriented and turns to using
PERT/CPM; Gantt charts, programming ,'network analysis; and paper planning as a basis for
making decisions and actions. He is systematic. He appears to be very scientific, procedural and
plays by the rules of the book. He strive for professional performance . he attacks the whole
problem not just parts. He appears to be slow, he cautions his critics. He thinks first before

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deciding. He defers all decisions until all facts are in. He waits for the analysis,, the project
feasibility study. He is stubborn. He has a definite way of working. He insists on rules,
procedures, he demands adequate resources, men , money; he tends to be perfectionist in
bookish way. His ideals are high. He is known for quality. He seeks quality results; he may be
cautious and slow, but when the work is pulled off right, he does a beautiful job.

The third is the opportunist-management or management by- Iusot. in short this refers to
shortcuts, bribery, rule breaking. This type of manager often wants the least hardship and
sweat, paying off problems and taking shortcuts. He is willy-nilly ( galawgaw). Since he ha no
definite philosophy or commitment in
life, he vacillates between people and managers, always clinging to the man at the power seat.
His loyalties shift like grains or sand ( kung saan ang ihip ng hangin duon siya) . he has no
conscience. He prefers shortcuts._He practice unethical move to clinch a deal. He loves to get-
by( mahilig lumusot). Basically a maker of deals as if everything was basketball game. He really
gets by ( lulusot talaga). He wants to penetrate and take short cuts because he distrusts people
and thins people will put one over him. He is inclined to easy settlements. He solves problems
through compromises and shady deals. He avoids headaches. He seeks
to reduce pressures and to pass on the buck. He does not cooperate unless it also benefits him.
His favourite management motto: Ang lagay be eh... paano naman ako. He believes in no
money no work. Moneys counts most to him, regardless on how it is generated.( intelgensya).
It is the basis of his performance.

The fourth is the reconciling.- management or ugnayan- management . this is a movement to

inter-connect or inter-relate with other elements to comprise a whole. it seeks sysnergy,
optimizing the use of different components i.e. money, people, materials, machine, information,
energy, time, etc., so that something
more powerful, innovative and useful can emerge. It is the supreme coordinator of all the
elements that make up business- i.e. goals, technical systems, structure, psycho-social culture
and people- called management by-ugnayan. He has balance ( may balance).. he§accepts and
works to integrate the idealist and the realist. management. He combines them into productive
styles according to the problem. Even if he knows the very strength s and limitations of the
different styles, he is a disciple of Contingency management. His answer to the problem is :
There is no single answer, it all depends. He know his game. He know which staff member to
use to solve problems; he mixes his staff with the right behavioural traits. He is very
dependable in all kinds of situations especially in tight ones. He chooses well( marunong pumili)
. he is man-maker, a maker of manager since he equip himself with competent people who can
take over the job management when needed. He trains them well and gives them his own
expertise and fund of knowledge freely. He has three eyes. He has 20-20 vision and can see
real situation. But when needed, he pushes his periscope up or his TV antenna so that he can
see 3-S years ahead while his feet stands of solid grounds. He is exceptionally
gifted( pambihira), with good communications skills, excellent behavioural skills, mixed with
serious concern for performance and outputs. A natural and highly trained leader.

Analyses: Where are most of our leaders/managers belong?

Most of us believe we are realist —- managers. Thus the young and talented MA and
PhD degree holder in the police who are idealist managers eventually find out they are
ineffective in real life and they move on to being realist managers. The same goes for the
opportunist-managers who find out they are being isolated, then move into the realist column.
But the best of the lot are the reconciling manager or management by ugnayan.

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 CLARIFICATIONS OF PERSONAL LEARNING

Guide Questions

1. What do I want to learn from this subject? (List several goals)

2. What hopes and expectations do I have about this subject?

3. What anxieties or confusions do I have about this subject?

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 CASE-BASED SCENARIO

TRAINING SCENARIO: Community New Year Celebration

LEARNING OBJECTIVE: At the end of the role playing scenario, the police trainee should:
1. Apply the major component of management in a police operations
setting.
2. Integrate the role of middle managers in the scenario.
3. Propose a comprehensive security plan for the said event.

REFERENCES:

- PNP Sec. 24, RA 6975. Art XVl Sec 6 Creation of Napolcom/Section 23 RA6975
Establishment of
PNP/AA by RA8551.
- Role of Middle Manager in Policing, by Scott Morgan, Demand Media.
- Top 7 Characteristics Of A Good Manager by Wayne Hartzell (Alexandria, VA USA)

In December 31, 2017, your office received a memorandum from your Regional Director
that you are unit is assign to maintain the security in celebrating the New Year countdown
covering 1000 spectators. The memorandum stated that you will need to prepare the plan in
the upcoming activity. Further, the plan should reflect the number of operatives and budget
needed. Your section chief instructed you to spearhead the aforementioned event.

Requirement: Satisfy the requirements of your Regional Director.

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 SAMPLE FORMS/ ACTIVITY

Name: __________________________________ Date: _____________________

Class Company: ___________________________

DIRECTIONS: Use the question guide in writing your report under the subject Management in
essay format. The essay should have minimum of 1000-1500 words, type written with font size
12, Arial and 1.5 spacing.

Based on the knowledge you have acquired, you as a police officer, what management style will
you adapt in your police operation?

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 PERFORMANCE RATING SHEET

CASE-BASED SCENARIO
PERFORMANCE RATING SHEET
COURSE: MODULE:
SCENARIO: SUBJECT:
VENUE/DATE: LESSON:
CLASS NO.: GROUP NO.:

WEIGHT (PERCENTAGE)
RATING INSTRUCTIONS RATING SCALE Use spaces below for

WEIGHT)SCORE (RATING X
1. Check each item box. comments. Ratings other than
++ Very Well Performed Standard satisfactory should be
+ Well Performed N Not Observed substantiated in writing. Use
reverse side for additional
- Poorly Performed
space.
2. Rate each factor by circling the appropriate number.
3. Add the rating(s) for each criterion then divide by
the number of performance factors.
4. Multiply the quotient by the weight for each factor

1.00 – 1.49 = UNSATISFACTORY

4.50 – 5.00 = OUTSTANDING

1.50 – 2.49 = FAIR

2.50 – 3.49 = SATISFACTORY

3.50 – 4.49 = VERY SATISFACTORY
and write the results in the “score” column.
5. Add the “score” column and record the sum.

RATING CRITERIA/PERFORMANCE FACTORS

KNOWLEDGE 1. Examples of Outstanding

Performance
Properties subject of seizure 1 2 3 4 5
Authority in implementing warrant 1 2 3 4 5
Prohibited acts in conduct of search 1 2 3 4 5 40
Responsibility on seized property 1 2 3 4 5
Proper handling of evidence 1 2 3 4 5
SKILLS 2. Performance Deficiencies
(Suggestions for improvement or
continuing development)
Oral Expression 1 2 3 4 5
 Giving notice and authority as seizing officers
 Handling suspect(s)/respondent(s)
 Managing witnesses 40
Written Expression 1 2 3 4 5
 Filing out the required forms
 Preparing the necessary report(s)
Overall human relation skills 1 2 3 4 5
ATTITUDE 3. General Comments (e.g., Over-
all performance, knowledge,
skills and attitudes
acquired/shown)
Teamwork/Coordination 1 2 3 4 5
Observance of Human Rights 1 2 3 4 5
Vigilance/security consciousness 1 2 3 4 5
Compliance with rules/procedures 1 2 3 4 5 20
Performance with minimum instructions 1 2 3 4 5
Readiness/enthusiasm to accomplish task 1 2 3 4 5
TOTAL WEIGHT 100
Overall
Score/Rating
The above rating represents my best judgment of the group’s performance based on my

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observations and knowledge.
Rater: ___________________________________ Date: _________________
I have read and approved this rating sheet.
Rater: ___________________________________ Date: _________________
This rating sheet has been discussed with me.
Rater: ___________________________________ Date: _________________

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