SECTION 4-4 COMMAND AND

STAFF PRINCIPLES
4.9 Purpose. The purpose of this
is to outline selected basic
principles and procedures of
command staff applicable to the
organizational set up of the
Philippine National Police.
 4.10 DEFINITIONS
• Command – Within the context of this chapter, the
term “Command” shall be taken to mean the
authority vested in an individual commander or
officer of the police service over his subordinates by
virtue of his rank or assignment.
• Staff – It is a coordinating body assigned to help
the commander accomplish his missions. It is
composed of the officers exercising directorial
authority, each having a functional area or
responsibility which the commander is interested in.
• Authority – It is the right to decide and
command.
1)In a police organization, authority consists of
rights such as to:
a) Make decisions within the bounds of his
authority;
b) Assign tasks to subordinates; and
c) Expect and require satisfactory
performance from subordinates.
1. Authority must be coupled with commensurate
responsibility for planning, organizing, directing,
coordinating, and controlling police forces for
the effective accomplishment of assigned
mission.
a) Responsibility. It is the obligation to do
something. Responsibility is a duty that one
has to perform in the organizational tasks,
functions and assignments.
b) Accountability. This refers to the obligation to account
for the authority delegated and tasks assigned to
subordinates. Subordinates must answer to his
commander with regard to the discharge of his authority
granted him by his superior. In other words, each
subordinate is obligated to support his superior
measured by the manner he exercises his responsibility
and the use of the authority delegated to him.
c) Mission. The term refers to a duty assigned to a police
unit or an individual. In a larger sense, it may refer to the
effect desired through the discharge of one or more
functions by a PNP unit or an individual.
SECTION 4-5. COMMAND PRINCIPLES

AND PROCEDURES
4.11 Command Authority. This provides the
commander with the right to plan, organize,
direct, coordinate and control PNP forces or
units in order to accomplish an assigned
mission or task. Essentially, this inextricably
goes with a commensurate responsibility not
only on the foregoing function but also on
matters of health, welfare, morale, training
and discipline of subordinates.
4.12 Command Responsibility. The
commander is responsible for all that his
unit does or fails to do. This responsibility
can never be delegated otherwise it would
constitute an abdication of his role as a
commander. He alone answers for the
success or failure of his command in all
circumstances.
 4.13 THE COMMANDER
a. The commander exercises command authority and
responsibility over subordinates by virtue of his rank and
assignment. Such authority should be within the scope of
law, policies and PNP service regulations.
b. He discharges his responsibilities through a chain of
command. All orders are issued by the commander of the
highest unit to commander(s) of subordinate units.
Only in urgent situations when intermediate commanders
may be by-passed. In such instances, intermediate
commanders should be notified of the context of the order
as soon as possible by both the commander issuing the
order and the commander receiving it.
c. The commander alone is responsible for
what his unit does or fails to do. He can
delegate authority but not his
responsibility.
d. He performs vital functions such as
planning, organizing, motivating,
communicating and controlling the
command organization.
 4.14 RESPONSIBILITY AND
AUTHORITY OF A COMMANDER
a. A commander is responsible for the satisfactory
accomplishment of the functions and missions
assigned to his command. His authority shall be
commensurate with his responsibilities subject to
law, Civil Service Commission (CSC), National
Police Commission (NAPOLCOM) and PNP rules
and regulations. He exercises authority normally
through the Directorial Staff and his immediate
subordinate commanders may communicate
directly with any of his subordinate should he
deems it necessary.
b. Subject to the police and orders of higher
office/headquarters, a commander may issue such
regulations and instructions as may be necessary for the
proper administration and operation of his command.
c. A commander is responsible for the care, preservation,
and proper utilization of all equipment issued to his
command and for the proper observation of supply
discipline. As such he is expected to inventory the
equipment and materials in his unit prior to his relief and
should properly turn over to he incoming commander
d. A commander shall encourage among his
officers’ harmonious relations and a spirit of
camaraderie in the performance of their duties.
e. A commander shall be responsible for the
security and strict observation of secrecy
discipline within his command.
f. Commander shall be responsible for the
assignment of his personnel based on the
positional qualification standard.
4.15 Impossibility of Delegation of Responsibility. A commander
may assign duties to his subordinates accompanied by an appropriate
authority. The responsibility over the satisfactory performance of
these duties however, remains with the commander. A commander’s
own responsibility is not in the least diminished when he delegates
authority to his subordinates. In other words, no amount of delegating
authority may even actually increase the burden/risk of commander’s
responsibility because he should then be held responsible for the
personal supervision of organization is accomplished. In extreme
cases, the commander may choose to do the work himself and,
therefore, he does not have to supervise his subordinates. In either
event, the commander retains complete responsibility for the
accomplishment of his work.
4.16 Source of Responsibility. Responsibility is created
within a commander when he accepts an assignment together
with delegation of appropriate authority. It is not the act of
delegating authority or assignment of tasks that creates
responsibility. Rather, responsibility is created by the
commander within himself when he agrees to perform a task.
If the commander is not agreeable to the conditions of his
assignment, and is, therefore, unwilling to accept
responsibility, then he should reject the assignment. An
unjustified rejection of an assignment, amounting to a refusal
to be responsible, could lead to disciplinary action or even
dismissal from the service.
 4.17 GUIDING PRINCIPLES
OF RESPONSIBILITY
a. Position of Major Responsibility (PMR). A position
that has a major decision-making prerogative and
ultimate assumption of responsibility or a key position
of leadership. It is the one that assumes the primary
responsibility as a Commander or Director. The position
of major responsibility encompasses: Chief PNP;
Director of Directorial Staff NHQ-PNP; Regional
Director (Regular or Special Police Regional Offices;
Director of National Support Units; Provincial/City
Police Office Director; District Director-NCR); and
Regional Public Safety Battalion Commander.
b. Position of Collateral Responsibility (PCR). A
position that has direct bearing on the accomplishment
of the mission/function of an officer holding the
position of major responsibility. It is a position that
assumes the secondary responsibility to the officer
holding the position of major responsibility. The
position of collateral responsibility includes: Chief of
Division of the Directorial staff NHQ-PNP; Directorial
staff of the Regional Commands/NSU’s/Districts;
Personal Staff; and the Chief Executive Senior Police
Officer of NHQ, PROs and National Support Units.
c. Position of Supervisory Responsibility (PSR).
A position that assumes a primary responsibility to
supervise and orchestrate the activities of the
command/unit or office supportive/vital to the
accomplishment of the mission/function of the
officer holding position of major responsibility. The
position of Supervisory Responsibility includes:
Deputies of CPNP; TCDS; Deputies and Regional
Chief Directorial Staff of PROs/NSU’s/Districts;
and Deputies of Provincial/City Offices/Districts.
d. Position of Front-Line Responsibility (PFLR). A
position that assumes the : primary field command
responsibility. The position of Front-Line Responsibility
includes: Public Safety Battalion Comdrs/; Chiefs of
Police; Directors of Provincial District Office; Chief of
Special Units/Office of PROs and NSU’s; Section Chief
of the Divisions of the Directorial Staff NHQ-PNP and
Regional Offices and Staff of NSU’s; Provincial and city
office staff officers; and Command Police Non-
Commissioned officer of the Provincial/City District,
Special Units/Office of PROs/NSUs.
e. Position of Hands-on/Lineman
Responsibility(PHLR). A position that has the
immediate hands-on responsibility in the
machine/equipment operation, clerks, resources
operation or plan execution such as lineman,
fieldman, streetman, operator, beatman and
patrolman. It includes all personnel assigned in the
Police Districts, Police Stations, Public Safety
Battalions, Provincial Offices, National Support
Units, and NHQ-PNP who are not included in the
definition of the other categories of Responsibility.
4.18 ACCEPTANCE OF RESPONSIBILITY
AND ACCOUNTABILITY
• To avoid organizational ineffectiveness
and friction, commanders of police
organizations must accept
responsibility and accountability.
 4.19 FLOW OF ACCOUNTABILITY
• Since responsibility is largely retained with the
commander, it does not flow downwards or upwards
in the organization. However, accountability does
flow upwards in the organization for the reason that
a commander’s responsibility is not enough to
ensure coordinated performance in organizations in
the same manner that a commander cannot reduce
his responsibility. In delegation of authority, he also
cannot reduce his accountability to his
subordinates.
 4.20 BALANCE OF AUTHORITY,
RESPONSIBILITY AND ACCOUNTABILITY
• An important task of a superior is to continuously
seek an acceptable authority, responsibility and
accountability both for himself and his subordinates
in order to promote an equilibrium in his
organization. Authority must not exceed
responsibility or accountability. The extra authority
might be used arbitrarily, capriciously, or without due
consideration on the effect on others. Likewise,
responsibility or accountability must not exceed
authority otherwise a commander might be held
accountable for things he cannot change or control.
4.21 THE CHAIN OF COMMAND
a) Effective Police operations require strict adherence to the
established Chain of Command. This consists of a hierarchy
of officers given respective command authority at varying
levels through which command action should be channeled.
b) Under extraordinary circumstances, the chain of command
may be by-passed when such adherence becomes
impractical or may cause unacceptable delay. The senior
commander, by-passing the chain of command, assumes
responsibility for the order he has given to a subordinate
commander. Intermediate commanders who have been by-
passed should be informed of such orders and action taken
at the first practicable opportunity.
c. The chain of command should be
institutionalized by having all
commanders of the various echelons of
command to make provisions of
succession of command in case of
contingencies like absence or death of
commander.
 4.22 COMMAND AND
COMMUNICATION
a. The maintenance of an effective
communication system is a function and a
direct responsibility of the command. Success
or failure of police operations depends greatly
on the ability of commanders to observe the
closest coordination possible among force
employed. The key to an effective
coordination is the reliability of the
communication system between forces.
b. The purpose of communication in command
organization are classified into five (5) broad areas:

1. Becoming informed, or informing others. This is

the basic purpose of routine day to day
communication events. Communication enables all
subordinates to affirm their purposes in command
organizations so that they can all work towards
compatible objectives. All decisions shall only be
implemented or reflected in command operations
after all subordinates involved are properly informed.
1. Evaluating one’s own inputs, or another’s outputs,
or some ideological scheme. The dynamic nature of
command organizations demands that constant
evaluation be made of the activities which can be
attained. Thus, the effective communication system
includes a feedback of the effectiveness of one’s
decisions, other decisions and actions and evaluation
of alternate proposals to keep the organization on the
right track. Evaluation involves many recurring
communications. Detailed plans, budgets and formal
report all aid in the evaluation of internal and external
factors affecting the organization.
1. Directing others or being directed or instructed.
Communication between the commander and the
human and physical resources of his command is
imperative so that he can direct them toward
organizational objectives. Job training depends on
communication. Delegation of authority is impossible
without communication
2. Influencing others or being influenced. Motivation is
provided and stimulated by the commander through
communication. The balance between efficiency and
inefficiency lies on the ability to motivate and influence.
 4.23 MUTUAL RESPONSIBILITY
FOR COORDINATION
a. In any given echelon, coordination among commanders is required.
Each commander is responsible to the common superior for the
performance of his assigned tasks. Coordination of effort among
these commanders is the duty of both the common superior and
the individual commander.
b. As far as conditions would permit, commanders should keep each
other informed of their positions, movements and intentions, and of
contacts with enemies/ criminals. It is not necessary to burden the
communication system with frequent report when operations are
being executed as planned, or with reports on the enemy/ criminal
containing no information value. It is essential however, to report
new information on the enemy/criminal and to report delays or
modifications on the execution of certain parts of directive.
 4.24 ANNOUNCEMENT OF
ASSUMPTION OF COMMAND
• Upon assuming command and likewise
units under his command, when
appropriate, the commander shall also
inform the senior commanders of other
PNP units and officials of other
government agencies and foreign
government agencies located within his
area of responsibility about his assumption
of command.
 4.25 READINESS
• A Commander/Director shall take practicable steps to maintain his
command in a state of readiness. In conformity with the orders and
policies of higher authority, he shall:
a) Organize all personnel under his command and assign mission
and duties to his subordinate commanders.
b) Prepare plans for the employment of personnel to meet all
prevailing and future situation.
c) Coordinate on a wide range of important matters with the
commanders of other PNP units and with appropriate government
officials located within the area covered by his command.
d) Make or cause an inspection to insure discipline and efficiency in
his command.
 4.26 OBSERVANCE OF
INTERNATIONAL LAW
a. In the event of war between nations with which the
Republic of the Philippines has peaceful relationships, a
commander shall observe or require his command to
observe the principles of international law. He shall make
all efforts consistent with prescribed principles to preserve
and protect the lives and properties of the citizens of the
Republic.
b. When the Republic is at war, he shall observe and require
his command to observe the principles of international
law. He shall respect the rights of neutral nations pursuant
to international law and pertinent provisions of treaties.
4.27 INFORMATION AND REPORTS
• A commander should keep his superior
appropriately informed of:

a. The organization of his command, the

prospective and actual movement of the
units of his command and the location of his
headquarters; and
b. The plan of employment of his forces.
SECTION 4-6 LEADERSHIP AND
DEVELOPMENT (PNP CONCEPT)
4.28 Introduction. To any organization
nothing could be more important than the
responsibility for leadership and its
development. The PNP recognizes this
fact, for without leadership, it is a muddle of
men, weapons, and machines. Nothing but
leadership can bind together the officers
and men and motivate them towards goals.
The Commander’s functions of
planning, organizing, directing,
controlling and deciding become
dormant and meaningless until he
triggers the power of leadership among
his men and guides them toward the
accomplishment of his mission.
“Leadership therefore transforms potential
into reality. It is the ultimate act which brings
to success all the clusters of potentials that
are in the organization and its members”
(Morrison: 1994, p.47). Leadership is so
important to the Philippine National Police
and this is the very reason why it is being
treated separately under this section.
 4.29 DEFINITION OF LEADERSHIP

a) Leadership is a part of command

functions, but not all of it. A commander is
required to discharge his functions, like
planning and deciding, but no less important,
he must also get others to follow. The fact that
he can influence others to follow him is no
guarantee that he is going in the right
direction. This implies that a strong leader can
be a weak commander for the reason that he
Is lacking strength in some other managerial
abilities like planning and organizing. He
may be able to motivate his command to
keep on moving but only tangential to
organizational objectives. The reverse is
also possible. It is therefore imperative that
a commander should have an excellent
managerial capability and reasonably high
leadership ability.
b) Leadership is something an individual does,
not something he has. Leadership, however,
should not be confused with mere activity as
may be implied herein. Dynamic interactions
with people will not necessary result into
leadership. What could be more appropriate as
a leadership action is “to stay in the background
keeping pressures off the group, to keep quiet
so that others may talk, to be calm in times of
uproar, to hesitate and to delay decisions”.
c) The quality of person’s leadership is
appraised in practice by studying his
followers. The number and kind of followers
and the strength and stability of their
commitment to organizational goals can define
the quality of leadership and styles.
d) Leadership is situational. Different problems,
different groups and different attitudes within
the same organization demand different
leadership qualities and styles.
 4.30 Personal Traits of a Leader
Personal traits, although they exist in person, shall only
become active when a certain group or situation calls
for them. It must be understood, therefore, that these
traits can only be shown or measured after a person
becomes a leader. On the other hand, there are various
traits of most leaders are likewise found among non-
leaders. These traits consequently do not define a
cause-and-effect relationship with leadership. However,
the following personal traits have been found to be the
most correlated to successful organizational leadership.
a) Intelligence. Leaders usually possess
higher intelligence than the average of
his followers. The difference may not be
so great but still it normally exist, he
needs and excellent analytical ability and
communication capacity to tackle the
board problems and complicated
relationships in organizations.
b) Social Maturity and Breadth. A leader
usually has broad interests and activities.
He is emotionally matured and
possesses a high frustration tolerance.
His anti-social tendencies are at a
minimum and he prudently displays a
reasonable self-assurance and self-
respect.
c) Inner Motivation and Achievement
Drives. A leader has a strong personal
motivation to keep on accomplishing
things. He is an achiever. After reaching
one goal, he strives to attain a higher
level of goal to satisfy his inner drives. He
always keeps in mind that the essence of
leadership is the acceptance of
responsibility.
d) Human Relations Attitude. A leader
preserves and develops a healthy
respect for people. He maintains the
dignity and mutual interest among his
followers realizing that the job is always
done through them. He approaches
problems and identify solutions in
consultation with the people involved. In
short, he is a subordinate-oriented leader.
 4.31 Leadership as Role Behavior

a) Strong leadership has become increasingly

evident that is the result of an effective role
behavior. Leadership is tangibly shown by
a person’s acts more than by his traits. It is
true that traits considerably influence acts
but so do the subordinates, goals, and the
environment where the acts occur. In short,
there are a number of variables highly
influencing the acts of a leader.
b) Leadership therefore is a role behavior
which unites and stimulates subordinates
toward particular objectives in particular
environment.
c) In his role behavior, leaders use three
different skills. In application, these skills
are interrelated and used in
combinations.
1. Technical. Knowledge or proficiency in any
type of process. A leader deals with things.
2. Human. Ability to interact effectively with
people and exhort teamwork or cooperation. A
leader is concerned about the people.
3. Conceptual. Ability to deal with long-range
plans, broad relationships and other
attractions. A leader deals with ideas.
 4.32 Some Leadership
Functions in Practice.
In a dynamic organization such as the police, it is not
enough that the commander performs his functions
as required by his authority and responsibility. The
vital functions of planning, organizing, motivating,
communicating, and controlling command or units
describe the core of the commander’s job. However,
there are other functions which may influence the
success or failure of the organization. These are
called leadership functions. They are as follows:
a) Arbitrating. In every organization, conflict
among members often arises. An effective
leader will resolve such disagreement by
arbitrating or making a decision on the
matter. While it is always expected that the
leader will make the right decision, it
becomes more important that his
decisions redounds to making the
organization more productive and efficient.
b) Suggesting. A skillful leader applies the
power of suggestion in making decisions.
Suggesting often permits the subordinate
to retain decisions and allow him to
preserve his dignity. In this manner, a
subordinate feels empowered compared
to being given a direct order.
c) Supplying Objectives. A leader usually
supplies the objectives of the organization by
clearly defining them. This enables the
subordinate to work together towards it.
Normally, organizational objectives do not
appear automatically and therefore unknown to
members of the organization. Thus, it must be
supplied by the leader together with suitable
objectives and measures of performance.
d) Catalyzing. In organizations, some kind of force is needed
to stir subordinates into action. A leader must provide that
force. When he does, he is acting as a catalyst.
e) Providing Security. One very important factor to members
of an organization is personal security. A leader can
provide a large measure of security by maintaining stability
under pressure or assuming a positive or optimistic attitude
even in the face of adversities. A leader challenged by
difficulties yet exhibits a positive attitude can contribute to a
successful leadership. Subordinates under this kind of
leadership tent to assimilate the attitude of their leader.
f) Representing. A leader represents the entire
organization. He serves as its symbol. As such, the
impression he creates impacts the image of the
organization he represents.
g) Inspiring. Subordinates work more productively when
their leader gives them due recognition on their job.
When they are inspired, they work more enthusiastically
towards the accomplishment of organizational
objectives. A leader must let his subordinates know that
their work is worthwhile and important.
h) Praising. Being considered as important
in an organization is a human need of
every subordinate, he wants his work to
be appreciated. A leader can satisfy this
need not by an empty flattery but by a
sincere pat on the back for a job well
done. This will make subordinates
pleased and more involved in his work.
 (Military Concept)
THE LEADER
AND
LEADERSHIP
What the Leader must BE,
KNOW and DO
 A. CHARACTER:
What a Leader must BE.
 1. CHARACTER

-who you are – contributes significantly

to how you act. Character helps you
know what’s right, and do what’s right
all the time and at whatever cost.
Character is made up of two interacting
parts: Values and Attributes.
 1.1 VALUES
Your attitudes about the words of people,
concepts and other things describe your values.
They form the acronym LDRSHIP:
Loyalty
Duty
Respect
Selfless Service
Honor
Integrity
Personal Courage
 1.2 ATTRIBUTES

Attributes are a person’s fundamental

qualities and characteristics. Leader
attributes can be characterized as
mental, physical and emotional.
1.2.1MENTAL ATTRIBUTES

WILL
SELF-DISCIPLINE
INITIATIVE
JUDGMENT
SELF CONFIDENCE
INTELLIGENCE
CULTURAL AWARENESS
1.2.2 PHYSICAL ATTRIBUTES

Health Fitness
Physical Fitness
Professional Bearing

1.2.3 EMOTIONAL ATTRIBUTES

Self-Control
Balance
Stability
 B. COMPETENCE:
What a Leader must KNOW.
2. CHARACTER DEVELOPMENT
Leaders Develop Characters by…

Internalization
Believe

Reinforcement Comply

Education
Learn
 1. Interpersonal Skills
- affect how you deal with people. They include
coaching, teaching, counseling, motivating and
empowering.

2. Conceptual Skills
- enable you to handle ideas. They require sound
judgment as well as the ability to think creativity
and reason analytically, critically and ethically.
 3. Technical Skills
- are job-related abilities. They include basic
work skills. As a leader, you must possess
the expertise necessary to accomplish all
tasks and functions you're assigned.

4. Tactical Skills
- apply to solving tactical problems, that is
problems concerning employment of units in
operation. You enhance tactical skills when
you combine them with interpersonal,
conceptual and technical skills to accomplish
a mission.
 C. LEADERSHIP:
What a Leader must DO.
 1. INFLUENCING
1.1 Communicating – involve displaying good
oral, written, and listening skills.
1.2 Decision making – involves selecting the
line of action intended to be followed as the one
most favorable to the successful accomplishment
of the mission. This involves using sound
judgment, reasoning logically, and managing
resources wisely.
1.3 Motivating – involves inspiring and guiding
others toward mission accomplishment.
 2. OPERATING
2.1 Planning and Preparing – involve developing
detailed, executable plans that are feasible,
acceptable and suitable; arranging unit support
for the exercise or operation ; and conducting
rehearsals. During tactical operations, decision
making and planning are enhanced by two
methodologies: the military decision making
process (MDMP) and the troop leading
procedures (TLP). Higher echelons follow the
MDMP; lower echelons follow the TLP.
2.2 Executing – involves meeting mission standards, taking care of people and
efficiently managing resources.

2.3 Assessing – involves evaluating the efficiency and effectiveness of any system or
plan in terms of its purpose and mission.
 3. IMPROVING
3.1 Developing – involves investing adequate time
and effort to develop individual subordinates as
leaders. It includes mentoring.

3.2 Building – involves spending time and

resources to improve teams, groups and units and to
foster an ethical climate.

3.3 Learning – involves seeking self-improvement

and organizational growth. It includes envisioning,
adapting and leading change.
 BASIC
PRINCIPLES
OF
LEADERSHIP
1. Know yourself and seek self-
improvement.

2. Be technically and tactically

proficient.

3. Seek responsibility and take

responsibility for your action.
4. Make timely and sound decision.

5. Set the example.

6. Keep your men informed.

7. Know your men and seek out for

their welfare.
8. Develop a sense of responsibility in your
subordinates.

9. Insure that the task is understood,

supervised and attained.

10. Train your men as a Team.

11. Employ your unit according to its

capability.
THE 10-LETTER
WORD
LEADERSHIP
Listening, learning, loving and leading
Envisioning eternal reward
Availability all the time
Directing, decision-making, dedication and
dependency to God
Encouraging, empowering subordinates and
enjoying in the process
Responsiveness and role-modeling
Sincerity, simplicity and servant hood
Humility, Honor, Honesty
Integrity
Personal Courage/ Prepared planner possessed with
 TRANSFORMATIONAL
LEADERSHIP

Leadership that goes beyond

ordinary expectations by
transmitting a sense of mission,
stimulating learning experiences,
and inspiring new ways of thinking.
 KEYS TO SUCCESSFUL
LEADERSHIP
 Trusting one’s subordinates
 Developing a vision
 Keeping cool
 Encouraging risk
 Being an expert
 Inviting dissent
 Simplifying things
 SECTION 4-7. STAFF
PRINCIPLES AND PROCEDURES
4.33 Staff Authority. It is the commander that
delegates authority to a particular staff officer to
take action on matters within the bounds of
command policies. The staff issue orders in the
name of the commander who retains responsibility
for such. The authority delegated to individual staff
officers varies with the level and mission of the
command, the urgency of operations and the
relationship of the staff officer’s functional area
with the primary mission of the command.
4.34 Staff Responsibility. Staff officers are
each assigned with a functional areas of
interest. Each is responsible for the
accomplishment of all staff actions within his
area of interest. This does not carry,
however, command authority over other staff
officer or other elements of the command.
4.35 Staff functions
a. The staff is organized as a Directorial body to
assist the commanders to discharge his
functions. It is composed of staff officers
specifically ordered or detailed to take charge
of the various broad fields of interests over
which the commander is concerned with.
b. The staff is commanded by the commander.
It is supervised by the Chief Directorial Staff.
The following are the five (5) functions which are common
to all staff officers:
1.Provide the commander with pertinent and evaluated
information in usable form;
2.Make estimates to assist the commander in deciding on a
course of action;
3.Make recommendations to assist the commander in
reaching decisions and in formulating policies;
4.Convert the commander’s decision into plans and orders;
and
5.Supervise the execution of plans and orders.
4.36 Relationship between the Staff and Commanders
and Staff of Subordinate Commands
a.Staff officers should avoid usurping the prerogatives and
responsibilities of commanders and staff of subordinate
commands to promote coordination and avoid unnecessary
friction.
b.Staff officer may contact a subordinate commander to
transmit orders and instructions of higher commanders, to
provide pieces of advice and recommendations or to
disseminate or exchange information. This condition is
applicable in the following situations:
1. When the higher commander specially authorizes
staff members to issue orders and instructions;
2. When the commander delegates operational
control of a unit to a staff officer;
3. When the technical or professional nature of
certain activities requires a special relationship;
and
4. When the command organization includes a
subordinate unit that is assigned or attached for
administrative control only.
c. The advice or recommendation of a staff officer
may be accepted or rejected by a subordinate
commander in the same manner he handles such
with his own staff.
d. Respective staff officers of higher and lower
commands may take staff-to-staff contact for
purposes of coordination and cooperation only. In
this case, the higher headquarters staff may not
exercise independent authority over the
subordinate headquarters staff.
 4.37 STAFF PROCEDURES
a. Staff officers should at all times closely follow
standard procedures and techniques in
discharging their functions. These are the methods
used to accomplish staff functions or the “how’s” of
staff operations.
b. Staff procedures expedite the accomplishment of
staff and techniques used in good staff work. More
particularly, they must know the detailed
procedures and techniques applied in their
respective areas of interest.
c. In accordance with scalar arrangements,
staff officers must always remember that
the bases for all their actions are the
command mission and the commander’s
responsibilities, and that all their actions
are only means to accomplish an end
and not the ends themselves.
4.38 completed staff action. Actions of staff
officers must be complete staff actions. A
completed staff action includes a thorough
analysis of a problem, consideration of all feasible
courses of action, and his recommended solution
in finished form which the commander can
approve or disapprove. This procedure usually
gives more work for staff officers, but provides the
commander more freedom to think and decide.
 4.39 STAFF COORDINATION
a. Three reasons for coordination within a staff.
1. To insure expeditious and harmonious staff
action in carrying out the commander’s plan;
2. To delineate particular tasks within the staff in
order to avoid conflicts and duplications; and
3. To make the necessary adjustments in plans
and policies before their implementation.
b. The Chief of Directorial Staff establishes
procedures of coordinating the various directorial
staff’s operations.
c. In specific staff action, the action officer assigned to a
particular task is responsible for staff coordination.
d. Staff coordination may be achieved through the
following methods;
1. Informal and formal conferences of various staff
members;
2. briefings.;
3. Prompt distribution of essential information,
decisions and orders within or among headquarters
staff divisions/sections;
1. Formal routing of staff papers to appropriate
directorial staff for comment and concurrence;
and
2. Close contact and exchange of information by
each staff division/section with the
corresponding staff at higher, lower, adjacent
and supporting headquarters.
e. Staff coordination is time consuming. Obtaining
complete coordination or concurrence from the staff
members when immediate action is desired is not
always possible. In such cases, the action officer
presents the plan or recommendation to the proper
authority explaining the urgency of a quick action on
the matter. The referral authority may call all
concerned parties to obtain their concurrence or may
approve the recommendation without it. However,
interested staff elements are later on informed of the
action taken.
 4.40 STAFF SUPERVISION
a. The staff must constantly supervise the
execution of plans and order issued by, or in
the name of the commander to insure proper
implementation or compliance.
b. Staff supervision may be conducted through:
1. Analysis of reports;
2. Staff visits; and
3. Staff inspections.
c. Through the analysis of reports, the staff
can determine the progress of command
operations. Staff visits to subordinate
units are made to provide the guidance
and assistance in their respective areas
of responsibilities. Staff inspection are
conducted by staff officers as directed by
the commander.
 4.41 MEANS OF
COMMUNICATION BY STAFF
a. In accomplishing their functions and responsibilities, staff
officers avail of the following means of communication:
1. Personal contact as in the case of staff visits and
inspections;
2. Police communication networks like telephone and
radio;
3. Written communication like memorandum, letters,
endorsements, radio messages, etc.; and
4. Liaising. Liaising duties are not restricted to liaison
officers specifically designated as such; any staff
officer may also perform these duties.
b. Channels which may be used by staff in communicating
with subordinate units are the following:
1. Command Channels. These are used for commander-
to-commander interaction where all orders are issued in
the name of the commander;
2. Staff Channels. These are used for coordination and
exchange of information between counterpart staff
element; and
3. Technical Channels. These are used by special staff
officers and by functional specialists of the coordinating
staff for routine technical reports and instructions as
prescribed by the commander.
 4.42 PROCEDURES FOR
MAKING ESTIMATES
a. Estimates are prepared to meet particular
requirements. A staff officer can make a
rapid mental, oral or written estimate
depending on the time available and the
specific requirements of the commander.
1. A rapid mental estimate is made
whenever a new item of information is
considered significant. It is limited in
scope and is intended for his use only.
1. An oral estimate is usually presented
to the commander and other staff
officers upon request or during a
briefing.
2. the written estimate which is normally
more formal and comprehensive is
made for planning purposes of the
commander.
b. An estimate may have to be prepared before the availability
of extensive information in order to formulate tentative plans
for future operations. Such preliminary estimate is largely
based on current information and a number of assumptions
on factors which cannot definitely be established. These
assumptions are usually about the disposition and
capabilities of friendly and hostile forces, the resources
available, and the material time needed to accomplish a
certain course of action. It is very important that the staff
officer informs the commander when the estimate is usually
made to ascertain the feasibility factors that point towards a
decision on a certain course of action.
c. The preparation of estimates is a
continuing process. As new items of
information are received, estimates are
revised to improve the quality of
recommendations and decisions of the
commander.
 4.43 PROCEDURES FOR
PRESENTING RECOMMENDATIONS
a. A staff officer should always be prepared to make a
recommendation to the commander on matters within his
functional areas of interest. Such recommendation should be
based on the thorough analysis of alternatives presented. Any
observation concerning a functional area which is not his
primary responsibility is not normally endorsed to the
appropriate staff officer.
b. In the analysis of problems and presentation of
recommendations, a staff officer may follow both the formal
and informal procedures, provided they are systematic. He
must clearly explain the advantages and disadvantages of
each alternative and then present his recommendation
candidly and objectively.
c. Whether the procedure is formal or informal, a staff officer must
carefully analyze and compare all feasible alternatives based
on accurate information available. He must clearly define the
procedure which may consist of written estimates, staff studies,
or formal briefings. An informal procedure may be verbal or on
a person-to-person basis.
d. The staff officer must be thoroughly prepared to make positive
recommendations when desired by the commander. When such
recommendation affects the functional areas of other staff
officers, he should coordinate with them. He should clearly
identify the best alternative from his point of view and state it in
an appropriate forum which requires the approval of the
commander.
 4.44 PROCEDURES OF PREPARING
PLANS AND ORDERS
a. The over-all responsibility in the preparation of
plans is given to a single staff officer. The other
staff officers provide some elements or positions of
the plan or order that are applicable to their
respective functional scope.
b. Staff officers supplying some portions of the plan
or order must interpret the commander’s desire
with respect to their areas of interest, prepare
initial drafts, conduct necessary coordination and
submit final draft to staff officer responsible for the
overall preparation.
c. The staff officer having responsibility for over-all
preparation reviews the component elements to
insure consonance with the commander’s decision.
He then assigns identification numbers to the plan or
the order and to annexes and appendixes, as
needed; accomplishes final staff coordination and
submits the complete document to the Chief
Directorial Staff for command approval and
signature. When the plan or order has been signed,
the responsible staff officer authenticates copies as
necessary and reproduces and distributes document.
d. Staff officers may prepare and issue
fragmentary/supplementary orders, either orally or in
writing. Usually, these orders concern immediately
operational requirements. The Staff officer confers
informally with other staff officers concerned, and
secures the Chief Directorial Staff’s guidance. When
time is critical, staff officers with delegated authority
write and issue fragmentary/supplementary orders in
the name of the commander, then promptly inform
the Chief Directorial Staff and any other concerned
staff officers about such orders.
 4.45 BRIEFINGS
• Briefings are made by the staff to keep the
commander informed with the current
situation and problems facing the
command.
 4.46 STAFF STUDIES
• A staff study is a study technique in
command organizations depicting an
analysis of problems and their
corresponding solutions.
 4.47 REPORTS AND SUMMARIES
a. Reports and summaries are used frequently to
disseminate information to higher, lower, and adjacent
commands. Every staff division, section or branch
extensively prepares reports and summaries. The format
and time of distribution should be standardized within a
command.
b. Only the minimum number of reports and summaries
consistent with the commander’s need for information are
required of subordinate commands.
c. Reports and summaries should be submitted on time for
the commander to be able to use them in decision
making.
 BRIDGING
LEADERSHIP
 Co-creation

Social equity