POLICE MANAGEMENT AND THE

PRINCIPLES OF EFFICIENT
 POLICE MANAGEMENT
 Police management refers to the administrative and leadership
activities involved in running a law enforcement agency. It
includes planning, organizing, coordinating, and controlling
resources and personnel to achieve the goals and objectives of the
police force. Effective police management is essential for ensuring
public safety, preventing and investigating crimes, maintaining
order, and upholding the rule of law.
WHO WAS HENRI FAYOL?
 Henri Fayol (1841-1925) was a French management
theorist and industrialist who is often regarded as one
of the founding fathers of modern management theory.
He is best known for his principles of management,
which have had a significant influence on the
development of management and organizational
theory.

 Fayol's most notable work is his book "Administration

Industrial et Générale" (Industrial and General
Administration), published in 1916. In this book,
Fayol presented his ideas about management and
administration, which he distilled into 14 principles of
management. These principles are:
DIVISION OF WORK
 The division of work means dividing a
whole task into its components and
assigning a specific task to a specific
employee so that the given task can be
done in the most efficient way.
ADVANTAGE OF THE DIVISION OF WORK

•Work Efficiency - At the core of this principle is to let employees gain

work efficiency (mastery of a specific task). By doing the same task repeatedly,
employees can get all the insightful knowledge of the same task.

•Simplicity - This principle provides simplicity to perform the task. Just

imagine, if you are given only one work to do always, how simply you can perform it.
Surely, in a very simple way as it is what always you do.

•Accuracy - In addition to simplicity, it also promotes the accuracy of the

work. As you are assigned with respect to your interest and ability in a single task, you
are free from the responsibility of the task, which increases the accuracy of the task.
•Increased Productivity - Productivity means more outstanding
results from the same input. By this principle, employees are focused solely on a
specified task, they can conquer it more easily and become more efficient in less time.
As a result, they become more productive in their sector.

•Efficient Allocation - It also promotes the efficient allocation of

resources, people, and tasks. Since most large organizations have different departments,
HR, Account, IT, and Finance, it ensures the proper allocation of workers. People who
have expertise in HR will be assigned to HR Dep., expertise in IT will go on IT, and so
forth.
DISADVANTAGE OF DIVISION OF WORK

•Boredom - The basis of this principle is that an employee should be given a single task
to perform during the period in the organization. Yes, it has many benefits – increases productivity
and promotes efficiency but it also creates monotonous and boredom while doing work.

•Interdependent - Since every employee has a separate task to do, overall to make
the job complete, they are dependent on each other. For example, if a company only produces
mobile batteries, it is dependent on another company that purchases its batteries and finally makes a
fine mobile.

•Lack of Collective Responsibility - It is obvious that there is a

lack of spirit of collective responsibility. Their lack of working in teamwork everyone is responsible
for their separate task, and when the task is done, they think they are done, they do not want to share
their work and even involve with others.
AUTHORITY AND RESPONSIBILITY
 This henry fayol principle of management states that a
manager needs to have the necessary authority in order to
ensure that his instructions are carried out by the
employees. If managers did not have any authority, then
they would lack the ability to get any work done.
However, this authority should come along with
responsibility. According to Henri Fayol, there should be
a balance between authority and responsibility. If there is
more authority than responsibility, the employees will get
frustrated. If there is more responsibility than authority,
the manager will feel frustrated.

 Example: If an employee has been responsible for

managing the decor department while planning an event
but has no authority to make design decisions or contact
the vendors to get the work done, no efficiency or
productivity will be achieved.
TYPES OF AUTHORITY

•Official Authority: The authority which gives the manager, power to

command his subordinates, by virtue of his designation in the organisation.

•Personal Authority: It indicates the ability by which a person

influences the behaviour of other persons in an organisation
DISCIPLINE
 The principle of discipline means
being obedient to seniors, respecting
organizational rules, and behaving
the way the organization wants.

 In the discipline principle of

management, Fayol has emphasized
that everyone should be disciplined
whether it is employees or managers
to achieve the target goals in the
best possible way. In fact, this
principle of discipline is the core
value of organizational success.
POSITIVE OF THIS PRINCIPLE:
•It gives disciplined managers and employees.
•Since employees are disciplined, it does not cost it encourage and motivate them.
•Helps to achieve organizational goals and objectives.
•Internally motivated employees lead to productivity.
•Disciplined employees reduce the burden on the manager since he does not have
to think about motivating them.
•A disciplined environment promotes a better working environment.
NEGATIVE OF THIS PRINCIPLE:
•All employees may not be disciplined by themselves.
•The manager has to carefully study the undisciplined employees and apply
appropriate means to make them disciplined, which becomes costly and
time-consuming.
•Employees sometimes get disappointed with the rules and regulations of
the organization.
•The manager has to always think about establishing a better working
environment.
UNITY OF COMMAND
 The principle of unity of command
means an employee should always
receive a command, instructions, or
duties from a single manager at a
time.
 This is the management principle
that aims to reduce the likely
adverse consequences that an
employee will get when he receives
instructions from a range
of manager at a time. An employee
should always be accountable to his
immediate superior.
WHAT HAPPEN WHEN THE UNITY OF COMMAND IS APPLIED?

•it increase productivity

•Supports efficient achievement of organizational goals and objectives.
•Better relationship between the manager and employees.
•Reduces the duplication of tasks.
•May produce quicker decisions.
•Promotes discipline.
•Reduces the role conflicts of employees.
WHAT HAPPEN WHEN THE UNITY OF COMMAND IS NOT
APPLIED?
•Obviously, there are role conflicts since employees are given too many duties at a time.
•Increases employee work burdens.
•Increases the stress on employees.
•Reduces the performance effectiveness.
•Desired goals and objectives may not be achieved in time.
•There may not be a good bond between managers and employees.
•Makes hard to maintain a disciplined environment in the organization.
SCALAR CHAIN
 The scalar principle, also known as the
scalar chain, is a management principle
predicated on establishing an unbroken
line of authority from the highest levels of
management on down. In this model, the
person at each management level
communicates with only those directly
above and below them. The system can be
circumvented in emergencies and for
operational efficiency, when two people at
the same level can directly communicate
with each other, rather than go through the
upper levels that connect them, as long as
their supervisors are aware. This
exception is called a gangplank.
EXAMPLES OF SCALAR CHAIN
 The scalar principle can be visualized in the form of a pyramid. At the top, you
have Leader A. On the left side of the pyramid, going down, are managers B, C,
D, E, F, and G, each directly below the other in the hierarchy. Down the right
side of the pyramid, similarly, are managers L, M, N, O, P, and Q.
Communication between the different levels of authority flows in a direct line
from Leader A down each side of the pyramid. Information can then travel back
up to Leader A in reverse order. If necessary, a gangplank may form between
leaders at corresponding levels on opposite sides of the pyramid, so long as
their superiors allow it. The gangplank is only allowed for operational
efficiency and is not permitted as part of decision-making. For example, leaders
at the lowest level might need to communicate to share human resources to
accomplish a task.
3 BENEFIT OF ADHERING TO THE SCALAR PRINCIPLE

According to Henri Fayol’s principles of management, the scalar chain benefits

organizations in the following ways.
1. Efficient decision-making: In organizations that adopt the scalar principle, higher
levels of management maintain decision-making control. This can remove dissent
from decision-making processes as all managers know what decisions are within
their purview.

2. Clear lines of communication: The scalar chain organizes a group of people into
a structured hierarchy with direct lines of communication between the different
levels of management. This allows employees access to their immediate
supervisor, who can run information up the chain of command if necessary.

3. Well-defined relationships: The scalar principle creates a linear delegation of

authority in which relationships between managers and their subordinates are
clearly defined. There’s no confusion as to who’s in charge.
3 DRAWBACKS OF THE SCALAR CHAIN MODEL

1. Lower levels of management may feel isolated: Following the principle of scalar
chain, top management is only accessible through a linear chain of command. This
can potentially limit an employee’s ability to consult higher levels of authority within
the organization, leaving them feeling as if their hands are tied in decision-making.

2. Potential for miscommunication: In the model, if one person in the hierarchy does
not communicate information accurately, everyone who receives it after them will
suffer.

3. No diagonal communication: The gangplank is meant to connect two people at the

same level of hierarchy to communicate if needed, but this rigid structure does not
allow two people at different levels to work together easily. For example, if a lower-
level engineering manager needs to collaborate with a higher-level marketing
manager on a decision, they will have to go through a superior, which can create
roadblocks in an emergency.