MODULE II

INTRODUCTION OF POLICE ORGANIZATION AND ADMINISTRATION

Objectives:
At the end of the lesson, the learner should be able to:
Cognitive:
1. Understand Organization and Administration.
2. Identify the role, function, and services of the police organization

Affective:
1. Recognize the theories in the Police Organization and Administration.
2. Appreciate the role, function, services and principles of police organization

Psychomotor:
1. Discuss what is Police organization and Administration.
2. Recite, and Summarize the role, responsibilities, services and duties of the police
organization.

Concept:
This lesson Discuss Police Organization, Police Administration, Theory and Philosophy of
Police Service, Principle of Police Organization and System of Police Service.

Part 1
I. Introduction:
What are Police?
1. In the very broadest sense, the term POLICE refer to the internal organization or regulation of
the state, the control and regulation of the community or state through the exercise of the
constitutional power of the government.
2. In a narrower sense, POLICE denote the constitutionally created agency that exercises the
power of the government concerning the maintenance of tranquility, public order, peace,
security of persons and property and the protection of public health and morale.
3. In a very restricted sense, POLICE refer to the organization of armed men, which is actually
an institution that is capable of exercising legally mandated duties to enforce the law, maintain
public order, and detect and prevent crimes

Police Activities:
1. The prevention of Criminality.
2. Repression of Crime.
3. Apprehending of offenders.
4. Recovery of Property.
5. Regulation of Non-Criminal Conduct.
6. Performance of Related Miscellaneous Service.

The organization with management and administration is directed towards the achievement of
goals and objectives.

Goals are broad statements of general and long-term organizational purposes often used to
define the role of the police, for instance, to prevent crime, maintain order or help solve
community problems.
Objectives are specific short-term statements consistent with an organizations goal.
The organization guides members in its operation of the assigned duties. It enhances better
administration of the department. Good organization and administration would eventually mean
effective and efficient police work. Organization can also distinguish by their degree of formality
and structure:
1. Formal Organization-is defined as those organizations that are formally established for
explicit purpose of achieving certain goals. (Stable social institutions.)
2. Informal Organization- are those sharing the basic characteristic of all organizations arise
through the social interactions of individuals or through family grouping.
What is Organization?
It is a form of human association for the attainment of goal or objective.

It is the process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority establishing relationships for the propose of enabling people work
effectively.
What is Police Organization?
Police organization is a group of trained personnel in the field of public safety administration
engaged in the achievement of goals and objectives that promotes the maintenance of crimes.

Administration of Police Organization - It is the systematic structure of management of a police

organization.
Law Enforcement Agency- Pertains to an organization responsible for enforcing the laws.
Enforcement- Means to compel obedience to a law, regulation or command
Administration-An organizational process concerned with the implementation of objectives and
plan and Internal operating efficiency.
- Connotes bureaucratic structure and behavior, relatively routine decision-making and
maintenance of the internal order.
Organization has been defined in different ways, as the following will indicate:
1. Organization is subsidiary to management. It embraces the duties of designating the
departments and the personnel that are to carry on the work, defining their functions and
specifying the relations that are to exist between departments and individuals.
2. The process of identifying and grouping the work to be performed, defining and delegating
responsibility and authority, and establishing relationships for the purpose of enabling people to
work most effectively together in accomplishing objectives.
Part II
II. Organizational Units:
The organization of the police force common requires the following organizational units and
other items.
Functional Units
1. Bureau- it is the largest organic unit within a large department. It consists of number of
divisions.
2. Division—it is a primary subdivision of a bureau or of the office of the chief. A division has a
department wide function either for general police service or for specialized activity.
3. Section-it is a functional unit within a division. The duties of some divisions call for additional
specialization, and in consequence personnel must be further classified according to their
duties.
4. Unit-used to describe an organizational subdivision that is too small in size to be afforded any
other status, and it especially applies to a small subdivision that carries out housekeeping
duties.
Territorial Units
1. Post-it is a fixed point or location to which an officer is assigned for duty, such as(1)an
intersection or crosswalk for traffic duty;(2)a spot or location for general guard duty, observation,
and surveillance or for the apprehension of a person wanted for, or about to commit a crime; or
(3) a designated desk for office.
2. Route-it is a length of street/s, designated for patrol purposes. It is most frequently used for
the assignment of foot patrol officers. It is also sometimes called a “line beat.”
3. Beat-it is an area (in contrast to a length of street) assigned for patrol purposes, whether foot
or motorized. It is also sometimes used for the assignment of motorized traffic officers instead
of a route.
4. Sector-it is an area containing two or more beats, routes, or posts.
5. District-it is a geographic subdivision of the city for patrol purposes, usually with its own
station.
6. Area-it is a section or territorial division of a large city, each comprised of designated districts.
Other terminologies
1. Watch or Shift-it is the time division of the day for purposes of assignment.
2. Sworn Officer-a member of the police department who has taken an oath of office and who
possesses the police power of arrest.
3. Superior Officer-an officer who has supervisory responsibilities, either temporary or
permanent, over officers of lower rank.
4. Commanding Officer-an officer who is in command of the department, of a bureau, a division,
a section, an area, a district, a squad, or any other subdivision of the department.
5. Ranking officer-an officer has the highest grade or rank within a given group or at a particular
location.
6. LENGTH OF SERVICE – it refers to the period of time that has elapsed since the oath of
office was administered. Previous active service may be included or added.
7. ON DUTY – it is the period when an officer is actively engaged in the performance of his
duty.
8. OFF DUTY – it is the nature of which the police officer is free from specific routine duty.
9. SPECIAL DUTY- the police service, its nature, which requires that the officer be excused
from the performance of his active regular duty.
10. LEAVE OF ABSENCE – it is the period in which an officer is excused from active duty by
any valid/ acceptable reason, approved by higher authority.
11. SICK LEAVE – it is the period in which an officer is excused from active duty by reason of
illness or injury.
12. SUSPENSION - it is a consequence of an act which temporarily deprives an officer from the
privilege of performing his duties as result of violating directives or other department regulations.
13. DEPARTMENT RULES – rules established by department directors/supervisors to control
conduct of the members of the police force.
14. DUTY MANUAL – it describes the procedures and defines the duties of officers assigned to
specified post or position.
15. ORDER – it is an instruction given by a ranking officer to a subordinate, either general order,
special order or personal order.
16. REPORT- usually a written communication unless otherwise specifies to be verbal.
Part III
Nature of Police Organization
The police department is truly a complex bureaucracy. It is mostly a multi-level organization,
organized in the form of a pyramid with the top-level administrator being the chief of police.

At the bottom level of the organization, one finds the patrolman or line officer.
The patrol officer is the backbone of the police department.

The lowest level worker found in many, if not most, complex organizations who usually performs
the routine, repetitive kind of work necessary to keep the organization functioning.

The police department by its very nature places the line officer in a position where he is a
decision maker and manager of his area of responsibility from the first time he is given a beat to
patrol.

 There are indeed few agencies in which the efficiency and parameter of the law enforcement
functions are vested in those individuals quite likely have the least amount of experience and
expertise in the organization.

Types of Police Organizational Structures

An organizational structure is a mechanical means of depicting, by an arrangement of symbols,
the relationships that exist between individuals, groups, and functional relationships between
groups and individuals clearly defined to ensure accountability and compliance.
Line Organization
The straight-line organization, often called the Individual, Military or departmental types of
organization, is the simplest and perhaps the oldest types; but it is seldom encountered in its
channels of authority and responsibility extends in a direct line from top to bottom within the
structures, authority is definite and absolute.

While the line type of organization has many advantages, it also has some inherent weaknesses
which, for many organizations, make its use impractical.

Perhaps its greatest advantages it that, it is utterly simple. It involves a division of the work into
units of eight people with a person in charge who has complete control and who can be hold
directly responsible or accountable for result, or lack of them.

Quick decisions can be made in the line organization because of the direct line’s authority.
Because of these direct lines, each member in the chain of command knows to whom he is
clearly fixed.

Discipline is administered in this type of the organization.

Responsibility for making decisions is well identified. Singleness of purpose is fostered.

Coordination of effort is relatively easy to achieve because functional overlapping in between
units, a prime cause of friction in any organization can be minimized.
III. Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except
at or near the top of the very large organizations.

Unlike the type of structure, those establishment organized on a functional basis violate the
prime rule that men perform best when they have but one superior.
The functional responsibility of each functional manager is limited to the particular activity over
which he has control, regardless of who performs the function.
Coordination of effort in this type of organization becomes difficult since the employees
responsible for results may be subject to functional direction of several persons.

Discipline is difficult to administer because of this multi-headed leadership.

There may be considerable conflict among the functional administrators, resulting in much
conclusion among line personnel.
Line of authority and responsibility are fragmented into many functional channels, making each
superior responsible to several superiors depending upon the function he happens to be
performing.
The functional organization in its purest form is rarely found in present-day organization except
at or near the top level.
Advantages
1. divides responsibility and authority between several specialists;
2. Functional responsibility is limited to the particular activity over which he has control
regardless of who performs the functions.
Disadvantages
1. Coordination of effort becomes difficult;
2. Discipline is difficult to administer;
3. Conflict among the functional administrators.
Line and Staff Organization
The line and staff organization is a combination of the line and functional types.

It combines staff specialist such as the criminalists, the training officers, the research and
development specialists, etc. channels of responsibility is to think and provide expertise for the
line units.

The line supervisor must remember that he obtains advice from the staff specialist.

In normal operations, the staff supervisor has line commands but with recognized limitations
such as coordination between line and staff personnel can be achieved without undue friction.

Failure to recognize these line and staff relationship is the greatest and most frequent source of
friction and a barrier to effective coordination.

The advantage of this kind would be- it combines staff Specialist or units with line organization
so that service of knowledge can be provided line personnel by specialist.
PHILOSOPHY OF POLICE SERVICE
A police officer shall perform all duties impartially, without favor or affection or ill will and without
regard to status, sex, race, religion, political belief or aspirations. All citizens will be treated
equally with courtesy consideration and dignity.
Officers will never allow personal feelings, animosities or friendship to influence official Conduct.
Laws will be enforced appropriately and courteously and in carrying out their responsibilities,
officers will strive to obtain maximum cooperation from the public. They will conduct themselves
in appearance and deportment in such a manner as to inspire confidence and respect for the
position of public trust they hold.
FUNDAMENTAL THEORIES OF POLICE SERVICE (Jose Nolledo)
1. The Continental Theory. Police officers are considered servants of the higher authorities and
the people have little or no share at all in their duties, nor any direct connection with them. This
theory prevails among continental countries, like France, Italy, Spain, where the governmental
structure follows the centralized pattern.
2. The home-rule theory. Police officers are considered as servants of the community who
depend for the effectiveness of their functions upon the express wishes of the people. In this
theory, police officers are civil employees whose primary duty is the preservation of the public
peace and security. This is practiced in England and in the United States of America, where the
governmental structure is decentralized.
POLICE ROLE AND RESPONSIBILITIES. Sociologically speaking, a role is a set of expected
behavior patterns, obligations, and privilege attached to a social status. In essence, this means
that every social status or position in society has attached to its expected behaviors, obligations
and privileges.
The roles played by police officers vary by community and police organization. The expected
behavior of individual police officers and departments and how they are judge and evaluated
depend on the community and the mission of the police organizations as define by the
governing body (political structure) and the department’s administrative structure.
CRIME CONTROL ROLE. The police are available 24 hours a day to deal with crime and
crime-producing conditions. Citizens report crime to the police, and they in turn investigate
these reported events and pass along the evidence they gather to a prosecutor for the next
stage in the criminal justice process.
The primary role of the police in the crime-control model is that of a crime fighter. The
entertainment media, news media, and the police themselves would confine the role of the
police to law enforcement activities only and would see all the other tasks that the police
perform as nuisance work that interferes with their crime fighting duties. This view can affect
the manner in which police officers are recruited, selected, and trained. For example, police
departments in the past considered domestic disputes as nuisance work and as a private matter
instead of a crime control activity. Consequently, officers were not provided with any training in
this area. This has changed. Crisis intervention in domestic disputes and other disorderly
situations is an important part of the police officer’s role.
CONSEQUENCES OF CRIME-FIGHTER IMAGE – The exclusive image of the crime control
role of the police embodied in the crime-fighter image has serious consequences on the police
and their behavior.
Crime and its control are not the sole responsibility of the police. The police did not create nor
can they control the social conditions that create crime. At best, the law and the criminal justice
system are poor controllers of human behavior. As society’s formal means of social control, the
criminal justice system usually comes into action when other means of social control (i.e.,
family, church, friends etc.) have failed. As long as we see crime control as the primary role of
the police, we fail to recognize that community, and a host of other social institutions.
ORDER-MAINTENANCE ROLE – The order-maintenance role is often more central to the
modern police officer’s role than in any other aspect of his behavior. Wilson pointed out that the
problem of order is more central to the police officer’s role than the problem of law enforcement,
for two reasons. First, in most cities, particularly the larger and more socially heterogeneous
cities, police officers on patrol encounter more order-maintenance problems than law
enforcement opportunities, except for traffic violations. The second reason is that order
maintenance duties expose the officer to physical danger and his reaction may expose the
disputants to danger.
The restoration of order to disorderly or potentially disorderly situations is what is, meant by the
police officer as a conflict manager. In this role the officer intervenes in disputes where the
parties do not agree on what ought to be right or acceptable behavior.
SERVICE ROLE – The duties or responsibilities that fall into this category include many
activities that may to be only peripherally related to the direct police services of patrol, traffic, or
criminal investigation and the police mission to control crime and prevent disorder. For
example, licensing activities, supervising elections, staffing courts with administrative and
security personnel, dispatching calls, providing emergency medical aid, getting cats out of trees,
checking homes of people on vacation.
MAJOR RESPONSIBILITIES – In assessing appropriate objectives and priorities for police
service, local communities should initially recognize that most police agencies are currently
given responsibilities, by design or default:
a) To identify criminal offenders and criminal activity and, where appropriate, to apprehend
offenders and participate in subsequent court proceedings;
b) To reduce the opportunities for the commission of some crimes through preventive patrol and
other measures;
c) To aid individuals who are in danger of physical harm;
d) To protect constitutional guarantees
e) To facilitate the movement of people and vehicles;
f) To assist those who cannot care for themselves;
g) To resolve conflict;
h) To identify problems that are potentially serious in the community;
i) To create and maintain a feeling of security in the community;
j) To promote and preserve civil order; and
k) To provide other services on an emergency basis.
OLD AND MODERN CONCEPTS OF POLICE SERVICE
1. The old concept of police service looked upon the police as merely as repressive machinery.
This old philosophy means throwing more people in jail rather than keeping them out of jail.
Under this concept, punishment is the sole instrument of crime control. The yardstick of
efficiency of the police is more arrests.
2. The modern concept of police service considers the police as an organ of crime prevention.
Police service today has broadened its activities to include certain aspects of social service and
has for its objective the welfare of the individual as well as that of society. Under this
philosophy, the yardstick of efficiency of the police is the absence of crime.
ORGANIZATION FOR EFFECTIVE POLICE SERVICE - The act of organizing is indispensable
to proper management, and without some form of organizational structure, most police
operations could not be carried out. If the organizational structure is poor and if organizational
concepts are poorly understood or applied, the efficiency of the department will be severely
affected. (It is the process of directing and facilitating the work of people organized in formal in
order to achieve a desired goal)
There is a distinction between the simple organizational structure of an agency and the
application of principles of administrative organization. While the two are obviously related (a
good structure usually depends on conscious application of the principles), they are not one and
the same. An agency can often operate adequately--quite well, in some cases-with a deficient
structure, but an agency with a seemingly good structure can very seldom operate with
efficiency if a basic principle of administrative organization, such as the need to adhere to
channels of communication, is consistently ignored. (POL. AD. By Payton)
Functional Organization
1. Line Function
1.1. Primary Line Function
The primary line function is police patrol; that is the patrol activities of a police organization are
considered basic and the first priority.
The patrol division has the initial responsibility for crime prevention and dictation of the
apprehension of offenders.

It also assists in the preparation in the facts for presentation in a court of law.

Theoretically, if the patrol force were 100 percent effective in the execution of its assigned tasks,
the need for specialized units (traffic and detective) would be eliminated.

The patrol function is accurately called the backbone of the police service.

1.2. Secondary Function:
Historically, police department were established only as police patrols, however as
municipalities increased in population, area, and technology (for example, the invention of the
automobile), the burden of this patrols was greatly increased.

 The department, were unable to provide additional personnel because of budgetary limitations,
were unable to increase the number of the officers on the patrol beat in proportion to the rising
population and rate of crime and was force to enlarge each officers beat.

2. Non-Line Function
Simply put, non-line functions are those services that support the line.
Whereas the line provides services directly to the citizens, non-line activities help the line to
accomplish its primary task.
Traditionally non-line or support activities consist of two major categories: staff and auxiliary
services.
2.1. Staff Services
These activities that have the responsibility and personal development and department
management are staff services.
Personal development includes recruitment, selection, training, and supervision.
Budget, planning and research, inspection, and similar activities fall under the heading of
managerial activities.
2.2. Auxiliary Services
All non-line not regarded as staff service are classified as auxiliary services.
Typically, they provide support service of both a technical and non-technical nature to both line
and non-line activities.

Polygraph examiner, photographer, fingerprint and crime scene technicians, and the police
laboratory are technical auxiliary services that support the line activities.

The jail and the communication system and non-line (staff) activities.

 Some activities are extremely difficult to classify as either the staff or auxiliary.

In many instances they perform a dual service. Police community relation units, although
performing secondary line service, may be designated as an auxiliary or even a staff function.

LINE FUNCTION
Primary Secondary Staff Auxiliary
-Patrol
-Criminal Investigation
-Vice Investigation
-Planning and Research
-Inspection
-Police record System
-Identification service
-Traffic Regulation and control
-Crime Prevention
-Personnel Administration
-Training
-Budgeting Control
-Purchasing
-Public Relation
-Property control
-Communication
-Crime Laboratory
-Jail-Supply
-Transportation
-Maintenance

Part IV
PRINCIPLES OF ORGANIZATION
To understand the organization and operation of public departments certain general basic
principles of organization must be understood.

These principles of organization were generated by the experience of industry, business, and
the military services.

They have no absolute values, but they do provide a check list against which an organization
can be structurally and functionally evaluated.

This notion will become more defined as each principle is considered.

Division of Labor
For a police organization to be effective, work assignments must be designed so that similar
tasks, functions, and activities are given to an individual or group for accomplishment.

Police functions are sub-divided into units that are described as follows:

1. Branch -usually the largest unit within station
2. Division – part of the branch having a department-wide function
3. Section -basically one of the several functional elements of a division

Unity of Command
Unity of command requires that an individual be directly accountable to only one superior. No
person can effectively serve two superiors at a given time.
Chain of Command
Primarily this principle provides for the vertical movement of authority up and down established
channels in the organizational hierarchy.
To illustrate this concept, consider a directives originating in the office of the patrol chief
intended for the patrol force (downward movement).

 Two levels of authority fall between the patrol chief and the patrol officer inspector.

Because both levels are held responsible for various aspects of patrol supervision, both must be
aware of such directives.

 If either supervisor is by-passed, that one cannot be held accountable for the lack of
knowledge.

 Further, performance of supervisory duties is greatly hindered, and potentially serious problem
is created.

Delegation of Responsibility and Authority

There must be a clear line of normal authority running from the top to bottom of every
organization.

Ultimate authority and responsibility for a police organization lies at the top of the chain of
command-with the chief.

 However, if a subordinate is to be held responsible for the accomplishment of a given task, he

or she must be given the authority to carry out those responsibilities.

 It is important, also the responsibility and the authority be clearly defined.

 If the patrol officers are given the responsibility for evaluating police response time on a given
day or in a specific situation, the officer must be given the authority to procure the
communication logs from the communication center.
 Without this authority, the entire task cannot be accomplished.

Delineation of Responsibility and Authority

A clear-out delineation of responsibility and authority is essential to prevent confusion of lines of
authority.

If responsibility and authority are not clearly defined, conflicts, duplication and overlaps of
function lead to confusion and inefficiency.

Each officer and each organization segment of authority delegated to accomplish the job.

Span of Control
The number of officers or units reporting directly to the supervisor should not exceed the
number that can be feasibly and effectively coordinate and directed.

There are an innumerable factor that limits the span control including distance, time, knowledge,
personality, and the complexity of the work to be performed.

It is not unusual to fine fifty or sixty workers to perform identification function reporting to one
supervisor.

On the other hand, as we ascend the chain of command and the diversity of functions
increases, the number of individuals that a police executive supervises decreases rapidly.

Objective
All organizational elements must contribute, directly or indirectly, to the accomplishment of the
objectives of the enterprise.
Each organizational element should be formed for a definite purpose, and this purposes must
be accomplish the major objective.

 Any police function and organizational elements that is not required in the accomplishment of
the overall objectives should be eliminated.

Coordination
The organizational structure must facilitate the development of close, friendly, and co-operative
relations, especially between line and staff activities.

Effective coordination is dependent almost entirely upon adequate communication among all
element of a police organization.
Time
The police service is among the few public services that maintain a twenty-four-hour schedule.
It is necessary to the department to assigned officers in sufficient number to meet the demands
at any given time.

Watch or Shift
A time division of the day to ensure proper allocation of personnel.
Shifts are normally eight consecutive hours, five days, giving an officer a forty-hour a week.

However, longer working hours and work weeks are common.

Further, shifts frequently overlaps to provide additional personnel during peak period.

Territory
Territorial distribution is necessary to ensure the availability and general suitability of the patrol
service throughout a jurisdiction. Geographical or territorial divisions of the department have
been described as follows:
1. post-a fixed- or stationary-point location (e.g., a specified street intersection, surveillance site,
or an assigned desk or office).
2. Route or Lined Beat- a length of street normally assigned to the traffic and patrol officers
whether foot or mobile. The rout has the characteristics of being continuous, in a straight line, or
the line sight.
3. Beat - a geographical area, once again assigned to either foot or mobile patrol and traffic
officer.
4. Section – two or more beats, routes, posts, or any combination thereof.
Clientele
The distribution of patrol services with respect to the characteristics of the population served
must be recognized and dealt with in contemporary law enforcement. The development of
specialized functional units expresses the principle of the organization by clientele.
Nature of the Office of a Policeman
A police man must have a mind of a lawyer the soul of a clergyman, the heart of the social
worker, discipline of an army sergeant, the integrity of a saint. He must believe in a community
of law, while seeing little but lawlessness; believe in the goodness of man, while seeing the man
most often at his worst, depend on his faithfulness, know his jurisdictions like a sociologist, and
he must understand people like a psychologist. He must take long view of life like a philosopher
and yet never losing his common touch.
Part V
POLICE OPERATIONS
Police Operation
Another word in the large collection of police service terminology is operations. For the most
part, operation is synonymous with line function. In accordance with previous definitions,
operations are inclusive of both primary and secondary line functions.
Subdivision of the Operation
Area.
1. District - is a subdivision of a province and shall consist of a metropolitan city or a
metropolitan city and adjacent municipalities\ small cities, or several adjacent municipalities and
small cities.
2. Station -is a subdivision of a district and shall consist of a large municipality or a small city or
municipalities\small city and some adjacent smaller municipalities or several adjacent
municipalities.
3. Sub-station -is a subdivision of a station and shall consist of a large municipality or smallcity
or a municipality itself.
Operating Unit of a Police Station
1. Patrol Division\Section - shall be responsible for crime prevention; general preservation of
peace and order; crime suppression, and other public safety
services.
2. Investigation Division\section - shall be charged with the duty of carrying on the objectives of
criminal investigation, that is, to identify and locate the guilty party and provide evidence of his
guilt through criminal proceedings.
3. Vice Control Division\Section - shall be responsible for the neutralization or suppression of
vices such as gambling, prostitution and drug abuse.
4. Juvenile Division\Section - shall be primarily concerned with children and youth, the
correction and rehabilitation of youth offenders.
5. Intelligence Division\Section - shall work for the detection of syndicated crimes and subtle
criminal activities, including subversion and threats to the security of the state.
6. Traffic Division\section - shall be responsible from the enforcement of traffic laws and
regulation of traffic. This section is primarily concerned with the motorist and pedestrians.
7. Homicide Division\Section - shall be charged with the duty to investigate homicide and
murder cases.
8. Municipal Police Sub-station - shall be concerned with the general maintenance of peace,
order and public safety within their respective jurisdictions. The Municipal Police Sub-station
shall consist of two principal sections with corresponding functions as indicated below:
a. Patrol Section
1. Preservation of peace and order
2. Suppression of criminal activities
3. Crime prevention
4. Inspection activities
5. Enforcement of traffic laws and regulations
6. Fire prevention and control
b. Investigation section
1. Crime investigation
2. vice control
3. Control of juvenile delinquency
4. Custody of prisoners
Peace Officer of Small Police Station
Peace officers of small Police stations are considered as generalist. Most small police station
within the limits of their capabilities, are responsible for all activities in the fields of law
enforcement and public safety. They provide routine patrol, conduct premise inspection, make
criminal and traffic investigations, make arrest, and in other ways, provide for the community
security. In such stations, its members and officers are by and large generalist.
THE PRINCIPLES OF POLICE ORGANIZATION
Police organizations are either formal or informal. Formal organizations are highly structured
while informal organizations are those without structures.
Every formal organization whether small or large are governed by the following principles:
1. Principle of unity of objectives- every police officer should play their part in attaining the
objectives of their organization. Thus, in performing their functions, police officers must be
motivated by a common thing- that is to accomplish the mission of the police organization.
2. Principle of Organizational efficiency- organization structure is effective if it is structured in
such a way to aid the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle- shows the vertical hierarchy of the organization which defines an unbroken
chain of units from top to bottom describing explicitly the flow of authority. The scalar principles
are:
a) Line of Authority and chain of command- this principle of organization suggests that
communications should ordinarily go upward through established channels in the hierarchy.

b) The Span of Control- refers to the number of subordinates reporting directly to him as the
superior officer. It should not be more than what he can effectively direct and coordinate. In
span of control, levels of authority shall be kept to a minimum.
c) The Delegation of Authority- it shall carry with its commensurate authority and the person to
whom the authority is delegated shall be held accountable therefore. It implies that delegation
must carry with it appropriate responsibility.
d) The Unity of Command- explains that subordinates should only be under the control of one
superior. Subordinates should receive orders from only one superior.
4. Functional Principle- refers to division of work according to type, place, time and
specialization. Work must be divided into its component parts so that
Employees may specialize in a limited area.
5. Line and Staff-implies that a system of varied functions, arrange into a workable pattern. The
line organization is responsible for the direct accomplishment of the objectives while the staff is
responsible for support, advisory or facilitative capacity.
6. Principle of Balance- states that the application of principles must be balanced to ensure the
effectiveness of the structure in meeting organization’s objectives. Being the head of the patrol
division, if you apply the principles of organization, application must be balanced to ensure the
effectiveness of the patrol force in accomplishing its objectives
7. Principle of delegation by results- states that authority delegated should be adequate to
ensure the ability to accomplish expected results.
8. Principles of Absoluteness of Responsibility- explains that the responsibility of the
subordinates to their superior for performance is absolute(unconditional) and the superior
cannot escape accountability
or responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and responsibility- explains that responsibility of the superior officer for the
action of his subordinates cannot be greater than that implied by the authority he has delegated
nor should it be less.
10. Authority level principle- implies that decisions within the authority of individual commander
should be made by them and not be returned upward in the organizational structure. Authority
is the right to command or control the behavior of employees in lower positions within an
organizational hierarchy.
11. Principle of Flexibility- this is the principle which states that there is higher tendency that the
PNP can fulfill its purpose if the organization receives more provisions for flexibility
(adaptability).
Development of Specialization The Metropolitan police force created in London, England, by
Sir Robert Peel in 1828 provided a day and night patrol, the jurisdiction being divided into beats
and each officer devoting his attention exclusively to patrolling his district. Detectives were not
created until 1843. When police services were first established in this country, all tasks were,
performed by men on patrol.
Advantages of specialization
1. Placing of responsibility. Definite fixing of responsibility is the first rule of effective operation.
Through specialization, responsibility for performance of a task can be placed on a specific
individual or unit.
2. Development of Experts. Personnel qualified by training or special ability may be selected
for particular tasks; constant repetition of a task develops a high degree of skill and ability,
which are further increased in a narrowed field of interest and attention.
3. Improvement of Training. Persons assigned to a specialized field may be given more
intensive training than would be feasible for the entire force, and the narrowed field of interest
also promotes and research by individual members.
4. Promotion of Esprit de Corps. A small group that is made responsible for the performance of
a specific task tends to form a cohesive unit with high morale and pride in its accomplishments.
When members of the special unit are selected on the basis of special ability and become highly
skilled through training, repetition, and attention to a restricted field, they invariably develop
enthusiasm and a strong esprit.
5. Stimulation of Special Police Interest. Because of their definite responsibility, specialized
personnel develop a proprietary interest in department operations that relate to their field. Their
consequent concern causes them to participate actively in departmental operations and press
for authority, personnel, and material to meet their needs. The demand by special units for
adequate facilities is desirable as long as it does not result in a disproportionate allocation of the
resources of the department.
6. Arousal of Public Interest. Similarly, specialized units arouse and organize public interest
and support of police activities.
Disadvantages of Specialization
1. Limitation of Usefulness. Every police matter referred to an officer deserves the officer’s
immediate attention and usually receives it when he or she is unquestionably responsible for its
performance.
2. Restriction of General Police Interest. Participation in a special activity by all members of the
department creates among them an interest that is lost when the operation is, performed
exclusively by specialists.
3. Complication of Tasks of Command. As specialization is increased, interrelationships
multiply alarmingly; these interrelationships are areas of potential conflict and friction that greatly
increase the problem on integration.
4. Creation of Other Administrative Problems. The swivel-chair executives and private offices
that frequently accompany specialization present other problems. They exert every effort to
establish their position more firmly and to enhance its importance. Unless the demands for
more personnel, equipment, office space, and records facilitates are checked, the result may be
a department of generals with no troops left to do the fighting.
5. Hampering of development of Well-rounded Police Program. The conditions just described
promote lopsided programs with unjustified emphasis on special field of police work. This
results when the personality and influence of the specialist, rather than the need for service, are
the determining factors.
6. Diminishing of Territorial Coverage. Specialization invariably results in a less-intensive
general patrol, if overall strength remains the same. Manpower devoted to the specialty must
be subtracted from the personnel with fewer officers.
Determining Factors
1. Quality of Personnel. The higher the quality of police personnel, as determined by selection
and training, the less the need for specialization; the greater range of ability of competent
officers makes it possible for them to perform successfully a greater variety of tasks.
2. Need for Special Skill and Ability. Certain police tasks require special skills and abilities that
only specialization can provide. For example, the operation of a camera, lie detector, and
devices for chemically testing the degree of intoxication, as well as the performance of
laboratory tasks, requires highly developed skills.
3. Importance of the Job. The importance of a task is ascertained (1) by the need, as indicated
by study of such reliable factors as crime and accident rates, juvenile-crime indexes, vice
conditions, or the percent of crimes cleared by arrest and property recovered; and (2) by the
demand for a particular service.
4. Amount of work to be done. A task may not be especially important or require skill and
ability, but if the amount of work, concentrated in time and place, is sufficient to occupy the full
time of one person, specialization may be justified.
5. Need for Readily available Services. Specialization may be justified to make certain services
readily available, even though there may not be sufficient work to occupy the full time of one
person.
6. Intermittent Emergency Need. The creation of a special unit may be justified when the unit is
used as an emergency reserve to meet irregular, intermittent needs.
7. Need for Maintaining Skill. There may be an insufficient amount of work for all members to
maintain skill through performance, thus justifying specialization so that suitable skill need be
maintained only by a few officers. Photographic work is an example.
8. Need for Planning and Control. The amount of planning that is necessary in any field of
activity may justify specialization and the desirability of placing responsibility for supervision of
the execution of the plans as well as for control of the specialists involved may provide further
justification.
9. Dissimilarity of Tasks to Other Duties. The tasks of an officer assigned to a fixed traffic post
and the duties of service units, such as records, communication, and identification, are all
dissimilar to the usual police tasks.
10. Attitude of Personnel toward the tasks. An uncooperative on the part of police officers
toward a particular task frequently results in its neglect and may cause it to be assigned to a
special group who are interested in the program and enthusiastic about its promotion.
11. Interference with Usual duties. A patrol officer may conduct criminal investigations up to
the point where the amount of time spent at such work interferes with the performance of his
regular patrol duties.
12. Size of the Force and Area of Jurisdiction. The area covered by the police force also
affects the degree of specialization

REFERENCE:

A. Books

Florendo, Adelene M. Police planning and operations with master plans and procedures. Quezon City:

Wiseman’s, c2011

Haberfield, M.R. Police leadership; organizational and managerial decisions making process.

2nd ed. Boston: Pearson, c2013

Timpac, Theodore M. A Handbook on Police Organization and Administration with Police Planning, Tarlac City:
RMC Publishing Haus, c2012

Timpac, Theodore M. A Handbook on Criminal Justice System, Tarlac City: RMC Publishing Haus, c2012

B. Journals / Magazines
Index of memorandum circulars issued by the National Police Commission (February 2010)

NAPOLCOM memorandum circular no. 2007-001- Uniform rules of procedure before the administrative

disciplinary authorities and the internal affairs service of the PNP

Police Community Relation Manual

PNP Manual

Compiled Review Materials

C. Electronic Sources

https://www.officialgazette.gov.ph/1990/12/13/republic-act-no-6975/

https://www.lawphil.net/statutes/repacts/ra1998/ra_8551_1998.html

https://lawphil.net/statutes/repacts/ra2009/ra_9708_2009.html

https://lawphil.net/statutes/repacts/ra2019/ra_11200_2019.html