MODULE 1 agencies, community organizations, and government

bodies, to achieve common goals.

Leadership – According to Keith Davis, “Leadership is
3. Representation and Communication -
the ability to persuade others to seek defined
representatives of their organizations or departments
objectives enthusiastically. It is the human factor which
in various forums
binds a group together and motivates it towards
4. Integration of Personal and Organizational
goals.”
Goals - reconcile the personal goals of their team
members with the organizational goals.
IMPORTANCE OF LEADERSHIP IN MOBILIZING PEOPLE
5. Decision Making and Problem Solving - require quick
FOR A SPECIFIC CAUSE
decision-making and problem-solving skills
1. Initiates action- starts the work by communicating
the policies and plans.
MODULE 2
2. Motivation- A leader proves to be playing an
Leader versus Manager
incentive role in the concern’s working.
3. Providing guidance- not only supervise but also play a
Leadership doesn’t require any managerial position to
guiding role for the subordinates.
act as a leader.
4. Creating confidence- achieved through expressing the
Manager can be a true manager only if he has got the
work efforts to the subordinates.
traits of a leader in him.
5. Building morale achieving full cooperation so that
A manager has to perform all five functions to achieve
they perform with best of their abilities as they work to
goals:
achieve goals.
- Planning,
6. Builds work environment - helps in sound and stable
- Organizing,
growth.
- Staffing,
7. Coordination - achieved through reconciling personal
- Directing, and
interests with organizational goals.
- Controlling

QUALITIES of a leader?
Inclusive community?
1. HUMANIST – can handle personal problems of
Inclusive community has the following characteristics:
subordinates.
1. Diversity Appreciation: Acknowledging and
2. OBJECTIVE – develop own opinion, and should
celebrating differences in terms of race,
judge base on logic and facts.
ethnicity, gender, age, socio-economic status,
3. PHYSICAL APPEARANCE – pleasing appearance
abilities, and other aspects.
4. EMPATHY – understand problems and
2. Equity: Striving for fairness and justice by
complaints.
addressing systemic disparities and providing
5. VISION AND FORESIGHT – visualize situations
resources and opportunities based on individual
6. INTELLIGENCE
needs.
7. COMMUNICATIVE SKILLS
Training and empowering people to build an inclusive
8. KNOWLEDGE OF WORK
and Just Community
9. SENSE OF RESPONSIBILITY - accountability
10. SELF CONFIDENCE AND WILL POWER
1. Education and Awareness:
2. Community Engagement:
ROLE OF A LEADER
3. Skill-building Programs:
4. Conflict Resolution Workshops:
1. Formulation and Execution of Policies - responsible
5. Celebration of Diversity:
for formulating and implementing policies and
strategies to address crime and maintain public
MODULE 3
safety.
What is organizational Leadership?
2. Coordination and Cooperation - coordinate the
🡪 Organizational leadership deals with both human
efforts of various stakeholders, including law
psychology as well as expert tactics.
enforcement
🡪 Organizational leadership emphasizes on developing MODULE 6
leadership skills and abilities that are relevant across
the organizations. Decision-Making is an important function of every
manager. Under planning important things like, what is
Effective and ethical leader has the following traits / to be done, how it is to be done’, when it is to be done
characteristics: and who is to do it are considered. In an answer to all
these questions a manager has various alternatives.
1. DIGNITY AND RESPECTFULNESS
2. SERVING OTHERS Koontz and O’Donnel, “Decision-making is the actual
3. JUSTICE selection from among alternatives of a course of action”
4. COMMUNITY BUILDING George R. Terry, “Decision-making is the selection based
5. HONESTY on some criteria from two or more possible
alternatives.”
MODULE 4 & 5 Louis A. Allen, “Decision-making is the work which a
manager performs to arrive at conclusion and
THEORIES OF LEADERSHIP judgement.”
According to Freda Adler, theory is a statement that
explains the relationship between abstract concepts in a Steps to effective decision-making
meaningful way. 1. IDENTIFY THE DECISION
2. GATHER INFORMATION
HOUSE’S PATH GOAL THEORY 3. IDENTIFY ALTERNATIVES
- Developed by Robert House 4. WEIGH EVIDENCE
- Expectancy theory of motivation 5. CHOOSE AMONG ALTERNATIVES
- Advocates servant leadership 6. TAKE ACTION
7. REVIEW YOUR DECISION
GREAT MAN THEORY
- Work of Thomas Carlyle Techniques or basis for Decision-Making
- is the one gifted with unique qualities that 1. INTUITION – inner feeling of a person.
capture the imagination of the masses 2. FACTS – roots in factual data. Decisions sound
- leaders are born not made and proper
3. EXPERIENCE – past experience becomes a good
TRAIT THEORY basis for making decisions.
- based on the characteristics of many leaders 4. CONSIDERED OPINIONS – considered opinions
- Successful leaders definitely have interests, as a basis for decision making.
abilities, and personality traits that are different 5. OPERATIONAL RESEARCH – systematic
from those of the less effective leaders. techniques based on analysis of data.
6. PROBLEM-SOLVING – problem solving
LEADERSHIP-MEMBER EXCHANGE (LMX) THEORY
techniques.
- views leadership as consisting of a number of
dyadic relationships linking the leader with a MODULE 7
follower.
Roles of Managers within the
Role taking: When a new member joins the Organization
organization, the leader assesses the talent and abilities
of the member and offers them opportunities to
demonstrate their capabilities.

Role making: An informal and unstructured negotiation

on work-related factors takes place between the leader
and the member.
 Entrepreneur: Initiates changes and improvements
within the organization.
Disturbance Handler: Manages difficult problems and
non-routine situations.
Resource Allocator: Decides resource distribution and
collaboration.
Negotiator: Engages in negotiations with various
stakeholders
1. Interpersonal Roles: Other forms of Roles of Manager
There are three interpersonal roles inherent in the 1. Director – Manager gives direction to people working
manager’s job. This set of roles derives directly from under him. Direction includes instructions. Manager
the manager’s formal position. As the figurehead for his has directed the executives towards achieving
unit, he stands as a symbol of legal authority, organizational goals.
performing certain ceremonial duties e.g., signing 2. Motivator – Manager understands likes and dislikes
documents and receiving visitors. of executives and motivates them accordingly.
Motivation stimulates the performance of a job. Here,
Leader role: hires, trains, and motivates his personnel. the manager stimulates the executives through
Liaison role: manager interacts with many people motivation.
outside the immediate chain of command, those who 3. Human being – Manager treats all the people
are neither subordinates nor superiors. working under him equally and with no personal bias.
He has to mingle with others and understand the
2. Informational Roles: feelings of other executives.
Informational roles are important because information 4. Guide – Manager should be well aware of using the
is the lifeblood of organizations and the manager equipment, techniques and procedures involved in
is the nerve center of his unit. As a monitor, the performing specific tasks. If so, he can guide others
manager is a receiver and collector of information. whenever a need arises.
Informations acquired through meetings, conversations, 5. Friend – Unnecessary misunderstanding may be
or documentation. arising among the executives. Now, the manager should
come forward voluntarily and eliminate the
Disseminator role: managers distribute information to misunderstanding at the earliest. Here, the manager is
subordinates daily. acting as a friend.
As a spoke-person: the manager transmits information 6. Planner – Day-to-day requirements of the
to individuals outside the organization. This role is organization has to be identified and arranged by the
present in all managerial jobs. manager. He has to plan the work and assign the same
to the executives according to their position held.
3. Decisional Roles: 7. Supervisor – Manager has to supervise and control
To get the work done, managers have to make decisions. executive’s performance and maintain personal
In performing the decision-making role, contacts with them. He has to perform this work along
managers act as entrepreneur, disturbance handler, with the work to be performed by him.
resource allocator, and negotiator. In playing the: 8. Reporter – The feedback information is provided by
the manager to the top management people.
Entrepreneurial role: managers actively design and Sometimes, workers’ problems have not been solved by
initiate changes within the organization. It involves the manager. If so, the same should be
some improvements. communicated to the top authorities
As a disturbance handler: the manager handles difficult
problems and non-routine situations such as strikes, Module 8
energy shortages etc.
The Fundamentals of
As resource allocator: the manager decides how Management
resources are distributed, and with whom he will work
most closely. Originally identified by Henri Fayol as five elements,
As negotiator: Managers negotiate with suppliers, there are now four commonly accepted functions
customers, unions, individual employees, the of management that encompass these necessary skills:
government, and other groups. planning, organizing, leading, and controlling.
1. Interpersonal Roles: Planning
One main role of a manager is creating a plan to meet
Figurehead: Symbolizes legal authority, performs company goals and objectives. This involves
ceremonial duties. allocating employee resources and delegating
Leader: Hires, trains, and motivates personnel. responsibilities, as well as setting realistic timelines and
Liaison: Interacts with individuals outside the immediate standards for completion.
chain of command.
Organizing
2. Informational Roles: Along with planning, a manager's organizational skills
Monitor: Receives and collects information from various can help to ensure a company or departmental unit
sources. runs smoothly.
Disseminator: Distributes information to subordinates.
Leading
3. Decisional Roles: Managers should be comfortable and confident
commanding their team members’ daily tasks as well as
during periods of significant change or challenge.
Controlling Communication is Deemed – the prime usage of the
To ensure all of the above functions are working toward communication is to influence control. Therefore, it is
the success of a company, managers should always making demands on us to change or continue to
consistently monitor employee performance, quality of do what we are doing, believe it or not, or act or not to
work, and the efficiency and reliability of completed act. Usually, such demands are gradual or subliminal,
projects. and the major demands are frequently resisted because
they do not comply with the existing patterns of
expectations.
Communication is Related to Information-
communication and information, although different, are
nevertheless independent. Information is formal and
logical; conversely, communication is personal and
psychological. Indeed, communication can occur
without information. Also, of interest is the difference
between effective communication.
Two-Way is Best – one-way communication typically
fails. It is ineffective for obvious reasons that we do not
know if or how the recipient has perceived the message.
PLANNING APPROACHES Listening is important, but not sufficient to ensure that
Acronym: S-T-A-I-R one has communicated.
⮚ Synoptic Planning – the rational comprehensive
approach and tradition in planning. This is the most BASIC ELEMENTS OF COMMUNICATION SYSTEM
appropriate for police agencies because it is based on a
problem-oriented approach to planning. 1. Encoding – information must be converted into
⮚ Transactive Planning – the approach involves the whatever form the system requires.
interaction with the people who are to be affected 2. Transmission – the information must be moved from
by the plan hence; surveys and interpersonal dialogues one place to another.
are conducted. 3. Decoding – when the information is received at the
⮚ Advocacy Planning – the beneficial aspect of this intended place and time, it must be converted back into
approach includes greater sensitivity to the a form that the human brain can process.
unintended and negative side effects of the plan. 4. Feed Back – for a communication system to work
⮚ Incremental Planning – in this planning approach, the properly there must be some means for the sender of
problems are seen as too difficult when they are information to know that it has been accurately
grouped together and easier to solve when they are received.
taken one at a time and broken down into gradual 5. Dependability – above all, the system must work
adjustment over time. properly at all times, or as close to that ideal as any
⮚ Radical Planning – this involves collective actions to mechanical system can come.
achieve concrete results in the immediate future. 6. Security – a related requirement is that the system
must be protected from being disrupted, whether
MODULE 9 deliberately by someone who intends to interfere with
the operations, or accidentally such as by natural
COMMUNICATION ( IN MANAGEMENT PROCESS) phenomena.
7. Confidentiality – security is important not only to
ensure that the system works but to prevent sensitive
Communication refers to the process by which information from falling into wrong hands.
information is exchanged between two or more people 8. Accessibility – a police communication system must
be available to all the personnel who have need of it, at
As Richard Holdin said, communication is the lubricant the time and place where it is needed.
for the wheels of progress; people must talk to each 9. Speed – even in routine matters, personnel need to
other if there is to be coordination and a minimum of exchange information as quickly as possible. In an
duplication is scattered over numerous disciplines and emergency, communication must be immediate.
fields and is often contradictory. 10. Easy to Use – communication system may be
technologically complex and sophisticated but they
should be easy for the personnel to operate.
Characteristics of Communication
Elements of the Communication Model
Communication is Perception – paradoxically, it is the
recipients who communicate rather than the person
who emits the message. While communication speaks,
write, or gesticulates a message, communication does
not occur until the receiver perceives it, keep in mind
that perception is a total experience as opposed to logic.
Communication is Expectation – in most instances they
perceived what they expect to find in the message. The MODULE 10
unexpected or unwanted data are frequently ignored or
filtered in line with their expectations. Basically, our Factors Affecting Decision-Making in
human mind seeks to fit incoming data into a pre- Management
established pattern of expected expectations.
 well discussed.
Factors Affecting Decision Making in an Organization
1. Perception Issues:
- Perception can be described as the way in which
individuals interpret their environment
2. Organizational Issues (issues within the
organization)
A number of organizational issues can impact the
decision-making process. These issues include:
3.Environmental Issues (issues within the
environment)
- Environmental issues are the external factors that
affect the organization.
MODULE 11

Principles of Efficient Management

The principles of management are the activities that
“plan, organize, and control the operations of the basic
elements of people, materials, machines, methods,
Types of Decision money and markets, providing direction and
1. Organizational and Personal Decision coordination, and giving leadership to human efforts, so
Organizational Decisions - are those which managers as to achieve the sought objectives of the enterprise.” by
undertake under certain conditions relating to French management theorist Henri Fayol (1841–1925
organization. Sometimes taken independently and
sometimes delegated to other colleagues. The P-O-L-C framework
Personal Decisions – are to be taken by the managers Planning establishes clear objectives and strategies,
on their own. Others need not be consulted. aiding managers in resource allocation and minimizing
wastage.
2. Tactical (Routine) and Strategic (Basic) Decisions
Tactical (Routine) Decisions - Concerned with routine Organizing optimizes efficiency by structuring tasks and
and preventive problems. Has short term implications. roles, fostering smoother coordination among team
members and enhancing overall productivity.
Strategic (Basic) Decisions
- Made on the problems which are important Leading inspires and motivates employees, fostering a
- Require thorough fact-finding analysis of the possible positive work culture and encouraging innovation, thus
alternatives driving efficiency.
- Has long term implications
Controlling ensures goal achievement by monitoring
3. Programmed and Non-Programmed Decisions performance and implementing corrective actions,
- Professor Herbert Simon has given this classification. thereby maintaining standards and optimizing
He has utilized terminology in classifying processes.
decisions.
- Programmed Decision may also be called as routine PRINCIPLES OF MANAGAMENT / ORGANIZATIONAL
decision and non-programmed as strategic STRUCTURE
decisions.
4. Policy and Operative Decisions A. Division of Work or Division of Labor
Policy Decisions determine the basic policies Specialization occurs when the organizational structure
organizations and are taken at top level management. is divided into units with specific tasks to perform.
Operative Decisions on the other hand, are less Division of work is the course of tasks assigned to, and
important and related with day-to-day operations of the completed by, a group of workers in order to increase
business. Middle and lower management take these efficiency.
decisions since these involve actual execution and
supervision. B. Authority and Responsibility
5. Individual and Group Decisions Authority – it is the supreme source of
It is based on the number of persons involved in government for any particular organization. The right to
decision-making exercise, to decide, and to command by virtue of rank
- Group decisions are taken by a group of persons. and position.
These are generally important decisions and relate to
policy matters. The decisions are taken after a thorough Responsibility – means state of being accountable or
discussion among persons who are assigned answerable for any obligation, trust, debt or something
this work. The problem of delay in taking group
decisions may create difficulties but otherwise these are
or in other words it means obligation to complete a job
assigned on time and in best way.
“Organizational behavior is a branch of the Social
Sciences that seeks to build theories that can be
C. Discipline applied” to predicting, understanding and controlling
It comprises behavioral regulations and imposed
by command or self-restraint to ensure supportive behavior in work organizations.”—Raman J. Aldag.
behavior.
Henri Fayol, “Discipline means sincerity, obedience, “Organizational behavior is the study and application of
respect of authority & observance of rules and
regulations of the enterprise”. knowledge about how people act within an
organization. It is a human tool for human benefit. It
applies broadly to the behavior of people in all types of
D. Unity of Command
Means that every individual in the organization organization.”— Newstrom and Davis.
has only one immediate superior or supervisor. Each
individual unit should be under the control of one and “Organizational behavior is a field of study that
only one person.
investigates the impact that individuals, groups and
E. Scalar Chain structure have on behavior within the organizations for
a. Fayol defines scalar chain as ’The chain of the purpose of applying such knowledge toward
superiors ranging from the ultimate authority to the
lowest”. improving an organization’s effectiveness.”—Stephens
b. Every order, instruction, message, request, P. Robbins
explanation etc. has to pass through Scalar chain.
c. But, for the sake of convenience & urgency,
this path can be cut shirt and this short cut is known as ORGANIZATIONAL CULTURE:
Gang Plank. A major factor in determining how well a person will be
d. A Gang Plank is a temporary arrangement
between two different points to facilitate quick & easy satisfied with the company is organizational culture.
communication Organizational culture is defined as individuals in an
e. Gang Plank clarifies that management principles are organization having a common perception and sharing
not rigid rather they are very flexible. They can be core values.
molded and modified as per the requirements of
situations. A. Three key factors that define a person:

Personality is the way we characterize that person.

Some have a pleasant personality while others may be
abrasive. Some may be loud while others may be quiet.

Ability is defined in two ways

✓ physical ability, and
✓ intellectual ability
Physical ability includes ability to perform physical
activities such as lifting, running, dexterity, stamina, etc.
MODULE 13 Intellectual ability means ability to perform mental
activities such as critical thinking and math.

Human Behavior in Organization (HBO) Learning can occur in several ways. Classical
conditioning makes learning passive. Operant
What is Organizational behavior? conditioning makes learning active. Social learning
Organizational behavior is the study of human behavior means learning through experience. Learning styles
in the workplace, the interaction between people and describe the way we learn. They include:
the organization with the intent to understand and • Bodily-kinesthetic learning, which happens through
predict human behavior. experience (by doing)
• Visual-spatial learning, which happens when people
“Organizational behavior is a subset of management remember what they have seen
activities concerned with understanding, predicting and • Verbal-linguistic learning, which happens when
influencing individual behavior in organizational people remember what they hear and say
setting.”—Callahan, Fleenor and Kudson. • Logical-mathematical learning, which occurs when
people reflect on concepts
 Herzberg's model, this only prevents dissatisfaction for
B. How important is MOTIVATION? a short period of time. It does not motivate.
Motivation is the willingness of a person to exert effort
to satisfy wants and needs. As noted in the need’s
theories of motivation, motivation is intrinsic and is a
driving force.

THEORIES OF MOTIVATION

Maslow's needs hierarchy

Human needs fall into five groups: physiological, safety,
social and love, esteem and ego, and self-actualization.
When a need at one level is essentially satisfied and is
no longer a driving force, that need loses its strength
and the next level need is activated .

McClelland's needs theory

Explains that certain needs that people strive to
satisfy are acquired from the culture.
His research centers around three needs of
particular significance in understanding managers
and workers: need of achievement, need for
power, and need for affiliation.

Alderfer's ERG model

This theory demonstrates that the individual worker is
very complex and has multiple needs all interacting at
the same time. That makes the manager's task much
more challenging.

Goal-setting theory
Is an important part of all major theories of motivation.
Goals that are more specific and difficult but achievable
will result in higher performance than easy goals

Herzberg's motivation— hygiene theory

The satisfiers are the motivators, and the dissatisfiers
are the maintenance or hygiene factors
Management will try to motivate with policies,
procedures, and pay increases, and, as noted by
 C. Group Behavior

Equity theory
Explains how people are motivated by fairness. A
person will make a determination of equity by
evaluating all of the inputs and outputs of a situation. If
the person perceives the situation to be unfair, he or
she may use a variety of ways to find equity in the
situation.
D. CONFLICT
Conflict can be defined as a process in which
one party perceives that another party has negatively
affected (or is about to negatively affect) something of
concern to the first party.

Strategies for handling conflict include

• Competing (wanting to win, creating a win/lose

situation)
• Collaborating (wanting to work together for a win/win
situation)
• Avoiding (deciding not make a decision)
• Accommodating (letting the other side win)
• Compromising (working to get some of what you
want)

Techniques for resolving a conflict involving a

Reinforcement theory
The consequences of an action (rewards and third party include:
punishments) determine a person's motivation for
engaging in certain behaviors. People learn to repeat • Conciliation (keeping both sides talking)
behaviors that bring • Fact finding (getting the facts of the conflict)
them pleasurable • Fact finding with recommendations (getting the fact
outcomes and learn and offering a solution)
to avoid behaviors • Mediation (making suggestions for a solution)
that lead to • Arbitration (making the final decision for the parties
uncomfortable involved)
outcomes.
MODULE 14

Expectancy theory
Police and Military vs
The expectancy theory model is based on effort-to-
Leadership
performance expectancies, performance-to-reward
A. POLICE VS MILITARY
expectancies, and reward-to-need satisfaction
Police Leadership:
expectancies.
Police leaders focus on serving and protecting the comply with the commands of authority figures,
community while enforcing laws. They need to balance accepting the fact that the person has the right to make
being firm with being compassionate. demands of others.
Military Leadership:
Military leaders command troops and defend the
country. They emphasize discipline, following orders, Power and Influence
and completing missions. The terms power and influence are typically used in
conjunction with one another. Power tends to be
Key Differences: viewed as a capacity, something to be mobilized or
Police work more directly with civilians daily exercised. This is quite different from actual influence.
Military has a more rigid chain of command Police officer conceivably has a great amount of power
Police focus on local community safety, military on to fulfill peacekeeping responsibilities, drawing upon
national defense. the threat of the criminal law to resolve interpersonal
disputes.
B. POLICE ETHICAL STANDARDS

Morality - PNP members shall adhere to high standards Power and Leadership
of morality and decency and shall set good examples for Leaders exercise power and authority in order to move
others to follow group members toward the achievement of goals.
Indeed, the amount of power inherent within a position
Judicious Use of Authority - PNP members shall in an organization was identified as a critical
exercise proper and legitimate use of authority in the contingency in Fiedler’s theory of leadership.
performance of duty.
BASES OF POWER
Integrity - PNP members shall exercise proper and According to Bertram Raven, “Social power can be
legitimate use of authority in the performance of duty. conceived as the resources one person has available so
that he or she can influence another person to do what
Justice - PNP members shall strive constantly to respect that person would not have done otherwise.
the rights of others so that they can fulfill their duties
and exercise their rights as human beings, parents, 1. Reward Power
children, citizens, workers, leaders, or in other Individuals acquire reward power through their ability
capacities and to see to it that others do likewise. to, or perceived ability to, distribute intrinsic and
extrinsic rewards to others in the organization.
Humility - PNP members shall recognize the fact that 2. Coercive Power
they are public servants and not the masters of the Coercive power is based on the power recipient’s
people and towards this end, they shall perform their perception that sanctions will result from
duties without arrogance. noncompliance. Perceptions are more critical than the
power holder’s actual ability to punish or deliver some
Orderliness - PNP members shall follow logical penalty.
procedures in accomplishing tasks assigned to them to 3. Legitimate Power
minimize waste in the use of time, money and effort. By including legitimate power in their typology, French
and Raven considered compliance based on authority. It
Perseverance - Once a decision is made, PNP members is based on the power recipient’s belief that the power
shall take legitimate means to achieve the goal even in holder has a right, generally based on an
the face of internal or external difficulties, and despite organizationally bestowed position or rank, to extract
anything which might weaken their resolve in the compliance from others.
course of time. 4. Referent Power
Referent power is based on one party’s identification
C. POWER AND RELATED CONSTRUCTS with the other, “the desire of followers to identify with
their leaders and to be accepted by them.”
Power and Authority 5. Expert Power
In spite of the casual use of both terms, there is Individuals acquire expert power due to their extensive
a significant distinguishing feature. Individuals willingly knowledge in a specific area. Power recipients often
defer to an expert’s advice, particularly in situations Three subtypes of social structure theories can be
where their own knowledge base is lacking. identified:
6. Information Power A. Social disorganization theory encompasses the
Accordingly, information power is possessed by notion of social pathology, which sees society as
individuals who control information flows within an a kind of organism and crime and deviance as a
organization or who have access to information sought kind of disease or social pathology.
by others. B. Strain theory points to a lack of fit between
socially approved success goals and the
ORGANIZATIONAL TYPES availability of socially approved means to
achieve those goals.
Line Organization Types of Strain Responses:
Uses a simple chain of command structure, where Conformity: Accept both goals and
authority flows from the top to the bottom in a distinct means (not criminal).
line. This organizational type is the oldest structure
Innovation: Accept goals but use
Line and Staff Organization illegitimate means (criminal).
Resemble the line organization, but adds internal
support roles. This organizational type is popular in Ritualism: Reject goals but accept
medium-sized police departments, because the means (not criminal).
department can utilize the simple line structure while
delegating administrative duties to other personnel. Retreatism: Reject both goals and
means (may lead to drug use,
Functional Organization homelessness).
A functional organization is a common type of
organizational structure in which the organization is Rebellion: Reject both and create new
divided into smaller groups based on specialized goals and means (may be criminal).
functional areas, such as IT, finance, or marketing. C. Culture conflict theory suggests that the root
cause of criminality can be found in a clash of
Matrix Organization values between differently socialized groups
Is a structure in which there is more than one line of over what is acceptable or proper behavior.
reporting managers. Effectively, it means that the 2. Broken Windows Theory
employees of the organization have more than one The broken windows theory states that visible
boss. signs of disorder and misbehavior in an
environment encourage further disorder and
MODULE 15 misbehavior, leading to serious crimes. The
principle was developed to explain the decay of
neighborhoods, but it is often applied to work
The Basics of Police Administration: and educational environments.
Theories of Community Policing (Social
structural theory, Broken Windows Theory, 3. Zero Tolerance Theory
and Zero tolerance theory) Defined as a strict non-discretionary law enforcement
approach that is thought to be tough on crime. Under
Community policing - is, in essence, a collaboration this approach, the police enforce every facet of the law.
between the police and the community that identifies This also means that they pay closer attention to minor
and solves community problems. offenses and those considered quality of life offenses,
such as public drinking, vandalism, graffiti, begging, and
THEORIES OF COMMUNITY POLICING vagrancy.

1. Social Structure Theory MODULE 16

Social structure theories emphasize poverty, lack of
education, absence of marketable skills, and subcultural Theories of Community Policing
values as fundamental causes of crime. (continuation of lesson 15) (Public
Relation theory, Communitarian
theory, Organizational Culture Public Administration is a species belonging to genus
Theory) administration, which genus in turn belongs to a family
which we may call cooperative human action.
4. Public relation is a strategic communication
process that builds mutually beneficial A. Public Administration Theory
relationships between organizations and comprehensive field that explores how public services
publics. operate, their historical context, and the theoretical
frameworks that inform their practices.
Four Models of Public Relations: Three (3) main branches
Press Agentry - This approach focuses on using
propaganda, persuasion, and manipulation to influence 1. New Public Administration - Focuses on
audiences social equity and responsiveness to citizens.
Public Information - emphasizes the importance of An example is the emphasis on community
truth in communication. This approach utilizes press engagement in policy-making, where
releases and other one-way communication methods to citizens' voices are prioritized in decision
share factual information about the organization. processes.
Two-way Asymmetrical - which focuses on persuasion 2. Classic Public Administration (CPA):
to influence audience behavior while recognizing that Centers on the principles of efficiency and
there is an imbalance in communication. effectiveness in bureaucracy. The work of
Two-way Symmetrical - This approach focuses on Max Weber, who outlined characteristics of
negotiation and dialogue, aiming for balanced effects an ideal bureaucracy, serves as a
where both parties benefit. foundational example.
3. Postmodern Public Administration:
5. Communitarian theory suggests a primarily Challenges traditional views and
non-political approach towards the incorporates elements of diversity and
rejuvenation of a democratic political culture. complexity. It might explore how
emphasizes the connection between the globalization affects local governance, such
individual and the community. as how international policies impact local
public services.

6. Organizational Culture Theory-

Emphasizes that culture is a set of values B. THEORIES OF PUBLIC
that an organization or group of people ADMINISTRATION
have in common. 1. Classical Public Administration Theory
belief that employees are primarily motivated
MODULE 17
by economic incentives. Concept rooted in the
thoughts of economist Adam Smith.
Theories of Public 2. Modern Public Administration Theory
Administration represents a shift in how public administration
What is Administration? is perceived and practiced, focusing on more
behavioral and quantitative approaches. This
theory emphasizes the importance of results,
client relations, and effective outputs and
outcomes.
3. Postmodern Public Administration Theory
framework that challenges traditional
views of governance and public
administration shaped by Modernism.
emphasizing complexity, diversity, and the
fluid nature of public organizations.