POLICE MANAGEMENT PHILOSOPHY

I.

INTRODUCTION

Like any organization, police organization must cope with issues of organizational management and employ the management styles that best allow them to meet the expectations and needs of employees, members of the community, and various other groups and individuals that may be affected by police activities, such as court and correctional agencies, business and industry, other governmental agencies, and political leaders. II. ORGANIZATION AND MANAGEMENT

An organization may be defined as social groupings of two or more persons who are interdependent and work in a coordinated manner to achieve common goals. The purpose of management is to work toward the attainment of these goals by responding to the changing needs of employees, customers, and other influential individuals and organizations. According to Harold Koontz, Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals. According to Fredrick Winslow Taylor, Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way. Therefore, we can say that good management includes both being effective and efficient. Being effective means doing the appropriate task. Being efficient means doing the task correctly at least possible cost with minimum wastage of resources.

III.

POLICE MANAGEMENT

To this end, police management may be defined as police organizational practices, including individual, group, organizational, and environmental processes, undertaken for the purpose of producing knowledge that can be used continuously to improve employee satisfaction and organizational performance.

IV.

HISTORICAL APPROACHES TO MANAGEMENT According to Gerald Lynch, the history of management can be divided into three (3) approaches and time periods. Scientific Management (1900 1940) Human Relations Management (1930 1970) Systems Management (1965 present)

SCIENTIFIC MANAGEMENT Management theorist Frederick Taylor outlined his principles of scientific management in the 1940s. Sometimes known as "Taylorism," scientific management emphasizes developing routines for carrying out tasks, training workers for these routines, and matching workers with the appropriate job assignments based on skills and abilities. Data and analysis play important roles in scientific management. Managers act as decision makers who train workers in the standards developed and provide incentives for boosting organizational output. Scientific management also emphasizes management-centered planning, based on data, as a way to guard against interruptions in the organization's operations. Taylor published a book on the subject in 1911, entitled The Principles of Scientific Management. This view caught on and soon emphasis was placed entirely on the formal administrative structure, such terms as authority:, chain of command, span of control, and division of labor were generated. In 1935, Luther Gulick formulated the often quoted POSDCORB, an acronym for planning, organizing, staffing, directing, controlling, reporting and budgeting. This philosophy was emphasized in police management for many years but was heavily criticized. First, it viewed employees as passive instruments whose feelings were completely disregarded. Further, employees were felt to be motivated by money alone.

POSDCORB PLANNING: working out in broad outline what needs to be done and the methods for doing it to accomplish the purpose set for the enterprise; ORGANIZING: the establishment of a formal structure of authority through work which work subdivisions are arranged, defined, and coordinated for the defined objectives; STAFFING: the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work; DIRECTING: the continuous task of making decisions, embodying them in specific and general orders and instructions, and serving as the leader of the enterprise; COORDINATING: the all important duty of interrelating the various parts of the organization; REPORTING: informing the executive and his assistants as to what is going on, through records, research, and inspection; BUDGETING: all that is related to budgeting in the form of fiscal planning, accounting, and control.

HUMAN RELATIONS MANAGEMENT Despite their similar-sounding names, human relations management differs from human resource management, which involves the day-to-day management of personnel in an organization. On the other hand, human relations management, in contrast to Taylor's scientific management approach, emphasizes the morale, values, and feelings of workers as important elements of an organization's dynamics. This management style is sometimes referred to as democratic or participatory management, in which supervisors act as mentors and counselors to workers, rather than as micromanagers concerned only with boosting production. It may conflict with the hierarchical culture of the police organizations. However, its recognition of the importance of employee morale presents an important consideration for criminal justice organizations.

SYSTEMS MANAGEMENT In the mid-1960s, the features of human relations and scientific management approaches were combined in the systems management approach. Designed to bring the individual and the organization together, it attempted to help managers use employees to reach desired production goals. The systems approach recognized that it was still necessary to have hierarchical arrangement to bring about coordination that authority and responsibility were essential, and that overall coordination was required. This approach combined the works of: Maslow, who developed his hierarchy of needs, in which he classified the needs of people at the different levels; McGregor, who stressed the general theory of human motivation; Blake and Mouton, who developed the managerial grid which emphasized the concerns that managers must have: concern for task and for people. In effect, the systems management approach holds that to be effective, the manager must have interdependence with other individuals and groups and an ability to recognize and deal with conflict and change. More than mere technical skills are required: managers required knowledge of several major resources, people, money, time, and equipment. Team cooperation is required to achieve organizational goals.

V.

PRIMARY LEADERSHIP THEORIES

TRAIT THEORY This theory was based on the contention that good leaders possessed certain character traits that poor leaders did not. Those who developed this theory, STOGDILL and GOODE, believed that a leader could be identified through a two-step process. First, leaders could be studied and compared to non-leaders to determine which traits were possessed solely by leaders. Second, people would be sought who possessed these traits, and would be promoted into managerial positions.

STYLE THEORY The major focus of the style theory is the adoption of a single managerial style by a manager, based on his or her position in regard to initiating structure and consideration. Three pure leadership styles were thought to be the basis for all managers: autocratic, democratic, and laissez-faire. AUTOCRATIC LEADERSHIP AUTOCRATIC leaders are leader centered and have a high initiating structure. They are primarily authoritarian in nature and prefer to give orders rather than invite group participation. They have the tendency to be personal in their criticism. This style works best in emergency situations in which there is a need for strict control and rapid decision making. The problem with autocratic leadership is the inability of the organization to function when the leader is absent. It also stifles individual development and initiative because subordinate rarely allowed to make independent decision. DEMOCRATIC LEADERSHIP Also called participative leadership style tends to focus on working within the group and striving to attain cooperation from group members be eliciting their ideas and support. This style is very useful in organizations where the course of action is uncertain and problems are relatively structures. The decision making ability of subordinates are often tapped, however, in emergency situations requiring highly structured

response, democratic leadership may prove too time consuming and awkward to be effective. Although the worker may appreciate the strength of this style, its weaknesses must be recognized as well. LAISSEZ FAIRE LEADERSHIP It is a hands-off approach where the leader is actually a non-leader. The organization in effect runs itself, with no input or control from the manager. This style has no positive aspects, as the entire organization is soon placed in jeopardy. This may not be a leadership style at all, instead, it may be an abdication of administrative duties.

Republic of the Philippines Department of the Interior and Local Government Philippine Public Safety College NATIONAL POLICE COLLEGE Satellite Campus CORDILLERA ADMINISTRATIVE REGION TRAINING SCHOOL Teachers Camp, Baguio City

In Partial Fulfillment of the Requirement in the Subject POLICE MANAGEMENT PHILOSOPHY

Submitted by: PINSP BANGANAN, ROY F PINSP BANTAYANON, WILSON Y PINSP BAUTISTA, EDWIN A PINSP BEA, FERDINAND C PINSP BUMANGOL, CONCEPCION A FTP Class 2012-148

Submitted to: PCI RUEL D TAGEL Instructor