POLICE MANAGEMENT AND ADMINISTRATION
POLICE MANAGEMENT AND ADMINISTRATION
CHAPTER 1
The setting below shows that management is related with administration in
an organizational environment. Management pertains to the utilization of
available resources in an organization while administration refers to the
processes used.
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 organization’s
goal.
Both goals and objectives are important because they help to identify the
expectations of what the police are doing and how productively (efficient and
effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work
teams and their members.
Productivity means the summary of measures of the quantity and quality of
police work performance achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units, and for
the organization as a whole.
This involves a commitment to the accomplishment of two different, but
complimentary, police performance outcomes:
Police Effectiveness, which measures whether or not important task goals are
being attained
Police Efficiency, which measures how well resources are being utilized.
Performance Effectiveness + Performance Efficiency =
High
Productivity
The formula illustrates that one outcome is not enough, achieving high
productivity requires both performance effectiveness and efficiency.
Police Management Processes
The management process involves Planning – Organizing – Leading –
Controlling the use of organizational resources to achieve high performance
results. Planning – is the process of setting performance objectives and
identifying the actions needed to accomplish them.
, POLICE MANAGEMENT AND ADMINISTRATION
Organizing – is the process of dividing the work to be done and coordinating results
to achieve a desired purpose.
Leading – is the process of directing and coordinating the work efforts of other
people to help them accomplish important task.
Controlling – is the process of monitoring performance, comparing results to
objectives and taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with other people
∙ Figurehead – hosting and attending official ceremonies
∙ Leadership – creating enthusiasm and serving people’s needs ∙
Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people ∙
Monitor – seeking out relevant information
∙ Disseminator – sharing information with insiders
∙ Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people
∙ Entrepreneur – seeking problems to solve and opportunities to explore
∙ Disturbance handler – helping to resolve conflicts
∙ Resource Allocator – allocating resources to various uses
∙ Negotiator – negotiating with other parties
The Traditional & Contemporary
Foundations of Police Organization and Management
The Classical Approach
The three primary areas in the development of the classical approach are:
1. Scientific Management
(Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing
specific task. Based on his studies, Taylor believed that if workers were taught
the best procedures, with pay tied to output, they would produce the maximum
amount of work.
With respect to this philosophy, the role of management changed abruptly
from the earlier use of the “rule of the thumb” to a more scientific approach,
, POLICE MANAGEMENT AND ADMINISTRATION
including scientifically selecting, training, and developing workers, and ensuring
that all the work would be done in accordance with scientific principles, thus
scientific management strongly adhered to the formal organization structure
and its rules.
2. Bureaucratic Management
(Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max
Weber, who was the major contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19 th
Century and coined the term BUREAUCRACY to identify the complex
organizations that operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty,
nepotism, and subjective managerial practices common in the early stages of
the Industrial Revolution. (for example, it was a standard practice to hire
relatives regardless of their competence and to allow only individuals of
aristocratic birth to attain high-level positions within government and industry)
Characteristics of Bureaucratic Organization
1. Division of labor based on a specified sphere of competence 2.
Hierarchy of authority where its lower office is under the control and
supervision of a higher one.
3. Specified set of rules applied uniformly throughout the organization
4. Maintenance of interpersonal relationships, because rational decisions
can only be made objectively and without
emotions
5. Selection and promotion based on competence, not on
3. Administrative Management
It emphasizes broad administrative principles applicable to higher levels
with in the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and
General Management”, 14 principles of efficient management was identified.
Division of Work - work specialization can increase efficiency with the same
amount of effort.
Authority and Responsibility – authority includes the right to command
and the power to require obedience; one cannot have authority without
responsibility. Discipline – Discipline is necessary for an organization to
function effectively, however, the state of the disciplinary process depends
upon the quality of its leaders.
, POLICE MANAGEMENT AND ADMINISTRATION
Unity of Command - employee should receive orders from one superior
only. Unity of Direction – there should be one manager and one plan for a
group of activities that have the same objective.
Subordination of individual interest to general interest – the interest of
one employee or group of employees should not take precedence over those
of the organization as a whole.
Remuneration of Personnel – compensation should be fair to both the
employee and the employer.
Centralization – the proper amount of centralization depends on the
situation. The objective is to pursue the optimum utilization of the capabilities
of personnel Scalar Chain – the hierarchy of authority is the order of ranks
from the highest to the lowest levels of the organization. Besides this vertical
communication should also be encourage as long as the managers is in the
chain are kept informed.
Order – materials and human resources should be in the right place at the
right time; individuals should be in jobs or position that suits them.
Equity – employees should be treated with kindness and justice Stability
of personnel tenure - an employee needs time to adjust to a new job and
reach a point of satisfactory performance; high turnover should be avoided.
Initiative – the ability to conceive and execute a plan (through initiative and
freedom) should be encouraged and developed throughout all levels of the
organization.
Espirit de Corps –“union” Unity is strength; Harmony and teamwork are
essential to effective organizations.
Gulick and Urwick (1920-1937)
Pioneers of “The Science of a Administration” (1937)
In this book, they have described the major functions of administration using
the acronym POSDCRB.
1. Planning – working out in broad outline the things that need to be done
and the methods for doing them to accomplish the purpose set for the
enterprise.
2. Organizing – establishment of the formal structure of authority through
which work subdivisions are arranged, defined, and coordinated for the
define objective.
3. Staffing – personnel function of bringing in and out training the staff and
maintaining the staff the favorable conditions of work. Filling the
organization with the right people and right position.
4. Directing – task of making decisions and embodying them in specific
and general orders and instructions and serving as the leader of the
enterprise 5. Coordinating - the all-important duty of interrelating the
various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible
informed as to what is going on, which thus includes keeping himself and
his subordinates informed through records research and inspection.
POLICE MANAGEMENT AND ADMINISTRATION
CHAPTER 1
The setting below shows that management is related with administration in
an organizational environment. Management pertains to the utilization of
available resources in an organization while administration refers to the
processes used.
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 organization’s
goal.
Both goals and objectives are important because they help to identify the
expectations of what the police are doing and how productively (efficient and
effective) they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work
teams and their members.
Productivity means the summary of measures of the quantity and quality of
police work performance achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units, and for
the organization as a whole.
This involves a commitment to the accomplishment of two different, but
complimentary, police performance outcomes:
Police Effectiveness, which measures whether or not important task goals are
being attained
Police Efficiency, which measures how well resources are being utilized.
Performance Effectiveness + Performance Efficiency =
High
Productivity
The formula illustrates that one outcome is not enough, achieving high
productivity requires both performance effectiveness and efficiency.
Police Management Processes
The management process involves Planning – Organizing – Leading –
Controlling the use of organizational resources to achieve high performance
results. Planning – is the process of setting performance objectives and
identifying the actions needed to accomplish them.
, POLICE MANAGEMENT AND ADMINISTRATION
Organizing – is the process of dividing the work to be done and coordinating results
to achieve a desired purpose.
Leading – is the process of directing and coordinating the work efforts of other
people to help them accomplish important task.
Controlling – is the process of monitoring performance, comparing results to
objectives and taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles – working directly with other people
∙ Figurehead – hosting and attending official ceremonies
∙ Leadership – creating enthusiasm and serving people’s needs ∙
Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people ∙
Monitor – seeking out relevant information
∙ Disseminator – sharing information with insiders
∙ Spokesperson – sharing information with outsiders
Decisional Roles – make decisions that affect other people
∙ Entrepreneur – seeking problems to solve and opportunities to explore
∙ Disturbance handler – helping to resolve conflicts
∙ Resource Allocator – allocating resources to various uses
∙ Negotiator – negotiating with other parties
The Traditional & Contemporary
Foundations of Police Organization and Management
The Classical Approach
The three primary areas in the development of the classical approach are:
1. Scientific Management
(Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing
specific task. Based on his studies, Taylor believed that if workers were taught
the best procedures, with pay tied to output, they would produce the maximum
amount of work.
With respect to this philosophy, the role of management changed abruptly
from the earlier use of the “rule of the thumb” to a more scientific approach,
, POLICE MANAGEMENT AND ADMINISTRATION
including scientifically selecting, training, and developing workers, and ensuring
that all the work would be done in accordance with scientific principles, thus
scientific management strongly adhered to the formal organization structure
and its rules.
2. Bureaucratic Management
(Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max
Weber, who was the major contributor to modern sociology.
He studied the effect of social change in Europe at the end of the 19 th
Century and coined the term BUREAUCRACY to identify the complex
organizations that operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty,
nepotism, and subjective managerial practices common in the early stages of
the Industrial Revolution. (for example, it was a standard practice to hire
relatives regardless of their competence and to allow only individuals of
aristocratic birth to attain high-level positions within government and industry)
Characteristics of Bureaucratic Organization
1. Division of labor based on a specified sphere of competence 2.
Hierarchy of authority where its lower office is under the control and
supervision of a higher one.
3. Specified set of rules applied uniformly throughout the organization
4. Maintenance of interpersonal relationships, because rational decisions
can only be made objectively and without
emotions
5. Selection and promotion based on competence, not on
3. Administrative Management
It emphasizes broad administrative principles applicable to higher levels
with in the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and
General Management”, 14 principles of efficient management was identified.
Division of Work - work specialization can increase efficiency with the same
amount of effort.
Authority and Responsibility – authority includes the right to command
and the power to require obedience; one cannot have authority without
responsibility. Discipline – Discipline is necessary for an organization to
function effectively, however, the state of the disciplinary process depends
upon the quality of its leaders.
, POLICE MANAGEMENT AND ADMINISTRATION
Unity of Command - employee should receive orders from one superior
only. Unity of Direction – there should be one manager and one plan for a
group of activities that have the same objective.
Subordination of individual interest to general interest – the interest of
one employee or group of employees should not take precedence over those
of the organization as a whole.
Remuneration of Personnel – compensation should be fair to both the
employee and the employer.
Centralization – the proper amount of centralization depends on the
situation. The objective is to pursue the optimum utilization of the capabilities
of personnel Scalar Chain – the hierarchy of authority is the order of ranks
from the highest to the lowest levels of the organization. Besides this vertical
communication should also be encourage as long as the managers is in the
chain are kept informed.
Order – materials and human resources should be in the right place at the
right time; individuals should be in jobs or position that suits them.
Equity – employees should be treated with kindness and justice Stability
of personnel tenure - an employee needs time to adjust to a new job and
reach a point of satisfactory performance; high turnover should be avoided.
Initiative – the ability to conceive and execute a plan (through initiative and
freedom) should be encouraged and developed throughout all levels of the
organization.
Espirit de Corps –“union” Unity is strength; Harmony and teamwork are
essential to effective organizations.
Gulick and Urwick (1920-1937)
Pioneers of “The Science of a Administration” (1937)
In this book, they have described the major functions of administration using
the acronym POSDCRB.
1. Planning – working out in broad outline the things that need to be done
and the methods for doing them to accomplish the purpose set for the
enterprise.
2. Organizing – establishment of the formal structure of authority through
which work subdivisions are arranged, defined, and coordinated for the
define objective.
3. Staffing – personnel function of bringing in and out training the staff and
maintaining the staff the favorable conditions of work. Filling the
organization with the right people and right position.
4. Directing – task of making decisions and embodying them in specific
and general orders and instructions and serving as the leader of the
enterprise 5. Coordinating - the all-important duty of interrelating the
various parts of the work.
6. Reporting – is keeping those to whom the executive is responsible
informed as to what is going on, which thus includes keeping himself and
his subordinates informed through records research and inspection.
