LEA 1 REVIEWER 2.

STAFF/ADMINISTRATIVE FUNCTIONS
 To support and assist the line functions
3. AUXILIARY FUNCTIONS
CHAPTER 1: Origin of the word POLICE  Logistical operations
 Communication, Maintenance, records
POLETEIA – greek word (government of the city)
management, supplies, and equipment
POLITIA – roman word (condition of the state or management
community)
ORGANIC UNITS IN A POLICE ORGANIZATION:
POLICE – French word
1. OPERATIONAL UNIT
Police: internal organization or regulation of state  Perform primary or line functions
 Patrol, traffic, investigation
ORGANIZATION:
2. ADMISTRATIVE UNITS
 Group of persons  Perform the administrative functions
 Form of human association for the  Personnel, finance, planning, and training
attainment of the goal 3. SERVICE UNITS
 Perform auxiliary functions
POLICE ORGANIZATION:
 Communication and records management
 Group of trained personnel
ORGANIZATION STRUCTURE:
 Promotes the maintenance of peace and
order, protection of life and property, 1. LINE ORGANIZATION
enforcement of the laws and the  Straight-line organization
prevention of crime  Individual, military, or departmental type
of organization
LAW ENFORCEMENT AGENCY:
 Simplest and perhaps the oldest type
 Organization responsible for enforcing 2. FUNCTIONAL ORGANIZATION
laws  Rarely found in the present day
 Collective term for professionals who are organizations
dedicated to upholding and enforcing laws  Near the top of the very large
oragnizations
THEORIES OF POLICE SERVICE:
3. LINE AND STAFF ORGANIZATION
1. HOME RULE THEORY: Civil servants of the  Combination of the line and functional
community types
2. CONTINENTAL THEORY: state or servants  Criminalists, the training officers, research,
of higher authorities and the development specialist
 “think and provide expertise”
CONCEPTS OF POLICE SERVICE:
CLASSIFICATION OF LINE, STAFF, AND AUXILIARY
1. OLD CONCEPT: gives the impression
FUNCTION:
(increasing number of arrest)
2. MODERN CONCEPT: police as the first line  LINE FUNCTION
of defense (decreasing number of crimes) - Patrol, criminal investigation, and traffic
control
FUNCTIONS IN A POLICE ORGANIZATION:
- Caries out the major purposes of the police
1. PRIMARY OR LINE FUNCTIONS department
 Carry out the major purposes of the  STAFF FUNCTIONS
organization - To support the line functions
 Dealing directly with the public - Civilian who is highly specialized
 - Study police policies and offer proposals to ELEMENTS OF POLICE ORGANIZATION:
chief executive of the department
1. UNITY OF COMMAND: should only be one
- Detached from the public
man
 AUXILIARY FUNCTIONS
2. SPAN OF CONTROL: ability of one man to
- Logistical operations of the department
direct, coordinate, and control
- Training, communications, maintenance,
3. DELEGATION AUTHORITY: conferring of
record keeping, motor vehicles, and
certain special authority
equipment and similar operations
4. HIERARCHY OF AUTHORITY: relationship
between superiors and subordinates
5. SPECIALIZATION: arrangement of
CHAPTER 2: PRICIPLES OF LINE ORGANIZATIONS
particular personnel
 Formal organizations are highly structured 6. CHAIN OF COMMAND: arrangement by
while informal organizations are those rank of officers
without structures 7. COMMAND RESPONSIBILITY: commanders
1. PRINCIPLE OF UNITY OF OBJECTIVES: shall be responsible for the effective
individuals to contribute to the supervision
organization
ORGANIZATIONAL UNITS:
2. PRINCIPLE OR ORGANIZATIONAL
EFFICIENCY: aid the accomplishments of 1. FUNCTIONAL UNITS
the organization a) Bureau: largest organic functional unit
3. SCALAR PRINCIPLE: unbroken chain of b) Division: primary subdivision of a
units from top to bottom bureau
 Communications should go upward c) Section: functional unit within a
 Levels of authority shall be kept to a division
minimum d) Unit: functional group within a section
 Unity of command or control of one and smallest functional group
superior 2. TERRITORIAL UNITS
4. FUNCTIONAL PRINCIPLE: division of work a) Post: fixed point or location to which an
5. LINE AND STAFF: functions arranges into a officer is assigned for duty
workable pattern b) Route: length of streets designated for
6. PRINCIPLE OF BALANCE: application of patrol purposes (line beat)
principles must be balanced c) Beat: area assigned for patrol purposes
7. PRINCIPLE OF DELEGATION BY RESULTS: (foot or motorized)
authority delegated should be adequate d) Sector: area containing two or more
8. PRINCIPLES OF ABSOLUTENESS OF beats, routes, or post
RESPONSIBILITY: superior cannot escape e) District: geographical subdivision of
responsibility city (own station)
9. PRINCIPLE OF PARITY AND f) Area: territorial division of a large city
RESPONSIBILITY: responsibility for action
cannot be greater than that implied by the
authority CHAPTER 3:
10. AUTHORITY LEVEL PRINCIPLE: not be
ADMINISTRATION: running of organization
returned upward in the organizational
structure GULLICK AND URWICK
11. PRINCIPLE OF FLEXIBILITY: more flexible
 “The science of administration”
the organization, the more it can fulfill its
 POSDCoRB major functions of organization
purpose
 1. PLANNING: selecting goals and SOURCES OF MANAGEMENT AUTHORITY:
determining how to achieve them
 Law
2. ORGANIZING: formal structure of authority
 Tradition
through which work subdivisions are
 Delegation
arranged, defined, and coordinated for the
defined objective RESPONSIBILITY: management shall be held
3. STAFFING: filling the organization with the accountable for whatever result may arise in the
right people and position arise in the exercise pf authority
4. DIRECTING: making decisions and
COMMAND RESPONSIBILITY: doctrine that
embodying them in specific and general
imposes commensurate accountability to one who
orders and instructions and serving as a
is vested with management and leadership
leader of the enterprise
functions
5. COORDINATING: manner of integrating the
different elements within or outside the
organization
6. REPORTING: putting what is reported into
records and the manner of classifying
documents of notes within the
organization
7. BUDGETING: form of fiscal planning,
accounting, and control
MANAGEMENT: utilization of available resources
of an organization
MANAGEMENT PROCESSES
1. PLANNING: setting performance objectives
and identifying the actions needed to
accomplish them
2. ORGANIZING: dividing the work to be done
and coordinating results
3. LEADING: directing and coordinating the
work efforts of other people
4. CONTROLLING: monitoring performance,
comparing results to objectives and taking
corrective action as necessary
ORGANIZATIONAL SOURCES: to achieve high
performance results
ELEMENTS OF MANAGEMENT:
AUTHORITY

 Right command and control the behavior