CLFM2:

CHARACTER
FORMATION
RED JEAN B TINGOSIA, RCRIM
Managerial Role
- Defined as an organized set of behaviors that are
engaged in and identified with a specific status in a
managerial hierarchy. This was popularized by Henry
Mintzberg.
Roles of Managers within the
Organization
1. Interpersonal Roles - revolve around the specifics
of working within a team and involve the behaviors
associated with human interaction.
2. Informational Roles - involves gathering and
sharing information.
3. Decisional Roles- focused on making decisions.
INTERPERSONAL ROLES
The Figurehead -is one of ceremonial and symbolic duties. The manager in this
role represents the organization to other groups, L both inside and outside of the
company. They may give speeches or presentations on behalf of the organization.
The Leader -is all about motivating and guiding employees. The manager in this
role sets goals for their team and provides support and direction to help them
achieve these goals. They may also give performance reviews, provide feedback,
and resolve conflicts.
The Liaison -involves maintaining communication between different groups
within the organization. The manager in this role acts as a go-between for
different departments or teams.
DECISION ROLES
Entrepreneur-involves all aspects associated with acting as an
initiator, designer, and also an encourager of innovation and change.
Disturbance handler -taking corrective action when the organization
faces unexpected difficulties which are important in nature.
Resource Allocator -being responsible for the optimum allocation of
resources like time, equipment, funds, and also human resources, etc.
Negotiator -includes representing the organization in negotiations
which affect the manager's scope of responsibility.
MANAGING ORGANIZATIONAL
RESOURCES
Is the ability to understand and effectively manage
organizational resources (e.g., people, materials, assets,
budgets). This is demonstrated through measurement, planning
and control of resources to maximize results. It requires an
evaluation of qualitative (e.g., client satisfaction) and
quantitative (e.g., service costs) needs.
POLICE MANAGEMENT
Includes the administrative activities of coordinating,
controlling and directing police resources, activities and
personnel. Simply put, it's the everyday act of running
the police department.
 PRINCIPLES OF EFFICIENT
MANAGEMENT
1. Division of Work -is based on the theory that if workers are given a
specialized task to do, they will become skillful and more efficient in it than if
they had a broader range of tasks.

2. Authority and responsibility- the power or right to give orders, make

decisions, and enforce obedience and to be accountable to any consequences.
This to ensure that managerial commands are carried out.

3. Discipline - is about obedience. It is often a part of the core values of a

mission statement and vision in the form of good conduct and respectful
interactions. This management principle is essential and is seen as the oil to
make the engine of an organization run smoothly.
 PRINCIPLES OF EFFICIENT
MANAGEMENT
4. Unity of command - means that each police officer is only accountable
to one superior officer at any one given time. Simply put, it means one
mission, one boss
5. Unity of direction - Work should be organized in a way that means
employees are working in harmony toward a shared objective or goal using
a shared method or procedure.
6. Subordination of individual interests- The interests of the
organization as a whole should take precedence over the interests of any
individual employee or group of employees. This encourages a team spirit
and collective mentality of all for one and one for all.
PRINCIPLES OF EFFICIENT
MANAGEMENT
7. Remuneration - In order to motivate and be fair to employees, they
should be paid a reasonable rate for the work they carry out. An
organization that underpays will struggle to attract quality workers who are
motivated.
8. Centralization - implies the concentration of decision making authority
at the top management (executive board). Sharing of authorities for the
decision-making process with lower levels (middle and lower
management), is referred to as decentralization
9. Scalar chain - This relates to the principle of a clear chain of
communication existing between employees and superiors.
PRINCIPLES OF EFFICIENT
MANAGEMENT
10. Order - This relates to the proper use of resources and their
effective deployment in a structured fashion.
11. Equity - refers to kind and equal treatment among
employees.
12. Stability of tenure - minimization of employee turnover
and to have the right staff in the right place. It is seen as
desirable within an organization to have a low staff turnover
rate.
PRINCIPLES OF EFFICIENT
MANAGEMENT
13. Initiative - refers to the creation of new ideas. This
encourages interest and involvement and creates added value
for the organization.
14. Esprit de corps - the common spirit existing in the
members of a group and inspiring enthusiasm, devotion, and
strong regard for the honor of the group. A feeling of loyalty and
pride that is shared by the members of a group.
THEORIES OF COMMUNITY POLICING
1. Social structural theory- holds that community cooperation
in the form of informal social control can result in successful
community policing since increased satisfaction with the police
is indeed one of the fundamental goals of community policing.
Social control- generally refers to the capacity of a particular
group / community to regulate its members.
THEORIES OF COMMUNITY POLICING
2. Modern management technology theory- the use of latest
technological advancements in the area of policing and holds
that modern management technology could be made use of for
police augmentation and making the system more efficient. This
theory highlights that Information and Communication
Technology (ICT).
THEORIES OF COMMUNITY POLICING
3. Democratic theory- involves the empowerment of a new
level of social organization to generate work for the police,
namely, groups, neighborhoods, communities, businesses, civic
groups, and so forth. The theory also maintains that the success
of a democratic government depends, in large measure, on the
voluntary compliance of citizens with society's laws and norms
of conduct. It rests on the principle that "anyone who exercises
authority on behalf of the community (like the police) is
accountable to the community for the exercise of that authority"
THEORIES OF COMMUNITY POLICING
4. Zero tolerance theory -means that, by pursuing minor crime
vigorously, the authorities can create an environment in which crime of
more dangerous kinds cannot flourish. In this policing, laws are strictly
enforced and suspicious people are stopped and questioned. Has its
philosophical origin in the Broken Windows’.
5. Public relations theory- the practice of managing and disseminating
information from the police organization to the public in order to affect
public perception. It highlights on the importance of mutual
understandings and mutual responsiveness and support. The police keep
the public informed about matters from its sphere of activity.
THEORIES OF COMMUNITY POLICING
6. Communitarian theory- maintains that the individuals are shaped by the
communities to which they belong and thus owe them a debt of respect and
consideration. And as such, they readily tend to cooperate with the law
enforcement agencies which assure them of peace and order in their respective
communities. It also maintains the idea that rights come with responsibilities.
7. Organizational structure and culture theory- maintains that for
community policing to become a central feature of law enforcement, the
institutional framework and organizational apparatus of police organizations must
be altered if they are to accommodate the sweeping changes implied by
community policing proponents. It involves the changing both the culture and the
organization to make it conducive to community policing strategies.
THEORIES OF COMMUNITY POLICING
9. Broken Windows theory- states that visible signs of crime,
anti-social behavior and civil disorder create an urban
environment that encourages further crime and disorder,
including serious crimes.
Decision-making
- Involves the selection of a course of action
from among two or more possible alternatives in
order to arrive at a solution for a given problem.
 STEPS IN DECISION MAKING
1. Identify the decision (Defining the problem)
2. Gather relevant information (Gathering information and collecting data)
3. Identify the alternatives (Developing and weighing the options)
4. Weigh the evidence (Choosing best possible option)
5. Choose among alternatives (Plan and execute)
6. Take action (Take follow up action)
7. Review your decision and its consequences
PROBLEM SOLVING VS DECISION
MAKING
Problem solving- is an analytical process used to identify the
possible solutions to the situation at hand. It is a complex
process, and judgement calls - or decisions - will have to be
made on the way. It is a process.
Decision making- is a choice made by using one's judgment. It
is a part of problem solving. It is an action based on insights
derived during the problem-solving process.
INDIVIDUAL DECISION MAKING TECHNIQUES

1. Directive- uses quick, decisive thinking to come to a

solution. This is characterized by low tolerance for unclear or
ambiguous ideas. It is focused on the task and will use own
knowledge and judgment to come to a conclusion with selective
input from other individuals.
2. Analytical- this carefully analyze data to come up with a
solution. It invests on time to compile data and evidence before
they come to a conclusion. It looks at all the details and formed
what believe is the best possible solution.
INDIVIDUAL DECISION MAKING TECHNIQUES

3. Conceptual- big picture type of thinking which is willing to

take risks. It looks forward to what could happen if the decision
is made. The conclusions come from visualizing different
opportunities and outcomes for the future. This is most
advantageous in making long-term decisions.
4. Behavioral- focuses on relationships more than the task. It
evaluates the feelings of others as part of their decision-making
process. The decisions are often based on how the choice will
impact relationships.
GROUP DECISION MAKING TECHNIQUES
1. Brainstorming - this offers a free-flowing structure to the discussion and
allows the whole team an opportunity to share their ideas on how to approach
a particular situation. The main goal of brainstorming is to come up with as
many suggestions as possible and to then decipher which idea may be the
best approach.
2. The Delphi Method - this group decision-making process takes all of the
ideas generated by your team and compiles them for the leader of the group
to break down into a smaller list of possible approaches. Those fewer options
are then taken back to the group for further discussion and collective
consideration. Essentially, the choices are condensed until a majority decision
can be made.
GROUP DECISION MAKING TECHNIQUES
3. Weighted Scoring - is ideal to use in a situation where your team has
many ideas for possible solutions but have not necessarily considered the
implications of each decision thoroughly. It is founded on the idea that
certain ideas or approaches may be riskier than others and therefore their
implications need to be considered.
4. Nominal Group Technique - builds on the brainstorming discussion
by including a voting process at the end. Not only does each group
member cast a vote, but each person is given the opportunity to also give
an explanation as to why they voted for whichever decision or option and
why they feel as if it's the best choice.
GROUP DECISION MAKING TECHNIQUES
5. Possibility Ranking - means determining the best option
through a voting system. Everyone is asked to make a personal
list of how they might rank different options or approaches. After
you determine the average of the best option, you can take that
approach knowing that the majority support it and agree with it.
6. The Stepladder Technique - similar to the Delphi method.
The difference is that this encourages each team member to
give their personal opinion on a matter, before anyone can be
influenced by the rest of the group.
GROUP DECISION MAKING TECHNIQUES
7. Pros and Cons list - is often referred to as Dialectical Inquiry. It is a
group decision-making approach that tries to fight against groupthink.
When using this technique, split participants into two groups: those
advocating for an idea and those advocating against it and allows them
to explain it.
8. Didactic Interaction - is similar to your pros and cons list or do
dialectical inquiry, but unfolds a little differently. The type of problem
should be such that it results in a "yes" or a "no" solution. Using this
approach, you can simplify the process of investigation, waste no time
and get straight to the point, without asking for any kind of elaboration.
GROUP DECISION MAKING TECHNIQUES
9. Decision-trees - is great for forecasting outcomes to different decisions.
Decision trees are highly visual and operate as a type of non-linear mind map so
that you can predict how certain approaches to a situation may turn out. Because
this model of decision-making isn't linear, you and your team can come up with
creative ideas and make multiple potential decisions to understand which one
has the most beneficial outcome.
10. Consensus Mapping - begins with your team generating and developing
ideas. It then attempts to arrive at a decision by pooling these ideas together,
which have been generated by several task sub-groups. The ideas generated by
the task sub-groups are further developed collectively and then narrowed down
into a smaller number of ideas, with a stronger focus.
POLICE OFFICERS' DECISION FRAMES AND RESPONSE
STYLES

The tough law enforcer- arrests serious criminals and rule

violators.
The negotiator- emphasizes maintaining community peace
and often uses mediation and other informal methods to resolve
disturbances.
The rule follower- bases arrest decisions on organizational
policies or legal statutes.
GUIDES FOR QUICK OR FAST DECISION
MAKING
1. Know your problem: You must have clarity on the problem before deciding
on how best to address it.
2. Lots of small decisions are better than fewer large decisions: Too
many of the decisions we make are unnecessarily large or require too much
evidence for us to proceed quickly. Large decisions are risky; break them down
into a set of smaller decisions or actionable experiments.
3. Make a decision as early as possible and use the decision-making process
to iterate and improve on that decision.
4. Continuously review your assumptions and find your blind spots. Rapid
learning and course correction is a key part of an agile decision- making process.
Answer the following:

1. Discuss comprehensively the concept of

leadership.
2. Identify the factors of leadership and briefly
discuss each factor.
3. Identify and differentiate the different theories of
leadership.