SCHOOL OF CRIMINAL JUSTICE AND PUBLIC SAFETY

LEAORG 1 LAW ENFORCEMENT

ORGANIZATION AND
First Sem.SY 21-22
ADMINISTRATION (INTER-AGENCY
Version 1
APPROACH)

TABLE OF CONTENTS
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Prepared by:
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 TITLE CONTENT PAGE
COVER PAGE Title Page 1
TABLE OF CONTENTS Module Outline 2
INTRODUCTION Course Code/Description 3
MODULE I Historical Background of Policing 4-15
Part 1. Etymology
Part II. Philippine Setting
Part III. History of PNP
Part IV. Principles of Organization

MODULE II Introduction of Police Organization and Administration 16-36

Part 1. Introduction
Part II. Organizational Units
Part III. Nature of Police Organization
Part IV. Principles of Police Organization
Part V. Police Operations

MODULE III PHILIPPINE NATIONAL POLICE 37-66

Part 1.PNP Organization
Part II. Powers and Functions of the National Police
Commission
Part III. Police Administrative Disciplinary System

MODULE IV Law Enforcement Agencies 67-77

REFERENCE Text Books 78

EVALUATION Course Evaluation 79

INTRODUCTION OF THE MODULE

I. Course Code and Course Title:

LEAORG 1
Law Enforcement Organization and administration (Inter-Agency Approach)

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II. Course Description:
This Subject course covers the organizational set-up of relevant various law enforcement and public safety
agencies, as legal mandate, functions and responsibilities, and its functional relations, coordination and
cooperation with other law enforcement and public safety agencies.

III. Requirement of the Course:

1. Quizzes, Assignments and Research works (Online/Offline)
3. Periodic Major Exams (Online/Offline)
4. Group/Individual research (Online/Offline)
5. Definition of Terms
6. Outline of Lecture notes
7. Seminar/Training (Offline)
8. Research/Library works (Online/Offline)
9. Innovative/OBE outputs

MODULE I
HISTORICAL BACKGROUND OF POLICING

I. Objectives
At the end of the module, the students should be able to:

Cognitive Domain
1. Understand fully the different significant events in each early periods of policing;

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2. Acquire full knowledge on the historical evolution of police service in our country

Affective Domain
1.Recognize the principles of important events in each early periods of policing; and
2.Recognize the history on how police service evolves in our countries.

Psychomotor Domain
1. State the important events in every early period of policing;
2. Recall every significant event in the historical evolution of police service in our country

Objectives:
At the end of the lesson, the learner should be able to:
Cognitive:
1. Distinguish the significant contributions of policing systems practiced during the ancient periods of policing.
2. Identify the different police forces established on several stages of developments of police force in our
country

Affective:
1. Recognize the policing practices done during the early periods of policing
2. appreciate the contributions of each police forces during the evolution and developments of Philippine
police force.

Psychomotor:
1. Discuss the developments of policing from Anglo-Saxon period to modern period of policing
2. Summarize through writing the stages of development or evolution of the police force in our country

Concept:
This lesson presents the development of policing and the policing practices during the Anglo-Saxon period, the
Norman policing period, the Westminster period of policing, and the modern policing period and the history of
Philippine National Police (PNP). It also includes the different police forces which were established from pre-
Spanish regime until at present. Important dates and personalities who have great contributions in the
developments of Philippine police force were also included in this lesson.

Part 1
Etymology:

A. Evolution:
The term police came from the Greek word POLITEIA (government of a city), which was used to describe the
group of civil officers governing the city and not necessarily the armed men guarding or policing the city. When
the Romans conquered the Greeks, they changed the work slightly to POLITIA. The French changed the word
to POLICE and used it to those authorized people who actually enforce the law. The English and the
Americans borrowed the word from the French and used it to describe a law enforcement officer.

The creation of police force as a protective and law enforcement organization developed from the use of
military bodies as guardians of the peace, such as the PRAETORIAN GUARD of ancient Rome.

B. Middle Ages:
1. During the Anglo-Saxon (Ancient England) Period (600-1066 AD)
A. FRANKPLEDGE System - male over 12 years old join nine (9) of his neighbors to form a TYTHINGMEN – a
group of men whose duty was to apprehend any person who offends another and deliver that offender for trial.

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B. TUN POLICING - all male residents were required to guard the town to preserve peace and order, protect
the life and properties of the people and other factors that disturbs the peace and order.
C. HUE AND CRY - the complainant or victim goes to the middle of the community and shout to call all male
residents to assemble. The victim reports his complaint to the assembly. Consequently, all the male residents
will go after the criminal and apprehend him.
D. ROYAL JUDGE SYSTEM - The royal judge conducted criminal investigation and gave punishment fitted to
the crime committed.
E. TRIAL BY ORDEAL. A suspect was required to place his hands over boiling water or oil. If he would not get
hurt, he will be acquitted but when hurt, he would be considered guilty.

2. During the Normal Period (1066-1285)

A. SHIRE-REEVE SYSTEM - SHIRE means a district while REEVE means the ruler who made laws, pass
judgment and impose punishment. He was assisted by a group of constables, the forerunner of the
constabulary. The term Shire-Reeve eventually became Sheriff, the title of the chief of constables or police
officers in a certain town. The TRAVELLING JUDGE was held responsible in deciding cases that were taken
from Shire-Reeves due to some abuses.

B. COURT OF THE TOURN: This Court heard a range of cases, more often dealing with petty offences and
civil matters. From the Court, 12 tythingmen were selected to hear cases of a serious nature. It is from this
point that the early concept of the 12 member jury of today originates.

C. COURT LEET: to handle local legal matters in some, but not all, communities, the Normans established the
"Court Leet", which looked after matters of purely local interest and petty village nuisances. The head of the
Court Leet was the "Comes Stable", which was a term that means "Master of the House". Over a period of
time, this word became "Constable" which is still used

today by members of our modern police forces. The Comes Stable was often appointed by the King but was
also responsible to keep the peace and order in a specific area. This appointee was responsible to local
officials who could petition to have him removed if he did not do his job properly.

D. LEGIS HENRIE - This law was enacted during the time of King Henry I, which imposed the following
features:
1) Law violations were classified as offenses against the King
2) Policemen became public officials.
3) The police and the citizens have the broad power to arrest.
4) Grand Jury was created to inquire on the facts of the law.

E. In 1195, King Richard of England issued a proclamation entitled KEEPERS OF THE PEACE, requiring the
appointment of Knights to keep the King’s peace by standing as guards on bridges and gates while checking
the people entering and leaving the cities and towns.

F. On June 15, 1215, MAGNA CARTA (Great Charter) was sealed by King John of England. This became a
law upon the demand of the Knights of the Round Table. The Knights forced King John to sign the document
which declared the following:
1) No freemen shall be taken or imprisoned, disposed, outlawed, or bowed except by legal judgment of his
peers.
2) No person should be tried for murder unless there is proof of the body of the victim.
3) There should be national and local government as well as the national and local legislation.

During the WESTMINSTER PERIOD (1285-1500)

1. STATUTE OF WINCHESTER (1285) was enacted for law and order. This law introduced the system of
WATCH AND WARD.

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2. STATUTE OF 1295 was enacted, which began the closing of the gates of London during sunset. This
started the observation of curfew hours.

3. JUSTICE OF THE PEACE was a position given to a respected citizen, who has the power to arrest, pursue
and imprison the offenders.

4. STAR CHAMBER COURT was established as special court that tried offenders against the state.

C. What were the developments in policing system during the Modern Period (17th-19th century) in England?

1. KING CHARLES II of England passed a law in 1663 that provided for the employment of NIGHT
WATCHMEN OR BELLMEN to be on duty from sunset to sunrise.

2. In 1748, HENRY FIELDING became the Chief Magistrate at Bow Street in London. He organized a group of
men known as BOW STREET RUNNERS (thief catchers). He later formed the BOW STREET HORSE
PATROL whose duty was to patrol the main roads thus secure the travelers from highwaymen or highway
bandits.

3. The British statesman SIR ROBERT PEEL in 1829 established the LONDON METROPOLITAN POLICE,
which became the world’s first modern organized police force. It was later called SCOTLAND YARD. The
development of the British Police System is especially significant because the pattern that emerged not only
became a model for the American police system but also had great influence on the style of policing in almost
all industrial societies. Peel earned the title – THE FATHER OF MODERN POLICING SYSTEM.

D. What were the developments in FRENCH POLICE SYSTEM during the Modern Period in France?

1. During the 17th century in France, King Louis XIV maintained a small central police organization consisting of
some 40 inspectors who, with the help of numerous paid informants, supplied the government with details
about the conduct of private individuals.

2. In Paris, the position OFFICERS DE PAIX was formed in 1791. This was the origin of the term Peace
Officers. The French were the first to establish uniformed police officers – they were called SERGENT de
VILLE (servant of the city). Other contributions of the French in the development of policing system were:
1. Conceiving Street signs.
2. Assigning house numbers.
3. Installing Street lighting.
4. Creating emergency and rescue services.
5. Use of police ambulances.
6. Use of “warrant card”, and ID signifying authority to arrest.

E. What were the developments in AMERICAN POLICE SYSTEM during the modern period and thereafter?
1. Policing system in America followed the model developed in England, New York, Boston and Philadelphia
organized their night watchmen, which was similar to the bellmen created in London during the reign of King
Charles II. These night watchmen were known as RATTLEWATCH because they carried rattle while on duty
to inform the public of their watchful presence.

2. Development of American municipal (rural and city) police force

A. In 1638, night-watch was initiated in Boston, Massachusetts.
B. In 1658, rattle-watch was organized in New York.
C. Night watch started in Philadelphia in 1700.
D. In 1722, New Haven had a police regulation that “No watchman will have the liberty to sleep.”

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E. In 1800, it became a government policy that able-bodied males over 16 years old were required to serve
without pay.
F. New York City police began to adopt a full police uniform in 1856.
G. 1833 was the advent of daytime police with pay.

3. Development of state police force in America

1. Texas Rangers were organized in 1835.
2. In 1865, Massachusetts organized a force of state constables.
3. The Pennsylvania State Police came into existence in 1905.
4. Development of US Federal Police Force
1. In 1829, Post Office inspection system began.
2. Investigation on crimes against the government started in 1861.
3. Detective forces were formed sometime in 1868 to investigate problems on revenue services, immigration
and smuggling.
4. In 1895, Federal government attention focused on lotteries, drug regulations and transportation regulations.
5. Anti-White Slavery Act and Motor Vehicle Act were enacted in 1910.
6. In 1934, National Kidnapping Act, Banking Act, and Racketeering Act were passed by the United States
Congress.

Part II
PHILIPPINE SETTING:
A. Developments in policing system during the Spanish Regime?
The police force during the Spanish Regime was considered as part of the military system by the Spanish
government. The locally organized police forces, although performing civil duties and seemingly created for
the sole purpose of maintaining peace, were in fact directly commanded by the colonial military government.
Police forces organized during the Spanish regime were:
1. CARABINEROS de SEGURIDAD PUBLICO (Mounted Police) was organized in 1712 for the purpose of
carrying out the policies of the Spanish government. The members were armed and considered as the
mounted police.
2. GUARDRILLEROS was a body of rural police organized in each town that was created by the Royal Decree
of January 8, 1836. This police force was composed of 5% of the able-bodied male inhabitants of each town
or province, and each member should serve for at least 3 years.
3. GUARDIA CIVIL was the police organization created by the Royal Decree issued by the Spanish Crown
government on February 12, 1852. It relieved the Spanish Peninsular Troops of their works in policing towns.
B. The Japanese Occupation
1. The Japanese Military Police, known as KEMPETAI were held responsible in maintaining peace and order in
Manila and adjacent urban areas. Kempetai ruled the urban areas until Gen. Douglas McArthur returned of
February 7, 1945.
2. The Manila Police Department, which was created during the First American Occupation, was renamed into
Metropolitan Constabulary under the Bureau of Constabulary.
C. Significant developments concerning the police service during
American Occupation until the World War II broke out?
The First American Occupation in the Philippines that came after the Filipino-American War (1898 to 1901)
was followed by a period of political turmoil and social imbalance.
1. INSULAR POLICE FORCE was established on November 30, 1890 during the Filipino-American War (1898
to 1901) upon the recommendation of the Philippine Commission to the Secretary of War.
2. INSULAR CONSTABULARY was created on July 18, 1901 by virtue of ACT # 175 titled as “An Act
Providing for the Organization and Government of an Insular Constabulary”.

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3. MANILA POLICE DEPARTMENT (MPD) was organized on July 31, 1901, by virtue of Act # 183 of the
Philippine Commission. The 1st Chief of Police was Capt. George Curry, a US Army officer appointed by the
TAFT COMMISSION on August 7, 1901. Capt. Columbus Piatt was the last American COP of MPD before
World War II broke out.
4. On October 3, 1901, the Insular Constabulary was changed to PHILIPPINE CONSTABULARY (PC) by
virtue of ACT # 255. Brig/Gen. Henry T. Allen was the 1 st Chief of the Philippine Constabulary. He was the PC
Chief from 1901 to 1907 such that he was called as the Father of Constabulary in the Philippines. The PC was
manned mostly by Filipinos but officers were mostly Americans.
5. REVISED ADMINISTRATIVE CODE OF 1917 was approved a year before World War I (August 1914 to
November 1918) ended. In section 825 of this law, it stated that the Philippine Constabulary is a national
police institution for preserving the peacekeeping order and enforcing the law. Brig./Gen. Rafael Crame
became the first Filipino Chief of Police. He served as the PC Chief from 1917-1927.
6. On January 1, 1932, Republic Act Nr. 3815, otherwise known as the Revised Penal Code of the Philippines
(RPC) took effect.
7. In November 1938, Act # 181 required the creation of a Bureau of Investigation. This agency should be the
modification of the Division of Investigation (DI) from the Department of Justice.
Finally, on June 19, 1947, Republic Act Nr. 157 was enacted which created the National Bureau of
Investigation.
First Filipino Officer
1. Col. Antonio C. Torres – the 1 st Filipino COP when Manila Police Department became an all-Filipino police
organization; declared Manila as an open city when World War II broke-out in 1941; during the World War II,
Manila Police was placed again under the American control.
2. Col. Marcus Ellis Jones – a US Provost Marshall who was named as MPD COP just after the Manila
Liberation.
3. Col. Lamberto T. Javalera – the 1 st Filipino COP of MPD appointed by Pres. Roxas under the Republican
Government.

D. After the World War II, what laws were enacted relevant to the development of police service in the
Philippines?
1. In 1960, Republic Act NR. 2678 was enacted and this law provided the expansion and reorganization of the
NBI. This law established that the NBI is both an investigative and research service agency.
2. On January 1, 1964, the RULES OF COURT took effect. This procedural law was construed in order to
promote the broad objective of the criminal justice system and to assist the parties in obtaining just, speedy
and inexpensive determination of every legal action and proceeding.
3. On September 18, 1966, Republic Act Nr. 4864 otherwise known as POLICE ACT OF 1966 was enacted.
The law created the office of the POLICE COMMISSION (which was later called National Police Commission)
under the Office of the President. Originally, the POLCOM was created as a supervisory agency to the PC.
Their function was to oversee the training and professionalization of the police service gained official
recognition.
4. On August 8, 1975, PRESIDENTIAL DECREE NR. 765 was enacted and stipulated that the office of the
NAPOLCOM should be under the office of the Ministry of National Defense. It defined also the relationship
between the Integrated National Police and the Philippine Constabulary. This was in compliance with the
provisions of Section 12, Article 15 of the 1973 Philippine Constitution.
8
5. On December 13, 1990, REPUBLIC ACT NR. 6975 was approved by then President Corazon Aquino. This
law was known as the DILG Act of 1990 but it was also recognized later as the PNP Law of 1991. This law
created the Philippine National Police and declared it to be the only police force of the country with national
scope and civilian in character.

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6. On February 25, 1998, Republic Act Nr. 6975 provisions concerning the PNP were amended when
President Fidel Ramos approved Republic Act Nr. 8551. Republic Act Nr. 8551, known as the PNP Reform
and Reorganization Act of 1998, reorganized the PNP for the purpose of reforming and professionalizing it.
Part III
History of PNP
RA 6975- “An Act Establishing the Philippine National Police Under e Reorganized Department of the
Department of the Interior and Local Government and for Other Purposes” ended the existence of the
Philippine Constabulary and the Integrated National Police. Amended by RA 8551.
PNP- Country’s Police Force
NAPOLCOM- The Agency that Supervise, Administer and Controlled the PNP.
8551- “PNP Reform and Reorganization Act of 1998” Amended by RA 9708.
IAS- Internal Affairs Service, the watchdog of the PNP. It is an organization within the structure of the PNP.
Organic Act 175- creating insular police force. “An Act providing for the organization of an insular Constabulary
and for the inspection of the Municipal police.
Cesar P. Nazareno – First Police Director General/ PNP Chief.
Raul S. Imperial - Second Police Director General/ PNP Chief.
Umberto R. Rodriguez - Third Police Director General/ PNP Chief, Appointed by President Fidel V. Ramos.
Kempetai- Japanese police force ruled in the Philippines.
Manila Police Department (MPD) – created during the first American Occupation renamed into “Metropolitan
Constabulary” under the Bureau of Constabulary. By virtue of Act Nr. 183 of the Philippine Commission.
Insular Police Force – established during the Filipino American War upon recommendation of the Philippine
Commission to the Secretary of War.
Insular Constabulary – created by virtue Act. Nr. 175
Capt. George Curry – US Army officer appointed by TAFT COMMISSION and the 1st CHIEF OF POLICE of
MPD.
Capt. Columbus Piatt – the Last American COP of MPD.
October 3, 1901 – Insular constabulary was changed to Philippine Constabulary by virtue of Act Nr. 225
Brig/Gen. Henry T. Allen – 1st Chief of Philippine Constabulary. Father of PC.
Brig/Gen. Rafael T. Crame – 1st Filipino COP of PC.
Col. Antonio C. Torres – 1st Filipino COP when Manila Police Department became an all Filipino Organization
Col. Marcus Ellis Jones – a US Provost Marshall who was named MPD COP just after Manila Liberation.
Col. Lamberto T. Javalera – 1st COP of MPD appointed by Pres. Roxas under the Republic Government.
RA 4864 – Police Act of 1966, police commission under office of the president of the Philippines. This law
gives birth to NAPOLCOM
RA 6040 – amended certain section of RA 2260 known as the Civil Service Act of 1969.
PD 765 – PC/INP Law. Establishing and constituted the Integrated national police which shall be composed of
PC as the nucleus and the integrated police forces (fire and jail department) as components.
PD 1184 – The Integrated National Police Personnel Professionalization Act of 1977.
Article XVI Section 6 of the Philippine Constitution – The state shall established and maintain one police force,
which shall be national in scope and civilian in character, to be administer and controlled by the NAPOLCOM.
RA 541 – Police Pension Law
PD 1184 – Police Professionalization Law of 1977, gives birth to the PNPA.
EO 1040 – transferred the administrative control and supervision on INP from Ministry on National Defense
(MND) to the NAPOLCOM.
RA 9708 - An act extending for five (5) years the reglementary period for complying with the minimum
educational qualification for appointment to the Philippine National Police (PNP) and adjusting the promotion

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system thereof, amending for the purpose pertinent provision of RA 6975 and RA8551 and other purpose.
Approved: August 12, 2009
Senate Bill No. 1486 - An Act Broadening the Opportunities of Filipino Youth by Allowing Graduates of K-12
Enhanced Education in the Philippine National Police, amending PNP Law RA 6975 as amended by RA 8551.
RA 11200- An Act Providing for the Rank Classification in the Philippine National Police, amending for the
Purpose Section 28 of Republic Act No. 6975, as Amended, Otherwise Known as the "Department of the
Interior and Local Government Act of 1990"Approved: February 8, 2019
"Section 28. Rank Classification. — For purposes of clarity of command and responsibility, and for the effective
and efficient administration, supervision and control, the rank classification of the uniformed personnel of the
PNP shall be as follows:
"Police General
"Police Lieutenant General
"Police Major General
"Police Brigadier General
"Police Colonel
"Police Lieutenant Colonel
"Police Major
"Police Captain
"Police Lieutenant
"Police Executive Master Sergeant
"Police Chief Master Sergeant
"Police Senior Master Sergeant
"Police Master Sergeant
"Police Staff Sergeant
"Police Corporal
"Patrolman/Patrolwoman"

FORMER PNP CHIEF:

1 Cesar P. Nazareno March 31, 1991 – August 28, 1992

2 Raul S. Imperial August 28, 1992 – May 6, 1993

3 Umberto A. Rodriguez May 6, 1993 – July 8, 1994

4 Recaredo A. Sarmiento II July 8, 1994 – December 15, 1997

5 Santiago L. Alino December 15, 1997 – July 1998

6 Roberto T. Lastimoso July 1998 – June 1999

Edmundo L. Larroza June 1999 – November 16, 1999

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– (OIC)

7 Panfilo Lacson November 16, 1999 – January 20, 2001

8 Leandro Mendoza March 16, 2001** - March 17, 2002

9 Hermogenes Ebdane March 17, 2002 – August 23, 2004

10 Edgar B. Aglipay August 23, 2004 – March 14, 2005

11 Arturo Lomibao March 14, 2005 – July 5, 2006

12 Oscar C. Calderon July 5, 2006 – October 1, 2007

13 Avelino I. Razon Jr. October 1, 2007 – September 27, 2008

14 Jesus A. Verzosa September 27, 2008 – September 14, 2010

15 Atty. Raul M. Bacalzo September 14, 2010 – September 9, 2011

16 Nicanor A. Bartolome September 9, 2011 – December 17, 2012

17 Alan Purisima December 17, 2012 – February 5, 2015

– Leonardo A. Espina (OIC) February 5, 2015 – July 16, 2015

18 Ricardo C. Marquez July 16, 2015 – June 30, 2016

19 Ronald dela Rosa July 1, 2016 – April 19, 2018

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 20 Oscar Albayalde April 19, 2018 – October 14, 2019

October 14, 2019 – January 20, 2020 (OIC)

21 Archie Gamboa
January 20, 2020 – incumbent

MODULE II
INTRODUCTION OF POLICE ORGANIZATION AND ADMINISTRATION

Objectives:
At the end of the lesson, the learner should be able to:
Cognitive:
1. Understand Organization and Administration.
2. Identify the role, function, and services of the police organization

Affective:
1. Recognize the theories in the Police Organization and Administration.
2. Appreciate the role, function, services and principles of police organization

Psychomotor:
1. Discuss what is Police organization and Administration.
2. Recite, and Summarize the role, responsibilities, services and duties of the police organization.

Concept:
This lesson Discuss Police Organization, Police Administration, Theory and Philosophy of Police Service,
Principle of Police Organization and System of Police Service.

Part 1
I. Introduction:
What are Police?

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1. In the very broadest sense, the term POLICE refer to the internal organization or regulation of the state, the
control and regulation of the community or state through the exercise of the constitutional power of the
government.
2. In a narrower sense, POLICE denote the constitutionally created agency that exercises the power of the
government concerning the maintenance of tranquility, public order, peace, security of persons and property
and the protection of public health and morale.
3. In a very restricted sense, POLICE refer to the organization of armed men, which is actually an institution
that is capable of exercising legally mandated duties to enforce the law, maintain public order, and detect and
prevent crimes

Police Activities:
1. The prevention of Criminality.
2. Repression of Crime.
3. Apprehending of offenders.
4. Recovery of Property.
5. Regulation of Non-Criminal Conduct.
6. Performance of Related Miscellaneous Service.

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 organizations goal.

The organization guides members in its operation of the assigned duties. It enhances better administration of
the department. Good organization and administration would eventually mean effective and efficient police
work. Organization can also distinguish by their degree of formality and structure:
1. Formal Organization-is defined as those organizations that are formally established for explicit purpose of
achieving certain goals. (Stable social institutions.)
2. Informal Organization- are those sharing the basic characteristic of all organizations arise through the social
interactions of individuals or through family grouping.
What is Organization?
It is a form of human association for the attainment of goal or objective.

It is the process of identifying and grouping the work to be performed, defining and delegating responsibility
and authority establishing relationships for the propose of enabling people work effectively.
What is Police Organization?
Police organization is a group of trained personnel in the field of public safety administration engaged in the
achievement of goals and objectives that promotes the maintenance of crimes.

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Administration of Police Organization - It is the systematic structure of management of a police organization.
Law Enforcement Agency- Pertains to an organization responsible for enforcing the laws.
Enforcement- Means to compel obedience to a law, regulation or command
Administration-An organizational process concerned with the implementation of objectives and plan and
Internal operating efficiency.
- Connotes bureaucratic structure and behavior, relatively routine decision-making and maintenance of the
internal order.
Organization has been defined in different ways, as the following will indicate:
1. Organization is subsidiary to management. It embraces the duties of designating the departments and the
personnel that are to carry on the work, defining their functions and specifying the relations that are to exist
between departments and individuals.
2. The process of identifying and grouping the work to be performed, defining and delegating responsibility and
authority, and establishing relationships for the purpose of enabling people to work most effectively together in
accomplishing objectives.
Part II
II. Organizational Units:
The organization of the police force common requires the following organizational units and other items.
Functional Units
1. Bureau- it is the largest organic unit within a large department. It consists of number of divisions.
2. Division—it is a primary subdivision of a bureau or of the office of the chief. A division has a department
wide function either for general police service or for specialized activity.
3. Section-it is a functional unit within a division. The duties of some divisions call for additional specialization,
and in consequence personnel must be further classified according to their duties.
4. Unit-used to describe an organizational subdivision that is too small in size to be afforded any other status,
and it especially applies to a small subdivision that carries out housekeeping duties.
Territorial Units
1. Post-it is a fixed point or location to which an officer is assigned for duty, such as(1)an intersection or
crosswalk for traffic duty;(2)a spot or location for general guard duty, observation, and surveillance or for the
apprehension of a person wanted for, or about to commit a crime; or (3) a designated desk for office.
2. Route-it is a length of street/s, designated for patrol purposes. It is most frequently used for the assignment
of foot patrol officers. It is also sometimes called a “line beat.”
3. Beat-it is an area (in contrast to a length of street) assigned for patrol purposes, whether foot or motorized.
It is also sometimes used for the assignment of motorized traffic officers instead of a route.
4. Sector-it is an area containing two or more beats, routes, or posts.
5. District-it is a geographic subdivision of the city for patrol purposes, usually with its own station.

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6. Area-it is a section or territorial division of a large city, each comprised of designated districts.
Other terminologies
1. Watch or Shift-it is the time division of the day for purposes of assignment.
2. Sworn Officer-a member of the police department who has taken an oath of office and who possesses the
police power of arrest.
3. Superior Officer-an officer who has supervisory responsibilities, either temporary or permanent, over officers
of lower rank.
4. Commanding Officer-an officer who is in command of the department, of a bureau, a division, a section, an
area, a district, a squad, or any other subdivision of the department.
5. Ranking officer-an officer has the highest grade or rank within a given group or at a particular location.
6. LENGTH OF SERVICE – it refers to the period of time that has elapsed since the oath of office was
administered. Previous active service may be included or added.
7. ON DUTY – it is the period when an officer is actively engaged in the performance of his duty.
8. OFF DUTY – it is the nature of which the police officer is free from specific routine duty.
9. SPECIAL DUTY- the police service, its nature, which requires that the officer be excused from the
performance of his active regular duty.
10. LEAVE OF ABSENCE – it is the period in which an officer is excused from active duty by any valid/
acceptable reason, approved by higher authority.
11. SICK LEAVE – it is the period in which an officer is excused from active duty by reason of illness or injury.
12. SUSPENSION - it is a consequence of an act which temporarily deprives an officer from the privilege of
performing his duties as result of violating directives or other department regulations.
13. DEPARTMENT RULES – rules established by department directors/supervisors to control conduct of the
members of the police force.
14. DUTY MANUAL – it describes the procedures and defines the duties of officers assigned to specified post
or position.
15. ORDER – it is an instruction given by a ranking officer to a subordinate, either general order, special order
or personal order.
16. REPORT- usually a written communication unless otherwise specifies to be verbal.

Part III
Nature of Police Organization
The police department is truly a complex bureaucracy. It is mostly a multi-level organization, organized in the
form of a pyramid with the top-level administrator being the chief of police.

At the bottom level of the organization, one finds the patrolman or line officer.
The patrol officer is the backbone of the police department.

The lowest level worker found in many, if not most, complex organizations who usually performs the routine,
repetitive kind of work necessary to keep the organization functioning.

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The police department by its very nature places the line officer in a position where he is a decision maker and
manager of his area of responsibility from the first time he is given a beat to patrol.

There are indeed few agencies in which the efficiency and parameter of the law enforcement functions are
vested in those individuals quite likely have the least amount of experience and expertise in the organization.

Types of Police Organizational Structures

An organizational structure is a mechanical means of depicting, by an arrangement of symbols, the
relationships that exist between individuals, groups, and functional relationships between groups and
individuals clearly defined to ensure accountability and compliance.
Line Organization
The straight-line organization, often called the Individual, Military or departmental types of organization, is the
simplest and perhaps the oldest types; but it is seldom encountered in its channels of authority and
responsibility extends in a direct line from top to bottom within the structures, authority is definite and absolute.

While the line type of organization has many advantages, it also has some inherent weaknesses which, for
many organizations, make its use impractical.

Perhaps its greatest advantages it that, it is utterly simple. It involves a division of the work into units of eight
people with a person in charge who has complete control and who can be hold directly responsible or
accountable for result, or lack of them.

Quick decisions can be made in the line organization because of the direct line’s authority.
Because of these direct lines, each member in the chain of command knows to whom he is clearly fixed.

Discipline is administered in this type of the organization.

Responsibility for making decisions is well identified. Singleness of purpose is fostered.

Coordination of effort is relatively easy to achieve because functional overlapping in between units, a prime
cause of friction in any organization can be minimized.
III. Functional Organization
The functional organization in its pure form is rarely found in present day organizations, except at or near the
top of the very large organizations.

Unlike the type of structure, those establishment organized on a functional basis violate the prime rule that
men perform best when they have but one superior.
The functional responsibility of each functional manager is limited to the particular activity over which he has
control, regardless of who performs the function.

Coordination of effort in this type of organization becomes difficult since the employees responsible for results
may be subject to functional direction of several persons.

Discipline is difficult to administer because of this multi-headed leadership.

There may be considerable conflict among the functional administrators, resulting in much conclusion among
line personnel.

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Line of authority and responsibility are fragmented into many functional channels, making each superior
responsible to several superiors depending upon the function he happens to be performing.
The functional organization in its purest form is rarely found in present-day organization except at or near the
top level.
Advantages
1. divides responsibility and authority between several specialists;
2. Functional responsibility is limited to the particular activity over which he has control regardless of who
performs the functions.
Disadvantages
1. Coordination of effort becomes difficult;
2. Discipline is difficult to administer;
3. Conflict among the functional administrators.
Line and Staff Organization
The line and staff organization is a combination of the line and functional types.

It combines staff specialist such as the criminalists, the training officers, the research and development
specialists, etc. channels of responsibility is to think and provide expertise for the line units.

The line supervisor must remember that he obtains advice from the staff specialist.

In normal operations, the staff supervisor has line commands but with recognized limitations such as
coordination between line and staff personnel can be achieved without undue friction.

Failure to recognize these line and staff relationship is the greatest and most frequent source of friction and a
barrier to effective coordination.

The advantage of this kind would be- it combines staff Specialist or units with line organization so that service
of knowledge can be provided line personnel by specialist.
PHILOSOPHY OF POLICE SERVICE
A police officer shall perform all duties impartially, without favor or affection or ill will and without regard to
status, sex, race, religion, political belief or aspirations. All citizens will be treated equally with courtesy
consideration and dignity.
Officers will never allow personal feelings, animosities or friendship to influence official Conduct. Laws will be
enforced appropriately and courteously and in carrying out their responsibilities, officers will strive to obtain
maximum cooperation from the public. They will conduct themselves in appearance and deportment in such a
manner as to inspire confidence and respect for the position of public trust they hold.
FUNDAMENTAL THEORIES OF POLICE SERVICE (Jose Nolledo)
1. The Continental Theory. Police officers are considered servants of the higher authorities and the people
have little or no share at all in their duties, nor any direct connection with them. This theory prevails among

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continental countries, like France, Italy, Spain, where the governmental structure follows the centralized
pattern.
2. The home-rule theory. Police officers are considered as servants of the community who depend for the
effectiveness of their functions upon the express wishes of the people. In this theory, police officers are civil
employees whose primary duty is the preservation of the public peace and security. This is practiced in
England and in the United States of America, where the governmental structure is decentralized.
POLICE ROLE AND RESPONSIBILITIES. Sociologically speaking, a role is a set of expected behavior
patterns, obligations, and privilege attached to a social status. In essence, this means that every social status
or position in society has attached to its expected behaviors, obligations and privileges.
The roles played by police officers vary by community and police organization. The expected behavior of
individual police officers and departments and how they are judge and evaluated depend on the community
and the mission of the police organizations as define by the governing body (political structure) and the
department’s administrative structure.
CRIME CONTROL ROLE. The police are available 24 hours a day to deal with crime and crime-producing
conditions. Citizens report crime to the police, and they in turn investigate these reported events and pass
along the evidence they gather to a prosecutor for the next stage in the criminal justice process.
The primary role of the police in the crime-control model is that of a crime fighter. The entertainment media,
news media, and the police themselves would confine the role of the police to law enforcement activities only
and would see all the other tasks that the police perform as nuisance work that interferes with their crime
fighting duties. This view can affect the manner in which police officers are recruited, selected, and trained.
For example, police departments in the past considered domestic disputes as nuisance work and as a private
matter instead of a crime control activity. Consequently, officers were not provided with any training in this
area. This has changed. Crisis intervention in domestic disputes and other disorderly situations is an
important part of the police officer’s role.
CONSEQUENCES OF CRIME-FIGHTER IMAGE – The exclusive image of the crime control role of the police
embodied in the crime-fighter image has serious consequences on the police and their behavior.
Crime and its control are not the sole responsibility of the police. The police did not create nor can they control
the social conditions that create crime. At best, the law and the criminal justice system are poor controllers of
human behavior. As society’s formal means of social control, the criminal justice system usually comes into
action when other means of social control (i.e., family, church, friends etc.) have failed. As long as we see
crime control as the primary role of the police, we fail to recognize that community, and a host of other social
institutions.
ORDER-MAINTENANCE ROLE – The order-maintenance role is often more central to the modern police
officer’s role than in any other aspect of his behavior. Wilson pointed out that the problem of order is more
central to the police officer’s role than the problem of law enforcement, for two reasons. First, in most cities,
particularly the larger and more socially heterogeneous cities, police officers on patrol encounter more order-
maintenance problems than law enforcement opportunities, except for traffic violations. The second reason is
that order maintenance duties expose the officer to physical danger and his reaction may expose the
disputants to danger.
The restoration of order to disorderly or potentially disorderly situations is what is, meant by the police officer
as a conflict manager. In this role the officer intervenes in disputes where the parties do not agree on what
ought to be right or acceptable behavior.

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SERVICE ROLE – The duties or responsibilities that fall into this category include many activities that may to
be only peripherally related to the direct police services of patrol, traffic, or criminal investigation and the police
mission to control crime and prevent disorder. For example, licensing activities, supervising elections, staffing
courts with administrative and security personnel, dispatching calls, providing emergency medical aid, getting
cats out of trees, checking homes of people on vacation.
MAJOR RESPONSIBILITIES – In assessing appropriate objectives and priorities for police service, local
communities should initially recognize that most police agencies are currently given responsibilities, by design
or default:
a) To identify criminal offenders and criminal activity and, where appropriate, to apprehend offenders and
participate in subsequent court proceedings;
b) To reduce the opportunities for the commission of some crimes through preventive patrol and other
measures;
c) To aid individuals who are in danger of physical harm;
d) To protect constitutional guarantees
e) To facilitate the movement of people and vehicles;
f) To assist those who cannot care for themselves;
g) To resolve conflict;
h) To identify problems that are potentially serious in the community;
i) To create and maintain a feeling of security in the community;
j) To promote and preserve civil order; and
k) To provide other services on an emergency basis.
OLD AND MODERN CONCEPTS OF POLICE SERVICE
1. The old concept of police service looked upon the police as merely as repressive machinery. This old
philosophy means throwing more people in jail rather than keeping them out of jail. Under this concept,
punishment is the sole instrument of crime control. The yardstick of efficiency of the police is more arrests.
2. The modern concept of police service considers the police as an organ of crime prevention. Police service
today has broadened its activities to include certain aspects of social service and has for its objective the
welfare of the individual as well as that of society. Under this philosophy, the yardstick of efficiency of the
police is the absence of crime.
ORGANIZATION FOR EFFECTIVE POLICE SERVICE - The act of organizing is indispensable to proper
management, and without some form of organizational structure, most police operations could not be carried
out. If the organizational structure is poor and if organizational concepts are poorly understood or applied, the
efficiency of the department will be severely affected. (It is the process of directing and facilitating the work of
people organized in formal in order to achieve a desired goal)
There is a distinction between the simple organizational structure of an agency and the application of principles
of administrative organization. While the two are obviously related (a good structure usually depends on
conscious application of the principles), they are not one and the same. An agency can often operate
adequately--quite well, in some cases-with a deficient structure, but an agency with a seemingly good structure

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can very seldom operate with efficiency if a basic principle of administrative organization, such as the need to
adhere to channels of communication, is consistently ignored. (POL. AD. By Payton)
Functional Organization
1. Line Function
1.1. Primary Line Function
The primary line function is police patrol; that is the patrol activities of a police organization are considered
basic and the first priority.

The patrol division has the initial responsibility for crime prevention and dictation of the apprehension of
offenders.

It also assists in the preparation in the facts for presentation in a court of law.

Theoretically, if the patrol force were 100 percent effective in the execution of its assigned tasks, the need for
specialized units (traffic and detective) would be eliminated.

The patrol function is accurately called the backbone of the police service.
1.2. Secondary Function:
Historically, police department were established only as police patrols, however as municipalities increased in
population, area, and technology (for example, the invention of the automobile), the burden of this patrols was
greatly increased.

The department, were unable to provide additional personnel because of budgetary limitations, were unable to
increase the number of the officers on the patrol beat in proportion to the rising population and rate of crime
and was force to enlarge each officers beat.

2. Non-Line Function
Simply put, non-line functions are those services that support the line.
Whereas the line provides services directly to the citizens, non-line activities help the line to accomplish its
primary task.
Traditionally non-line or support activities consist of two major categories: staff and auxiliary services.
2.1. Staff Services
These activities that have the responsibility and personal development and department management are staff
services.
Personal development includes recruitment, selection, training, and supervision.
Budget, planning and research, inspection, and similar activities fall under the heading of managerial activities.
2.2. Auxiliary Services
All non-line not regarded as staff service are classified as auxiliary services.
Typically, they provide support service of both a technical and non-technical nature to both line and non-line
activities.

Polygraph examiner, photographer, fingerprint and crime scene technicians, and the police laboratory are
technical auxiliary services that support the line activities.

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The jail and the communication system and non-line (staff) activities.

Some activities are extremely difficult to classify as either the staff or auxiliary.

In many instances they perform a dual service. Police community relation units, although performing secondary
line service, may be designated as an auxiliary or even a staff function.

LINE FUNCTION
Primary Secondary Staff Auxiliary
-Patrol
-Criminal Investigation
-Vice Investigation
-Planning and Research
-Inspection
-Police record System
-Identification service
-Traffic Regulation and control
-Crime Prevention
-Personnel Administration
-Training
-Budgeting Control
-Purchasing
-Public Relation
-Property control
-Communication
-Crime Laboratory
-Jail-Supply
-Transportation
-Maintenance

Part IV

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PRINCIPLES OF ORGANIZATION
To understand the organization and operation of public departments certain general basic principles of
organization must be understood.

These principles of organization were generated by the experience of industry, business, and the military
services.

They have no absolute values, but they do provide a check list against which an organization can be
structurally and functionally evaluated.

This notion will become more defined as each principle is considered.

Division of Labor
For a police organization to be effective, work assignments must be designed so that similar tasks, functions,
and activities are given to an individual or group for accomplishment.

Police functions are sub-divided into units that are described as follows:
1. Branch -usually the largest unit within station
2. Division – part of the branch having a department-wide function
3. Section -basically one of the several functional elements of a division

Unity of Command
Unity of command requires that an individual be directly accountable to only one superior. No person can
effectively serve two superiors at a given time.
Chain of Command
Primarily this principle provides for the vertical movement of authority up and down established channels in the
organizational hierarchy.

To illustrate this concept, consider a directives originating in the office of the patrol chief intended for the patrol
force (downward movement).

Two levels of authority fall between the patrol chief and the patrol officer inspector.

Because both levels are held responsible for various aspects of patrol supervision, both must be aware of such
directives.

If either supervisor is by-passed, that one cannot be held accountable for the lack of knowledge.

Further, performance of supervisory duties is greatly hindered, and potentially serious problem is created.

Delegation of Responsibility and Authority

There must be a clear line of normal authority running from the top to bottom of every organization.

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Ultimate authority and responsibility for a police organization lies at the top of the chain of command-with the
chief.

However, if a subordinate is to be held responsible for the accomplishment of a given task, he or she must be
given the authority to carry out those responsibilities.

It is important, also the responsibility and the authority be clearly defined.

If the patrol officers are given the responsibility for evaluating police response time on a given day or in a
specific situation, the officer must be given the authority to procure the communication logs from the
communication center.
Without this authority, the entire task cannot be accomplished.

Delineation of Responsibility and Authority

A clear-out delineation of responsibility and authority is essential to prevent confusion of lines of authority.

If responsibility and authority are not clearly defined, conflicts, duplication and overlaps of function lead to
confusion and inefficiency.

Each officer and each organization segment of authority delegated to accomplish the job.

Span of Control
The number of officers or units reporting directly to the supervisor should not exceed the number that can be
feasibly and effectively coordinate and directed.

There are an innumerable factor that limits the span control including distance, time, knowledge, personality,
and the complexity of the work to be performed.

It is not unusual to fine fifty or sixty workers to perform identification function reporting to one supervisor.

On the other hand, as we ascend the chain of command and the diversity of functions increases, the number of
individuals that a police executive supervises decreases rapidly.

Objective
All organizational elements must contribute, directly or indirectly, to the accomplishment of the objectives of the
enterprise.

Each organizational element should be formed for a definite purpose, and this purposes must be accomplish
the major objective.

Any police function and organizational elements that is not required in the accomplishment of the overall
objectives should be eliminated.

Coordination
The organizational structure must facilitate the development of close, friendly, and co-operative relations,
especially between line and staff activities.

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Effective coordination is dependent almost entirely upon adequate communication among all element of a
police organization.
Time
The police service is among the few public services that maintain a twenty-four-hour schedule.
It is necessary to the department to assigned officers in sufficient number to meet the demands at any given
time.

Watch or Shift
A time division of the day to ensure proper allocation of personnel.
Shifts are normally eight consecutive hours, five days, giving an officer a forty-hour a week.

However, longer working hours and work weeks are common.

Further, shifts frequently overlaps to provide additional personnel during peak period.

Territory
Territorial distribution is necessary to ensure the availability and general suitability of the patrol service
throughout a jurisdiction. Geographical or territorial divisions of the department have been described as
follows:
1. post-a fixed- or stationary-point location (e.g., a specified street intersection, surveillance site, or an
assigned desk or office).
2. Route or Lined Beat- a length of street normally assigned to the traffic and patrol officers whether foot or
mobile. The rout has the characteristics of being continuous, in a straight line, or the line sight.
3. Beat - a geographical area, once again assigned to either foot or mobile patrol and traffic officer.
4. Section – two or more beats, routes, posts, or any combination thereof.
Clientele
The distribution of patrol services with respect to the characteristics of the population served must be
recognized and dealt with in contemporary law enforcement. The development of specialized functional units
expresses the principle of the organization by clientele.
Nature of the Office of a Policeman
A police man must have a mind of a lawyer the soul of a clergyman, the heart of the social worker, discipline of
an army sergeant, the integrity of a saint. He must believe in a community of law, while seeing little but
lawlessness; believe in the goodness of man, while seeing the man most often at his worst, depend on his
faithfulness, know his jurisdictions like a sociologist, and he must understand people like a psychologist. He
must take long view of life like a philosopher and yet never losing his common touch.
Part V
POLICE OPERATIONS
Police Operation

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Another word in the large collection of police service terminology is operations. For the most part, operation is
synonymous with line function. In accordance with previous definitions, operations are inclusive of both primary
and secondary line functions.
Subdivision of the Operation
Area.
1. District - is a subdivision of a province and shall consist of a metropolitan city or a metropolitan city and
adjacent municipalities\ small cities, or several adjacent municipalities and small cities.
2. Station -is a subdivision of a district and shall consist of a large municipality or a small city or municipalities\
small city and some adjacent smaller municipalities or several adjacent municipalities.
3. Sub-station -is a subdivision of a station and shall consist of a large municipality or smallcity or a
municipality itself.
Operating Unit of a Police Station
1. Patrol Division\Section - shall be responsible for crime prevention; general preservation of peace and order;
crime suppression, and other public safety
services.
2. Investigation Division\section - shall be charged with the duty of carrying on the objectives of criminal
investigation, that is, to identify and locate the guilty party and provide evidence of his guilt through criminal
proceedings.
3. Vice Control Division\Section - shall be responsible for the neutralization or suppression of vices such as
gambling, prostitution and drug abuse.
4. Juvenile Division\Section - shall be primarily concerned with children and youth, the correction and
rehabilitation of youth offenders.
5. Intelligence Division\Section - shall work for the detection of syndicated crimes and subtle criminal activities,
including subversion and threats to the security of the state.
6. Traffic Division\section - shall be responsible from the enforcement of traffic laws and regulation of traffic.
This section is primarily concerned with the motorist and pedestrians.
7. Homicide Division\Section - shall be charged with the duty to investigate homicide and murder cases.
8. Municipal Police Sub-station - shall be concerned with the general maintenance of peace, order and public
safety within their respective jurisdictions. The Municipal Police Sub-station shall consist of two principal
sections with corresponding functions as indicated below:
a. Patrol Section
1. Preservation of peace and order
2. Suppression of criminal activities
3. Crime prevention
4. Inspection activities
5. Enforcement of traffic laws and regulations
6. Fire prevention and control

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b. Investigation section
1. Crime investigation
2. vice control
3. Control of juvenile delinquency
4. Custody of prisoners
Peace Officer of Small Police Station
Peace officers of small Police stations are considered as generalist. Most small police station within the limits
of their capabilities, are responsible for all activities in the fields of law enforcement and public safety. They
provide routine patrol, conduct premise inspection, make criminal and traffic investigations, make arrest, and in
other ways, provide for the community security. In such stations, its members and officers are by and large
generalist.
THE PRINCIPLES OF POLICE ORGANIZATION
Police organizations are either formal or informal. Formal organizations are highly structured while informal
organizations are those without structures.
Every formal organization whether small or large are governed by the following principles:
1. Principle of unity of objectives- every police officer should play their part in attaining the objectives of their
organization. Thus, in performing their functions, police officers must be motivated by a common thing- that is
to accomplish the mission of the police organization.
2. Principle of Organizational efficiency- organization structure is effective if it is structured in such a way to aid
the accomplishment of the organization’s objectives with a minimum cost.
3. Scalar Principle- shows the vertical hierarchy of the organization which defines an unbroken chain of units
from top to bottom describing explicitly the flow of authority. The scalar principles are:
a) Line of Authority and chain of command- this principle of organization suggests that communications should
ordinarily go upward through established channels in the hierarchy.

b) The Span of Control- refers to the number of subordinates reporting directly to him as the superior officer. It
should not be more than what he can effectively direct and coordinate. In span of control, levels of authority
shall be kept to a minimum.
c) The Delegation of Authority- it shall carry with its commensurate authority and the person to whom the
authority is delegated shall be held accountable therefore. It implies that delegation must carry with it
appropriate responsibility.
d) The Unity of Command- explains that subordinates should only be under the control of one superior.
Subordinates should receive orders from only one superior.
4. Functional Principle- refers to division of work according to type, place, time and specialization. Work must
be divided into its component parts so that
Employees may specialize in a limited area.

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5. Line and Staff-implies that a system of varied functions, arrange into a workable pattern. The line
organization is responsible for the direct accomplishment of the objectives while the staff is responsible for
support, advisory or facilitative capacity.
6. Principle of Balance- states that the application of principles must be balanced to ensure the effectiveness of
the structure in meeting organization’s objectives. Being the head of the patrol division, if you apply the
principles of organization, application must be balanced to ensure the effectiveness of the patrol force in
accomplishing its objectives
7. Principle of delegation by results- states that authority delegated should be adequate to ensure the ability to
accomplish expected results.
8. Principles of Absoluteness of Responsibility- explains that the responsibility of the subordinates to their
superior for performance is absolute(unconditional) and the superior cannot escape accountability
or responsibility for the organization on activities performed by their subordinates.
9. Principle of Parity and responsibility- explains that responsibility of the superior officer for the action of his
subordinates cannot be greater than that implied by the authority he has delegated nor should it be less.
10. Authority level principle- implies that decisions within the authority of individual commander should be
made by them and not be returned upward in the organizational structure. Authority is the right to command or
control the behavior of employees in lower positions within an organizational hierarchy.
11. Principle of Flexibility- this is the principle which states that there is higher tendency that the PNP can fulfill
its purpose if the organization receives more provisions for flexibility (adaptability).
Development of Specialization The Metropolitan police force created in London, England, by Sir Robert Peel
in 1828 provided a day and night patrol, the jurisdiction being divided into beats and each officer devoting his
attention exclusively to patrolling his district. Detectives were not created until 1843. When police services
were first established in this country, all tasks were, performed by men on patrol.
Advantages of specialization
1. Placing of responsibility. Definite fixing of responsibility is the first rule of effective operation. Through
specialization, responsibility for performance of a task can be placed on a specific individual or unit.
2. Development of Experts. Personnel qualified by training or special ability may be selected for particular
tasks; constant repetition of a task develops a high degree of skill and ability, which are further increased in a
narrowed field of interest and attention.
3. Improvement of Training. Persons assigned to a specialized field may be given more intensive training than
would be feasible for the entire force, and the narrowed field of interest also promotes and research by
individual members.
4. Promotion of Esprit de Corps. A small group that is made responsible for the performance of a specific task
tends to form a cohesive unit with high morale and pride in its accomplishments. When members of the
special unit are selected on the basis of special ability and become highly skilled through training, repetition,
and attention to a restricted field, they invariably develop enthusiasm and a strong esprit.
5. Stimulation of Special Police Interest. Because of their definite responsibility, specialized personnel
develop a proprietary interest in department operations that relate to their field. Their consequent concern
causes them to participate actively in departmental operations and press for authority, personnel, and material

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to meet their needs. The demand by special units for adequate facilities is desirable as long as it does not
result in a disproportionate allocation of the resources of the department.
6. Arousal of Public Interest. Similarly, specialized units arouse and organize public interest and support of
police activities.
Disadvantages of Specialization
1. Limitation of Usefulness. Every police matter referred to an officer deserves the officer’s immediate
attention and usually receives it when he or she is unquestionably responsible for its performance.
2. Restriction of General Police Interest. Participation in a special activity by all members of the department
creates among them an interest that is lost when the operation is, performed exclusively by specialists.
3. Complication of Tasks of Command. As specialization is increased, interrelationships multiply alarmingly;
these interrelationships are areas of potential conflict and friction that greatly increase the problem on
integration.
4. Creation of Other Administrative Problems. The swivel-chair executives and private offices that frequently
accompany specialization present other problems. They exert every effort to establish their position more
firmly and to enhance its importance. Unless the demands for more personnel, equipment, office space, and
records facilitates are checked, the result may be a department of generals with no troops left to do the
fighting.
5. Hampering of development of Well-rounded Police Program. The conditions just described promote
lopsided programs with unjustified emphasis on special field of police work. This results when the personality
and influence of the specialist, rather than the need for service, are the determining factors.
6. Diminishing of Territorial Coverage. Specialization invariably results in a less-intensive general patrol, if
overall strength remains the same. Manpower devoted to the specialty must be subtracted from the personnel
with fewer officers.
Determining Factors
1. Quality of Personnel. The higher the quality of police personnel, as determined by selection and training,
the less the need for specialization; the greater range of ability of competent officers makes it possible for them
to perform successfully a greater variety of tasks.
2. Need for Special Skill and Ability. Certain police tasks require special skills and abilities that only
specialization can provide. For example, the operation of a camera, lie detector, and devices for chemically
testing the degree of intoxication, as well as the performance of laboratory tasks, requires highly developed
skills.
3. Importance of the Job. The importance of a task is ascertained (1) by the need, as indicated by study of
such reliable factors as crime and accident rates, juvenile-crime indexes, vice conditions, or the percent of
crimes cleared by arrest and property recovered; and (2) by the demand for a particular service.
4. Amount of work to be done. A task may not be especially important or require skill and ability, but if the
amount of work, concentrated in time and place, is sufficient to occupy the full time of one person,
specialization may be justified.
5. Need for Readily available Services. Specialization may be justified to make certain services readily
available, even though there may not be sufficient work to occupy the full time of one person.

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6. Intermittent Emergency Need. The creation of a special unit may be justified when the unit is used as an
emergency reserve to meet irregular, intermittent needs.
7. Need for Maintaining Skill. There may be an insufficient amount of work for all members to maintain skill
through performance, thus justifying specialization so that suitable skill need be maintained only by a few
officers. Photographic work is an example.
8. Need for Planning and Control. The amount of planning that is necessary in any field of activity may justify
specialization and the desirability of placing responsibility for supervision of the execution of the plans as well
as for control of the specialists involved may provide further justification.
9. Dissimilarity of Tasks to Other Duties. The tasks of an officer assigned to a fixed traffic post and the duties
of service units, such as records, communication, and identification, are all dissimilar to the usual police tasks.
10. Attitude of Personnel toward the tasks. An uncooperative on the part of police officers toward a particular
task frequently results in its neglect and may cause it to be assigned to a special group who are interested in
the program and enthusiastic about its promotion.
11. Interference with Usual duties. A patrol officer may conduct criminal investigations up to the point where
the amount of time spent at such work interferes with the performance of his regular patrol duties.
12. Size of the Force and Area of Jurisdiction. The area covered by the police force also affects the degree of
specialization

REFERENCE:

A. Books

Florendo, Adelene M. Police planning and operations with master plans and procedures. Quezon City:

Wiseman’s, c2011

Haberfield, M.R. Police leadership; organizational and managerial decisions making process.

2nd ed. Boston: Pearson, c2013

Timpac, Theodore M. A Handbook on Police Organization and Administration with Police Planning, Tarlac City:

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 RMC Publishing Haus, c2012

Timpac, Theodore M. A Handbook on Criminal Justice System, Tarlac City: RMC Publishing Haus, c2012

B. Journals / Magazines
Index of memorandum circulars issued by the National Police Commission (February 2010)

NAPOLCOM memorandum circular no. 2007-001- Uniform rules of procedure before the administrative

disciplinary authorities and the internal affairs service of the PNP

Police Community Relation Manual

PNP Manual

Compiled Review Materials

C. Electronic Sources

https://www.officialgazette.gov.ph/1990/12/13/republic-act-no-6975/

https://www.lawphil.net/statutes/repacts/ra1998/ra_8551_1998.html

https://lawphil.net/statutes/repacts/ra2009/ra_9708_2009.html

https://lawphil.net/statutes/repacts/ra2019/ra_11200_2019.html

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