LEA 4
問題一覧
1
is a management function concerned with visualizing future situations, making estimates concerning
them
planning
2
is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands.
police planning
3
the systematic and orderly determination of facts and events as basis for policy formulation and decision
affecting law enforcement management.
police planning
4
the use of a rational design or pattern for all departmental undertakings rather than relying
on chance in an operational environment.
operational planning
5
It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.
operational planning
6
is the act of determining policies and guidelines for police activities and operations and providing controls and
safeguards for such activities and operations in the department.
police operational planning
7
the process of formulating coordinated sequence of methodical activities and allocation of resources
to the line units of the police organization for the attainment of the mandated objectives or goals
police operational planning
8
– a general statement of intention and typically with a time horizon. It is an achievable end state that can be measured
and observed.
goal
9
a specific commitment to achieve a measurable result within a specific period.
objectives
10
a broad design, method; a plan to attain a stated goal or objective.
strategy
11
a specific design, method, or course of action to attain a particular objective in consonance with strategy.
tactics
12
a sequence of activities to reach a point or to attain that, which is desired.
procedures
13
set of principles, a product of prudence and wisdom in the management of human affairs.
policy
14
rules of action for the rank and file to show them how they are expected to obtain the desired effect.
guidelines
15
a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the
nature and direction of an organization. This is usually long-range in nature.
strategic planning
16
•the dominant tradition in planning.
• It is also the point of departure for most other planning approaches.
• This model is based on a problem-oriented approach to planning especially appropriate for police agencies.
• It relies heavily on the problem identification and analysis of the planning process.
synoptic planning
17
• concludes that long range and comprehensive planning are not only too difficult, but inherently bad.
• The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.
incremental planning
18
• is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an
anonymous target community of beneficiaries.
• Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.
transactive planning
19
• shows that beneficial aspects of this approach include a greater sensitivity to the unintended and negative side
effects of plans.
advocacy planning
20
• Has two mainstreams
• The first mainstream involves collective actions to achieve concrete results in the immediate future.
• The second mainstream is critical of largescale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.
radical planning
21
Primary Doctrines
Fundamental Doctrines, Operational doctrines, Functional Doctrines
22
Secondary Doctrines
Complimentary Doctrines, Ethical Doctrines
23
These are the basic principles in planning, organization, and management of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the attainment of the national objectives. - enforce the law, prevent, and control crimes, maintain peace, and order, and ensure public safety and internal security with the active support of the community.
Fundamental Doctrines
24
These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission.
operational Doctrines
25
Formulated jointly by two or more bureaus to affect a certain operation regarding public safety and peace and order.
Complimentary Doctrines
26
These define the fundamental principles governing the rules of conduct, attitude, behavior, and
ethical norm of the PNP. -serve with utmost responsibility, integrity, morality, loyalty, and efficiency with due respect to human rights and dignity.
ethical Doctrines
27
It relates to plans, which determine quantity and
quality efforts and accomplishments. It refers to the process of determining the contribution on
efforts that can make or provide with allocated resources.
Intermediate or Medium Range Planning
28
the production of plans, which determine the
schedule of special activity and are applicable from one week or less than a year duration.
Operational or Short-Range Planning
29
A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.
reactive plans
30
developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police department to prepare a response in advance.
proactive plans
31
essential statements that identify the role of the police in the community and a future condition or state to which the department can aspire.
visionary plans
32
designed to meet the long-range, overall goals of the organization. Such plans allow the department to adapt to anticipated changes or develop a new philosophy or model of policing.
strategic plans
33
provide the basic framework for responding to organizational problems. The
organizational vision and values, strategic statement, policies, procedures, and rules and regulations are
examples of this.
standing plans
34
include the framework for the operation of the major functional units in the
organization, such as patrol and investigations.
functional plans
35
efficiency, effectiveness, and productivity plans are essentially the measures or comparisons
to be used to assess police activities and behavior (outputs) and results (outcomes).
operational
36
are concerned with a specific purpose and conclude when an objective is
accomplished, or a problem is solved.
time - specific plans
37
Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual. Procedures that involved coordinated action on activity of several offices, however, shall established separately
as in the case of using telephone for local or long-distance calls, the radio teletype, and other
similar devices.
headquarters procedures
38
Procedures intended to be used in all situations of all kinds shall be outlined
as a guide to officers and men in the field. - Examples of these procedures are those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes.
field procedures
39
Certain special operations also necessitate the preparation of procedures as guides. Included are the operation of the special unit charged with the searching
and preservation of physical evidence at the crime scenes and accidents, the control of licenses,....
special operation procedures
40
These are the procedures for coping with specific situations at known locations. Included
in this category are plans for dealing with an attack against buildings with alarm systems and an attack
against the PNP headquarters by lawless elements.
tactical plans
41
These are plans for the operations of special divisions like the patrol, detective, traffic, fire, and juvenile control divisions.
operational plans
42
The active interest and the participation of individual citizen is so vital to the success of the PNP programs that the PNP shall continuously soeek to motivate, promote, and maintain an active
public concern in its affairs.
extra-office plans
43
shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement and disbursement of money
management plans
44
It relates to plans which are strategic or long range in application, and it determines the organization's original goals and strategy. Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA
strategic or long range plan
45
steps in planning
Analysis of opportunity, identify aim, explore options, detailed planning, plan evaluation, plan implementation, selection of best option, closure of plan
CDI 7. VICE AND DRUGS
CDI 7. VICE AND DRUGS
Melen escanooo · 36問 · 2年前CDI 7. VICE AND DRUGS
CDI 7. VICE AND DRUGS
36問 • 2年前LEA 1
LEA 1
Melen escanooo · 130問 · 2年前LEA 1
LEA 1
130問 • 2年前FORENSIC 4
FORENSIC 4
Melen escanooo · 75問 · 2年前FORENSIC 4
FORENSIC 4
75問 • 2年前FOREN 3
FOREN 3
Melen escanooo · 82問 · 2年前FOREN 3
FOREN 3
82問 • 2年前JUVENILE
JUVENILE
Melen escanooo · 46問 · 2年前JUVENILE
JUVENILE
46問 • 2年前FORENSHIT 4
FORENSHIT 4
Melen escanooo · 25問 · 2年前FORENSHIT 4
FORENSHIT 4
25問 • 2年前QUESTIONED DOCUMENT
QUESTIONED DOCUMENT
Melen escanooo · 6問 · 2年前QUESTIONED DOCUMENT
QUESTIONED DOCUMENT
6問 • 2年前FOREN 3
FOREN 3
Melen escanooo · 92問 · 2年前FOREN 3
FOREN 3
92問 • 2年前CYBERCRIME
CYBERCRIME
Melen escanooo · 58問 · 2年前CYBERCRIME
CYBERCRIME
58問 • 2年前CA3 FINALS
CA3 FINALS
Melen escanooo · 62問 · 1年前CA3 FINALS
CA3 FINALS
62問 • 1年前問題一覧
1
is a management function concerned with visualizing future situations, making estimates concerning
them
planning
2
is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands.
police planning
3
the systematic and orderly determination of facts and events as basis for policy formulation and decision
affecting law enforcement management.
police planning
4
the use of a rational design or pattern for all departmental undertakings rather than relying
on chance in an operational environment.
operational planning
5
It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.
operational planning
6
is the act of determining policies and guidelines for police activities and operations and providing controls and
safeguards for such activities and operations in the department.
police operational planning
7
the process of formulating coordinated sequence of methodical activities and allocation of resources
to the line units of the police organization for the attainment of the mandated objectives or goals
police operational planning
8
– a general statement of intention and typically with a time horizon. It is an achievable end state that can be measured
and observed.
goal
9
a specific commitment to achieve a measurable result within a specific period.
objectives
10
a broad design, method; a plan to attain a stated goal or objective.
strategy
11
a specific design, method, or course of action to attain a particular objective in consonance with strategy.
tactics
12
a sequence of activities to reach a point or to attain that, which is desired.
procedures
13
set of principles, a product of prudence and wisdom in the management of human affairs.
policy
14
rules of action for the rank and file to show them how they are expected to obtain the desired effect.
guidelines
15
a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the
nature and direction of an organization. This is usually long-range in nature.
strategic planning
16
•the dominant tradition in planning.
• It is also the point of departure for most other planning approaches.
• This model is based on a problem-oriented approach to planning especially appropriate for police agencies.
• It relies heavily on the problem identification and analysis of the planning process.
synoptic planning
17
• concludes that long range and comprehensive planning are not only too difficult, but inherently bad.
• The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.
incremental planning
18
• is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an
anonymous target community of beneficiaries.
• Techniques include field surveys and interpersonal dialogue marked by a process of mutual learning.
transactive planning
19
• shows that beneficial aspects of this approach include a greater sensitivity to the unintended and negative side
effects of plans.
advocacy planning
20
• Has two mainstreams
• The first mainstream involves collective actions to achieve concrete results in the immediate future.
• The second mainstream is critical of largescale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.
radical planning
21
Primary Doctrines
Fundamental Doctrines, Operational doctrines, Functional Doctrines
22
Secondary Doctrines
Complimentary Doctrines, Ethical Doctrines
23
These are the basic principles in planning, organization, and management of the PNP in support of the overall pursuits of the PNP Vision, Mission and strategic action plan of the attainment of the national objectives. - enforce the law, prevent, and control crimes, maintain peace, and order, and ensure public safety and internal security with the active support of the community.
Fundamental Doctrines
24
These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission.
operational Doctrines
25
Formulated jointly by two or more bureaus to affect a certain operation regarding public safety and peace and order.
Complimentary Doctrines
26
These define the fundamental principles governing the rules of conduct, attitude, behavior, and
ethical norm of the PNP. -serve with utmost responsibility, integrity, morality, loyalty, and efficiency with due respect to human rights and dignity.
ethical Doctrines
27
It relates to plans, which determine quantity and
quality efforts and accomplishments. It refers to the process of determining the contribution on
efforts that can make or provide with allocated resources.
Intermediate or Medium Range Planning
28
the production of plans, which determine the
schedule of special activity and are applicable from one week or less than a year duration.
Operational or Short-Range Planning
29
A particular problem may occur for which the
department has no plan and must quickly develop one, sometimes without careful preparation.
reactive plans
30
developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police department to prepare a response in advance.
proactive plans
31
essential statements that identify the role of the police in the community and a future condition or state to which the department can aspire.
visionary plans
32
designed to meet the long-range, overall goals of the organization. Such plans allow the department to adapt to anticipated changes or develop a new philosophy or model of policing.
strategic plans
33
provide the basic framework for responding to organizational problems. The
organizational vision and values, strategic statement, policies, procedures, and rules and regulations are
examples of this.
standing plans
34
include the framework for the operation of the major functional units in the
organization, such as patrol and investigations.
functional plans
35
efficiency, effectiveness, and productivity plans are essentially the measures or comparisons
to be used to assess police activities and behavior (outputs) and results (outcomes).
operational
36
are concerned with a specific purpose and conclude when an objective is
accomplished, or a problem is solved.
time - specific plans
37
Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual. Procedures that involved coordinated action on activity of several offices, however, shall established separately
as in the case of using telephone for local or long-distance calls, the radio teletype, and other
similar devices.
headquarters procedures
38
Procedures intended to be used in all situations of all kinds shall be outlined
as a guide to officers and men in the field. - Examples of these procedures are those related to reporting, to dispatching, to raids, arrest, stopping suspicious persons, receiving complaints,
touring beats, and investigation of crimes.
field procedures
39
Certain special operations also necessitate the preparation of procedures as guides. Included are the operation of the special unit charged with the searching
and preservation of physical evidence at the crime scenes and accidents, the control of licenses,....
special operation procedures
40
These are the procedures for coping with specific situations at known locations. Included
in this category are plans for dealing with an attack against buildings with alarm systems and an attack
against the PNP headquarters by lawless elements.
tactical plans
41
These are plans for the operations of special divisions like the patrol, detective, traffic, fire, and juvenile control divisions.
operational plans
42
The active interest and the participation of individual citizen is so vital to the success of the PNP programs that the PNP shall continuously soeek to motivate, promote, and maintain an active
public concern in its affairs.
extra-office plans
43
shall map out in advance all operations involved in the
organization management of personnel and material and in the procurement and disbursement of money
management plans
44
It relates to plans which are strategic or long range in application, and it determines the organization's original goals and strategy. Example: Police Action Plan on the Strategy DREAMS and Program P-O-L-I-C-E 2000, Three Point Agenda, and GLORIA
strategic or long range plan
45
steps in planning
Analysis of opportunity, identify aim, explore options, detailed planning, plan evaluation, plan implementation, selection of best option, closure of plan