問題一覧
1
police administration involves setting agency policy and making operational decisions that best achieve police goals of preventing crimes, maintaining order or helping solve community problems, without violating the law or the public trust.
Command perspective:
2
involves making ethical and lawful decisions relating to the hiring, management, retention, discipline, and termination of law enforcement personnel. All
of this requires accountability, both internal and external.
command perspective
3
pertains to an organization
responsible for enforcing the laws.pertains to an organization
responsible for enforcing the laws.
Law Enforcement Agency
4
is a set of principles relating to the roles of planning, coordinating, directing and regulating and the implementation of those principles in the efficient and effective use of physical, financial, human and information capital to achieve organizational objectives.
management
5
of policing uses a limited number of subordinates per supervisor, and a fixed hierarchy with a centralized command. This means that decisions are made at the top of the hierarchy and flow downward.
military management style
6
more democratic management style that better suit police interactions with the public. It is based on solving community problems and forming community partnerships; hence, citizens have a say in the policing decisions of their communities.
community policing style
7
refers to the determination in advance of how the objectives of the organization will be attained. Deciding in advance what to be done.
planning
8
involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals or objectives of the organization. It assists in deciding the tasks to be performed, how to do them, how to organize/arrange the tasks and where/when to make decisions.involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals or objectives of the organization. It assists in deciding the tasks to be performed, how to do them, how to organize/arrange the tasks and where/when to make decisions.
organizing
9
task of providing competent men to do the job and choosing the right men for the right job. It involves good selection and processing of reliable and well-trained personnel.
staffing
10
involves the overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the predetermined goals or objectives of the organization. This requires that subordinates be given instructions and motivated to achieve their goals.involves the overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the predetermined goals or objectives of the organization. This requires that subordinates be given instructions and motivated to achieve their goals.
directing/leading
11
the forecasting in detail of the results of an officially recognized program of operations based on the highest reasonable expectations of operating efficiency.
budgeting
12
the making of a detailed account of activities, work progress, investigations and unusual in order to keep everyone informed or what is going on.
reporting
13
group of trained personnel in the field of public safety administration engaged in the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property, enforcement of the laws and the prevention of crimes.
police organization
14
a group of persons working together for a common goal or objectives; a form of human association for the attainment of a goal or objective.
organization
15
measures how well resources are being utilizedmeasures how well resources are being utilized
police efficiency
16
are broad statements of general and long-term organizational purposes often used to define the role of the police, for instance, to prevent crime, maintain order or help solve community problems.
Objectives - are specific short-term statements consistent with an organization's goal.
goals
17
measures whether or not important task goals are being attained
police effectiveness
18
the largest organic functional unit within a large department. It comprises numbers of divisions.
bureau
19
functional unit within a division that is necessary for specialization.functional unit within a division that is necessary for specialization.
section
20
a primary subdivision of a bureau.
division
21
functional group within a section; or the smallest functional group within an organization.
unit
22
length of streets designated for patrol purposes. It is also called LINE BEAT.
route
23
section or territorial division of a large city each comprising designated districts.
area
24
geographical subdivision of a city for patrol purposes, usually with its own station.
district
25
An area containing two or more beats, routes, or posts.
5. District
sectors
26
fixed point or location to which an officer is assigned for duty, such as a designated desk or office or an intersection or crosswalk from traffic duty. It is a spot location for general guard duty.fixed point or location to which an officer is assigned for duty, such as a designated desk or office or an intersection or crosswalk from traffic duty. It is a spot location for general guard duty.
post
27
An area assigned for patrol purposes, whether foot or motorized.
beat
28
all personnel of the police department who have oath and who possess the power to arrest.
sworn
29
one having supervisory responsibilities, either temporarily or permanently, over officers of lower rank.
superior
30
an officer who is in command of the department, a bureau, a division, an area, or a district.
commanding
31
the officer who has the more senior rank/higher rank in a team or group.
rankinh
32
the period of time that has elapsed since the oath of office was administered. Previous active services may be included or added.
length of service
33
the period when an officer is actively engaged in the performance of his duty.
on duty
34
the nature of which the police officer is free from specific routine duty.
off duty
35
the police service, its nature, which requires that the officer be excused from officer performance of his acts regulary
special duty
36
period, during which an officer is excused from active duty by any valid/acceptable reason, approved by
higher authority.
leave of absence
37
period during which an officer is excused from active duty by reason of illness or injury.
sick leave
38
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.
suspension
39
rules established by department directors/supervisor
the police force. to control the conduct of the members the police crime
department rules
40
describes the procedures and defines the duties of officer assigned to specified post or position
duty manuald
41
an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, orc. Personal,
order
42
usually a written communication unless otherwise specified to be verbal reports; verbal reports should be confirmed by written communication.
report
43
are the "backbone" of the police department; they include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations.
are carried out but "line members," including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police.
line function
44
are those operations designed to support the line functions Staff members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services.
Staff members are often civilians with specialized training who serve within the department but do not deal with daily operations on the street.
Their main function is to study police policies and practices and to offer proposals to the chief executive of the department.
staff/administrative function
45
involve the logistical operations of the department.
These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations.
auxiliary functions
46
Those that perform primary or line functions like patrol, traffic, investigation and vice control.
operational units
47
Those that perform the administrative functions like personnel, finance, planning and training.
administrative units
48
Those that perform auxiliary functions such as communications and records management.
service units
49
is the assignment of particular workers to particular tasks. Areas of police specialization include undercover works, crime scene operations, legal advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT operations.
specialization
50
represents the formal relationship among superiors and subordinates in any given organization.
hierchy
51
is the right to command and control the behavior of employees in lower positions within an organizational hierarchy.
authority
52
A particular position within an organization carries the same authority regardless of who occupies that position.
authority roles
53
the maximum number of subordinates at a given position that superior can supervise effectively.
span of control
54
is the conferring of an amount of authority by a superior position onto a lower-level position.
delegation of authority
55
Traditional theories of organization insisted that each employee should have only one supervisor or "boss" and considered this principle of "unity of command" the backbone of any organizational structure.
unity of command
56
Procedures, channels, and standardized languages are essential to effective communication within such a large organization.
formal communication
57
an organization is effective if it enables the individuals to contribute to the organization's objectives.
Principle of Unity of Objectives
58
- 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.
principle of organizational efficiency
59
shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority.
scalar principle
60
This principle of organization suggests that communications should ordinarily go upward through established channels in the hierarchy.
line of authority and chain of command
61
of a supervisor over personnel or units shall not mean more than what he can effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.
the span of control
62
shall carry with it a 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.
delegation of authority
63
explains that subordinates should only be under the control of one superior.
unity of command
64
refers to division of work according to type, place, time and specialization.
functional principlel
65
implies that a system of varied functions arranges 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.
line and staff
66
states that the application of principles must be balanced to ensure the effectiveness of the structure in meeting organization's objectives.
principle of balance
67
states that authorityexpected results. delegated should be adequate to ensure the ability to accomplish
principle pf delegation by results
68
explains that the responsibility of the subordinates to their superior for performance is absolute and the superior cannot escape responsibility for the organization on activities performed by their subordinates
Principles of Absoluteness of Responsibility
69
explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less.
Principle of Parity and Responsibility
70
implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure.
Authority level Principle
71
means that the more flexible the organization, the more it can fulfill its purpose
principle of flexibility
72
Politeia
greek word
73
Politia
roman
74
Greek word which means government of the city.
politeiap
75
Roman word which means condition of the state or government.Roman word which means condition of the state or government.
politia
76
The straight-line organization
often called the individual, military or departmental type of organization
is the simplest and perhaps the oldest type.
- channels of authority and responsibility extends in a direct line from top to bottom within the structures authority is definite and absolute.
line organization
77
The functional responsibility of each "functional manager" is limited to the particular activity over which he has control, regardless of who performs the function.
functional organization
78
combination of the line and functional types. It combines staff specialists such as the criminalists, the training officers, the research and development specialists, etc.
The line supervisor must remember that he obtains advice from the staff specialists.
line and staff organization
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1
police administration involves setting agency policy and making operational decisions that best achieve police goals of preventing crimes, maintaining order or helping solve community problems, without violating the law or the public trust.
Command perspective:
2
involves making ethical and lawful decisions relating to the hiring, management, retention, discipline, and termination of law enforcement personnel. All
of this requires accountability, both internal and external.
command perspective
3
pertains to an organization
responsible for enforcing the laws.pertains to an organization
responsible for enforcing the laws.
Law Enforcement Agency
4
is a set of principles relating to the roles of planning, coordinating, directing and regulating and the implementation of those principles in the efficient and effective use of physical, financial, human and information capital to achieve organizational objectives.
management
5
of policing uses a limited number of subordinates per supervisor, and a fixed hierarchy with a centralized command. This means that decisions are made at the top of the hierarchy and flow downward.
military management style
6
more democratic management style that better suit police interactions with the public. It is based on solving community problems and forming community partnerships; hence, citizens have a say in the policing decisions of their communities.
community policing style
7
refers to the determination in advance of how the objectives of the organization will be attained. Deciding in advance what to be done.
planning
8
involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals or objectives of the organization. It assists in deciding the tasks to be performed, how to do them, how to organize/arrange the tasks and where/when to make decisions.involves the determination and allocation of the men and women as well as the resource of an organization to achieve pre-determined goals or objectives of the organization. It assists in deciding the tasks to be performed, how to do them, how to organize/arrange the tasks and where/when to make decisions.
organizing
9
task of providing competent men to do the job and choosing the right men for the right job. It involves good selection and processing of reliable and well-trained personnel.
staffing
10
involves the overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the predetermined goals or objectives of the organization. This requires that subordinates be given instructions and motivated to achieve their goals.involves the overseeing and supervising of the human resources and the various activities in an organization to achieve through cooperative efforts the predetermined goals or objectives of the organization. This requires that subordinates be given instructions and motivated to achieve their goals.
directing/leading
11
the forecasting in detail of the results of an officially recognized program of operations based on the highest reasonable expectations of operating efficiency.
budgeting
12
the making of a detailed account of activities, work progress, investigations and unusual in order to keep everyone informed or what is going on.
reporting
13
group of trained personnel in the field of public safety administration engaged in the achievement of goals and objectives that promotes the maintenance of peace and order, protection of life and property, enforcement of the laws and the prevention of crimes.
police organization
14
a group of persons working together for a common goal or objectives; a form of human association for the attainment of a goal or objective.
organization
15
measures how well resources are being utilizedmeasures how well resources are being utilized
police efficiency
16
are broad statements of general and long-term organizational purposes often used to define the role of the police, for instance, to prevent crime, maintain order or help solve community problems.
Objectives - are specific short-term statements consistent with an organization's goal.
goals
17
measures whether or not important task goals are being attained
police effectiveness
18
the largest organic functional unit within a large department. It comprises numbers of divisions.
bureau
19
functional unit within a division that is necessary for specialization.functional unit within a division that is necessary for specialization.
section
20
a primary subdivision of a bureau.
division
21
functional group within a section; or the smallest functional group within an organization.
unit
22
length of streets designated for patrol purposes. It is also called LINE BEAT.
route
23
section or territorial division of a large city each comprising designated districts.
area
24
geographical subdivision of a city for patrol purposes, usually with its own station.
district
25
An area containing two or more beats, routes, or posts.
5. District
sectors
26
fixed point or location to which an officer is assigned for duty, such as a designated desk or office or an intersection or crosswalk from traffic duty. It is a spot location for general guard duty.fixed point or location to which an officer is assigned for duty, such as a designated desk or office or an intersection or crosswalk from traffic duty. It is a spot location for general guard duty.
post
27
An area assigned for patrol purposes, whether foot or motorized.
beat
28
all personnel of the police department who have oath and who possess the power to arrest.
sworn
29
one having supervisory responsibilities, either temporarily or permanently, over officers of lower rank.
superior
30
an officer who is in command of the department, a bureau, a division, an area, or a district.
commanding
31
the officer who has the more senior rank/higher rank in a team or group.
rankinh
32
the period of time that has elapsed since the oath of office was administered. Previous active services may be included or added.
length of service
33
the period when an officer is actively engaged in the performance of his duty.
on duty
34
the nature of which the police officer is free from specific routine duty.
off duty
35
the police service, its nature, which requires that the officer be excused from officer performance of his acts regulary
special duty
36
period, during which an officer is excused from active duty by any valid/acceptable reason, approved by
higher authority.
leave of absence
37
period during which an officer is excused from active duty by reason of illness or injury.
sick leave
38
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.
suspension
39
rules established by department directors/supervisor
the police force. to control the conduct of the members the police crime
department rules
40
describes the procedures and defines the duties of officer assigned to specified post or position
duty manuald
41
an instruction given by a ranking officer to a subordinate, either a. General Order, b. Special, orc. Personal,
order
42
usually a written communication unless otherwise specified to be verbal reports; verbal reports should be confirmed by written communication.
report
43
are the "backbone" of the police department; they include such operations as patrol, criminal investigation, and traffic control, as well as supervision of the personnel performing those operations.
are carried out but "line members," including the patrol officer, the detective, the sergeant, the lieutenant, the captain, and the chief of police.
line function
44
are those operations designed to support the line functions Staff members are necessarily advisors who are typically assigned to planning, research, legal advice, budgeting, and educational services.
Staff members are often civilians with specialized training who serve within the department but do not deal with daily operations on the street.
Their main function is to study police policies and practices and to offer proposals to the chief executive of the department.
staff/administrative function
45
involve the logistical operations of the department.
These include training, communications, jailing, maintenance, record keeping, motor vehicles, and similar operations.
auxiliary functions
46
Those that perform primary or line functions like patrol, traffic, investigation and vice control.
operational units
47
Those that perform the administrative functions like personnel, finance, planning and training.
administrative units
48
Those that perform auxiliary functions such as communications and records management.
service units
49
is the assignment of particular workers to particular tasks. Areas of police specialization include undercover works, crime scene operations, legal advising, computer work, planning, community relations, drug reaction, gang activities, or SWAT operations.
specialization
50
represents the formal relationship among superiors and subordinates in any given organization.
hierchy
51
is the right to command and control the behavior of employees in lower positions within an organizational hierarchy.
authority
52
A particular position within an organization carries the same authority regardless of who occupies that position.
authority roles
53
the maximum number of subordinates at a given position that superior can supervise effectively.
span of control
54
is the conferring of an amount of authority by a superior position onto a lower-level position.
delegation of authority
55
Traditional theories of organization insisted that each employee should have only one supervisor or "boss" and considered this principle of "unity of command" the backbone of any organizational structure.
unity of command
56
Procedures, channels, and standardized languages are essential to effective communication within such a large organization.
formal communication
57
an organization is effective if it enables the individuals to contribute to the organization's objectives.
Principle of Unity of Objectives
58
- 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.
principle of organizational efficiency
59
shows the vertical hierarchy of the organization which defines an unbroken chain of units from top to bottom describing explicitly the flow of authority.
scalar principle
60
This principle of organization suggests that communications should ordinarily go upward through established channels in the hierarchy.
line of authority and chain of command
61
of a supervisor over personnel or units shall not mean more than what he can effectively direct and coordinate. In span of control, levels of authority shall be kept to a minimum.
the span of control
62
shall carry with it a 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.
delegation of authority
63
explains that subordinates should only be under the control of one superior.
unity of command
64
refers to division of work according to type, place, time and specialization.
functional principlel
65
implies that a system of varied functions arranges 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.
line and staff
66
states that the application of principles must be balanced to ensure the effectiveness of the structure in meeting organization's objectives.
principle of balance
67
states that authorityexpected results. delegated should be adequate to ensure the ability to accomplish
principle pf delegation by results
68
explains that the responsibility of the subordinates to their superior for performance is absolute and the superior cannot escape responsibility for the organization on activities performed by their subordinates
Principles of Absoluteness of Responsibility
69
explains that responsibility for action cannot be greater than that implied by the authority delegated nor should it be less.
Principle of Parity and Responsibility
70
implies that decisions within the authority of the individual commander should be made by them and not be returned upward in the organizational structure.
Authority level Principle
71
means that the more flexible the organization, the more it can fulfill its purpose
principle of flexibility
72
Politeia
greek word
73
Politia
roman
74
Greek word which means government of the city.
politeiap
75
Roman word which means condition of the state or government.Roman word which means condition of the state or government.
politia
76
The straight-line organization
often called the individual, military or departmental type of organization
is the simplest and perhaps the oldest type.
- channels of authority and responsibility extends in a direct line from top to bottom within the structures authority is definite and absolute.
line organization
77
The functional responsibility of each "functional manager" is limited to the particular activity over which he has control, regardless of who performs the function.
functional organization
78
combination of the line and functional types. It combines staff specialists such as the criminalists, the training officers, the research and development specialists, etc.
The line supervisor must remember that he obtains advice from the staff specialists.
line and staff organization