Character Formation 2 Leadership NOTES
Character Formation 2 Leadership NOTES
Character Formation 2 Leadership NOTES
Character Formation 2
Leadership, Decision Making, Management and
Administration
CFLM 322
2021
CHAPTER 1
UNDERSTANDING SELF-LEADERSHIP
Significance of Self-Leadership
Development of Self-Leadership
1. Clarity of Purpose
This means that each entity must have vision and be able to set it up. Being your
own leader, your purpose or vision will be the foundation upon which you will build self-
leadership. -dapat sa isang organization is dapat may vision or aim or objective daw na
dapat matupad. Example vision of the usm to give the quality education to all the
students.
2. Aim at Success and Take Reasonable Risks
Risk-taking is a necessary part of life. Challenge yourself to take on challenging
assignments. Do not deter yourself or others from past failures rather concentrate on
success. However, risks which are applicable to your intent should be fairly measured.
- You have to take the challenge na hindi ka ma failure sa lahat ng decision you
make kasi darating talaga sa point na dadaan ka sa failures, like mis
understanding ng members ng isang organization, competition and
disappointments but most important is you know what is right and good to the
organization.
The one with real values and ethics are the most trustworthy leaders. Find ideals
that reverberate with your philosophy, temperament, and creeds to become an effective
leader. Make sure that you know what type of leader you want to become. Personal
beliefs in leadership, core values, and the implementation of those values helps leaders
become successful.
5. Lead by Example
None is easier than leading from the front. Not only is it a brave thing to do but it
is a very leading thing. Perhaps that’s why they all find it toughest. The only thing that
can turn you into a leader is when you begin to act like one.
Influence or Influenced
If you influence others and provide direction and guidance, then you lead them.
Leader must influence and should be influenced. Everyone can influence somebody
either for the good or for bad. Even the shyest person can influence at least 10,000
people in his or her lifetime. While it is up to everyone to determine how to use this
leverage, this only means that anybody can be a leader. A person to be called a leader
should have followers for him. He has to direct his people to something which will bring
goodness, not harm. Just as a good leader should, it only takes skill, knowledge and
compassion for an individual to harness influence.
Furthermore, if a person refuses to use this power at all and does not take a
personal stance on issues, he or she can easily be convinced and the person would
most likely end up being influenced as the one. When it comes to this, it seems that
there are only two alternatives-to be the influencer or the one affected.
CHAPTER 2
ORGANIZATIONAL LEADERSHIP
CONCEPT OF LEADERSHIP
individual influences others and guides the organization in a manner that makes it
more cohesive and coherent. (Kruse, K. 2013).
1. Leader
An individual appointed as a leader must understand himself honestly, what he
knows and what he can do. Take note that it is the follower that decide whether the
leader is successful, not the leader or anyone else. To be successful you have to
persuade your followers that you are worthy of being followed, not yourself or your
superiors.
2. Followers
Different people expect different leadership styles. An individual without
motivation needs a different level of approach than one with a high motivation level. The
basic starting point is to have a clear understanding of human nature such as needs,
feelings and motivation. You have to come to learn the know and do qualities of your
people.
3. Communication
Being a leader, you lead by bidirectional communication. A great deal of that is
nonverbal. For example, when you “set an example”, that shows your people you
wouldn’t want to do. What and how you interact either strengthens or destroys your
relationship with your followers.
4. Situation
Every situation is different. Everything you do in one situation isn’t automatically
going to work in another. You have to use your discretion to determine the best course
of action and the style of leadership needed for each situation.
Leadership differs in that it makes the followers want to achieve high goals (Emerging
Leadership), rather than simply ordering people around (Rowe, 2007).
Thus, by your position you get Assigned Leadership and you display Emergent
Leadership by influencing people to do great things.
LEADERSHIP PRINCIPLES:
5. Autocratic Leadership
Power refers to the ability of person has to control another’s actions such that he
or she behaves according to his or her wishes. Such power is a capacity potential as it
means a potential that does not need to be realized in order to be effective. That is,
there may be a power but it doesn’t need to be used to be successful.
The strength of leadership is much more than the use of force. Leadership
encourages others to genuinely want to attain goal, while dominance drives others to
attain a target. A superior police officer for example, has certain powers over enlisted
personnel but that power does not need to be used to be successful.
CHAPTER 3
UNDERSTANDING MANAGEMENT
MANAGEMENT
Management as a Process
Management as a Discipline
Management as an Art
The same true of management, learning the values and philosophies of management is
not enough. One requires the skills and imagination required to make use of the
information learned to produce positive results. As with art, two or more manager can
learn the same thing, but because of their skill and creativity, the result generated could
be different.
Elements of Management
1. Authority - which comes from law tradition and delegation.
2. Responsibility - which is the state of being accountable
Scientific Management
It is a type of management which is characterized and guided by scientific
approaches to the solution of managerial problems in business and industry.
Scientific management aims to discover what particular management procedure
is applicable in a given situation by carefully examining the job, determining what
is to be accomplished and then designing the tools and methods to accomplish
the task.
The Manager
A manager is a person in the organization who directs the activities of others.
They perform their work at different levels and they are called by different names:
1. The First Line Managers – They are usually called supervisors or in a
manufacturing they may be called foremen
2. The Middle Level Managers – These comprise all management levels between
the organization’s supervisory level and top level. Such managers may be called
functional managers, heads of plants, and managers of projects.
3. The Top Managers – They are the ones responsible for making organizational
decisions and setting policies and strategies which affect all aspects of the
1. Technical Skills
Managers must be able to work with the resources, equipment, strategies, procedures
or the technical skills. First line executives as well as many middle managers have been
active in the activities of the organization’s technical aspects.
2. Human Skills
Managers must have the ability to work well with other people both individually and in a
group. The managers must have interpersonal skills because he gets the best out of the
people that work with him.
3. Conceptual Skills
Managers need to be able to integrate and organize the different activities. Managers
must be able to think the abstract ideas and contextualize them. Conceptual
competencies are important in decision-making.
b) Helps at the work-group to create the right type of atmosphere and homogeneity.
c) The group’s actions and performance led by him are influenced.
As a Coordinator
a) Bring together various resources, both physical and human for the achievement
or organizational objectives.
b) Mobilizes different resources, brings intelligent understanding and goodwill
among employers to complete work at the organization.
c) With the aid of effective communication, better plan events and programs.
As Delegator of Authority
a) Assign duties to the subordinates that he trusted, and delegate the authority
necessary. If they do any work independently, the subordinates may gain
confidence and be prepared for higher responsibilities.
b) Encourage employees to take up appropriate work according to their skills and
knowledge and train for the next line of executives.
c) Create proper communication system so that subordinates are able to get regular
guidance and response for the activities taken up by them.
As a Decision Maker
After addressing various aspects of the problem, taking decisions for different
activities, evaluating them, designing possible alternatives and choosing the correct
one.
Take note:
A decision which is made at the right time will yield good results. In its decision a
manager must create consistency, firmness and conviction. A manager who constantly
changes his decisions will leave his subordinates in doubt.
As a spokesman of the Organization
a) Acts as the organization’s spokesman
b) He works with outsiders and provides them with the required information they
need.
c) Maintain good relationships with all stakeholders including shareholders,
employees, customers, governments, etc.
d) Help to create a strong organization’s reputation not only among clients but also
among outsiders.
CHAPTER 4
Characteristics of Decision-Making
(Monahan, 2000).
If you don’t know how to handle tension or if the results are less than optimal,
decision-making can be the single-greatest weight on your shoulders. So, how do you
know what makes a strong decision? Here are the nine attributes of a positive decision.
1) Decisions positively impact others.
2) Decisions are replicable
3) Decisions foster opportunity. (Empowers others to act)
4) Decisions include others.
5) Decisions are executable
6) Decisions is systematic
7) Decisions are accountable
8) Decisions are pragmatic
9) Decisions involve self-awareness.
Decision-Making Techniques
Decision-making techniques can be separated into two broad categories:
classes such as social power. Community decisions often vary from those taken by
individuals.
Collaborative decision taking in workplace environments is one of the most
effective models for creating buy-in from other stakeholders, building trust and
promoting innovation. In keeping with the concept of cooperation, collective
decisions made by a single person. In this way, such collective agreements have the
ability to deliver better net output results than individuals working alone (Larson,
2010).
2. Individual Decision-Making
In general, a person takes prompt decisions. When in a group, keeping any one
person responsible for a wrong decision is not easy. Human decision taking usually
saves time, resources, and energy as individuals make timely and rational choices.
There are a variety of ways to describe decision-making methods, but we will find
three broad groupings for our purposes. For certain cases, we all prefer to take actions
at one time or another using all of the methods.
Think about which approach will better describe how you make most of your choices, or
prefer making your choices.
People will point to a “gut feeling” or “hunch” as the cause for a choice, reflecting
that explanation is not accessible through conscious thought.
3. Random or Chance Approach
In this approach a decision is made on impulse, without thought.
Flipping a coin or using a “decision wheel” would be representative of employing
this approach
It is sometimes considered a dependent style because this approach can
promote denial responsibility.
For criminal justice, decision-making requires more than studying the rules and
applying them to individual cases. Decisions are based on discretion, that is, the
exercise of human judgment in order to make decisions about alternative courses of
action.
i. Loss of life
ii. Departmental or jurisdictional administrative costs
iii. Negative media attention and public opinion
iv. Demotion in position and/ or loss of job
v. Post-traumatic stress disorder (PTSD), family problems and other psychological
concerns.
Many people believe that decision-making is not a rational option but a product of
personality. With that, leaders must understand that personality cannot stand in the way
of critical decision making. Good leaders will adapt their decision-making strategy to
match the demands of various circumstance.
1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation based
on what they already know. Decision-makers in the directive are very rational and have
little tolerance for uncertainty. Instead of going to others for more detail, their decisions
are rooted in their own intelligence, experience, and reasoning. The upside to this style
is that decision-making is fast, ownership is transparent, and no extra communication is
needed. Often, however, directive decisions can be taken impulsively, without all the
necessary details.
2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision- makers analyze a lot of details. Analytic
leaders, for example, rely on direct observation, data, and facts to back their decisions.
Like decision-makers in the guideline, however, an analytic decision maker may seek
information and advice from others to affirm or refute their own expertise. These
decision-makers have a high degree of uncertainty tolerance and are extremely
adaptable but they prefer to monitor certain aspects of the decision process. This style
is a well-rounded decision-making strategy that can be time-consuming.
3. CONCEPTUAL DECISION-MAKING
Compared with the guideline or empirical approaches, the relational decision-
making process takes a more collaborative approach. Conceptual decision-makers
promote innovative thinking and teamwork and take a wide variety of viewpoints into
consideration. These decision-makers are based on success and want to look well into
the future when it comes to making critical decisions.
4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well.
Like the conceptual method, behavioral decision-is group-oriented; however, the
community is given the choices available to them, rather than brainstorming alternative
solutions. From there the community will discuss each choice’s pros and cons. This
decision-making method takes into account several different viewpoints and views in the
process.
DECISION-MAKING MODELS
Based on the perspective the researcher takes on the role that culture plays in
decision-making, one of the following models is used to think about and forecast
behavioral trends in decision-making in a given community.
1. The Universal Model – Typically, the scientist who use this model believe there
is only a small difference in how people from different cultures make their
choices. The findings obtained from one party are usually related to humans.
-LAHAT NG TAO IS MAY PAGKAKAIBA SA MGA ASPETO SA BUHAY
DEPENDE KUNG ANO CHICE NYA EITHER GUSTO NYA MAPAUNLAD
SARILI NYA, EITHER GUSTO NYA LNG MABUHAY KAHIT WALA XIANG
TRABAHO OR PINAG ARALAN, DEPENDE KUNG ANO ANG CHIOCE NYA SA
BUHAY NA GAGAWIN.
CHAPTER 5
UNDERSTANDING ADMINISTRATION
Introduction:
Administration refers to the actions which are concerned with coordinating and
managing an organization or organization’s work. There are many forms of
administration such as in government, charities, etc.
“Administration” is the performance of tasks needed to operate an agency for
general purposes. It can have a function of course, or of policy. For example, as
companies change their plan, it is the duty of administrative personnel to make the
appropriate communication to end the previous policy and begin enforcing the new
direction.
Administration is essential to ensure important to ensure that all departments
within the organization work effectively. It is the link between the managers and the
workers. This provides the workforce the inspiration and helps them understand the
organization’s goals.
The Basic Functions of Administration
a. Planning
b. Organizing
c. Directing
d. Planning
What makes a Good Administrator?
To be a good administrator, a person must be:
a. Deadline-driven and possess a high level of organization
b. Capable of balancing multiple tasks simultaneously and delegate when
appropriate
c. Capable of planning and have the ability to think strategically
d. An excellent communicator, both in person and in writing
e. Always looking for opportunities to improve productivity in the organization
Three Basic Developable skills of Administrator
It is assumed here that an administrator is one who:
a. Directs the activities of other persons and
b. Undertakes the responsibility for achieving certain objectives through these
efforts.
Within this definition, successful administration appears to rest on three basic skills,
which we call:
1. Technical skill
2. Human skill, and
3. Conceptual
Henri Fayol (1841-1945) – In his most influential work “Industrial and General
Management”, 14 principles of efficient management was identified.
1. Division of work – work specialization can increase efficiency with the same
amount of effort
2. Authority and Responsibility- authority includes the right to command and the
power to require obedience; one cannot have authority without responsibility.
3. Discipline – Discipline is necessary for an organization to function effectively,
however, the state of the disciplinary process depends upon the quality of its
leaders.
4. Unity of command- employee should receive orders from one superior only.
5. Unity of Direction- there should be one manager and one plan for a group of
activities that have the same objective.
6. Division of work – work specialization can increase efficiency with the same
amount of effort
7. Authority and Responsibility- authority includes the right to command and the
power to require obedience; one cannot have authority without responsibility.
8. Discipline – Discipline is necessary for an organization to function effectively,
however, the state of the disciplinary process depends upon the quality of its
leaders.
9. Unity of command- employee should receive orders from one superior only.
10. Unity of Direction- there should be one manager and one plan for a group of
activities that have the same objective.
11. Stability of personnel tenure- an employee needs time to adjust a new job and
reach a point of satisfactory performance; high turnover should be avoided.
12. Initiative – the ability to conceive and execute a plan (through initiative and
freedom) should be encouraged and developed throughout all levels of the
organization.
13. Espirit de Corps – “union” Unity is strength; Harmony and teamwork are
essential to effective organizations.
ADMINISTRATION MANAGEMENT
Is an act of administering the whole Is a systematic way of managing people and
organization by a group of people. things within the organization
Administration is a high-level activity. Is an activity of business and functional level
Policy formulation is performed by the Focuses on policy implementation
administration.
Administration takes all the important Management makes decisions under the
decisions of the organization. boundaries set by the administration
Administration role is decisive in nature. Management plays an executive role in the
organization
Administration is concerned with framing Management is all about plans and actions
policies and setting objectives.
Administrator is responsible for the The manager looks after the management of
administration of the organization. the organization
Administration focuses on making the best Management focuses on managing people and
possible utilization of the organization’s their work.
resources.
CHAPTER 6
HUMAN RELATIONS APPROACH
Theory X assumes that people have little ambition, dislike work, and must be
coerced in order to perform satisfactorily. Theory Y assumes that people do not
inherently dislike work and if properly rewarded, especially satisfying esteem and self-
actualization needs, will perform well on the job
The average person inherently dislikes work and will try to avoid it.
Most people must be coerced, controlled, directed, and threatened with punishment to
get them to work towards organizational goals.
The averages person prefers to be directed, wants to avoid responsibility, has relatively
little ambition, and seeks security above all.
Theory Y Assumptions
Work, whether physical or mental, is as natural as play or rest, and most people do not
inherently dislike it.
External control and threat of punishment are not the only means of bringing about effort
toward organizational goals, people will exercise self-direction and self-control when they
are committed.
Commitment to goals is a function of the rewards made available.
An average person learns, under proper conditions, not only to accept but to seek
responsibility
Police managers who believe in theory X will set up strict controls and attempt to
motivate workers strictly through economic incentives. Employees are most likely to
respond in an immature manner that reinforces the manager’s assumption.
Extensive researchers (like those of Likert, 1967) has concluded that managerial
system should shift to Theory Y assumptions to make better of human resources and
enhance both the effectiveness and efficiency of organizations. This approach help
managers to develop a broader perspective on workers and the work environment,
especially regarding alternative ways of interacting with police officers and of
recognizing the potential impact of higher level needs in job performance.
CONTEMPORARY APPROACH
1. The System Theory – It simply means that all parts of a system are interrelated
and interdependent to form the whole. A system is composed of elements or
subsystems that are related and dependent upon one another. When these
subsystems are in interaction with one another, they form a unitary whole.
2. The Contingency Theory – This approach recognizes that many internal and
external environmental variables affect organizational behavior. In this case,
there is no best way of structuring and managing diverse types of organizations.
So the underlying theme of this theory is that it all depends on a particular
situation. The task managers then is to determine in which situations and at what
times certain methods or techniques are the most effective. In this way, the
approach is more pragmatic although it encompasses relevant concepts of both
classical and behavioral theories.
POLICE MOTIVATION
Police organizations are replete with stories of organizational restructuring and
re-engineering. As a common trend in these stories are retrenchments or rightsizing (in
police parlance are called attrition) as sometimes called. The direct outcome is that
employees are expected to ‘do more with less’ and the creation of an atmosphere of
uncertainty, insecurity, and fear of future retrenchment. For this, it is difficult to sustain
high levels of employee commitment and loyalty. Thus, the challenge is to rebuild high
loyalty and commitment for high level of performance.
According to the Maslow’s formulation, the level that commands the individual’s
attention and effort is ordinarily the lowest one on which there is an unmet needs. For
example, unless needs for food and safety are reasonably well-met behavior will be
dominated by these needs and higher motives are of little significant. With their
gratification, however, the individual is free to devote time and effort to meet higher
level. In other words, one level must at least be partially satisfied before those at the
next level become determines of action.
Clayton Aldefer has developed the ERG theory which is a modification of the
Maslow’s theory. ERG theory categorizes needs into Existence, Relatedness, and
Growth needs.
According to Aldefer:
Existence Needs – are desires for physiological and material well-being
Relatedness Needs – are desires for satisfying interpersonal relationship
Growth Needs – are desires for continued personal growth and
development.
3. McClelland’s Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
Need for Achievement – the desire to do something better or more
efficiently, to solve problems, or to master complex task..
Needs for Affiliation – the desire to establish and maintain friendly and
warm relations with others.
Need for Power – the desire to control others, to influence their behavior,
or to be responsible for others.
McClelland’s view is that these three needs are acquired over time, as a result of
life experiences. People are motivated by these needs, each of which can be
associated with individual work preferences.
Other Theories of Leadership.
1. Blake and Mouton’s Grid Theory
2. House’s Path Goal Theory
3. Great Man Theory
4. Trait Theory
5. LMX Theory and other theories.
The results of behavioral studies were incorporated into a grid proposed by Blake and
Mouton. The Managerial Grid utilizes the Concern for People versus Concern for
Production dichotomy proposed by both the Ohio State and University of Michigan
studies.
The assumption made by Blake and Mouton is that there is a best leadership style
(behavior). However the combined score indicates the overall leadership skills.
9,9 The best set of behaviors - a high concern for production, coupled with a
high concern for employees.
9,1 A high concern for production but little or no regard for people.
1,9 Not concerned about production but takes great care of employees.
1,1 The least desirable style providing impoverished leadership with little
concern for production or people.
The leaders are born and not made and possess certain traits which were
inherited
Great leaders can arise when there is a great need.
Successful leaders definitely have interests, abilities, and personality traits that are
different from those of the less effective leaders. Through many researchers conducted
in the last three decades of the 20th century, a set of core traits of successful leaders
have been identified. These traits are not responsible solely to identify whether a person
will be a successful leader or not, but they are essentially seen as preconditions that
endow people with leadership potential.
Achievement drive: High level of effort, high levels of ambition, energy and
initiative
Leadership motivation: an intense desire to lead others to reach shared goals
Honesty and integrity: trustworthy, reliable, and open
Self-confidence: Belief in one’s self, ideas, and ability
Cognitive ability: Capable of exercising good judgment, strong analytical abilities,
and conceptually skilled
Knowledge of business: Knowledge of industry and other technical matters
Emotional Maturity: well adjusted, does not suffer from severe psychological
disorders.
Others: charisma, creativity and flexibility
According to the theory, leaders form different kinds of relationships with various
groups of subordinates. One group, referred to as the in-group, is favored by the leader.
Members of in-group receive considerably more attention from the leader and have
more access to the organizational resources. By contrast, other subordinates fall into
the out-group. These individuals are disfavored by the leader. As such, they receive
fewer valued resources from their leaders.
Leaders distinguish between the in-group and out-group members on the basis of
the perceived similarity with respect to personal characteristics, such as age, gender, or
personality. A follower may also be granted an in-group status if the leader believes that
person to be especially competent at performing his or her job.
Role taking: When a new member joins the organization, the leader assesses the
talent and abilities of the member and offers them opportunities to demonstrate
their capabilities.
Role making: An informal and unstructured negotiation on work-related factors
takes place between the leader and the member. A member who is similar to the
leader is more likely to succeed. A betrayal by the member at this stage may
result in him being relegated to the out-group
Community Policing
Community Engagement
Community Engagement is the key to the implementation of Community Policing.
Community Engagement refers to activities that foster positive interactions between
community members and the police officers to employ Community Policing ideals,
create opportunities for constructive exchanges, and foster substantive collaboration
while enhancing trust and legitimacy
CBP's organizational strategy first demands that everyone in the police department,
both civilian and sworn personnel (regular police officers), must investigate ways to
translate the philosophy of power-sharing into practice. CBP implies a shift within the
police organization that grants greater autonomy (freedom to make decisions) to line
officers, which also implies enhanced respect for their judgment as police professionals.
Within the community, citizens must share in the rights and responsibilities implicit in
identifying, prioritizing, and solving problems, as equal partners with the police.
3. Decentralized and personalized policing
To implement real CBP, police organizations must create and develop a new type of
line officer who acts as a direct link between the police and the people in the
community. As the department's community outreach specialists, CBP officers must be
freed from the isolation of the patrol car and the demands of the police radio so that
they can maintain daily, direct, face-to-face contact with the people they serve in a
clearly defined beat area. Ultimately, all officers should practice the CBP approach of
being visible, accessible and accountable to the people they serve.
4. Immediate and long-term proactive problem solving
As law enforcement officers, CBP officers respond to calls for service and make arrests,
but they must also go beyond this nevertheless important focus to develop and monitor
broad-based, long-term initiatives that can involve all elements of the community in
efforts to improve the quality of life. As the community's representative, the CBP officer
also acts as a link to other public and private agencies that can help in a given situation.
5. Ethics, legality, responsibility and trust
CBP implies a new contract between the police and the citizens they serve, one that
offers hope of overcoming widespread apathy while restraining any impulse of
vigilantism. This new relationship, based on mutual trust and respect, also suggests that
the police can serve as a catalyst, challenging people to accept their share of
responsibility for the overall quality of life in the community. CBP means that citizens will
be asked to handle more of their minor concerns themselves, but in exchange, this will
free police to work with people on developing immediate as well as long-term solutions
for community concerns in ways that encourage mutual accountability and respect.
6. Expanding the police mandate
CBP adds a vital, proactive element to the traditional reactive role of the police, resulting
in full spectrum policing service. As the only agency of social control operating 24 hours
a day, seven days a week, the police must maintain the ability to respond immediately
to crises and crime incidents, but CBP broadens the police role so that they can make a
greater impact on making changes today that hold the promise of making communities
safer and more attractive places to live tomorrow.
7. Helping those with special needs
CBP stresses exploring new ways to protect and enhance the lives of those who are
most vulnerable – youth, the elderly, minorities, the poor, the disadvantaged, the
homeless. It both assimilates and broadens the scope of previous outreach efforts such
as crime prevention and police community relations.
8. Grass-roots creativity and support
CBP promotes the judicious use of technology, but it also rests on the belief that nothing
surpasses what dedicated human beings, talking and working together, can achieve. It
invests trust in those who are at the sharp end of policing, relying on their combined
judgment, wisdom, and experience to develop creative new approaches to
contemporary community concerns.
9. Internal change
CBP must be a fully integrated approach that involves everyone in the organization, with
CBP being an activity of all staff, serving as generalists who bridge the gap between the
police and the people they serve. The CBP approach plays a crucial role internally by
providing information about and awareness of the community and its problems, and by
enlisting broad-based community support for the department's overall objectives. Once
CBP is accepted as the agreed model and style of policing, all officers should practice it.
10. Building for the future
CBP provides decentralized, personalized police service to the community. It
recognizes that the police cannot impose order on the community from the outside, but
that people must be encouraged to think of the police as a resource that they can use in
helping to solve contemporary community concerns. It is not a tactic to be applied and
then abandoned, but a new philosophy and organizational strategy that provides the
means and flexibility to meet local needs and priorities as they change over time.
Definition of Terms
Administration –Denotes functions that determine the basic policies, programs and
objectives of an organization and the means and method to be employed to achieve
them.
Discipline – Employees must obey and respect the rules and regulations which
governs the organization.
Esprit de Corps – Promoting team spirit will build unity and harmony within the
organization.
Policy – Defined as as a “general plan of action” that serves as a guide in the operation
of the organization.
Procedures - Are the actual courses of action such working details methods of
operation, paperwork, review, routing papers.
REFERENCES
Hasan, S. (2017). Top 10 Leadership Qualities That Make Good Leaders. Retrieved
on September 15, 2019 from https:// blog.taskque.com / characteristics-good leaders.
Kotter J. (1990). A Force for Change: How Leadership Differs from Management.
New York: Free Press.
Rowe, W.G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications.
Internet sources:
https://
higherstudy.org/administrative-theory-14-principles-henri-fayol/byhigherstudy.org.
Published November 1, 2017. Updated August 7, 2019.