CHARATEC FORMATION

1: NATIONALISM AND
PATRIOTISM
ROY E. ESTILLERO, JD, RCRIM, LPT

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The MOST WELL-KNOWN TRAITS AND ATTITUDES
OF THE FILIPINO
POSITIVE TRAITS OF FILIPINOS
1. Hospitality – characterized by heart-warming
generosity and friendliness exhibited to foreigners an
locals alike. One of the most popular qualities of Filipinos.
2. Respect – this is a tradition in Filipinos.
2.1 Po and Opo – words spoken by the Filipinos
when talking to elders, or in order to show respect to
persons in authority.
2.2 Pagmamano – Another way of showing respect
to the elders when greeting them. This is done by putting
their elder’s hands on their foreheads.
2.3. Filipinos also show respect at workMaphzNisol by
3. Strong Family Ties and Religions
Filipinos value their families so much that they
tend to keep their families intact through the
generations.
Families go to church and pray together because
their religion is important and creates a strong bond,
marking God as the center of their lives.

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4. Generosity and Helpfulness
Filipinos share what they have to the people
around them even when they only have little.
When you will be in trouble, Filipinos cannot
refuse to help you. They are willing to assist you or
lend a hand.

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5. Strong Work Ethics – being hardworking
people.
They are always willing to work almost the whole day
to provide the needs of their families.

6. Loving And Caring – Filipinos are found to be the

sweetest and most loving people in the world.

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NEGATIVE TRAITS OF FILIPINOS
1. Fatalism (“Bahala Na” or “Come What May”
Attitude) – When Filipinos are facing difficulties and
shortcomings they have this attitude of leaving it up
to God to sort things out. An attitude of “What Goes
Around Comes Around.”
Filipinos have tendency to surrender the future to
luck. They have that strong confidence that
everything will work out in his interest without doing
anything.
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2. Mañana Habit (Procrastination) – True blooded
Filipinos have the attitude of causing delays in
accomplishing things or making transactions. When
not interested or not in the mood, they wait or
reserve until tomorrow or the next day to finish what
they are doing or meeting their transactions.
The “bahala na” attitude is the outcome of the
“Mañana Habit” when task are left undone.

3. Crab Mentality – Attitude of some Filipinos where

they tend to push each other down to clear the way
for their own gain.
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4. Hypocrisy – Criticisms to others’ failure to live
with the moral standards of the society are inevitable.
The fear of being outcast has forced a lot of people to
live a double standard life. To hide our failure in
following the norm, we tend to be condemning those
who are caught red handed.
Ex. Criticism faced by those who become
pregnant outside marriage. The sad fact behind this
scenario is that some of these critics could have
actually engaged in premarital sex too-only that no
proof is visible.
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5. Ningas Cogon – very good at the start when
doing something.
6. Tardiness (Filipino Time) – late arrival of the
persons we are waiting.
7. Gossiping – Fond of talking about others’
business.
8. Blaming – Filipinos sometimes are self-righteous.
We do not want to take the blame, we lack humility.
9. Selfishness – insensitive to the needs and
situations of others.
10. Disobedience to Simple Rules and
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11. Attention Taker- Doing things that are already
embarrassing in desperate need to be the center of
attention.
12. Being Onion-Skinned or Too Sensitive
Being to proud must be changed. If we think highly of
ourselves, then we have the tendency to put a wall
around us and that a signboard on our forehead
saying, “I must be respected”. Therefore when
someone make a joke or a not positive comment
about us, we feel like we are not respected and we
get offended.
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13. Living Beyond their Means- overspending,
social climbing and it is alright to be swimming in
credits and loans.

14. Passivity ( Lack of Leadership) – Lack

initiative for change is also one reason why
country does not progress. Lack of care, courage
and confidence. If you notice, in classrooms,
churches, or conference rooms, most of us don’t
like to sit in the front seat.

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THREE MAIN TRAITS UNDERSCORING FILIPINO
VALUES (excerpted from the Phils. Australia
Business Council)
1. Personalism – Filipinos value interpersonal
relationship. Amicable settlement of dispute is the
primary means of restoring broken relationships and
fact to face open forum.
2. Familialism – Family oriented. Development
programs and projects in the community are
concentrated on the family. Decision on matters is
centered on the family welfare and best interest of
some individuals.
3. Particularism – Displayed behavior by MaphzNisol
the
Values Orientation – the approach that may
influence work or social relationships by persons
relating to objects , events and ideas.
Four Main Obligations Underlying Filipino
Value orientation;
1. Pakikiramay – helping without being asked
2. Pakikisama – getting along with persons
3. Bayanihan – extend help without compensation
4. Galang – respect opinions of elders, peers or
those in authority

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NATIONALISM
- An ideology and movement defined by
promoting the interest of a particular nation, in
particular with the aim of acquiring and maintaining
the nation’s sovereignty over its country of origin.
(Smith, 2010).
- Claims that each nation should regulate itself,
free from outside intervention, that a nation is a
natural and ideal political basis, and that the nation
is the only legitimate source of political authority.
(Finlayson, 2014)
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 - Aims to build and maintain a single national
identity, based on shared social characteristics such
as culture, language, religion, politics and belief in a
distinctive shared history, and to promote national
unity or solidarity (Yack, 2012).
- Seeks to preserve and encourage a nation’s
traditional culture and cultural revivals have been
connected to nationalist movements.

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TYPES OF NATIONALISM
1. Ethnic Nationalism(Ethnonationalism)
The country is described from prior generations
in terms of ethnicity and descent. It also involves
the concept of a shared culture among group
members, and generally a shared language.
The nation’s membership is hereditary. The
state derives political legitimacy from its status as
the ethnic group’s homeland and from its obligation
to safeguard the partially domestic group and as a
group to promote its family and social life.
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2. Civic Nationalism (Civil Nationalism)
The state derives political legitimacy from its
citizens’ active involvement and the extent to which
it reflects the “will of the individuals.”
The country is supposed to be a community of
those who contribute to the state’s maintenance
and strength, and where the person exists expressly
in the society to contribute to that objective.

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3. Expansionist Nationalism
A radical form of imperialism that includes independent, patriotic
feelings with a faith in expansionism, generally through military
aggression.
Nations are not believed to be equivalent to their right to self-
determination; some countries are believed to possess features or
qualities that make them superior to others. Therefore, expansionist
nationalism argues the right of the state to expand its boundaries at the
cost of its neighbours.

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4. Romantic Nationalism
Otherwise known as National Romanticism, Organic
Nationalism and Identity Nationalism. The form of ethnic nationalism
in which the state derives political legitimacy based on the presence of a
historical ethnic culture that meets the romantic ideal.
It expressed Romanticism’s values and opposed the rationalism of
Enlightenment. A historical ethnic culture, folklore evolved as a romantic
nationalist notion.

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5. Cultural Nationalism
The country is described by shared culture, not solely civic or
ethnic. Chinese nationalism is an instance of cultural nationalism,
partially due to China’s many national minorities. Membership in the
nation is neither completely voluntary nor hereditary.
Cultural Nationalism has been defined as a variety of non-civil or
ethnic nationalism (Neilsen, 199)

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6. Third World Nationalism
Nationalist feeling are the outcome of opposition to colonial rule to
survive and maintain a domestic identity.
7. Liberal Nationalism
Is a kind of nationalism lately defended by political philosophers who
think that a non- xenophobic (dislike of or prejudice against people from
other countries) form of nationalism compatible with liberal values of
liberty, tolerance, equality and individual rights can exists.

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8. Religious Nationalism
Nationalism’s connection to a specific religious faith, church, or
affiliation. It can be seen that a shared religion contributes to a sense of
domestic unity and a mutual bond between the nation’s people.
9. Pan-Nationalism – Ethnic or cultural nationalism refers to a country
that is itself a cluster of associated ethnic and cultural communities (such a
Turkish people).
10. Diaspora Nationalism – Is an ethnic population residing outside their
traditional homelands.
11. Stateless Nationalism – an ethnic or cultural minority within a nation-
state aims independence.

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12. National Conservatism- A political term mainly used in Europe, to
describe a version of conservatism that focuses more on domestic
interests than conventional conservatism.
13. Revolutionary Nationalism – an ideological theory that calls for a
domestic group united by a shared sense of intent and destiny, also known
as radical nationalism.
It was first ascribed and strongly promulgated by Benito Mussolini to
followers of revolutionary syndicalism.
14. Left-Wing Nationalism – also sometimes referred to as socialist
nationalism, relates to any political movement combining left-wing or
socialism with nationalism.

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PATRIOTISM
Patriotism or National Pride is a sense of love, dedication and
attachment to a country and an alliance with other people who share the same
impression. This attachment can be a mixture of many distinct emotions,
including ethnic, cultural, political or historical elements related to one’s own
country.
It is predominant virtue linked to a nation’s love, with greater emphasis
on values and beliefs. One who is patriotic will be willing to offer any sacrifice to
his nation.
The English word “Patriot” is first known in the Elizabethan Period; it
originated from Latin (6th century) “Patriota” via middle French, meaning
“Countryman” finally from Greek (Patriotes) meaning “from the same nation”
(patris) meaning “fatherland”
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KINDS OF PATRIOTISM
1. Patriotism of Duty- includes fidelity to one’s nation through material
acts. This is military service patriotism and other selfless sacrifice types.
2. Patriotism of Affection- Patriotism of the heart. It is about one’s
internal desire for his country’s well-being. Can be seen in Patriotism of
Duty but id does not necessarily result in it; One can truly love his country
and yet be a coward, just as one can theoretically fulfill a patriotic duty and
yet feel apathetic about the country’s welfare.
3. Patriotism of Manners – This is customs patriotism, written or
unwritten. This is to place one’s hand over the heart during the national
anthem. It can be performed by anyone without actually needing affection
or duty patriotism. This establishes mostly a set of protocols.
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Types of Patriotism
1. Personal Patriotism – emotional and voluntary.
The patriot adheres to certain patriotic values, such as respect for the flag
or the honoring of veterans.
Other expressions of personal patriotism includes enlisting in the
army, public service, and participation in the political process through
voting.

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2. Official Patriotism – Promoted by the Government which has a high
symbolic and ceremonial content. (National monuments, veterans days
and commemoration ceremonies)
Often, this is highly regulated by protocols with specific methods for
handling flags, or specific pledges and displays of allegiance.
Relies heavily on symbolic acts, such as displaying the flag, singing
the national anthem, saying a pledge, participating in a mass rally, placing
a patriotic bumper sticker on one’s vehicle or any other way of publicly
proclaiming allegiance to the state.

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3. Symbolic Patriotism – In wartime this is intended to raise morale, in
turn contributing to the war effort.

4. Peacetime Patriotism – Cannot be easily linked to a measurable gain

for the state, but the patriot does not see it as inferior. Levels of patriotism
vary across time, and among political communities. Typically patriotic
intensity is higher when the state is under external threat.

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 PATRIOTISM NATIONALISM
Feeling are based on the country’s Emotions are based on the belief that
positive values(liberty, justice and one’s nation is superior to all others.
equality)

The patriot thinks that both their Holds a connotation of other countries’
country’s state system and individuals distrust or disapproval, leading to the
are inherently good and working premise that other states are
together to achieve a better quality life. competitors.

Patriots do not degrade other countries Degrades other countries sometimes to

automatically the point of calling for global dominance

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 PATRIOTISM NATIONALISM
Patriot is proud of his nation for what it Nationalist is proud of his nation
does whatever it does
Generates a sense of accountability Generates a sense of blind stupidity
leading to war.
Patriot is proud of his nation for what it Nationalist is proud of his nation
does whatever it does

Generates a sense of accountability Generates a sense of blind stupidity

leading to war.

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FILIPINO NATIONALISM
Started in the Philippines in the 1800s with an upsurge of
patriotic feelings and nationalistic ideals resulting from more than two
decades of Spanish rule.
Philippine Revolution of 1896 (Joaqs,1990)
-Served as the backbone of , and continues to this day, the first
nationalist revolution in Asia.
Propaganda Movement- the first manifestation of Philippine
nationalism carried out both in Spain and in the Philippines.

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DIFFERENT WAYS TO SHOW FILIPINO SENSE OF NATIONALISM
To show our sense of Filipino Nationalism, everyone must:
WORK – ACT – PARTICIPATE – RESPECT – STAND PROUD –
LOVE.
1. Respect the Philippine Flag and Value Filipino Identity-
connected to our Freedom
2. Be Productive – Do not rely on everything and then blame our
government, but instead make yourself productive and helpful to the
nation.
3. Be Aware of the Issues in Our Country- updated on the significant
issues
4. Stand Proud for Every Achievement- Filipinos are competitive
around the world. Their accomplishments unites every Filipino.
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5. Patronize and Support Our Own Product
6. Preserve the Filipino Culture
7. Respect Everyone and Value our Traditions
8. Speak Out Our Own Language
9. Remember and commemorate our heroes’ sacrifices for our
country.
10. Love our Family, Our Neighbors, and our countrymen

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Philippine Symbols that Promotes A Sense of Nationalism
1. The Philippine Flag with red, white and blue colors and a yellow sun.
2. Coat of Arms of the Philippines also featuring the yellow sun with 8
rays depicting the original provinces in the Philippines.
(BaTaCaPaMaLaBuNu)
3. Lupang Hinirang (Chosen Land)- The Philippine National Anthem
Composed by: Julian Felipe, first played publicly on June 12, 1898
during the Proclamation of Phil․ Independence․ Its lyrics were adopted
from the Spanish poem, “Filipinas” written by Jose Palma․
4. Sampaguita (Jasminum Sambac) The national Flower, symbolizing
purity and simplicity, the flower is small, white and pleasantly fragrant.

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Philippine Symbols that Promotes A Sense of Nationalism
5. Narra (Pterocarpus)- national tree also known as “Rosewood” it is
strong, sturdy and durable-a common rainforest tree.
6. Philippine Eagle(Pithecophaga Jefferyi) national bird.
7. Dr. Jose P. Rizal – national hero
8. Cariñosa (Tinikling) – national dance
9. Carabao (water buffalo)- national animal, symbolizes industriousness
and hard work
10. Bangus (milk fish)-national fish. Symbolizes versatility because of
the many ways to cook it.
11. Mango – national fruit, considered as the sweetest fruit in the world

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12. Barong – national costume for men
Baro’t Saya – for women
13. “Bayan Ko” and “Pilipinas Kong Mahal” are the Philippine National
Songs
14. Arnis- The Philippines sport (stick fighting)
15. Anahaw (Livistona rotundifolia)- The Philippine national plant. This
plant is often used as hat, umbrella, or fan symbolizing the Filipino’s
resourcefulness.
16. Nipa Hut – The Philippine national house: typically a small bamboo
house with a thatched roof.

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IMPORTANT DATES, EVENTS AND PERSONS IN THE RISE OF
FILIPINO NATIONALISM
The Opening of the Philippines to World Commerce
1834 – Manila was officially part of the World Commerce after reviewing
different economic policies. This is the period of the development of
agriculture in the country because foreigners shared their agricultural
ideas.
1855 – Various ports opened in Sual, Pangasinan, Iloilo and Zamboanga,
1860 – ports open in Cebu
1873- in Tacloban

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IMPORTANT DATES, EVENTS AND PERSONS IN THE RISE OF
FILIPINO NATIONALISM
Illustrados – middles class, the educated Filipinos who, by writing
essays, articles, novels or publication in news journal called “La
Solidaridad” campaign for reform in the colony in a peaceful way.
Principalia – those belonging to the Spanish or Chinese mestizos
indigenous to Filipino or upper class.
Inquilinos – leased property to the friars.
1565 – Religious orders took control of the parisher in the Philippines,
these are the Augustinian, Recollects, Dominicans, and Franciscan

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IMPORTANT DATES, EVENTS AND PERSONS IN THE RISE OF FILIPINO
NATIONALISM

Father Pedro Pelaez 1862- Exposes the discrimination of Filipino clergys

and the racial and national conflict with the Friars.
19th Century – Majority of the Filipino Priest were qualified as Secular
Priest.
Gov. General Carlos Maria de la Torre y Nava Cerrada- he was the
one who boost and inspired the Secularization movement and leads a
Liberal Regime in Spain.

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IMPORTANT DATES, EVENTS AND PERSONS IN THE RISE OF FILIPINO
NATIONALISM
Rafael De Laquierdo (1870-73)- a Gov-Gen of the Spanish Republic who is
an autocratic and oppressive ruler; replaced Gov. Dela Torre. He boasted that
he ruled with a crucifix in one hand and a sword in the other. He decide to
restore old order and repealed the exemption of the Filipinos from Polo y
Servicio (forced labor of Filipino men in 1580) and tribute (tax)that the Cavite
workers had been enjoying.
January 20, 1872 – 200 Filipino troops and employees, led by Sgt. Fernando
La Madrid, who took control of the Spanish arsenal in Cavite, mutinied against
the Spaniards. Gov. Izquierdo sent troops forthwith to quench the rebellion. The
ring leaders were murdered and persecuted by La Madrid, accusing
GOMBURZA, as the Rebellion’s mastermind.

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Francisco Zaldua – a Bicolano soldier who testified against the
GOMBURZA.

GOMBURZA – the 3 martyrs:

1. Father Mariano Gomez – a Chinese-Filipino, born in Cavite who held
the most senior position of the three as Archbishop’s Vicar in Cavite. He
was truly nationalistic and accepted the death penalty calmly as though it
were his penance for being pro-Filipinos.

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2. Father Jose Burgos – was of Spanish descent, born in the
Philippines. He was a parish priest of the Manila Cathedral and had been
known to close to the liberal Governor General de la Torre. He was 35
years old at the time and was active and outspoken in advocating the
Filipinization of the clergy. He wrote to defend the seculars and was
known to weep like a child.
3. Father Jacinto Zamora – was also a Spanish, born in the Philippines.
He was the parish priest of Marikina and was known to be unfriendly to
and would not countenance any arrogance or authoritative behavior from
Spaniards coming from Spain. He once snubbed a Spanish governor who
came to visit Marikina.
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Issues on the Three Priest:
1. Fr. Gomez- participated in secularization but no longer active in 1872
and he was already more than 80 yrs. Old.
2. Fr. Burgos – involved in the issue of secularization
3. Fr. Zamora – Victim of mistaken identity since the warrant of arrest was
addressed to a certain Jose Zamora, a known critic of Spanish
Government at that time.

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February 17, 1872 – the three priests were executed by Garrote. At the
death of the 3 priests the crowd paid respect when they removed their
hats and knelt down. The bells rang all over the City upon the order of
Archbishop Melito Martinez.
- This is considered as the beginning of Filipino Nationalism
because 3 priests were innocent yet accepted the brutal punishment for
the nation.

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Propaganda Movement or Reform Movement- also known as Junta
De Propaganda, Cuerpo de Compromisarios and La Solidaridad, was
founded in the 19th century by the illustrados to improve the lives of low
indios thru reforms or changes implemented in the colony. The founders
were Dr. Pedro Paterno and Gregorio Sanciangco, Doctors of Law who
laid the foundation of the movement in Madrid.
Propaganda – refers to the systematic efforts to spread opinion and
beliefs by means of pen and tongue literally means the propagation of a
given opinion.
Propagandists or Reformists – Filipino reformers who fled the country
to escape persecution in 1872.

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THREE LEADING REFORMISTS IN 19TH CENTURY
1. DR. JOSE P. RIZAL – regarded as the conscience of the movement
and the most prolific writer among the Propagandists.
Pen Names: Dimasalang and Laong-Laan
- “Father of Philippine Nationalism”
- born in June 19, 1861 in Calamba Laguna
Literary works: “Sa Aking mga Kabata” “To My
fellow Children (age 8)
“”La Juventud Filipina” (To the
Filipino Youth)-won 1st prize
“Filipinas Dentro De Cien Años” (The
Philippine Century Hence)-essay
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 “Sa Mga Kababaihan ng Malolos” (The Young Women of
Malolos)-commended the 20 women of Malolos who bravely
disobeyed their parish priest by establishing a night school where
they could learn Spanish language.
- “Noli Me Tangere” (Touch Me Not)
- “El Filibusterismo”(Reign of Greed)- written in Spanish a sequel to
Noli Me Tangere, in dedication to the 3 martyr priests.
- “Mi Ultimo Adios”(My Last Farewell)
- Founder of La Liga Filipina in Tondo Manila

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2. MARCELO H. DEL PILAR – regarded as the greatest journalist of Reform
Movement.
-born in August 30, 1850 in San Nicolas, Bulacan, Bulacan.
- was a journalist who mastered the use of satire ( the use of humor, irony,
exaggeration, or ridicule to expose and criticize people’s stupidity or vices.
- co-founder of “Diariong Tagalog”
Literary writings; - “Caingat Cayo” (he defended here the Noli Me Tangere
of Jose Rizal)
Dasalan at Toksohan- exposed the true nature of friars. Etc.
- Organized the 1st political group in the Philippines known as “Junta de
Propaganda.”
- His pseudonyms are, Dolores Manapat, Piping Dilat, V. Garcia and Plaridel

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3. GRACIANO LOPEZ JAENA – born in Dec. 18, 1856
- wrote the “Fray Botod” (La hija de fraile) (Big-Bellied Friar)
- acclaimed as the “Prince of the Filipino Orators” and “Great Orator of
the Reform Movement”
-Pen name is Diego Laura
- Founded “La Solidaridad”(Solidarity)
-Founded Masonic lodge for Filipinos in 1889
- has a habit of eating sardines straight from the can, wiping his hands
at his coat and still wear it the next day without being laundry.

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Other Filipino Reformists

1. Dr. Pedro Paterno – wrote the novel “Ninay” the 1st Filipino Novel that
shows the Filipino’s developed culture.
2. Antonio Luna – pen name is “Taga-ilog”
- “Noche Buena” a biographical sketch that
depicts the actual life in the Philippines.
- “La Maestra de mi Pueblo, defects of the
educational system for women.

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Other Filipino Reformists
3. Andres Bonifacio- “Supremo ng Katipunan”
-one of the Founders of Katipunan.
-writings: Pag-Ibig sa Tinubuang lupa
Katapusang Hibik ng Pilipinas sa Inang Espanya, Ang Dapat
Mabatid ng Tagalog,
- Pseudonym: Agapito Bagumbayan

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Other Filipino Reformists
4. Emilio Jacinto – regarded as the “Brain of the Katipunan” when
comes to military matters; born on Dec.15, 1875 in Trozo, Manila.
-joined the Katipunan in 1894 under the name of “Pingkian”.
- wrote “Kartilla ng Katipunan”
- “Liwanag at Dilim’ and “La Patria”
- editor-in-chief of “Kalayaan, an official newspaper of Katipunan.
5. Apolinario Mabini – called the “Brains and Conscience of the
Katipunan.

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KKK – Kataas-taasan, Kagalang-galangan na Katipunan ng mga
Anak ng Bayan

Katipuneros- refers to the sons of the people, used the triangle method
to recruit members, where every member should recruit two new
members who would only know each other after passing the initiation
rites.

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Philosophical Foundation of Filipino Values
For the most part, Filipino values are focused on preserving social
harmony, mainly driven by a group’s willingness to be accepted.
 Hiya – sense of shame
 Amor propio – self-esteem
 Pakikisama –companionship
Utang na Loob – gratitude

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Models of the Filipino Values

1. Exogenous Model or the Foreign Model

- a legal and formal model defined as the international model.
Example: bureaucracy displayed in the Philippine Government.

2. Indigenous Model or the Traditional Model

- traditional and non-formal model or guide,

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FIVE CORE FILIPINO VALUES
1. MAPAGPASALAMAT
2. MATATAG
3. MASIGASIG
4. MAPAGMALASAKIT
5. MAGALANG

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THE PHILIPPINE NATIONAL POLICE CORE VALUES:
 Love of God
 Respect for authority
 Respect for Women
 Respect for Sanctity or Marriage
 Stewardship over material things
 Responsible dominion
 Truthfulness

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POLICE SERVICE
S- SERVANT HOOD
E – EXCELLENCE
R- RESPONSIBILITY WITH ACCOUNTABILITY
V – VALUING PEOPLE AND RESPECT FOR HUMAN RIGHTS
I- INTERGRITY
C- COURAGE
E-EMPOWERMENT- reach out and create bridges of collaboration,
nurture volunteerism and operate in harmony

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RELATED PHILIPPINE LAWS THAT PROMOTES NATIONALISM AND
PATRIOTISM
1. RA 10086 – An Act strengthening people’s nationalism through
Philippine history by changing the nomenclature of the National Historical
Institute into the National Historical Commission of the Philippines,
strengthening its powers and functions, and for other purposes; also
known as “Philippine Cultural Heritage Act of 2010
2. RA 8044 – also known as the “Youth in Nation-Building Act; an act
creating the National Youth Commission, establishing a National
Comprehensive and Coordinated Program on Youth Development,
Appropriating Funds therefore, and for other purposes.

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3. RA 1425- an act to include in the curricula of all public and private
schools, colleges and universities courses on the life, works and
writings of Jose Rizal, particularly his novels Noli Me Tangere and El
Filibusterismo
4. The 1987 Philippine Constitution

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3. RA 1425- an act to include in the curricula of all public and private
schools, colleges and universities courses on the life, works and
writings of Jose Rizal, particularly his novels Noli Me Tangere and El
Filibusterismo
4. The 1987 Philippine Constitution

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 THANK YOU AND
LIFE IS BEAUTIFUL....

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MaphzNisol
 ARTICLE I
NATIONAL TERRITORY
The national territory comprises the Philippine archipelago, with all the
islands and waters embraced therein, and all other territories over which
the Philippines has sovereignty or jurisdiction, consisting of its terrestrial,
fluvial and aerial domains, including its territorial sea, the seabed, the
subsoil, the insular shelves, and other submarine areas. The waters
around, between, and connecting the islands of the archipelago,
regardless of their breadth and dimensions, form part of the internal
waters of the Philippines.

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ARTICLE II
DECLARATION OF PRINCIPLES AND STATE POLICIES
PRINCIPLES
Section 1. The Philippines is a democratic and republican State.
Sovereignty resides in the people and all government authority emanates
from them.
Section 2. The Philippines renounces war as an instrument of national
policy, adopts the generally accepted principles of international law as
part of the law of the land and adheres to the policy of peace, equality,
justice, freedom, cooperation, and amity with all nations.

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ARTICLE II
DECLARATION OF PRINCIPLES AND STATE POLICIES
PRINCIPLES
Section 3. Civilian authority is, at all times, supreme over the military.
The Armed Forces of the Philippines is the protector of the people and
the State. Its goal is to secure the sovereignty of the State and the
integrity of the national territory.

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ARTICLE II
DECLARATION OF PRINCIPLES AND STATE POLICIES
PRINCIPLES
Section 4. The prime duty of the Government is to serve and protect the
people. The Government may call upon the people to defend the State
and, in the fulfillment thereof, all citizens may be required, under
conditions provided by law, to render personal, military or civil service.

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ARTICLE II
DECLARATION OF PRINCIPLES AND STATE POLICIES
PRINCIPLES
Section 4. The prime duty of the Government is to serve and protect the
people. The Government may call upon the people to defend the State
and, in the fulfillment thereof, all citizens may be required, under
conditions provided by law, to render personal, military or civil service.

Section 6. The separation of Church and State shall be inviolable.

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STATE POLICIES

Section 8. The Philippines, consistent with the national interest, adopts

and pursues a policy of freedom from nuclear weapons in its territory.
Section 11. The State values the dignity of every human person and
guarantees full respect for human rights.

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STATE POLICIES

Section 12. The State recognizes the sanctity of family life and shall
protect and strengthen the family as a basic autonomous social
institution. It shall equally protect the life of the mother and the life of the
unborn from conception. The natural and primary right and duty of
parents in the rearing of the youth for civic efficiency and the
development of moral character shall receive the support of the
Government.

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STATE POLICIES

Section 13. The State recognizes the vital role of the youth in nation-
building and shall promote and protect their physical, moral, spiritual,
intellectual, and social well-being. It shall inculcate in the youth patriotism
and nationalism, and encourage their involvement in public and civic
affairs.
Section 14. The State recognizes the role of women in nation-building,
and shall ensure the fundamental equality before the law of women and
men.

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STATE POLICIES

Section 15. The State shall protect and promote the right to health of the
people and instill health consciousness among them.
Section 17. The State shall give priority to education, science and
technology, arts, culture, and sports to foster patriotism and nationalism,
accelerate social progress, and promote total human liberation and
development.
Section 18. The State affirms labor as a primary social economic force. It
shall protect the rights of workers and promote their welfare.

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STATE POLICIES
Section 22. The State recognizes and promotes the rights of indigenous
cultural communities within the framework of national unity and
development.
Section 24. The State recognizes the vital role of communication and
information in nation-building.
Section 27. The State shall maintain and take positive and effective
measures against graft and corruption.
Section 28. Subject to reasonable conditions prescribed by law, the State
adopts and implements a policy of full public disclosure of all its
transactions involving public interest.
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 ARTICLE XIV
EDUCATION, SCIENCE AND TECHNOLOGY, ARTS,
CULTURE AND SPORTS
EDUCATION
Section 1. The State shall protect and promote the right of all citizens to
quality education at all levels, and shall take appropriate steps to make
such education accessible to all.
Section 2. The State shall:
(1) Establish, maintain, and support a complete, adequate, and integrated
system of education relevant to the needs of the people and society;

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(2) Establish and maintain, a system of free public education in the
elementary and high school levels. Without limiting the natural rights of
parents to rear their children, elementary education is compulsory for all
children of school age;
(3) Establish and maintain a system of scholarship grants, student loan
programs, subsidies, and other incentives which shall be available to
deserving students in both public and private schools, especially to the
under-privileged;
(4) Encourage non-formal, informal, and indigenous learning systems, as
well as self-learning, independent, and out-of-school study programs
particularly those that respond to community needs; and

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(5) Provide adult citizens, the disabled, and out-of-school youth with
training in civics, vocational efficiency, and other skills.
Section 3. (1) All educational institutions shall include the study of the
Constitution as part of the curricula.
(2) They shall inculcate patriotism and nationalism, foster love of
humanity, respect for human rights, appreciation of the role of national
heroes in the historical development of the country, teach the rights and
duties of citizenship, strengthen ethical and spiritual values, develop
moral character and personal discipline, encourage critical and creative
thinking, broaden scientific and technological knowledge, and promote
vocational efficiency.

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(5) Provide adult citizens, the disabled, and out-of-school youth with
training in civics, vocational efficiency, and other skills.
Section 3. (1) All educational institutions shall include the study of the
Constitution as part of the curricula.
(2) They shall inculcate patriotism and nationalism, foster love of
humanity, respect for human rights, appreciation of the role of national
heroes in the historical development of the country, teach the rights and
duties of citizenship, strengthen ethical and spiritual values, develop
moral character and personal discipline, encourage critical and creative
thinking, broaden scientific and technological knowledge, and promote
vocational efficiency.

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(3) At the option expressed in writing by the parents or guardians,
religion shall be allowed to be taught to their children or wards in public
elementary and high schools within the regular class hours by instructors
designated or approved by the religious authorities of the religion to which
the children or wards belong, without additional cost to the Government.
Section 4.(1) The State recognizes the complementary roles of public and
private institutions in the educational system and shall exercise
reasonable supervision and regulation of all educational institutions.

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(2) Educational institutions, other than those established by religious groups
and mission boards, shall be owned solely by citizens of the Philippines or
corporations or associations at least sixty per centum of the capital of which is
owned by such citizens. The Congress may, however, require increased
Filipino equity participation in all educational institutions.
The control and administration of educational institutions shall be vested in
citizens of the Philippines.
No educational institution shall be established exclusively for aliens and no
group of aliens shall comprise more than one-third of the enrollment in any
school. The provisions of this subsection shall not apply to schools established
for foreign diplomatic personnel and their dependents and, unless otherwise
provided by law, for other foreign temporary residents.

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(3) All revenues and assets of non-stock, non-profit educational
institutions used actually, directly, and exclusively for educational
purposes shall be exempt from taxes and duties. Upon the dissolution or
cessation of the corporate existence of such institutions, their assets shall
be disposed of in the manner provided by law.
Proprietary educational institutions, including those cooperatively owned,
may likewise be entitled to such exemptions, subject to the limitations
provided by law, including restrictions on dividends and provisions for
reinvestment.
(4) Subject to conditions prescribed by law, all grants, endowments,
donations, or contributions used actually, directly, and exclusively for
educational purposes shall be exempt from tax.
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Section 5. (1) the State shall take into account regional and sectoral
needs and conditions and shall encourage local planning in the
development of educational policies and programs.
(2) Academic freedom shall be enjoyed in all institutions of higher
learning.
(3) Every citizen has a right to select a profession or course of study,
subject to fair, reasonable, and equitable admission and academic
requirements.

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(4) The State shall enhance the right of teachers to professional
advancement. Non-teaching academic and non-academic personnel shall
enjoy the protection of the State.
(5) The State shall assign the highest budgetary priority to education and
ensure that teaching will attract and retain its rightful share of the best
available talents through adequate remuneration and other means of job
satisfaction and fulfillment.

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ARTS AND CULTURE
Section 14. The State shall foster the preservation, enrichment, and
dynamic evolution of a Filipino national culture based on the principle of
unity in diversity in a climate of free artistic and intellectual expression.
Section 15. Arts and letters shall enjoy the patronage of the State. The
State shall conserve, promote, and popularize the nation's historical and
cultural heritage and resources, as well as artistic creations.
Section 16. All the country's artistic and historic wealth constitutes the
cultural treasure of the nation and shall be under the protection of the
State which may regulate its disposition.

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Section 17. The State shall recognize, respect, and protect the rights of
indigenous cultural communities to preserve and develop their cultures,
traditions, and institutions. It shall consider these rights in the formulation
of national plans and policies.
Section 18. (1) The State shall ensure equal access to cultural
opportunities through the educational system, public or private cultural
entities, scholarships, grants and other incentives, and community
cultural centers, and other public venues.
(2) The State shall encourage and support researches and studies on the
arts and culture.

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LANGUAGE
Section 6. The national language of the Philippines is Filipino. As it
evolves, it shall be further developed and enriched on the basis of
existing Philippine and other languages.
Subject to provisions of law and as the Congress may deem appropriate,
the Government shall take steps to initiate and sustain the use of Filipino
as a medium of official communication and as language of instruction in
the educational system.

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LANGUAGE
Section 7. For purposes of communication and instruction, the official
languages of the Philippines are Filipino and, until otherwise provided by
law, English.
The regional languages are the auxiliary official languages in the
regions and shall serve as auxiliary media of instruction therein.
Spanish and Arabic shall be promoted on a voluntary and optional
basis.

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LANGUAGE
Section 8. This Constitution shall be promulgated in Filipino and English
and shall be translated into major regional languages, Arabic, and
Spanish.
Section 9. The Congress shall establish a national language commission
composed of representatives of various regions and disciplines which
shall undertake, coordinate, and promote researches for the
development, propagation, and preservation of Filipino and other
languages.

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SCIENCE AND TECHNOLOGY
Section 10. Science and technology are essential for national
development and progress. The State shall give priority to research and
development, invention, innovation, and their utilization; and to science
and technology education, training, and services. It shall support
indigenous, appropriate, and self-reliant scientific and technological
capabilities, and their application to the country's productive systems and
national life.

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SPORTS
Section 19. (1) The State shall promote physical education and
encourage sports programs, league competitions, and amateur sports,
including training for international competitions, to foster self-discipline,
teamwork, and excellence for the development of a healthy and alert
citizenry.
(2) All educational institutions shall undertake regular sports activities
throughout the country in cooperation with athletic clubs and other
sectors.

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 ARTICLE XV
THE FAMILY
Section 1. The State recognizes the Filipino family as the foundation of
the nation. Accordingly, it shall strengthen its solidarity and actively
promote its total development.
Section 2. Marriage, as an inviolable social institution, is the foundation of
the family and shall be protected by the State.
Section 3. The State shall defend:
(1) The right of spouses to found a family in accordance with their
religious convictions and the demands of responsible parenthood;

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 ARTICLE XV
(2) The right of children to assistance, including proper care and nutrition,
and special protection from all forms of neglect, abuse, cruelty,
exploitation and other conditions prejudicial to their development;
(3) The right of the family to a family living wage and income; and
(4) The right of families or family associations to participate in the
planning and implementation of policies and programs that affect them.
Section 4. The family has the duty to care for its elderly members but the
State may also do so through just programs of social security.

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 ARTICLE XVI
GENERAL PROVISIONS
Section 1. The flag of the Philippines shall be red, white, and blue, with a
sun and three stars, as consecrated and honored by the people and
recognized by law.
Section 2. The Congress may, by law, adopt a new name for the country,
a national anthem, or a national seal, which shall all be truly reflective and
symbolic of the ideals, history, and traditions of the people. Such law shall
take effect only upon its ratification by the people in a national
referendum.
Section 3. The State may not be sued without its consent.
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Section 4. The Armed Forces of the Philippines shall be composed of a
citizen armed force which shall undergo military training and serve as
may be provided by law. It shall keep a regular force necessary for the
security of the State.
Section 5. (1) All members of the armed forces shall take an oath or
affirmation to uphold and defend this Constitution.
(2) The State shall strengthen the patriotic spirit and nationalist
consciousness of the military, and respect for people's rights in the
performance of their duty.
.

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(3) Professionalism in the armed forces and adequate remuneration and
benefits of its members shall be a prime concern of the State. The armed
forces shall be insulated from partisan politics.
No member of the military shall engage, directly or indirectly, in any
partisan political activity, except to vote.
(4) No member of the armed forces in the active service shall, at any
time, be appointed or designated in any capacity to a civilian position in
the Government, including government-owned or controlled corporations
or any of their subsidiaries.
(5) Laws on retirement of military officers shall not allow extension of
their service.
.
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(6) The officers and men of the regular force of the armed forces shall be
recruited proportionately from all provinces and cities as far as
practicable.
(7) The tour of duty of the Chief of Staff of the armed forces shall not
exceed three years. However, in times of war or other national
emergency declared by the Congress, the President may extend such
tour of duty.
Section 6. The State shall establish and maintain one police force, which
shall be national in scope and civilian in character, to be administered
and controlled by a national police commission. The authority of local
executives over the police units in their jurisdiction shall be provided by
law.
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Section 7. The State shall provide immediate and adequate care,
benefits, and other forms of assistance to war veterans and veterans of
military campaigns, their surviving spouses and orphans. Funds shall be
provided therefor and due consideration shall be given them in the
disposition of agricultural lands of the public domain and, in appropriate
cases, in the utilization of natural resources.
Section 8. The State shall, from time to time, review to increase the
pensions and other benefits due to retirees of both the government and
the private sectors.
Section 9. The State shall protect consumers from trade malpractices and
from substandard or hazardous products.
.
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Section 10. The State shall provide the policy environment for the full
development of Filipino capability and the emergence of communication
structures suitable to the needs and aspirations of the nation and the
balanced flow of information into, out of, and across the country, in
accordance with a policy that respects the freedom of speech and of the
press.
Section 11. (1) The ownership and management of mass media shall be
limited to citizens of the Philippines, or to corporations, cooperatives or
associations, wholly-owned and managed by such citizens.
The Congress shall regulate or prohibit monopolies in commercial mass
media when the public interest so requires. No combinations in restraint
of trade or unfair competition therein shall be allowed.
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(2) The advertising industry is impressed with public interest, and shall be
regulated by law for the protection of consumers and the promotion of the
general welfare.
Only Filipino citizens or corporations or associations at least seventy per
centum of the capital of which is owned by such citizens shall be allowed
to engage in the advertising industry.
.

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5. RA 10390 – an act amending RA 7306 entitled “and act providing for
the establishment of the people’s Television Network incorporated,
defining its powers and functions, providing for its sources of funding and
for other purpose; “An Act Revitalizing the People’s Television Network,
Incorporated.”
6. RA 9512- approved last Dec. 12, 2008; also known as an act to
promote environmental awareness through environmental education and
for other purposes or the National Environmental Awareness and
Education Act of 2008.
.
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CITIZENSHIP – term denoting membership of a citizen in a political
society, which membership implies, reciprocally, a duty of allegiance on
the part of the member and duty of protection on the part of the State.
CITIZEN – is a person having the title of citizenship. He is the member
of a democratic community who enjoy full civil and political rights, and is
accorded protection inside and outside the territory of the state.
-in Monarchial state, he is often called “Subject”
ALIEN – a citizen of country who is residing in or passing through another
country. He is popularly called “foreigner”. He is not given the full rights to
citizenship but is entitled to receive protection as to his person or
property.
.
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General ways of acquiring citizenship:

1. Involuntary Method – by birth, bec. of blood relationship or place of

birth.
2. Voluntary Method- by naturalization, except in case of collective
naturalization of the inhabitants of a territory which takes place when it is
ceded by one state to another as a result of a conquest or treaty.
.

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Modes in acquiring Philippine citizenship:
1. Filipino by Birth/Natural Born Filipino
a. Jus Soli (Right of Soil) which is the legal principle that a person’s
nationality at birth is determined by the place of birth
b. Jus Sanguinis (Right of Blood)at birth an individual acquires the
nationality of his/her natural parent’s. The Philippines adhere to this
principle.
2.Filipino By Naturalization/Naturalized Citizen – which is the judicial
act of adopting a foreigner and clothing him with the privileges of a native-
born citizen. It implies the renunciation of a former nationality and the fact
of entrance into a similar relation towards a new body.
.
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Classification of Filipino Citizens
(Art IV, Section 1, Phil. Constitution)
1. Those who are citizens of the Philippines at the time of the adoption of
this Constitution;
2. Those whose fathers or mothers are citizen of the Philippines;
3. Those born before January 17, 1973, of Filipino mothers, who elect
Philippine Citizenship upon reaching the age of majority; and
4. Those who are naturalized in accordance with the law.
.

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ALLEGIANCE – loyalty owed by a person to his state. Section 5 prohibits
more particularly naturalized Filipinos from practicing what is called “dual
allegiance” declaring it inimical to national interest. Note that what sect.5
prohibits is not dual citizenship but dual allegiance of citizens.

DUAL CITIZENSHIP- the possession of two citizenship by an individual,

that of his original citizenship and that of the country where he became a
naturalized citizen.
.

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 Republic Act No. 8491
February 12, 1998
AN ACT PRESCRIBING THE CODE OF THE NATIONAL FLAG,
ANTHEM, MOTTO, COAT-OF-ARMS AND OTHER HERALDIC ITEMS
AND DEVICES OF THE PHILIPPINES.
Be it enacted by the Senate and Home of Representatives of the
Philippines in Congress assembled:
SECTION 1. Short Title — This act shall be known as the “Flag and
Heraldic Code of the Philippines.”
.
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 Republic Act No. 8491
SECTION 3. Definition of Terms — Whenever used in this Act, the term:
a. “Military” shall mean all branches of the Armed Forces of the
Philippines including the Philippine National Police, the Bureau of Jail
Management and Penology, and the Bureau of Fire Protection;
b. “Festoon” shall mean to hang in a curved shape between two points as
a decoration;
c. “Flag” shall mean the Philippine National Flag, unless stated otherwise;
d. “Fly” shall mean the part of the flag outside the hoist or length;
.

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 Republic Act No. 8491
e. “Symbol” shall mean any conventional sign which reveals man’s
achievement and heroism (for orders and decorations), identification,
authority and a sign of dignity (for coat-of-arms, logo and insignia);
f. “Half-Mast” shall mean lowering the flag to one-half the distance
between the top and bottom of the staff;
g. “Hoist” shall mean the part of the flag nearest the staff or the canvass
to which the halyard is attached;
h. “Inclement Weather” shall mean that a typhoon signal is raised in the
locality;
.
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 Republic Act No. 8491
i. “National Anthem” shall mean the Philippine National Anthem’
j. “Official Residences” shall mean Malacañang, and other government-
owned structures where the President resides, and other structures
occupied by the Philippine Consulate or Embassies abroad;
k. “Places of Frivolty” shall mean places of hilarity marked by or providing
boisterous merriment or recreation; and
l. “Institute” shall mean the National Historical Institute.

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 CHAPTER 1
THE NATIONAL FLAG
A. Design of the National Flag
SECTION 4. The flag of the Philippines shall be blue, white and red with
an eight-rayed golden-yellow sun and three five-pointed stars, as
consecrated and honored by the people.
.

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B. Hoisting and Display of the National Flag
SECTION 5. The flag shall be displayed in all public buildings, official
residences public plazas, and institutions of learning everyday throughout the
year.
SECTION 6. The flag shall be permanently hoisted, day and night throughout
the year, in front of the following; at Malacanang Palace; the Congress of the
Philippines building; Supreme Court building; the Rizal Monument in Luneta,
Manila; Aguinaldo Shrine in Kawit, Cavite; Barasoain Shrine in Malolos,
Bulacan; the Tomb of the Unknown Soldier, Libingan ngmga Bayani; Mausuleo
de los Beteranos dela Revolucion; all International Ports of Entry and all other
places as maybe designated by the Institute.
The flag shall be properly illuminated at night.
.
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SECTION 7. The flag shall also be displayed in private buildings and
residences or raised in the open flag-staffs in front of said buildings every
April 9 (Araw ngKagitingan); May 1 (Labor Day); May 28 (National Flag
Day) to June 12 (Independence Day); last Sunday of August (National
Heroes Day); November 30 (Bonifacio Day); and December 30 (Rizal
Day); and on such other days as may be declared by the President
and/or local chief executives.
The flag may also be displayed throughout the year in private buildings or
offices or raised in the open on flag-staffs in front of private buildings:
Provided, that they observe flag-raising ceremonies in accordance with
the rules and regulations to be issued by the Office of the President.
.
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SECTION 8. All government agencies and instrumentalities, and local
government offices, government-owned corporations and local
government units are enjoined to observe flag day with appropriate
ceremonies. Socio-civic groups, non-government organizations and the
private sector are exhorted to cooperate in making the celebrations a
success.
SECTION 9. The flag shall be flown on merchant ships of Philippine
registry of more than one thousand (1000) gross tons and on all naval
vessels.
On board naval vessels, the flag shall be displayed on the flagstaff at the
stern when the ship is at anchor. The Flag shall be hoisted to the gaff at
the aftermast when the ship is at sea
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SECTION 10. The flag, if flown from a flagpole, shall have its blue field on
top in time of peace and the red field on top in time of war; if in a hanging
position, the blue field shall be to the right (left of the observer) in time of
peace, and the red field to the right (left of the observer) in time of war.
The flagpole staff must be straight and slightly tapering at the top.
.

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SECTION 11. If planted on the ground, the flagpole shall be at a
prominent place and shall be of such height as would give the flag
commanding position in relation to the buildings in the vicinity.
If attached to a building, the flagpole shall be on top of its roof or
anchored on a sill projecting at an angle upward.
If on stage or platform or government office, the flag shall be at the left
(facing the stage) or the left of the office upon entering.
.

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SECTION 12. When the Philippine flag is flown with another flag, the
flags, if both are national flags, must be flown on separate staffs of the
same height and shall be of equal size. The Philippine flag shall be
hoisted first and lowered last.
If the other flag is not a national flag, it may be flown in the same lineyard
as the Philippine flag but below the latter and it cannot be of greater size
than the Philippine flag.

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SECTION 13. When displayed with another flag, the Philippine flag shall
be on the right of the other flag. If there is a line of other flags, the
Philippine flag shall be in the middle of the line.
When carried in a parade with flags, which are not national flags, the
Philippine flag shall be in front of the center of the line.

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SECTION 14. A flag worn out through wear and tear shall not be thrown
away. It shall be solemnly burned to avoid misuse or desecration. The
flag shall be replaced immediately when it begins to show signs of wear
and tear.
SECTION 15. The flag shall be raised at sunrise and lowered at sunset. It
shall be on the mast at the start of official’office hours, shall remain flying
throughout the day.

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SECTION 16. The flag may be displayed:
a. Inside or outside-a building or on a stationary flagpoles. If the flag is
displayed indoors on a flagpole, it shall be placed at the left of the
observer as one enters the room;
b. From the top of a flagpole, which shall be at a prominent place or a
commanding position in relation to the surrounding buildings;
c. From a staff projecting upward from the window sill, canopy, balcony or
facade of a building.

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d. In a suspended position from a rope extending from a building to pole
erected away from the building;
e. Flat against the wall vertically with the sun and stars on top; and
f. Hanging in a vertical position across a street, with the blue field pointing
east, if the road is heading south or north, or pointing north if the road is
heading east or west.
The flag shall not be raised when the weather is inclement. If already
raised, the flag shall not be lowered.

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SECTION 17. The flag shall be hoisted to the top briskly and lowered
ceremoniously.
The flag shall never touch anything beneath it, such as the ground, flood,
water or other objects.
After being lowered, the flag shall be handled and folded solemnly as part
of the ceremony.

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C. Conduct of Flag Raising Ceremony
SECTION 18. All government offices and educational institutions shall
henceforth observe the flag-raising ceremony every Monday morning and
the flag lowering ceremony every Friday afternoon. The ceremony shall
be simple and dignified and shall include the playing or singing of the
Philippine National Anthem.
SECTION 19. The office of the President upon the recommendation of
the Institute shall issue rules and regulations for the proper conduct of the
flag ceremony.
SECTION 20. The observance of the flag ceremony in official or civic
gatherings shall be simple and dignified and shall include the playing or
singing of the anthem in its original Filipino lyrics and march tempo.
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SECTION 21. During the flag-raising ceremony, the assembly shall stand
in formation racing the flag. At the moment the first note of the anthem is
heard, everyone in the premises shall come to attention; moving vehicles
shall stop. All persons present shall :.ace their right palms over their
chests, those with hats shall uncover, while those in military, scouting,
security guard, and citizens military training uniforms shall give :.-.£ salute
prescribed by their regulations, which salute shall be completed upon the
last note of the anthem.
The assembly shall sing the Philippine national anthem, accompanied by
a band, r available, and at the first note, the flag shall be raised briskly.
The same procedure shall be observed when the flag is passing in review
or in parade.
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SECTION 22. During the flag lowering, the flag shall be lowered solemnly
and slowly so that the flag shall be down the mast at the sound of the last
note of the anthem. Those in the assembly shall observe the same
deportment or shall observe the same behavior as for the flag-raising
ceremony.

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D. Half-MasT
SECTION 23. The flag shall be flown at half-mast as a sign of mourning
on all buildings and places where it is displayed, as provided for in this
Act, on the day of official announcement of the death of any of the
following officials:
a. The President or a former President, for ten (10) days;
b. The Vice-President, the Chief Justice, the President of the Senate, and
the Speaker of the House of Representatives, for seven (7) days; and
c. Other persons to be determined by the Institute, for any period less
than seven (7) days.

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The flag shall be flown at half-mast on all the buildings and places where
the decedent was holding office, on the day of death until the day of
interment of an incumbent member of the Supreme Court, the Cabinet,
the Senate or the House of Representatives, and such other persons as
may be determined by the Institute.
The flag when flown at half-mast shall be first hoisted to the peak for a
moment then lowered to the half-mast position. The flag shall again be
raised briskly to the peak before it is lowered for the day.

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E. Casket
SECTION 24. The flag may be used to cover the caskets of the honored
dead of the military, veterans of previous wars, national artists, and of
civilians who have rendered distinguished service to the nation, as maybe
determined by the local government unit concerned. In such cases, the
flag shall be placed such that the white triangle shall be at the head and
the blue portion shall cover the right side of the caskets. The flag shall not
be lowered to the grave or allowed to touch the ground, but shall be
folded solemnly and handed over to the heirs of the deceased.

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F. Pledge to the Flag
SECTION 25. The following shall be the Pledge of Allegiance to the Philippine
Flag:
Ako ay Filipino
Buong katapatang nanunumpa
Sa watawat ng Pilipinas
At sa bansang kanyang sinasagisag
Na may dangal, katarungan, at kalayaan
Na pinakikilos ng sambayanang
Maka-Diyos,
Makatao,
Makakalikasan, at
Makabansa.
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Such pledge shall be recited while standing with the right hand palm
open raised shoulder high. Individuals whose faith or religious
beliefs prohibit them from making such pledge must nonetheless
show full respect when the pledge is being rendered by standing at
attention

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G. Flag Days
SECTION 26. The period from May 28 to June 12 of each year is
declared as Flag Days, during which period all offices, agencies and
instrumentalities of government, business establishments,
institutions of learning and private homes are enjoined to display the
flag.

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I. Prohibited Acts
SECTION 34. It shall be prohibited
a. To mutilate, deface, defile, trample, on or cast contempt any act
or omission casting dishonor or ridicule upon the flag over its
surface;
b. To dip the flag to any person or object by way of compliment or
salute;

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c. To use the flag:
1. As a drapery, festoon, tablecloth
2. As covering for ceilings, walls, statues or other objects;
3. As a pennant in the hood, side, back and top of motor
vehicles;
4. As a staff or whip;
5. For unveiling monuments or statues; and
6. As trademarks or for industrial, commercial or agricultural
labels or designs.

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d. Display the flag:
1. Under any painting or picture;
2. Horizontally face-up. It shall always be hoisted aloft and be
allowed to fall freely;
3. Below any platform; or
4. In discotheques, cockpits, night and day clubs, casinos,
gambling joints and places of vice or where frivolity prevails.

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e. To wear the flag in whole or in part as a costume or uniform;
f. To add any word, figure, mark, picture, design, drawings,
advertisements, or imprint of any nature on the flag;
g. To print, paint or attach representation of the flag on
handkerchiefs, napkins, cushions, and other articles of
merchandise;
h. To display in public any foreign flag, except in embassies and
other diplomatic establishments, and in offices of international
organizations.
i. To use, display or be part of any advertisement of infomercial; and
j. To display the flag in front of buildings or offices occupied by
aliens.
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 CHAPTER II
THE NATIONAL ANTHEM
SECTION 35. The National Anthem is entitled Lupang Hinirang.
SECTION 36. The National Anthem shall always be sung in the
national language v/ithin or without the country. The following shall
be the lyrics of the National Anthem.

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LUPANG HINIRANG Sa simoy at sa langit mong bughaw,
Bayang magiliw, May dilag ang tula
Perlas ng silanganan, At awit sa paglayang minamahal.
Alab ng puso Ang kislap ng watawat mo’y
Sa dibdib mo’y buhay. Tagumpay na nagniningning;
Ang bituin at araw niya,
Lupang hinirang,
Kailan pa ma’y di magdidilim.
Duyan ka ng magiting, Lupa ng araw, ng luwalhati’t pagsinta,
Sa manlulupig Buhay ay langit sa piling mo;
Di ka pasisiil. Aming ligaya na ‘pag may mang-aapi,
Sa dagat at bundok, Ang mamatay nang dahil sa ‘yo.

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SECTION 37. The rendition of the National Anthem, whether played or
sung, shall be in accordance with the musical arrangement and
composition of Julian Felipe.
SECTION 38. When the National Anthem is played at a public gathering,
whether by a band or by singing or both, or reproduced by any means,
the attending public shall sing the anthem. The singing must be done
with fervor.

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 As a sign of respect, all persons shall stand at attention and face the
Philippine flag, if there is one displayed, and if there is none, they shall
face the band or the conductor. At the first note, all persons shall
execute a salute by placing their right palms over their left chests. Those
in military, scouting, citizen’s military training and security guard uniforms
shall give the salute prescribed by their regulations. The salute shall be
completed upon the last note of the anthem.

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 The anthem shall not be played and sung for mere recreation,
amusement or entertainment purposes except on the following
occasions:
a. International competitions where the Philippines is the host or has
a representative;
b. Local competitions;
c. During “signing off” and “signing on” of radio broadcasting and
television stations;
d. Before the initial and last screening of films or before the opening
of theater performances; and
e. Other occasions as may be allowed by the Institute.

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SECTION 39. All officials and employees of the national and local
governments, and any agencies or instrumentalities thereof, including
government-owned or controlled corporations, privately-owned entities
of offices displaying the national flag and government institutions of
learning are hereby directed to comply strictly with the rules prescribed
for the rendition of the anthem. Failure to observe the rules shall be a
ground for administrative discipline.

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 CHAPTER III
THE NATIONAL MOTTO
SECTION 40. The national Motto shall be “MAKA-DIYOS, MAKA-TAO,
MAKAKALIKASAN AT MAKABANSA.”
SECTION 50. Any person or judicial entity which violates any of the
provisions of this Act shall, upon conviction, be punished by a fine of not less
than Five thousand pesos (5,000.00) not more than Twenty thousand pesos
(P20,000.00), or by imprisonment for not more than one (1) year, or both such
fine and imprisonment, at the discretion of the court: Provided, That for any
second and additional offenses, both fine and imprisonment shall always be
imposed: Provided, That in case the violation is commited by a juridical
person, its President or Chief Executive Officer thereof shall be liable.

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 Character Formation 2
Leadership, Decision
Making, Management and
Administration

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SIGNIFICANCE OF SELF-LEADERSHIP
Self-leadership is the first stage, or leadership level. Self-leadership is of
great importance to the staff, whether managers or ordinary subordinates.
1. Self-leadership allows leaders or senior officers, who undergo very little
or no supervision, to prepare and set targets on their own, as well as to
control their own self to execute such plans.
2. For lower-level employees or subordinates, who cannot always be sure
of the kind of governance or leaders they may face in their careers, self-
management enables them to become effective and efficient workers under
any leadership they may encounter, be it laissez faire, free-rule, democratic or
autocratic.

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 3. Self-leadership helps make individual decision-makers
proactive, focused, and autonomous. People who do not have a
strong sense of self-leadership tend to feel that they are not in
control of themselves, frequently lose concentration and easily
get frustrated.

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DEVELOPMENT OF SELF-LEADERSHIP
As mentioned earlier, everybody is a future leader. Leadership is therefore
not an inborn trait, but it is developed to become a leader through learning
and training people with a sincere interest. The following are the ways of
developing self –leadership:
1. Clarity of Purpose
This means that each entity must have a 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. Without clearly planned expectations or
intent for your life, you will be at risk, attempting to fulfill the wishes or ideas
of people for your life and you will end up lost in the middle of nowhere.

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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.
3. Spend Time to Reflect on Your Life
Reflections can also mean letting others make an objective
evaluation of you. Although you remain the active doer of the things that
you are doing, you may only see things from your viewpoint. Taking
some time off to think about life. Compare experience of current and
present to hopes of the future. You can never notice those small defects
until you pause to examine yourself.
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4. Don’t Tolerate Just Anything
You should not risk your dream. You should learn to be intolerant
to any suggestions or ideas that don’t suit your vision. This intolerance
is not just toward others but also toward you. It involves not tolerating
negative factors such as laziness, anxiety and many others in your
nature.

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SIMPLE WAYS TO LEAD YOURSELF
1. Know your Values and Stick to Them
The ones with real values and ethics are the most trustworthy
leaders. People tend to be drawn instinctively to somebody who has a
dream, intent and dignity. One who treats people respectfully and is
empathetic to their needs. 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 help leaders become
successful.

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2. Move Towards Purpose
You can’t be a leader unless you have a clear
intention to help you through the dark times. One has to spend time
questioning the real intent or inspiration behind being a leader. As a
leader, you can inspire, guide, and encourage your subordinates to
achieve larger objectives. If you have a clear purpose, then you can
make sure the team is aligned with a common purpose.

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3. Keep Improving Yourself
Great leaders are working hard to improve, expand and evolve into
better versions of them. Whether you’ve just started leading or you’ve
been a veteran in your place, make it a point to learn something new
by going back home.
4. Make Mistakes But Never Make The Same Mistake Twice
The only thing that sets a leader different from a great leader is that
he never makes the same mistake twice. Note also that on the back of
disappointment always comes the greatest successes. Trying new
stuff, and doing things that challenge your comfort zone, is important.
You might end up making mistakes whilst doing so. Everyone does. So
over them there’s no need to be ashamed.
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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.
“Leadership is practiced not so much
in words as in attitude and in actions.”
Harold S. Geneen

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FOUR PRIMARY FACTORS OF LEADERSHIP (U.S. Army, 1983)
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
followers that decide whether the leader is successful, not the leader or
anyone else. If they don’t trust their leader, or lack confidence, they’ll
be uninspired. To be successful you have to persuade your followers
that you are worthy of being followed, not yourself or your superiors.

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2. Followers
Different people expect different leadership styles. A newly-
employed deserves more supervision than an accomplished
subordinate does. An individual without motivation needs a different
approach than one with a high motivation level. You have to know your
people, as a leader. 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 be, know and do qualities of
your people.

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3. Communication
Being a leader, you lead by directional communication. A great deal
of that is nonverbal. For example, when you “set an example,” that
shows your people you wouldn’t ask them to do something you
wouldn’t want to do. What and how you interact either strengthens or
destroys your relationship with your followers.

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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. You may need to face a subordinate for
inappropriate behavior, for example, but if the confrontation is too late
or too early, too harsh or too mild, then the outcomes may prove
ineffective.

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THEORIES OF LEADERSHIP
The theories below explain how people turn themselves into leaders.
The first two demonstrate to a small number of people the nature of
leadership, while the third is the dominant theory today.
1. Trait Theory
Some personality traits may lead people naturally into leadership roles.
2. Great Events Theory
A crisis or important event can cause a person to rise to the occasion,
putting forth extraordinary qualities of leadership in an ordinary person.
3. Transformational or Process Leadership Theory
Today, it is the widely accepted theory. People can opt for leadership.
People can learn the ability to take leadership.

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MOST IMPORTANT KEYS TO EFFECTIVE LEADERSHIP (Lamb,
McKee, 2004)
1. Trust and Confidence
2. Effective Communication
• Helping employees understand the overall business strategy of the
organization.
• Helping workers understand how they help achieve the organizational
goals.
• Sharing information with workers on how the organization is doing and
how its own group of employees is doing. So leaders need to be trustworthy
and be able to convey a vision of where the organization needs to go.

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LEADERSHIP PRINCIPLES
1. Know Yourself and Seek Self-Improvement
To seek self-improvement means to continually reinforce your
attributes. This can be done by self study, formal classes, reflection, and
interaction with others. In knowing self and seeking self-improvement,
leaders should:
a. Evaluate their selves by using the leadership traits and determine their
strengths and weaknesses.
b. They have to understand their “be,” “know,” and “do,” attributes.
c. They must work to improve their weaknesses and utilize their strengths.
d. By knowing their selves, and their experience and knowledge of group
behavior, they can determine the best way to deal with any given situation.

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2. Be Technically and Tactically Proficient
We can’t give that which we don’t have. We can’t make the things
we don’t know right. Respect is the leader’s reward showing
competence. Thus, leaders must:
a. Know their job and have a solid familiarity with their subordinates’
tasks.
b. Demonstrate their ability to accomplish the mission.

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3. Seek Responsibility and Take Responsibility for your Actions
Leaders must:
a. look for ways to drive the organization to new heights.
b. look aggressively for demanding tasks.
c. must use initiative and sound judgment when attempting to perform
jobs which are not needed by grade.
d. not blame someone as they often prefer to do sooner or later when
things go wrong. They will look at the situation; take corrective
measures and move on to the next challenge.

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4. Make Sound and Timely Decisions
This principle suggests that leaders must:
a. use good problem solving, decision making, and planning tools.
b. estimate a situation quickly, and make a sound decision based on
that estimate.
c. establish a rational and organized thinking process through the
practice of realistic situational estimates.
d. plan for any incident reasonably foreseeable when time and
circumstance allow.
e. seek their subordinates ‘ advice and suggestions wherever
possible before making the decisions.
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5. Set the Example
“We must become the change we want to see.” - Mahatma Gandhi
Leaders of the organization must:
a. be a good role model for their employees. They must not only hear
what they are expected to do, but also see.
b. show their subordinates a desire to do the same things that they
expect them to do.
c. be physically fit, well groomed, and dressed appropriately.

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6. Know Your People and Look Out for their Welfare
Leaders should:
a. know human nature, and the importance of caring genuinely for
its subordinates. It is one of the concepts, which is most important.
b. know their subordinates and their responses to different
situations.
7. Keep Your Subordinates Informed
To promote efficiency and morale, a leader should:
a. inform the subordinates of all happenings in his organization and
give reasons why things should be done. This is done when time and
well-being permit, of course. Informing the colleagues about the
situation makes them feel a part of the team.
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8. Develop a Sense of Responsibility in Your Subordinates
a. Leader should help develop good character qualities that will assist them
in carrying out their professional duties. Another way to show your
colleagues that you are involved in their well-being is to provide them with
the opportunity to develop their careers.
b. Assigning tasks and delegating the authority to carry out tasks fosters
mutual trust and respect between the leaders and subordinates.
9. Ensure that Tasks are Understood, Supervised, and Accomplished
The secret to the obligation is communication. This idea is in the
exercise of command necessary. Before you can expect the success of your
subordinates they must first know what is expected of them.

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10. Train as a Team
Although a lot of so-called leaders call their organization department,
section, a team; they’re not teams. They are just a group of people who do
their job.
11. Employ Your Command In Accordance
With Its Capabilities You’ll be able to employ the organization to its fullest
ability by creating a team spirit. Successful execution of a mission depends
on how well you know the strengths of your organization.

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Supervision - maintains an understanding of the situation, and ensures
proper implementation of plans and policies (U.S. Army Handbook, 1973).
This involves giving guidance and reviewing the performance of a job.

Evaluating is part of supervising. It is defined as evaluating the value,

quality, or significance of people, ideas, or things. This involves looking at
the ways people accomplish a task. This means receiving feedback and
understanding the feedback on how well everything is being done.

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TRAINING AND COACHING
Training and coaching are two different things, although some use them
interchangeably:
Training - Is a structured lesson designed to give people the knowledge
and skills to perform a task.
Coaching - Is a process designed to help the employee develop more
expertise and resolve obstacles to improving job performance.

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THE SIX POINTS OF LEADERSHIP POWER
Power refers to the ability a person has to control another’s actions such that
he or she behaves according to his or her wishes.
1. Coercive Power - Power that is based on fear. A person with coercive
power can make things hard for humans. These are the people you wish
to avoid being angry with. Employees who work under a coercive boss
are unlikely to commit themselves, and are more likely to resist the
manager.
2. Reward Power – Compliance achieved on the basis of the ability to
distribute rewards which others find important. Might give people special
benefits or incentives. Trading favors with him or her might seem beneficial.

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3. Legitimate Power - The power a person receives in an organization’s
formal hierarchy as a consequence of his or her role. The person has
the right to expect you to comply with valid demands, given his or her
status and your job responsibilities.

4. Expert Power – Influence based on special skills or knowledge.

Experience and knowledge give the person respect. Expert influence is
the most firmly and regularly connected to productive output of
subordinates.

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5. Referent Power - Influence based on individual or desirable
possession of wealth or personal traits. Sometimes this is seen as
beauty, elegance, or appreciation. You like the individual and you want
to do things for him or her.

6. Informational Power – Providing information to others which leads to

thinking or acting in a new way.

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LEADERSHIP TRAITS
“A leader is one who knows the way, goes the way, and shows the way.” John
C. Maxwell
1. HONESTY AND INTEGRITY
“The supreme quality of leadership is unquestionably integrity. Without it, no
real success is possible, no matter whether it is on a section gang, a football
field, in an army, or in an office.” Dwight D. Eisenhower 34th President of
United States
2. CONFIDENCE
You should be comfortable enough to be an effective leader and ensure
people obey your orders. If your own decisions and values are uncertain,
otherwise your subordinates will never obey you.
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 Probably the hardest thing a leader has to do is persuade others to
comply. It can only be so if by setting a good example you inspire your
followers. They look up to you when the going gets tough, and see how
you react to the situation. They’ll follow you, when you handle it well.
4. COMMITMENT AND PASSION
The team looks up to you and you’ll have to be enthusiastic about
that too if you want them to give their all. If your team sees you’re
getting your hands dirty, they’ll give their best too. It will also help you
gain your subordinates ‘ confidence and instill new energy in your team
members, which will make them perform better.

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5. GOOD COMMUNICATOR
As a leader you have to communicate your vision clearly to your
team and tell them the plan for achieving the goal, it will be very difficult
for you to get the results you want if you don’t. You can never be a good
leader because you can’t effectively express your message to your team
Words have the potential to get people motivated and make them do the
unthinkable.
6. DECISION-MAKING CAPABILITIES
A leader should have the ability to take the right decision at the right
time, in addition to having a futuristic vision. Leaders take actions that
have a profound impact on the people. A leader should think long and
hard before taking a decision but stand by it once the decision is made.
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7. ACCOUNTABILITY
Make sure each of the subordinate is responsible for what they do.
Give them a pat on the back if they do well but when they fail make
them realize their mistakes and work together to improve. Holding them
to account for their actions will create a sense of duty among your
subordinates and they will be more serious about the organization.
8. DELEGATION AND EMPOWERMENT
You just can’t do it all, right. Focusing on key responsibilities is vital
to a leader, while leaving the rest to others. Empower and delegate the
duties to your followers.

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9. CREATIVITY AND INNOVATION
In order to get ahead to today’s fast-paced environment, a leader must be
creative and innovative at the same time. That helps you and your team
stand out from the crowd, is creative thinking and relentless creativity. Think
about coming up with unique ideas out of the box and transforming those
ideas and goals into reality.
10. EMPATHY
As Leaders, empathy with your followers will grow. Don’t adopt a
dictatorial style, and utterly lack empathy. You’ll fail to connect more directly
with your followers. Knowing the followers‘ issues, and experiencing their
pain, is the first step towards becoming effective leaders. Even that is not
enough until you work hard and provide the appropriate solution for your
followers.
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LEADERSHIP STYLES
Below are the leadership styles Lewin, K. has defined. et al. Read each style
carefully and discuss their advantages and disadvantages over the lines
given below.
1. TRANSACTIONAL LEADERSHIP
This strategy is strongly disciplinary, and is often called a leadership style
of “telling.” The leader gives instructions to the members of his team and then
uses various incentives and punishments to either appreciate or punish what
they do in response. Leaders give praise for a job well done or for a group
member to perform a department-wide mission hated because they missed a
deadline.

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2. TRANSFORMATIONAL LEADERSHIP
With this style of leadership, by empowering their workers to change,
leaders are trying to enhance or transform the individual or group into which
they lead. Such leaders are working at making changes and finding new
ways to get things done.

3. SERVANT LEADERSHIP
Servant leaders work with this traditional motto: “Serve first and
lead.” Instead of thinking about how to inspire people to follow their lead,
they channel most of their energies into seeking ways to help others.

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4. DEMOCRATIC LEADERSHIP You could also hear this style of
leadership referred to as “participatory leadership.” Members manage
organizations and programs as well, a democracy.

5. AUTOCRATIC LEADERSHIP
On the contrary to democratic leadership there is autocratic
leadership. You might think of that as an alternative to “my way or the
highway.” Autocratic leaders see themselves as having absolute power
and making decisions on their subordinates‘ behalf. They decide not just
what needs to be done, but how to accomplish certain tasks too.

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6. BUREAUCRATIC LEADERSHIP
To put it another way, bureaucratic leadership goes “by the book.” With this
style of leadership, there is a specified collection of boxes to check to be a true
leader. Bureaucratic officials, for example, possess hierarchical authority. A
power comes from a formal position or title rather than from the unique
characteristics or characteristics they hold.
7. LAISSEZ-FAIRE LEADERSHIP
This is a French word that translates to “leave it be” which sums up this
hands-off leadership approach accurately. Micromanagement is just the
opposite. Laissez-faire leaders have the tools and services required to do so.
But then they step back and let their team members make decisions, solve
problems and get their work done without having to worry about their every
move being obsessively watched by the leader.
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8. CHARISMATIC LEADERSHIP
Charismatic leaders have charismatic personalities, and a great deal of
determination to achieve their goals. Such leaders use eloquent
communication and persuasion to unite a team around a cause, instead of
promoting actions by strict instructions. You will spell out their dream
clearly and get other people excited about the same target.

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Ethical leadership is leadership motivated by respect for ethical beliefs and values,
and other people’s integrity and rights (Watts, 2008). It is therefore related to values
such as honesty, sincerity, care, beauty and fairness (Brown, M. et al, 2005).

HOW TO BECOME AN ETHICAL LEADER?

a. Define and Align Your Values
Consider the morals you were raised with:
• “Treat others how you want to be treated”
• “Always say “thank you,”
• “Help those who are struggling,” etc.

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b. Champion the Importance of Ethics
An ethical leader’s job is to focus on the overall significance of ethics, including
ethical standards and other ethical issues, and how those factors that influence
society. As an ethical leader, educating peers about ethics is crucial, particularly in
cases where they face an ethical issue at work.

c. Hire People with Similar Values

Although your views need not be identical to those of your workers, you should be
able to establish common ground with them. This often starts with the hiring process
and is sustained through a declaration of vision.

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d. Promote Open
Communication Each subordinate is different although they share similarities. Be
open with every decision you make, and seek input from your team. It makes you
become a better leader and helps you feel more comfortable in expressing your
thoughts or concerns with your subordinates. Collecting input from your team will help
you improve as a leader and will push the organization forward.

e. Beware of Bias
Leaders need to look at themselves and be honest in fact having prejudices that can
impinge on the feeling of ease at work of another person. For you to build and
maintain better relationships with your subordinates, be an open-minded leader.

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f. Lead By Example
Leading by example is a noble attribute of a leader. The best way to ensure an
ethical organization is to lead by example. It is important to remember as an ethical
leader, that actions always speak louder than words.
g. Find Your Role Models
In history, there are many leaders, doing a little study of strong, powerful leaders and
trying to identify what they are doing well. Then incorporate it into their own style of
leadership.
h. Care for Yourself so you are able to Care for Others
As the saying goes, “You can’t pour from an empty cup.” The cornerstone for strong
leadership is to have a calm and competent disposition. This can be done by ensuring
that you, as a person, are focused on fulfilling your own needs such as sleep, nutrition
and a true relationship with loved ones.

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 THE 4-V MODEL OF ETHICAL LEADERSHIP
The 4-V model aims to reconcile internal beliefs and values for
the common good with external behaviors and actions.
The four V’S stand for:
1. Values
2. Vision,
3. Voice, and
4. Virtue

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REASONS WHY VALUES MATTER TO LEADERS
1. Values Guide Your Decisions
You have a lot of decisions to make as a dictator, those that only affect you and
those that impact many others. Once you start with your principles, choices, big or
small, can be taken faster, simpler and with greater confidence. Go your choices
against your merit scheme. It’s the best place to start.
2. Values Strengthen Your Ability to Influence
If you associate with your beliefs, you are communicating with your passions.
People are drawn to you when you speak with passion, they are more likely to hear
your message and you will be more successful in persuading and influencing. As a
leader it should be self-evident why this is vital to your values.

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3. Values Create Clarity
When you’re happier your life is simpler in so many ways. Clarity helps you
concentrate, make yourself more successful and much more. One of the fastest ways
in your life to achieve clarity is to be clear about your beliefs first. If you work from this
point of departure all the other clarification advantages will follow.
4. Values Reduce Stress
The majority of the people I know want less tension in their lives. It’s doubly important
as a leader because your tension is infectious-it infects those around you. It’s easier
to communicate when the choices are smoother, and you’re clearer about issues that
you’ll have less tension. In the past you may not have been talking about values in
this way; but, it is absolutely true that living from your values is a great way to reduce
stress.

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5. Values Guide Your Actions
Knowing and understanding your beliefs, is one
thing. Behave according to them is another matter.
This reality has an effect on all the ideas that have been
shared so far, because all the advantages are achieved
when you recognize and then act upon your beliefs. Of
those advantages, this is the most practical. Your beliefs
are what drive your actions.

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MANAGEMENT
Management 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.

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 A set of activities directed at the efficient and
effective utilization of resources in the pursuit of one or
more goals.
Van Fleet and Peterson

Working with human, financial and physical

resources to achieve organizational objectives by
performing the planning, organizing, leading and
controlling functions.
Megginson, Mosley and Pietri

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 Management is a problem solving process of
effectively achieving organizational objectives through
the efficient use of scarce resources in a changing
environment.
Kreitner

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 Management is an art of knowing what to do, when
to do and see that it is done in the best and cheapest
way.
F.W. Taylor

Management is an art of getting things done

through and with the people in formally organized
groups. It is an art of creating an environment in
which people can perform and can cooperate towards attainment of
group goals.
Harold Koontz

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Task management is the practice of recording personnel’s day-to-day
accomplishments in an order in which they are done. It is a key to an
organization’s success, as it helps to monitor the organization’s course
and maximize its work efficiency.

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Elements of the Ideal Activity Management Label Monitoring this
recorded information on a regular basis is essential to assure the
completion and accuracy of the record.
1. The Activity (which is a brief description of what you do)
2. Type of activity (whether it is meeting, an email, phone or others)
3. Name of the task
4. Title of project
5. Name or category of the project
6. The time length of the activity
7. Date of the task

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Importance of Activity Management
1. It gives both the employer and the employees, information on the
performance of the personnel involved.
2. It helps to organize and emphasize the importance or relevance of
the task at hand.
3. It also helps to avoid miscommunications and mistakes of task
repetition in the workplace.

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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.

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2. The Middle Level Mangers – 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.
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MANAGERIAL FUNCTIONS
Planning – This is necessary to set goals and to develop strategies for
organizing activities.
Organization - It assists in deciding the tasks to be performed, how to do
them, how to organize the tasks and where to make decisions.
Staffing - This is important for employing different types of people and
performing different activities such as training, growth, evaluation,
compensation, welfare etc.
Directing – This requires that subordinates be given instructions and
motivated to achieve their goals.
Controlling – This is monitoring practices to ensure that the workers perform
the tasks as scheduled, and to correct any major deviations.

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MANAGERIAL SKILLS
Managing position requires proper skills to perform various jobs. He can
not be an efficient manager if he lacks the knowledge and skills to do
the job because it will be the foundations for his workers to be corrected
and driven.
THREE ESSENTIAL SKILLS OR COMPETENCIES OF
THE MANAGER
(by: Robert L. Katz)
1. Technical
2. Human and
3. Conceptual

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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. Even when a manager moves higher
in hierarchy, the need for technical skills is less, but still technical skill
helps in making decisions.

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Human Skills
Managers must have the ability to work well with other people both
individually and in a group. Managers need these skills at all levels but top
managers need them the most. The manager has interpersonal skills
because he gets the best out of the people that work with him. We are able
to communicate, empower, lead and inspire confidence and enthusiasm.

Conceptual Skills
Managers need to be able to integrate and organize the different activities.
Managers must be able to think of abstract ideas and to contextualize them.
We need to be able to see the organization as a whole and the relationships
between its different sub-units

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QUALITIES OF A MANAGER
Since the manager makes decisions for each type of activity and his
decisions affect an organization›s work, he should have the following
attributes to do his job properly:
1. Educational competence
A manager has to have adequate and outstanding preparation. Besides
other educational qualifications they are required to have management
education and training. Education not only widens the intellectual scope
of executives but also helps to understand and interpret things properly.
Business environment awareness is also essential to tackle the various
problems that the company can encounter.

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2. Intellectual quality
Managers should have a higher level of intelligence
relative to others, because they have more roles in the
organization than other men. Intelligence can assist a
manager in evaluating the organization’s present and
future organizational possibilities. He must be able to
predict the things in advance and take the necessary
decisions in due course.

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3. Leadership ability
A manager has to be able to direct and motivate
people working within the business. He shall subordinate
himself to leadership. The subordinates‘ skills, abilities,
and potentials should be retained and properly used
to achieve organizational goals.

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4. Training
A manager must develop organizational
competencies. As described in the preceding issue,
these skills consist of technical skills, human skills and
logical abilities. These competencies must be gained
by schooling, training, practice etc. Such skills are
important for all executive levels.

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5. Technical knowledge and skills
A manager should have technical knowledge of the organization’s job and
other tasks. He will be better placed to assess and direct if he has
knowledge of those things himself.
6. Mental Maturity
To deal with different circumstances a manager should have mental
maturity. He is supposed to be polite, good listener and quick to respond
to situations. He has to take several uncomfortable decisions that could
have an adverse effect on the job if not taken properly. When dealing with
subordinates he will remain calm. All of these attributes come with maturity
of mind.
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7. Positive Attitude
Positive attitude is to a manager’s asset. A
manager has to deal with a lot of people from both inside
and outside the company. He should be sensitive and
optimistic to different suggestions and make rational
choices. He should not prejudge issues, and should not
take sides. He will try and develop good relationships
with different people dealing with him. He would
consider their issues and attempt to reach out a helping
hand.

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8. Self-confidence
Every manager should have faith in himself.
He has to take a lot of decisions every day; he should
thoroughly evaluate things before making decisions.

9. Foresight
A manager has to make a decision not just for the present but also for the
future. The technology, marketing, consumer behavior, financial set-up etc.
are rapidly changing

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IMPORTANT ROLES OF A MANAGER
As Leader
a. Defining various people’s activities and goals
within the organization.
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.

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As Coordinator
a. Bring together various resources, both physical
and human, for the achievement of 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.

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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.

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MODERN CHALLENGES FOR MANAGERS
1. Challenges on Information Technology (IT)
Information technology is undergoing a transition. Computers, the internet,
intranets, telecommunications and an endless number of software applications are
available to get things done better.
a. Managers are expected to use technology to carry out their work and produce
desired results. The IT selection must be made by having the end user in mind and
the work to be done.
b. Managers need to know how to communicate with IT experts to evaluate the
most appropriate solutions for the job to be done, and then consider the best way to
implement them.
c. Managers need to determine the best way to network the infrastructure of an
entity, and also decide which network information will be accessible to whom and
what kinds of protection are needed to protect the network.
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2. Challenges on Globalization
The digital revolution took the whole world back together. Use of
satellites to communicate information has rapidly improved things. The
main component of industry, culture and economic globalization is the
opportunity and freedom to communicate with practically anyone,
anywhere, anywhere. The digital revolution has facilitated the growth of
global trade and international trade agreements.

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WHAT IS A VISION STATEMENT?
Their vision is their dream. It’s what your company considers to be
the ideal conditions for your community; that is, how things would look if
you absolutely, beautifully addressed the issue that is important to
you. It could be a world without war, or a society where all men,
regardless of gender or racial background, are treated as equals.
WHAT IS A MISSION STATEMENT?
The next step in the action planning process is in practical terms
to the dream of the ground organization. It is here that a mission
statement comes in to grow. The mission statement of an organization
explains what the organization will do, and why it will do that.
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General Guidelines in Creating Mission Statements
a. Concise. While not as brief as statements of vision, mission
statements in one sentence also usually get their point across.
b. Outcome-oriented. Statements on task describe the basic results to
which the organization is operating.
c. Inclusive. Although declarations of mission make statements about
the key goals of your community, it is very important that they do so very
broadly. Good mission statements are not restrictive in the community’s
policies or industries that may get involved in the project.

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WAYS ORGANIZATION MAY CHOOSE TO SPREAD
ITS VISION AND MISSION STATEMENTS
1. Attach it to your letterhead or to your stationary
2. Use them on Site
3. Giving away with them T-shirts, or bookmarks, or
other little gifts
4. Use these while giving interviews.
5. Show it on your reports cover

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BEHAVIORAL MANAGEMENT
Behavioral management is a behavioral intervention approach that
is oriented towards keeping order. This is a class of therapeutic
strategies for altering behavior by modifying one or more aspects of the
environment of and person.
Behavioral management derived from Albert Bandura’s theory of
social learning, which affirms that observable behavior emerges from an
interaction between the person and the environment.

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BEHAVIOR MANAGEMENT TECHNIQUES
1. Antecedent strategies - Which are used in an attempt to discourage
or provoke a behavior before a behavior occurs.

2. Consequent strategies - Which are used when a behavior happens

in an attempt to discourage a behavior from continuing and repeating, or
to reinforce a behavior.

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VALUES FORMATION IN MANAGEMENT
Formation of values is the confluence of our personal
experiences and the particular society in which we are entwined. In the
childhood, values are placed by our families and reinforced by
community and life
experiences. For example, my parents placed on me the importance of
kindness, and reinforced it during early childhood.

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POINTS THAT HIGHLIGHT THE ROLE OF VALUES
IN MANAGEMENT
1. Development of Employees
Managers should use the value system to grow their workers in an all-round way.
Values help with vision. Those help in the creation of employee or workers
awareness and moral growth.
2. Motivation
Values will work inside you to awaken your secret talents. With bravery and
confidence, you have it in you to go ahead and realize your full
potential. Inspiring one’s self and inspiring others in organizations to campaign
for ethical and right values. Values offer the best encouragement to remain
motivated all the time, irrespective of how
de-motivating and overwhelming things are.
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3. Underlie Managerial Behavior
The study of values is central to the interpretation of management and
organizational behavior, which underlies managerial behavior’s value
orientations.

4. Determine behavior
Values are fundamental, and define actions within the organization to a
large extent. Therefore, through employee behavior, the manager will
introduce improvement in the way desired.

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5. Helps in bringing change
Organizations bind through principles. Values are enabled cultural
improvement when re-evaluated and matched with the goals of the
organizational structure. This practice has already transformed
several individuals and organizations.

6. Determine attitudes
Values form the foundation for understanding behaviors, motivations and
beliefs.

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7. Promote leadership
Managers are people who exercise their ‘leadership by values’. They can
be effective leaders by practicing the spiritual values in their managing
jobs.
8. Bring creativity
Managers will remain innovative by examination of many ethical principles
in unpredictable and ever-changing times. Some traditional ideals tend
to improve the cognitive capacity resulting in a different way of
understanding those challenges and circumstances.

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9. Managing in Borderless
Management is no longer limited to a national entity, but is completely
without boundaries. Specific international governments do not
oversee the management activities and decisions. For many “lawless
territories” administrators have a greater responsibility than ever before.
Consequently, value-based management has become a key requirement.
Owing to the need for social and ethical standards, administrators
must follow not just rules.

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10. Involve in managerial goals
Values are universal since they include task, goal, and adjective selection.
The role of planning, coordinating and managing people’s actions
should also be consistent with the principles of the managers.
11. Guide to life, profession, and character
Moral, ethical and professional values determine the character of
employees and managers. They guide their profession and life. They should
guide the real character of our lives as we serve our nations. Value can
become the basis for the behavior of its members.

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12. Personality development
Managers tend to be involved in cultivating their staff and fellow leaders ‘
personalities. Personality is the total amount of a number of factors. However,
the selection of moral and fundamental values is
an essential consideration as values include the right way of thinking, the right
motivation and the passion for improvement.
13. Work ethic
Knowledge, effort, behaviors, attitude, manners of work, interpersonal vision, a
commitment to change and the standard of work generated are
important elements of every worker’s mentality today. Ethical and eternal
importance places a major role in doing good work. Values may
establish a perception that work has its own intrinsic worth.

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THE NINE (9) CHARACTERISTICS OF A GOOD
DECISION
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. 7. Decisions are accountable.
2. Decisions are replicable. 8. Decisions are pragmatic
3. Decisions foster opportunity. (Empowers others to act)
4. Decisions include others. 9. Decisions involve self-awareness.
5. Decisions are executable.
6. Decision is systematic.
.
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DECISION-MAKING TECHNIQUES
Decision-making techniques can be separated
into two broad categories:
1. Group Decision-Making Techniques
2. Individual Decision-Making Techniques
Individual decision-making techniques can also
often be applied by a group.
.

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GROUP DECISION-MAKING
Also known as “Collaborative Decision-Making”, is a situation faced when
individuals collectively make a choice from the alternatives before them.
The decision is then no longer attributable to any single individual who
is a member of the group.
INDIVIDUAL DECISION-MAKING
In general, an 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. Although taking group decision takes a
lot of time, money and energy
.
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DECISION MAKING APPROACHES
1. RATIONAL OR ANALYTICAL APPROACH
• Exemplified by systematic decision-making.
• Defines upfront success factors
• Looks for details and objectively explores how
each solution meets each success factor.
• Decision-making is organized and decisions can
be taken under the assumption of the desired
solutions except for major unforeseeable or
unpredictable incidents.
• Consideration of the implications of the final
decision.
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2. INTUITIVE DECISION MAKING APPROACH
• Relying on emotions and feelings.
• Careful planning is not possible or not desired.
• People will point to a “gut feeling” or “hunch” as
the cause for a choice, reflecting that explanation
is not accessible through conscious thought.

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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 of
responsibility.

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SUGGESTIONS FOR IMPROVEMENT
Rational or Analytic Decision Makers
a. Have ready a decision-making process that you
know works. This helps you to jump directly through a decision-making
phase without having
to postpone deciding the steps you will be taking.
b. Gain knowledge of pitfalls and prejudices in
decision taking so they can be avoided when
making a decision.

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Intuitive Decision Maker
a. Ask or accept broad questions well in advance of a decision. It helps the
unconscious mind to work behind the scenes to provide ideas and
suggestions for a decision.
b. Know where and where your intuition is working, and not. Intuition works best
in places we have a great deal of expertise in.
c. Increasing reflection. This makes insight more credible, as experiences are
interpreted and applied with thought to the subconscious that
helps to categorize the experience more accurately.
d. Play games which involve decision-making. Games that simulate life choices
provide a low risk environment where patterns can be formed
to improve intuition.

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Random or Chance Decision Maker
a. Improve awareness and appreciation. Recognizing
positive results as they arise increases the
probability of successful outcomes.
b. Apply know-how. It will increase the basis for
understanding good opportunities versus bad
ones.
c. Know the risks and the uncertainties. Choosing
where the chances are in your favor, is a smart
way to maximize positive results.

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SIMILAR DECISION-MAKING
1. GOFER (Mann, L.,1980)
FIVE DECISION-MAKING Steps:
1. Goals clarification: Survey values and objectives.
2. Options generation: Consider a wide range of alternative actions.
3. Facts-finding: Search for information.
4. Consideration of Effects: Weigh the positive and
negative consequences of the options.
5. Review and implementation: Plan how to review
the options and implement them.

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2. DECIDE (Guo, K., 2008)
1. Define the problem
2. Establish or Enumerate all the criteria
(constraints)
3. Consider or Collect all the alternatives
4. Identify the best alternative
5. Develop and implement a plan of action
6. Evaluate and monitor the solution and
examine feedback when necessary

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3. OTHER
1. SEVEN DECISION-MAKING PROCESSES
(Brown, P., 2001)
a. Outline the goal and outcome.
b. Gather data.
c. Develop alternatives (i.e., brainstorming).
d. List pros and cons of each alternative.
e. Make the decision.
f. Immediately take action to implement it.
g. Learn from and reflect on the decision.

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2. EIGHT STAGES OF MORAL DECISION-MAKING
(Pijanowski, J., 2009)
a. Create and nurture the relationships, norms, and procedures that will
influence how problems are understood and communicated.
This stage takes place prior to and during a moral dilemma.
b. Recognize that a problem exists.
c. Identify competing explanations for the problem, and evaluate the
drivers behind those interpretations.

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d. Sift through various possible actions or responses and determine
which is more justifiable.
e. Examine the competing commitments which may distract from a more
moral course of action and then prioritize and commit to moral
values over other personal, institutional or social values.
f. Follow through with action that supports the more justified decision.
g. Reflection in action.
h. Reflection on action.

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FOUR STYLES OF DECISION-MAKING
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

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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.

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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.

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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,

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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 scientists 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.

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2. The Dispositional Model.
The adherents of the dispositional view recognize that decision-making
differences are cross-cultural and support the cause of cross-cultural study.
They assume that the variations found in the studies reflect
the omnipresence of cultural inclinations in individuals ‘ minds, and are
expected to appear in all situations and situational contexts.
3. The Dynamic Model.
Adherents of this view often consider cross-cultural variations. They
view cultural knowledge not as a monolithic construct that is continuously
present, but as a collection of discrete knowledge that is operational as a
function of the situation. We also promote the development and testing of
complex models reflecting the processes by which culture influences decision-
makers.
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What is Administration?
Administration refers to actions which are concerned with coordinating
and managing an organization or organization’s work. There is also
administration of government, charities, and many other forms of
organizations.
“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
adjustments to end the previous policy and begin enforcing the new
direction.
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 Principles of Administration (Henri Fayol)
1. Planning
The Basic Functions of
2. Organizing
Administration 3. Unity of Command
a. Planning 4. Hierarchical transmission of orders
b. Organizing 5. Separation of powers, authority,
c. Directing subordination,
d. Controlling responsibility and control
6. Centralization
7. Discipline and Order
8. Meetings and reports
9. Accounting

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HOW TO HANDLE TYPICAL ADMINISTRATIVE CHALLENGES
1. Vacations
Once people get a chance to relax and refresh, productivity and work
satisfaction increase. Yet worker absences may create vacancies that
can spread out too far to cover other workers.
2. Leaves of Absence
As Chief Executive, when an individual needs to take time off for
maternity or paternity leave, extended illness or other personal matters,
you are compassionate and supportive. Even, it can leave you
scratching
without a star player in your line-up.
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3. Busy Seasons and Special Projects
When you encounter seasonal peaks or land a special project at your
company or organization, bringing in part-time employees will help alleviate
core working people at these instances. Specialized recruiting firms will
recommend applicants who completed similar tasks and have the skill set you
need to fill out the team on a project-based basis.
4. The Unexpected Loss of an Employee or Personnel
If an employee quits suddenly, you will be saddled to get a handle on in-
progress work concurrently and find a replacement— perhaps with as little as
two weeks‘ notice. In addition to recruiting skilled applicants looking for
temporary-to-full-time jobs, a professional staffing agency will even have
applicants ready to meet you the very next day.

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Administrative Theory (Henri Fayol)
Henri Fayol’s developed the administrative philosophy is also known as
14 management principles. Henri Fayol was born into a French family in
the year 1841.
The Fourteen Managerial Concepts are:
1. Division of Work: This principle the same as Adam Smith’s ‘Division
of labor’.
2. Authority: Manager must be able to give the order. Authority gives
this right.
3. Discipline: Employees must obey and respect the rules and
regulations which governs the organization.
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4. Unity of Command: Every employee should receive order or direction
from only one immediate superior.
5. Unity of Direction: Each group of the organization should be direction
by one manager using one plan.
6. Subordination of Individual Interests to the General Interest: The
management must see that the aims of the businesses are always
supreme.
7. Remuneration of Personnel: The labours must be paid a reasonable
salary for their work.

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8. Centralization: The process of transforming assigning decision
making authority to a higher level of an organizational hierarchy, it is
centralization that should follow this.
9. Scalar Chain: Line of authority from top management to the lower
ranks represents the hierarchy or scalar chain.
10. Order: people and materials should be in the right place at the right
time.
11. Equity: In running a business, a combination of kindness and justice
is need.

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12. Stability of Tenure of Personnel: Staffs work is well if job safety
and career improvement are guarantees to the team.
13. Initiative: Allowing all personnel to show their initiative in some way
is a source of stretch for the organization.
14. Esprit de Corps: Promoting team spirit will build unity and harmony
within the organization.

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Authority
Is the right to command and control the behavior of employees in lower
positions within an organizational hierarchy. A particular position within
an organization carries the same regardless of who occupies that
position.
Sources of Management Authority
Law
Tradition
Delegation

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Management or Administrative Functions
(Gullick & Urwick)
PLANNING- refers to the determination in advance of how the objectives
of the organization will be attained.
ORGANIZING- 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.
DIRECTING- involves the overseeing and supervising of the human
resources and the various activities in an organization to achieve through
cooperative efforts the pre-determined goals or objectives of the
organization.

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STAFFING- the 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.
CONTROLLING- involves the checking or evaluation and measurement of
work performance and comparing it with planned goals or objectives of the
organization, and making the necessary corrective actions so that work is
accomplished as planned.
REPORTING- the making of detailed account of activities, work progress,
investigations and unusual in order to keep everyone informed or what is
going on.
BUDGETING- the forecasting in detail of the results of an officially
recognized program of operations based on the highest reasonable
expectations of operating efficiency.
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Management Theories applied to Police Organizational Set-Up
Scientific Management (Frederick Taylor)
Under this theory, workers are motivated by economic rewards and that if they are paid
commensurate to work being done they produce maximum amount of work.
This management theory entails that good salary and incentives must be
given to workers to ensure their hard work, innovative action and good will.
a) It begins with breaking the job into its smallest pieces.
b) The second step is to select the most qualified employees to perform the job
and train them to do it.
c) Next, supervisors are used to monitor the employees to be sure they are
following the methods prescribed.
d) Finally, continue in this fashion, but only use employees who are getting the
work done

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Gantt’s Method (Henry Gantt)
Famous for inventing "Gantt Charts" which were initially for the vision impaired, but
now used to keep track of project deadlines, similar to Microsoft Project 98 software.
Also, Gantt contributed to the development of management systems known as PERT
(Program Evaluation and Review Technique) and CPM (Critical Path Method).
PERT was eventually accepted by the military and criminal justice sectors.

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Police Personnel Management
The art of preparing, organizing and directing the efforts of members of a police force
in order that they may achieve the accomplishment of the police purpose.
The primary objective of an effective police personnel management is the
establishment and maintenance for the public service of a competent and well-trained
police force.
POLICE SUPERVISION
A system of policing emerged during the Anglo-Saxon period whereby all male
residents were required to guard the town (tun) to preserve peace and protect the lives
and properties of the people.

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The WEBERIAN Theory (Max Weber)
Max Weber (1864-1920) is one of the founding fathers of sociology and also
sometimes referred to as the "father of bureaucracy". His basic idea is that
bureaucracy as a unique Ideal type has remarkably good qualities.
Characteristics of Bureaucracy (Max Weber)
a) Routinization - effort-saving rules and equal treatment
b) Specific spheres of competence - clear division of labor, specialization
c) The principle of hierarchy - leave no office uncontrolled
d) Expertise of office holders - managers to have technical training
e) Written record-keeping - everything to be recorded & filed, red tape

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