Page 1 of 11

INITAO COLLEGE
Initao, Misamis Oriental
Mindanao , Philippines 9022

Criminal Justice Education Program

CFLM2
Character Formation II
Leadership, Decision Making, Management and Administration

FINAL HANDOUT
Second Semester, S.Y. 2023-2024

(Use BLACK ballpoint pen only)

Name of Student : _____________________________________________

Year level and course : _____________________________________________

Home Address : _____________________________________________

Email address : _____________________________________________

Mobile numbers : _____________________________________________

Instructor’s Name : _____________________________________________

 Page 2 of 11

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.
Typically, the administration is defined by the person representing the organization appointed or
elected to an position and is responsible for the administrative functions and policy decisions of the
organization they are appointed or elected to manage.
Administration is essential to ensure that all departments within the organization work effectively. is
the link between the managers and the workers. This provides the workforce with inspiration and helps them
understand the organization's goals.
The Basic Functions of Administration
a. Planning
b. Organizing
c. Directing
d. Controlling

Principles of Administration (Henri Fayol)

1. Planning
2. Organizing
3. Unity of Command
4. Hierarchical transmission of orders
5. Separation of powers, authority, subordination, responsibility and control
6. Centralization
7. Discipline and Order
8. Meetings and reports
9. Accounting
 Page 3 of 11

WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure an organization is running at full capacity. Their
particular roles depend on the form of company, organization or agency they operate in. An
administrator may be someone assigned to oversee an organization for its affairs.

An Administrator as an Organizer
Administrators formulate short-and long-term strategies that set specific priorities and
objectives. To put it another way, they strive to get the organization where it needs to go. To ensure
that these plans work, the planner must above all understand how, where, and who of the program
as a whole. The functions of the administrators are essential to the organization they operate. Their
roles usually involve a wide variety of duties including filing and administration.

Clerical Level Administrator

An administrator may be someone in charge of the smooth and effective operation of a single
office. Their responsibilities include handling all the paperwork and will typically report inside the
office to all individuals. Their role is likely to depend upon what the duties of the other colleagues
are.
It is the responsibility of most office administrators to manage or distribute all posts within an
office. Mail duties can include opening all letters that come and ensuring that they meet the people
concerned. In addition, they are responsible for all of the outgoing post. They are also going to plan
and arrange filing for the court. Filing requires not only fetching the correct documents but also
returning them after they have been used by citizens.
For some organizations the administrator is the first port-of-call for office communications.
They then send the emails to the appropriate people in the same way they do with the message.

WHAT MAKES A GOOD ADMINISTRATOR?

To be a good administrator, a person must be:
a. deadline-driven and possess a high level of organization.
b. capable of balancing multiple tasks simultaneously and delegate when appropriate.
c. capable of planning and have the ability to think strategically.
d. an excellent communicator, both in person and in writing.
e. always looking for opportunities to improve productivity in the organization.

SKILLS OF AN EFFECTIVE ADMINISTRATOR

Ability implies a capacity that can be created, not inherently inborn, and that is expressed in
output, not mere potential. Therefore, the main ability requirement must be successful action under
various circumstances.
Although good administrators are widely recognized for their selection and training, there is
surprisingly little agreement among executives Or educators on what makes a good administrator.
This subject indicates what could be a more useful approach to manager selection and growth. This
is not based on what good executives are but on what they do.

Three Basic Developable Skills of Administrators

It is assumed here that an administrator is one who:
a. directs the activities of other persons and
b. undertakes the responsibility for achieving certain objectives through these efforts.

Within this definition, successful administration appears to rest on three basic skills, which we will
call:
1. Technical
 Page 4 of 11
2. Human and
3. Conceptual

Asserting that these skills are not interrelated may be impractical, but there may be real value
in evaluating each person separately and improving them independently.

1. Technical Skill
Technical skills require an understanding and expertise of a particular form of operation,
particularly one involving methods, processes, procedures, or techniques. It requires advanced
expertise, analytical skill within that field, and facility in the use of the particular discipline's methods
and techniques.
Technical skills are perhaps the most common of the three skills mentioned in this topic
because they are the most practical and because they are the skills needed by the largest number
of people in our age of specialization. Most of our on - the-job and vocational training programs
focus largely on developing this specialized technical skill.

2. Human Skill
The person with highly developed human ability is aware of his own emotions, opinions and
perceptions about other individuals and groups; he can see the importance and weaknesses of
those feelings. Through acknowledging the presence of various perspectives, opinions, and values
than his own, he is able to consider what other people actually mean through their language and
actions. He is similarly skillful at expressing what he means by his actions to others in their own
ways.
Human skill is the ability of the executive to function efficiently as a member of the
community and create cooperative effort within the team which he leads. Since technical ability is
primarily about working with things, processes or physical objects, human ability and understands
the views of his superiors, equals and subordinates, and the manner in which he subsequently acts.
The administrator works to build an environment of acceptance and protection in which
subordinates feel free to express them without fear of censorship or criticism, by enabling them to
engage in the preparation and implementation of the issues that affect them directly. He is
sufficiently responsive to other people's needs and motives in his organization to be able to judge
the likely reactions and consequences of different courses of action that he may pursue. Knowing
this awareness, he is able and eager to behave in a manner that takes into account the views of
others.
Human performance can't be a "sometime thing." Strategies can't be implemented randomly,
nor can personality characteristics be placed on or removed as overcoats. As all that an executive
says and does has an impact on his colleagues, he must demonstrate in his true self, in time.
Therefore, to be successful, this ability must be established naturally and demonstrated
unconsciously, as well as consistently, in every action of the person. This needs to become an
important part of his whole being.

3. Conceptual skill
This competence is the unifying, organizing component of the administrative process, and of
overwhelming ultimate significance because the overall performance of an organization depends on
the strategic capacity of its executives to formulate and execute policy decisions.
Conceptual competence requires the ability to see the organization as a whole; it includes
understanding how the organization's different functions depend on one another, and how all the
others are influenced by changes in any component. The administrator will then be able to behave
in a way that promotes the general interest of the entire organization, understanding these
relationships and perceiving the significant elements of each case. Consequently, the effectiveness
of any decision depends on the analytical ability of the decision makers and those who bring it into
effect.
 Page 5 of 11
Not only does the successful coordination of the various parts of the operation depend on the
analytical abilities of the concerned managers, but the entire future course and tone of the
organization also depends. The attitudes of a top executive color the entire character of the
response of the organization, and decide the "personality" that distinguishes the ways one
organization does its services from the ways of another. Those attitudes reflect the analytical
capacity of the administrator.

RELATIVE IMPORTANCE OF TECHNICAL, HUMAN AND CONCEPTUAL SKILLS

We may recognize that analytical ability represents understanding of the organization's
technological as well as human aspects in a very real sense. However, the definition of skill as the
ability to turn information into practice will allow one to differentiate between the three skills of
conducting the technical tasks (technical skills), knowing and motivating individuals and groups
(human skills), and organizing and combining all of the organization's tasks and objectives towards
a common purpose (conceptual skills).
The separation of effective administration into three core competencies is mainly useful for
theoretical purposes. Both skills are so closely interrelated in practice that it is hard to decide where
one ends and where another starts. Nevertheless, just because the skills are interrelated does not
mean that looking at them separately or varying their importance does not give us any benefit.

At Lower Levels
Technical expertise is responsible for many of modern organizations and enterprise's great
advances. Effective activity is indispensable. Even at the lower levels of government it is of utmost
importance. When the administrator ventures farther away from the actual physical activity, this
need for technological expertise is less important, given that he has professional subordinates and
can help them solve their own problems.
At the top, technological abilities may be almost non-existent, and if his interpersonal and
analytical abilities are highly established the executive will still be able to work effectively.

Example:
The subordinate officer was called on in one large police organization to replace the Chief of
Police, who had been unexpectedly struck with a serious illness. The subordinate officer did not
have any prior managerial experience but he had been with the department for more than 20 years
and had intimate knowledge of many of the main police personnel. He was able to devote himself to
managing the various functions by setting up an advisory committee, and by delegating an
unprecedented amount of authority to his department heads. Through this he built a highly
productive team. The result was greater efficiency, and morale higher than the organization had
ever experienced before. Management had worked out that the willingness of this man to deal with
people was more important than his lack of experience in management, and the risk paid off.

At Every Level
Human skill, the skill to collaborate with others, is important for successful management at all
levels. A current research study has shown that human capacity at the supervisory level is of
greatest importance, finding out that the supervisor's chief role as an administrator is to attain the
cooperation of people in the working group.
Another study supports this finding and applies it to the middle-management community,
adding that the main concern of the administrator is to promote cooperation within the organization.
And yet another report, specifically dealing with top management, highlights the need for executives
at that stage to be self-aware and sensitive to human relationships. These results may appear to
suggest that human ability at any stage is of great importance, but note the difference in focus.

Human ability appears to be the most important at lower levels, where there is the largest
number of direct communications between administrators and subordinates. When we go higher
and higher in the administrative echelons, the number and duration of such personal encounters
 Page 6 of 11
decreases, and the need for human skills decreases in comparison, but not necessarily absolute.
Around the same time, conceptual skill becomes even more relevant with the need for strategic
decisions and wide-ranging action. The human capacity to interact with individuals then is inferior to
the mental ability to incorporate group desires and behaviors into an overall perspective.

At the Top Level

As demonstrated in the preceding article, analytical capacity is increasingly important in more
accountable executive roles where its effects are maximized and easiest to observe. Nevertheless,
recent research results lead to the conclusion that this analytical capacity is the most essential
attribute of all at the highest level of administration. As the president of Bridgeport Brass Company
Herman W. Steinkraus said:
"One of the most important lessons which I learned on this job (the presidency) is the
importance of coordinating the various departments into an effective team, and,
secondly, to recognize the shifting emphasis from time to time of the relative
importance of various departments to the business.”

It would seem, then, that the greatest need for technological and human skills is at the lower
levels of administrative responsibility. Technical skills at higher levels are becoming increasingly
less important as the need for analytical skills is rapidly growing. Conceptual skills are the most
essential skill for effective management at the highest level of an organization. A chief executive
can lack technological or human skills, and be successful if he has subordinates with strong skills in
those areas. But if its conceptual skill is poor, it may jeopardize the performance of the entire
organization. This three-skill approach makes it possible to test trait gun and replaces it with
procedures that evaluate the capacity of a man to deal with the real problems and circumstances
that he will face on his job. These procedures are the same for selection and for measuring growth,
indicating what a man can do in specific situations.

Developing the Skills

This approach indicates that executives should not be recruited on the basis of their apparent
possession of a variety of habits, attributes or personalities, but on the basis of possessing the
necessary skills for the particular degree of responsibility involved.
Many people have argued for years that the capacity to lead is innate in those individuals
chosen. We're thinking about «born leaders, and "born administrators. It's definitely true that certain
men, inherently or innately, have greater aptitude or ability in certain skills. But studies in
psychology and physiology will also suggest, first, that those with good skills and abilities can
enhance their ability through practice and preparation, and second, that even those without natural
talent can boost their performance and overall quality.
Administrative competence conception suggests we will expect to boost our administrative
efficiency and build better administrators for the future. This definition of ability means learning by
doing. Different people learn in various ways, but skills are built by practice and through linked
learning to the personal experience and context of their own. If done well, training in these basic
administrative skills will improve executive skills more safely and faster than through unorganized
practice.

Technical Skill
Creation of technical skills has been attracting tremendous attention from industry and
educational institutions for many years, and much progress has been made. Strong grounding in
the individual specialty's values, systems, and procedures, combined with real practice and
experience through which a person is supervised and encouraged by a superior, appears to be
most successful.

Human Skill
 Page 7 of 11
Nevertheless, human ability was much less known and systematic progress has only
recently been made in improving it. Today through organizations and experts are following several
different approaches to the development of human skills.
Many of these methods find their application in "applied psychology "human engineering,
and a host of other forms that involve professional technicians to support the businessman with his
human problems. However, as a practical matter, the executive must develop his own
interpersonal skills, instead of relying on others' advice. To be effective, he must develop his own
personal point of view toward human activity, so that he will:
a. recognize the feelings and sentiments which he brings to a situation;
b. have an attitude about his own experiences which will enable him to re-evaluate and
learn from them;
c. develop ability in understanding what others by their actions and words are trying to
communicate to him; and d. develop ability in successfully communicating his ideas and
attitudes to others.

Some individuals may build the human capacity without formalized training. Others can be
supported individually by their immediate supervisors as an integral part of the later mentioned
"coaching" method. This assist obviously depends on the degree to which the superior possesses
human capacity for performance.

The use of case issues combined with impromptu role-playing can be very useful for larger
groups. This training can be formally or informally defined, but requires a professional instructor
and a sequence of activities coordinated. It provides an approximation to fact as well as can be
given on an ongoing basis in the classroom and creates an opportunity for critical reflection not
always encountered in actual practice. An significant part of the process is self-examining the
trainee's own principles and values which that enable him to develop more useful attitudes about
himself and others. Hopefully with the shift in mindset, some successful abilities can also come in
solving human problems.
A series of analyzes of detailed accounts of real scenarios requiring administrative action
were also evaluated in the classroom, within acceptable limits, along with a variety of role-playing
opportunities where the participant is expected to execute the specifics of the action he has
suggested. In this way an offender can be tested for understanding the overall situation and his
own personal capacity to do something about it.
On the job a superior should be given regular opportunities to evaluate the ability of an
individual to work efficiently with others. They can seem extremely subjective judgments and rely
on the rater's human skills for validity.

Conceptual Skill
Conceptual ability was not generally understood, as was human abilities. A variety of
methods have been attempted, with varying results, to help improve this skill. Some of the best
outcomes were often obtained by superior "coaching" of subordinates. One way a superior can
support his subordinate "coach" is by assigning a specific task, and then by asking for feedback or
thoughts instead of providing answers if the subordinate needs assistance.
Benjamin F. Fairless, chairman of the board of the United States Steel Corporation,
described his coaching activities:
"When one of my vice presidents or the head of one of our operating
companies comes to me for instructions, I generally counter by asking him questions.
First thing I know, he has told me how to solve the problem himself.”

It is, of course, an ideal and completely normal administrative training technique and relates
to the growth of technological and human skills as well as analytical skills. His success, however,
will ultimately be dependent on the superior's skill and willingness to support the subordinate.
 Page 8 of 11
Another excellent way of improving analytical ability is through swapping jobs, i.e. through
shifting promising young men through different work functions but at the same level of responsibility.
It practically gives the man the ability to "be in the other fellow's shoes."
Conceptual skills were also tested with reasonable effectiveness in the classroom by
providing a set of comprehensive explanations of real, complex situations. In these, the person
being examined is asked to formulate a course of action that reacts to the fundamental forces
operating in each situation and that considers the effects of this action on the various roles and
parts of the company and its overall environment.
On the job, the alert supervisor should consider regular opportunities to observe the degree
to which the employee is able to respond to the other organization or organization's roles and
operations.
Unlike physical intelligence, intellectual capacity must also become a normal part of
executive make-up. Different approaches for cultivating various individuals can be suggested by
reason of their experiences, behaviors, and experience. For each case, however, the approach
should be chosen which will allow the executive to develop his own personal ability to envision the
organization as a whole and to organize and incorporate its various parts.
ADMINISTRATIVE CHALLENGES
Administrative professionals are the organization leaders who keep operations running
smoothly. Therefore, losing a member of the administrative staff or witnessing unexpected changes
in workload will pose tough administrative challenges.

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. Bringing temporary workers to bridge those gaps helps maintain smooth
running of things. While the idea of getting a temporary professional up to speed might seem
like an additional administrative challenge alongside the vacancy staffing. Many experienced
workers want to make a career out of temporary work because they might not be able to take
time off when they need a full-time job.

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.
Covering an absence leave can seem overwhelming, but specialized staffing agencies
may help you solve those administrative challenges. Organizations should pre-evaluate
applicants who are willing to fill in before the full-time employee returns for a few weeks or
several months. In fact, working with a temporary long-term candidate provides you with a
fantastic opportunity to evaluate his or her on the-job success in the event that the incumbent
will not return, or you choose to fill a similar role in the future.

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. This quick turnover
 Page 9 of 11
can also give your outing employee time to help with your new hire onboard. A company or
organization may decide to revamp the job, restructure the department or merge positions
upon the leave of an employee or staff.

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. He was a prolific writer on
technological, science, and management matters. The Financial and General Management' was his
most excellent writing. He named to a Mining firm as an engineer. By 1888 he had risen company's
Managing Director. He retired from the Executive position in 1918. He was the company’s
managing director until his death. Henri Fayol was an accomplished management practitioner.

The Fourteen Managerial Concepts are:

1. Division Adam Smith's of Work: This principle the same as 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.
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.
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.
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.
POLICE ADMINISTRATION AND MANAGEMENT
Management pertains to the utilization of available resources in an organization
Administration refers to the processes used.
 Page 10 of 11
Goals are broad statements of general and long-term organizational purposes often used to define
the role of the police, for instance, to prevent crime, maintain order or help solve communication
problems.
Objectives are short specific short term statements consistent with an organization’s goal.
An effective police manager must be concerned with the productivity of police work teams and their
members.
POLICE PRODUCTIVITY AND MANAGERIAL PERFORMANCE
Productivity means the summary of measures of the quantity of police work performance
achieved, with resource utilization considered.
 Police Effectiveness, which measures whether or not important task goals are being attained
 Police Efficiency, which measures how well resources are being utilized.
PERFORMACE EFFECTIVENESS+PERFORMANCE EFFICIENCY=HIGH PRODUCTIVITY
POLICE MANAGEMENT PROCESSES

The management process involves Planning – Organizing – Leading – Controlling the use of organizational
resources to achieve high performance results.

1. Planning – is the process of setting performance objectives and identifying the actions needed to
accomplish them.
2. Organizing – is the process of dividing the work to be done and coordinating results to achieve a desired
purpose.
3. Leading – is the process of directing and coordinating the work efforts of other people to help them
accomplish important task.
4. Controlling – is the process of monitoring performance, comparing results to objectives and taking
corrective action as necessary.
Police Managerial Activities and Roles

Interpersonal Roles – working directly with other people

 Figurehead – hosting and attending official ceremonies
 Leadership – creating enthusiasm and serving people’s needs
 Liaison – maintaining contacts with important people and groups
Informational Roles –exchange information with other people
 Monitor – seeking out relevant information
 Disseminator – sharing information with insiders
 Spokesperson – sharing information with outsiders

Decisional Roles – make decisions that affect other people

 Entrepreneur – seeking problems to solve and opportunities to explore
 Disturbance handler – helping to resolve conflicts
 Resource Allocator – allocating resources to various uses
 Negotiator – negotiating with other parties
THE FOUNDATIONS OF POLICE ORGANIZATION AND MANAGEMENT

CLASSICAL APPROACH

The three primary areas in the development of the classical approach are:

1. Scientific Management (Frederick Taylor, 1856-1915)

Scientific Management sought to discover the best method of performing specific task. Based on his studies,
Taylor believed that if workers were taught the best procedures, with pay tied to output, they would produce the
maximum amount of work.

With respect to this philosophy, the role of management changed abruptly from the earlier use of the “rule of the
thumb” to a more scientific approach, including scientifically selecting, training, and developing workers, and ensuring
that all the work would be done in accordance with scientific principles, thus scientific management strongly adhered to
the formal organization structure and its rules.

2. Bureaucratic Management ((Max Weber, 1864-1920)

 Page 11 of 11

The concept of Bureaucracy is generally associated with the work of Max Weber, who was the major contributor
to modern sociology.

He studied the effect of social change in Europe at the end of the 19 th Century and coined the term
BUREAUCRACY to identify the complex organizations that operated on a rational basis.

Weber believed that such an approach was a means of lessening the cruelty, nepotism, and subjective
managerial practices common in the early stages of the Industrial Revolution. (For example, it was a standard practice
to hire relatives regardless of their competence and to allow only individuals of aristocratic birth to attain high-level
positions within government and industry)

CHARACTERISTICES OF BUREAUCRATIC ORGANIZATION

 Division of labor based on a specified sphere of competence

 Hierarchy of authority where its lower office is under the control and supervision of a
higher one.
 Specified set of rules applied uniformly throughout the organization
 Maintenance of interpersonal relationships, because rational decisions can only be
made objectively and without emotions
 Selection and promotion based on competence, not on irrelevant considerations

3. Administrative Management - It emphasizes broad administrative principles applicable to higher levels with in
the organization.
Henri Fayol (1841-1945) – in his most influential work “Industrial and General Management”, 14 principles of
efficient management was identified.
4. Gulick and Urwick (1920-1937) - Pioneers of “The Science of a Administration” (1937). In this book, they have
described the major functions of administration using the acronym POSDCRB
a) Planning – working out in broad outline the things that need to be done and the methods for doing them to
accomplish the purpose set for the enterprise.
b) Organizing – establishment of the formal structure of authority through which work subdivisions are arranged,
defined, and coordinated for the define objective.
c) Staffing – personnel function of bringing in and out training the staff and maintaining the staff the favorable
conditions of work. Filling the organization with the right people and right position.
d) Directing – task of making decisions and embodying them in specific and general orders and instructions and
serving as the leader of the enterprise
e) Coordinating - the all-important duty of interrelating the various parts of the work.
f) Reporting – is keeping those to whom the executive is responsible informed as to what is going on, which thus
includes keeping himself and his subordinates informed through records research and inspection.
g) Budgeting – with all that goes of budgeting in the form of fiscal planning, accounting, and control