Management & Supervision

Management – denotes the process of directing and controlling people and things so that the organizational
objectives can be accomplished.

Supervision –is part of the management process refers to the act of overseeing people. It is an activity which
takes place at all levels in the organization except at the work level.

What is Supervisor’s position?

1. “People are responsible for production. Supervisors are responsible to people.”
2. People like to be led by those whom they respect and in whom they have confidence.
3. It is a position of authority and leadership
4. He is responsible for keeping a conducive working environment for people
5. He can fully work with people aware of their strengths and weaknesses and divergence in culture, belief
and principles
6. He is responsible for keeping people’s morale high
7. He is a self-starter and abilities to re-invent.
8. He is able to balance frequent conflicting interest of management and people.
9. He is able to communicate well management goals and objectives.
10. Technical and supervisory competence
Women Supervisors
ISSUES:
Acceptability – requires to live up to expectations.
Male Dominance – traditional male finds difficult to submit to women authority.
Prejudices – stereo-typing and tagging of women as being a weak leader.
Common Leadership weaknesses – indulgence of wrong doing or misconduct, vacillation in the decision
making processes and favoritism.

Supervisory competence would include:

1. Technical competence – having good working knowledge of the principal aspects of the job,
understanding of the other scientific disciplines (e.g. Psychology, sociology, anthropology)
2. Institutional knowledge – knows the policies, rules, procedures, practices, functions and objectives of
his organization.
3. Basic Supervisory Responsibilities – the day-to-day activities of a supervisor requiring him to be
knowledgeable as a planner, personnel officer, as a trainer, as a controller and a decision maker.

Leadership qualities expected of supervisors as Leaders:

1. He must possess the traits of honorableness, courageousness and vitality;
2. He must be reasonably intelligent;
3. He should be a person with good common sense;
4. He is a good motivator and encourager
5. He possess the art of influencing others
6. He provides opportunity for professional growth and advancement;
7. He is able to stand by his conviction in spite of adversity

(3) Types of Leadership Style:

1. Democratic Leadership – provides avenue for consultative management, one guided always by
principles of due process and fair notice in the implementation of management action.
2. Autocratic Leadership – No room for consultation, management is rigid, strict and inflexible.
Characterized always by “Iron-fist” Rule.
3. Free-rein Leadership – characterized by leniency and tolerance. “To each his own” thing!

Understanding the Supervisor’s functions in organization, administration and management:

Organization defined as a structure through which people work as a group

Major portions of supervisors Job:

1. Leading
2. Directing
3. Controlling

Internal conditions explained:

 Environmental working conditions
 Provisions of equipment
 Abstract factors such as morale and esprit de corps
Esprit de Corps – refers to brotherhood as characterized by unity, camaraderie and singleness of purpose.
Morale – is the state of being of a person which can directly affect efficiency in the work place.
Empathy – means the ability to show more than mere sympathy by actually “putting one’s shoes” into another.
Sympathy – means ability to show concern and feelings of sadness for another’s misfortunes.

Organization as a structure:
• It provides:
1. The staffing pattern and job description
2. Levels of authority
3. Defined flow of communication

Note: It presupposes an orderly arrangement between individuals and groups. But mechanical structure alone
will not assure the effective accomplishment of organizational objectives. DIRECTION and CONTROL must be
provided so that the necessary coordination of human efforts can be achieved.

Supervisor’s Administrative functions:

POSDCORB
Planning – working broader outline the things to be done, setting goals and provide methods to accomplish
them
Organizing – Setting the formal structure of authority
Staffing – function of choosing the best people for the job, includes training personnel and maintaining
favorable working conditions
Directing – the continuous tasks of making decisions.
Coordinating -interrelating the various parts of the work
Reporting – keeping those to whom the executive is responsible and “Feed Back Mechanism” process.
Budgeting – goes with budgeting in the form of fiscal planning, accounting and control.

Classification of Plans
1. Procedural Plans – relating to Standard Operating Procedures (SOPs) which guides personnel in the
conduct of activities relative to, e.g., processing of warrant of arrest, incident reports and traffic citations.
2. Tactical Plans – also called contingency plans prepared to meet exigencies encountered by personnel.
They are guides in controlling unusual happenings in the field. TP must be basic, flexible and capable of
modification. Cases: Civil disturbance, civil defense needs, wide spread disorder, unusual crime surge and
major disaster.
3. Operational Plans – those designed to give guidance and direction of personnel in the performance of
normal police activities. These are plans which are guides to personnel in activities, such as the
deployment and distribution of personnel or the search for suspects or lost persons.
4. Fiscal Plans – relate to such matters as budget preparation and the use and control of funds allotted for
personnel equipment and supplies

Policies distinguished from Rules and Regulations:

Policies – are plans consisting of a set of broad of principles which guide personnel in the accomplishment of
general organizational objectives usually established by top management. They evolve from the experiences of
the organization, seldom in writing; from the established, traditional customs and standards essential to its
welfare and from legal and social constraints imposed on its activities.

Rules and Regulations – are plans providing specific guides to conduct and performance . They are
guides for acceptable conduct provided by management. They are means by which deviations from policy are
prevented. They control explicit behavior, thus, are subject to more rapid changes.

Types of Organizational Structures:

Organizational Structure – is a mechanical means of arranging symbols, the relationships which exists among
individuals, groups and functions within an organization.
(3) types of O.S.
1. Line Organization
2. Functional Organization
3. Line and Staff Organization

What is Line Organization?

The straight line organization, often called the individual, military or departmental organization, is the
simplest and perhaps the oldest type of organization . The channels of authority and responsibility extend
in a direct line from top to bottom from top within the structure . Authority is definite and absolute.
Advantages of Line Organization:
1. It is simple
2. It involves a division of work into units with a person in charge who has complete control and who can be
directly accountable for results.
3. Quick decisions can be made because each member in the chain of command knows to whom he is
accountable and who is accountable to him
4. Discipline is easily administered, responsibility for making decisions is well identified, and singleness of
purpose is fostered
5. Coordination of efforts is relatively easy to achieve because functional overlapping between units can be
minimized

Disadvantages of Line Organization:

1. Supervisory personnel are often required to perform the duties of a specialist because little use is made
of the latter for giving advice and counsel to line units
2. It is often difficult to establish functional definition at the outset;
3. Each units will tend to become “departmentalized” reducing harmony of operations and internal frictions
may arise

What is Functional Organization?

The functional organization divides responsibility and authority between several specialists. The functional
responsibility of each “functional manager” is limited to the particular activity over which he has control
regardless who performs the functions.
Advantages & Disadvantages of Functional Organization:

Advantages:
1. It divides responsibility and authority between several specialists
2. Allows infusion of talents which can provide better direction in planning
Disadvantages:
1. Coordination of efforts is difficult since the employees responsible for results may be subject to the
functional direction of several persons
2. Discipline is difficult to administer because of multi-headed Leadership
What is Line and Staff Organization?
Is the combination of the line and functionaltypes. It combines staff specialists or units with line
organization so that the service of knowledge can be provided line personnel by specialists such as criminalists,
PRO or Intel Specialists.

Advantage & Disadvantage of Line & functional Organization:

Advantage:
Channels of responsibility and authority are intact, where specialist’s responsibility is to think and provide
expertise” and for Line supervisors to implement.
Disadvantage:
If Staff and Line Supervisors are unable to recognize who should be “calling the shots”, this will be the greatest
and most frequent cause of friction and prominent barrier to effective coordination

THE PRINCIPLES OF ORGANIZATION

a. Division of Work
b. Unity of command
c. Span of Control
d. Delegation of Work
e. Personnel Development
f. Exception Principle
g. Completed Staff Work
DIVISION OF WORK
 Organization structures are established to designate how much work is to be divided among the various
components of the establishment. It involves both ANALYSIS & SYNTHESIS
Bases: Functions, Area, Clientele, Purpose

Note:
Regardless of the way the division of work is made, if it does not result in improved operations, economies to the
organization or convenience to those served, the division should be avoided.
Important Principle: “Principle of Specialization & Law of Productivity”

“…requires assigning to each worker the fewest possible kinds of tasks or operations in order to improve the
quality and increase quantity of his work, and giving him the highest class of work for which his natural abilities
fit him”
(L.P Alford, Laws of Management Applied to Manufacturing), Page 82

UNITY OF COMMAND
This principle requires that every employee should be under the direct command of but one supervisor.

“ It provides clear cut channels of authority”.

Important considerations:
This principle requires that every employee should be under the direct command of but “one supervisor”.
Principle:

“Unity of command assures unity of effort by the coordinate action of all forces toward the common goal…It
states, where unity of command cannot be realized, at least unity of effort should be realized”
(United States Department of the Army, Field Manual)

Span of Control
Principles applied to military and administrative operations which relates to the number of subordinates who can
be supervised effectively by supervisor.
Bases:
 Capacity of Supervisors and those under him
 Types of work being performed
 Distances bet. Elements
 Time element
 The homogeneity
 Types of persons served
 Effectiveness of Management

Span of control Distinguished from Unity of Command

Span of Control refers to the number of personnel a supervisor can effectively supervise.
Unity of Command refers to the individual worker, mandating, thus, that every personnel be under the direct
command of but (1) superior.
Analogy: “Span of control is to a supervisor, while Unity of command is to the personnel supervised”

Delegation of Work
Related to the process of committing an activity to another’s care.
What is it best for?
 Frees supervisors from many routine tasks and enable him to devote more time to broader planning
activities.
 Allows subordinates to learn new tasks for their development
 Ushers talents allowing pool of future leaders who can be entrusted with higher responsibilities
What are those that cannot be delegated?
Accountability
Supervisors cannot delegate beyond the capacity of his subordinates to perform

Important Principles in Delegation:

“One delegated in can no longer be delegated”
“No water can rise above the stream.”
Important considerations:
 A simple task can be delegated in simple manner
 A complex delegation should be supported by a comprehensive, written directive clearly identifying the
problems and procedures to follow.
 Delegation must be constantly followed-up

Personnel Development
 The practice of delegation contributes to the development of subordinates to perform the supervisor’s job
in his absence or when he is unable to act.
Issues:
 Some supervisors are reluctant to develop subordinates because of the fear that they will become
competition.
 Little importance is given to training and activities that will facilitate development of personnel
Principle: “A Good Leader is one who is able to produce another Good Leader better than Him…”

What do you mean by EXCEPTION Principle in Personnel Development?

 It simply means to develop subordinates preparing them to assume greater tasks in the boss’ absence.
Result: this practice will free the head of office of so much details of the work which can best be done by
lower level supervisors, allowing him greater time to act on exceptional, important and crucial matters
 which would produce major impact on the organization. Training is the key to the effective application of
this principle.
 Important Principle:
“Subordinates looks at a tree, while a Supervisor should look at the forest…”

Completed Staff Work

 The principle of Completed Staff Work requires that the person to whom work has been assigned
through the delegation process complete it to such extent that the only thing left to be done by the
person who delegated is to approve it. Simply means:
“ A process of allowing all staff specialists to contribute to the completion of an activity or planned action by way
in-depth study or discourses on highly specialize so that every minute details necessary for implementation
thereof, as well as, any perceivable problems ahead would have already been addressed by concerned specialists
prior to the Boss’ approval.” AJBP
Important Principle:
“Two heads are better than One…
Important considerations:
 Take note that some tasks may be completed without in-depth study but there are projects would require
considerable inquiry preliminary to the submission of formal and final report.
 This will usually entail research, a careful study and analysis of valuable aids and data gathered thereof
and series of staff discussion and draft report presentation. Reports generated must be accurate, factual
and reliable as the superiors may refer to it as supportive of his contention or request. If data are
spurious or inaccurate, he risks the embarrassment and damage to his reputation.
 Usual form use: Disposition Forms, Routine Slip Form.

EMPLOYEE DISSATIDFACTION, GRIEVANCES & COMPLAINTS

Every supervisor should be sensitive to the needs of the employees who have real or imaginary
grievances or dissatisfactions. Dissatisfactions may not be expressed, but the mere fact that they are present may
have the same effect in eroding ambition and initiative and causing deterioration in morale and performance.

GRIEVANCES
Some factors in an employee’s working environment which causes him to complain orally or more
formally, in writing.

 Noncontractual matters
 Contractual violations and grievances

Causes of Employee Dissatisfaction

Employee complaints, grievances and dissatisfaction arise from factors such as:

1. The working environment – physical factors such as bad lights, improper temperature, uncleanliness or
inadequate restroom facilities, unsatisfactory operational equipment and other workplace deficiencies.

2. Harsh, abusive and tyrannical, or inept supervision –

 failure to give recognition to employees when they have earned it,
 the use of temperate language by the supervisor,
 harsh, arbitrary methods in dealing with subordinates
 The display of favoritism
 The existence of dual standards of conduct.
 Unfairness of supervisors in the application of rules to subordinates.
 Excessive supervision; and
 Existence of cliques

3. Misunderstanding about policies and procedures of the organization

Few of the negative reactions of workers in many different types of occupations relate to failures of
management to communicate policies and procedures effectively.
“Effective communications are essential to effective leadership”

4. Management failures
 Toleration by supervisors of wasted time, effort and physical resources
 Unjustified abuses of equipment;
 Supervisory negligence in protecting the interests of the organization;
 Violations of employee’s “due process rights”
 Infringements of the employee’s rights to privacy; and
 Arbitrary enforcement of rules and regulations
 A. Rules of Conduct
Some distinct dissatisfaction by police officers about organizational rules and regulations and how they
are applied by supervisors; matters that seems likely an invasion of their right to privacy and accordingly, none of
the organization’s business.
 Manner of enforcing rules of conduct
 Due process violations
SUPERVISORY INFLUENCE ON EMPLOYEE BEHAVIOR

In dealing with behaviour, the supervisor:

a. Must be aware that his options are limited in the eyes of the law;
b. Must consider the legal justification for his action as well as the morality of what he does.

“The supervisor should find occasion to communicate his convictions to his subordinates without
sermonizing.”

Freeway therapy (transfer treatment or the wheel) – involves frequent transfer from one place, one shift, or one
assignment to another.

RECOGNIZING EMPLOYEE DISSATISFACTION

Typical symptoms of employee dissatisfaction:

 “blue Monday” absenteeism

 Growing inattention to duty
 Excessive tardiness, indifference to job requirements
 Hostility and irritability;
 General deterioration in performance and morale

LEADERSHIP
- may be defined as the art of influencing, directing, guiding and controlling others in such a way to
obtain their willing obedience, confidence, respect and loyal cooperation in the accomplishment of an objective.

“When men obey another because of fear, they are yielding’ but when men follow, they do so
willingly because they want to do what a leader wishes.”

Being an authority Being a leader

*pushesand drives his men, who yield and obey * stimulates, motivates and inspires the group
because they fear the consequence of to follow willingly even eagerly.
disobedience
“The true leader is the leader recognized as such formally and granted leadership authority not only by
his organization but his subordinates.”

TYPES OF LEADERS

a. The autocrat
Highly authoritative and makes decisions without allowing subordinates to participate; a driver
who uses his authority lavishly, demanding complete and unquestioning obedience from his inferiors.

Advantages:
 When conditions are unstable during periods of stress and emergency.
 When initiative and decisiveness are needed
 When there is usually no more time for permissive leadership
 When bold, rapid action is indicated.

Disadvantage:
 Does not obtain good results over extended period of time

b. The democratic leader

An employee – oriented leader who promotes participative management by seeking ideas and
suggestions from his subordinates and allowing them to participate in the decision making process.
Principle: “I manage, you participate.”

Disadvantage:
 Poor performance in handling emergent or unusual situations.
 c. The Free – rein leader

The leader who plays down his role as such and exercises a minimum of control and seldom
gives his subordinates the attention or help they need; permits laissez – faire operation.

Disadvantage:
 Feelings of insecurity develop among his subordinates because they are left without direction and
guidance they expect from their leader.
 Deterioration of morale, discipline, efficiency and production and loss of control.

COMMAND PRESENCE
 Denotes a military bearing.
 Distinctive type of appearance and conduct.
 It is the natural manner of an individual indicating a complete command of his mental
and physical faculties and emotions.

A high level of discipline in an organization perhaps is the best mark of good organizational
leadership

Leadership Ethics

Every leader must avoid all evil, must avoid all appearances of evil.

Motivation
- involves the application of incentives which encourages a certain pattern of behaviour and
attitude and contributes to the accomplishment of organizational objectives.

Forms:
a. Positive incentives – leads to pleasurable satisfaction.
 Recognition – strong motivating force in people
 Praise
 Opportunity for development
 Interesting and challenging job; and
 Fair treatment of supervisors

b. Negative motivators – develop undesirable avoidance technique

 Fear
 Coercion
 Intimidation
 Punishment Note: As much as possible be avoided.

LEADERSHIP CHARACTERISTICS
1. Friendliness, sincerity, affection for others and personal warmth.
2. Enthusiasm for the job and all it entails.
3. Ambition
4. Physical and nervous energy and vitality
5. Moral and physical integrity
6. Intelligence
7. Technical skill
8. Faith
9. Verbal aptitude
10. Courtesy
11. Modesty
12. In addition, qualities of self – control, dependability, empathy, good judgment, originality,
versatility and adaptability
Human Relations

“Supervisors who put into practice the principles of good human relations without becoming
maudlin or permissive to the degree that the total organization suffers will accomplish more and will have
fewer conflicts than supervisors who allow themselves to become martinets with little empathy,
compassion, or understanding to others.”

Objective: Human Efficiency

The greatest production in the shortest possible time with the minimum energy and the
maximum satisfaction for the producers.
Language of the Leader

What he says and the manner in which he conveys his thoughts give a clue to his mental state
and the attitude behind it. His speech should be unaffected, positive, direct and not uncertain, indecisive
and negative.

Commending and praising others

Honest and sincere praise “wins friends and influences people” but that insincere flattery will
backfire and make enemies. Every supervisor should learn as much as he can about his subordinates.

“Commend in public but criticize in private.”

Marginal employee
-is one who will just do that amount and quality of work that will not give the organization a
course of action against him.

ORDER GIVING & COMMUNICATIONS

Order giving – involves the complex process of communicating ideas in such a manner that the
recipient interprets what he hears in the way the communicator intends.

 Direct commands – orders may best given by command when emergent conditions require direct,
prompt action. This method is usually directed towards lazy, careless, indifferent or irresponsible
employee.
 Requests – wherein most orders should usually framed with.
 Request for volunteers – supervisors call for volunteers to perform a dangerous or disagreeable
assignment which he cannot or should not perform himself.

Communicating Orders

 Verbal orders – usually satisfactory for simple tasks especially if they have been performed
before and in emergency situations; it’s difficult to hold anyone accountable.
 Written orders – should be made in the situations where complex operations or numerous
persons are affected to assure that all receive the message; provides basis for accountability for
failures.

Notations must be made by the supervisor to remind him of the time he has designated for the
completion of an assigned task.

Decision – making
Steps:
1. Awareness that a real problem exists.
2. Facts must be obtained.
3. Collection, evaluation and analysis of data.
4. Alternative approach should be developed.
5. Decisions must be selected from the alternative solutions.

Women Employees
Supervisor must consider:
1. Reaction to favouritism.
2. Concern for the welfare of the women employee
3. Praising the work of the woman employee
“The work done not the worker should be given the praise”.
4. Recognizing the individual
5. Courteous treatment

Leadership failures:

“Leadership fails more often enough through default than through error.”

THE ESSENTIALS OF COMMUNICATING

 The ability to communicate clearly and concisely is the most important single skill of the
supervisor because it is basic to understanding the subordinate’s points of view and passing on to him
the objectives of the organization.

Factors
 Cultural
 Environmental
 Psychological

Hierarchy of communication:
1. Upward
2. Downward
3. Lateral – important in coordinating the efforts of organizational units.

The communication process

Symbols and signs are the means the speaker uses to translate ideas to his listener.

Unilateral communications – results when the recipients misinterprets/misunderstood the expressions

of the communicator which may result in a failure on the recipient’s part to respond as expected or
worse, it may result in no action at all.

Barriers to effective communications:

1. Failure to listen – a principal obstacle to good communications

a. Causes:
 Personal problems
 Lack of effort to engage actively
2. Status difference
Communications are easier if they travel downward from the supervisor than if they go upward
from the subordinates.
“Speakers having prestige significantly influence listeners more than those who do
not.”

3. Psychological size
- Appearances of superiority, inferiority or personal inadequacy.
“An atmosphere of openness in communications is conclusive to improved changes. An
atmosphere of secrecy, evasiveness and pressure will clog channels and impair communications.

4. Noise
- In communication is referred to as the static that interferes with the transmission of messages.
Example: psychological stress from the outside and inside environmental distractors and
obstructions.

5. Language barriers
Complete understanding is seldom achieved, but the chief aim of communications can be realized
if meanings are conveyed to others in a way that will be understood and accepted.

6. Fear of criticism
a. Constructive criticism
b. Destructive criticism

7. Jumping to conclusions – not “hearing out” and not allowing his subordinates to have his “day in
court” before being judged.

8. Filtering – usually occurs in the form of distortion or dilution of contents as information is passed
from individual to individual.

9. Individual sentiments and attitudes

The acceptance of a communication depends a good deal upon the receiver’s need, his
experiences and the environment under which the message was received.
Note: The most important thing is how he accepts them and how they cause him to react.

10. Intentional suppression or manipulation of communications

- will eventually cause a breach in upward channels
COMPLEXITY OF COMMUNICATIONS CHANNELS
Communication’s net – refers to channels through which communications pass.
The complexity of these channels will directly affect the speed and accuracy of messages.

 Overloading of channels
- causes jamming as much as in the case of bottlenecks, usually results from lack of
discrimination in separating relevant and irrelevant information.

 Overstructuring of communications channels

- Adherence to formal channels within the hierarchy facilitated communications but that
morale was better in systems involving informal channels.

Overcoming Communications Barriers

Communications has really taken place until the message has reached the mind of the receiver.

Admonitions/Things to be done by the supervisor:

1. Determine objectives
 If communications are timely
 If they have taken consideration customs and practices and the human element, including
the moods, attitudes and emotions of the recipients
 If they take place in the proper physical setting at the most appropriate time
 If the supervisor gives attention to their clarity and simplicity
 If they are made to appeal to those affected and;
 If the recipient is prepared to receive

2. Practice empathy
The supervisor should consider the views of those to whom the communication will be directed
before the issuance of directives.

3. Obtain feedback
Feedback is perhaps the most important of the supervisor tools in learning, if he is
communicating well.

4. Keep subordinates informed

A supervisor should keep his subordinates informed as much as possible about matters affecting
them such as work plans, schedules, policies, decisions and programs and so on.
5. Be consistent in communicating
Communications that are devised to bring about lasting results should be consistent with the long
term goals of the organization.

6. Make action speaks louder than words

The admonishment to practice what you preach has become a management principle.

7. Listen, understand and be understood

Communication is a two way process. The meanings of words are not in the words; they are in
us.
The supervisor must practice “big ears, little mouth” philosophy. The biggest block to
personal communications is man’s inability to listen intelligently, understandingly and skilfully to
another person.

Characters of communicators
 Autocratic
Advantage: Speed and well adopted in emergency situations/conditions.
Disadvantage: Arbitrariness and difficulty is encountered in achieving general acceptance by
workers
 Democratic
Advantage: Permits development of ideas and enables those affected by decisions to participate.
Disadvantage: Lack of speed and directness
 Free – rein
Disadvantage: Leadership and guidance are often absent; misunderstandings,
misapprehensions and mistakes flourish

Type of Communicators
1. Non communicators – one who says no more.
2. Logical speaker –one who makes impact of his statements to others.
 3. Under talker - often fails to communicate.
4. Over talker – often communicates but does know when to stop.
5. Tangential speaker – direct response as he is expected fails.
6. Helpless speaker – full of self - pity and self – apology.

Written Communications
1. Clarity of expression
“A sentence must not only be capable of being understood; it must be incapable of being
understood.”
2. Simplicity of style
Short sentence composed of simple words punctuations to make the meaning clear.
3. Accuracy
4. Arrangement
5. Style
a. First paragraph – expresses the essential elements
b. Second paragraph – presents conclusions, recommendations and plan of actions

MANUAL AND ORDERS

The manual can be used as a simple and effective means of communicating to employees.
Manuals must be constantly reviewed to ensure that the provisions are current.
Modification of Manuals
1. General orders – are those which establish policies.
2. Special orders – are those issued to establish procedures or rules and regulations necessary in
carrying out policies.
3. Operation orders – are those used to describe the procedures to be followed and the goals to be
achieved in a particular event.
4. Notices – are orders relating to matters of general interest such as routine notifications and
scheduled events.

Prepared by:

ANGELITO S. SUERO, R. Crim.

Criminology Instructor