FIRST SEM MIDTERM - FIRST QUIZ Flashcards
(110 cards)
1
Q
Is an organize schedule or sequence by methodical activities intended to attain a goal and objectives for the accomplishments of mission or assignment.
A
PLAN
2
Q
It is a method or way of doing something in order to attain objectives. Provides answer to 5W’s and 1H.
A
PLAN
3
Q
Is a management function concerned with visualizing future situations, making estimates concerning them, identifying issues, needs and potential danger points, analyzing and evaluating the alternative ways and means for reaching desired goals according to a certain schedule, estimating the necessary funds and resources to do the work, and initiating action in time to prepare what may be needed to cope with the changing conditions and contingent events.
A
PLANNING
4
Q
Is also the process of preparing for change and coping with uncertainty formulating future causes of action.
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PLANNING
5
Q
The process of determining the problem of the organization and coming up with proposed resolutions and finding best solutions.
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PLANNING
6
Q
Elements of Planning
A
- OBJECTIVES
- ACTIONS
- RESOURCES
- IMPLEMENTATION
7
Q
Are statements of future conditions, that a manager hopes to achieve.
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OBJECTIVE
8
Q
Three characteristics of Objective
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- PRIORITY
- TIMING
- MEASUREMENT
9
Q
Are the means, or specific activities, planned to achieve the objectives. The term strategies and tactics refer to planned courses of action.
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ACTIONS
10
Q
Are constraints on the course of action. It also involves budgeting - identifying sources and levels of resources that can be committed to the courses of action.
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RESOURCES
11
Q
Can select the type of budget that best suits the planning needs of the organization.
A
MANAGEMENT
12
Q
Involves the assignment and direction of personnel to carry out the plan.
A
IMPLEMENTATION
13
Q
The three approaches to implementation are:
A
- AUTHORITY
- PERSUASION
- POLICY
14
Q
Is an attempt by police administrators in trying to allocate anticipated resources to meet anticipated service demands.
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POLICE PLANNING
15
Q
It is the systematic and orderly determination of facts and events as basis for policy formulation and decision affecting law enforcement management.
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POLICE PLANNING
16
Q
Is the use of a rational design or pattern for all departmental undertakings rather than relying n chance in an operational environment.
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OPERATIONAL PLANNING
17
Q
It is the preparation and development of procedures and techniques in accomplishing of each of the primary tasks and functions of an organization.
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OPERATIONAL PLANNING
18
Q
Is the act of determining policies and guidelines for police activities and operations and providing controls and safeguards for such activities and operations in the department.
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POLICE OPERATIONAL PLANNING
19
Q
It may also be the process of formulating coordinated sequence of methodical activities and allocation of resources to the line units of the police organization for the attainment of the mandated objectives or goals.
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POLICE OPERATIONAL PLANNING
20
Q
Is a broad design or method; or a plan to attain a stated goal or objectives.
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STRATEGY
21
Q
Are specific design, method or course of action to attain a particular objective in consonance with strategy.
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TACTICS
22
Q
Are sequences of activities to reach a point or to attain what is desired.
A
PROCEDURES
23
Q
Is a product of prudence or wisdom in the management of human affairs.
A
POLICY
24
Q
Is a course of action which could be a program of actions adopted by an individual, group, organization, or government, or the set of principles on which they are based.
A
POLICY
25
Are rules of action for the rank and file to show them how they are expected to obtain the desired effect.
GUIDELINES
26
Is a series of preliminary decisions on a framework, which in turn guides subsequent decisions that generate the nature and direction of an organization. This is usually long ranged in nature.
STRATEGIC PLANNING
27
What are the approaches in Police Planning?
1. SYNOPTIC APPROACH
2. INCREMENTAL APPROACH
3. TRANSACTIVE APPROACH
4. ADVOCACY APPROACH
5. RADICAL APPROACH
28
Is the dominant tradition in planning. It is also the point of departure for most other planning approaches.
SYNOPTIC PLANNING OR RATIONAL COMPREHENSIVE APPROACH
29
Concludes that long range and comprehensive planning are not only too difficult, but inherently bad.
INCREMENTALISM
30
The problems are seen as too difficult when they are grouped together and easier to solve when they are taken one at a time and broken down into gradual adjustments over time.
INCREMENTAL PLANNING
31
Is carried out in face-to-face interaction with the people who are to be affected by the plan and not to an anonymous target community of beneficiaries. Techniques include field surveys and interpersonal dialogue market by a process of mutual learning.
TRANSACTIVE PLANNING
32
Beneficial aspects of this approach include a greater sensitivity to the unintended and negative side effects of plans.
ADVOCACY PLANNING
33
The first mainstream involves collective actions to achieve concrete results in the immediate future. The second mainstream in critical of large-scale social process and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.
RADICAL PLANNING
34
Involves collective actions to achieve concrete results in the immediate future.
FIRST MAINSTREAM
35
Is critical of large-scale social processes and how they permeate the character of social and economic life at all levels, which, in turn, determine the structure and evolution of social problems.
SECOND MAINSTREAM
36
These are basic principles in planning, organization and management of the PNP in support of the overall pursuits of the PNP Vision, mission and strategic action plan of the attainment of the national objectives.
FUNDAMENTAL DOCTRINES
37
These are the principles and rules governing the planning, organization and direction and employment of the PNP forces in the accomplishment of basic security operational mission in the maintenance of peace and order, crime prevention and suppression, internal security and public safety operation.
OPERATIONAL DOCTRINES
38
These provide guidance for specialized activities of the PNP in the broad field of interest such as personnel, intelligence, operations, logistics, planning, etc.
FUNCTIONAL DOCTRINES
39
Formulated jointly by two or more bureaus in order to effect a certain operation with regard to public safety and peace and order.
COMPLIMENTARY DOCTRINES
40
These define the fundamental principles governing the rules of conduct, attitude, behavior and ethical norm of the PNP.
ETHICAL DOCTRINES
41
Are developed as a result of crisis. A particular problem may occur for which the department has no plan and must quickly develop one, sometimes without careful preparation.
REACTIVE PLANS
42
Are developed in anticipation of problems. Although not all police problems are predictable, many are, and it is possible for a police department to prepare a response in advance.
PROACTIVE PLANS
43
Are essential statements that identify the role of the police in the community and a future condition or state to which the department can aspire.
VISIONARY PLANS
44
May also include a statement of values to be used to guide the decision making process in the department.
VISION
45
Are designed to meet the long-range, overall goals of the organization. Such plans allow the department to adapt to anticipated changes or develop a new philosophy or model of policing.
STRATEGIC PLANS
46
Are designed to meet the specific tasks required to implement strategic plans.
OPERATIONAL PLANS / OPLANS
47
The organizational vision and values, strategic statement, policies, procedures, and rules and regulations are examples.
STANDING PLANS
48
Include guidelines for responding to different types of incidents.
STANDING PLANS
49
It also includes the design of the structure, how different functions and units are to relate and coordinate activities, and how resources are to be allocated.
FUNCTIONAL PLANS
50
If one of the goals of the police department is to reduce the crime rate, any change that occurs can be compared to past crime rates in the same community or crime in other communities, a state, or the nation.
OPERATIONAL-EFFICIENCY, EFFECTIVENESS, AND PRODUCTIVITY PLANS
51
Specific police programs or projects such as drug crackdown, crime prevention program, and neighborhood clean-up campaign are good examples.
TIME-SPECIFIC PLANS
52
It relates to plans which are strategic or long range in application, and it determine the organization's original goals and strategy.
STRATEGIC OR LONG RANGE PLANS
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It relates to plans, which determine quantity and quality efforts and accomplishments. It refers to the process of determining the contribution on efforts that can make or provide with allocated resources.
INTERMEDIATE OR MEDIUM RANGE PLANNING
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Refers to the production of plans, which determine the schedule of special activity and are applicable from one week or less than year duration. Plan that addresses immediate need which are specific and how to can be accomplished on time with available allocated resources.
OPERATIONAL OR SHORT RANGE PLANNING
55
Resulted in the apprehension of 110,975 persons, the confiscation of 470 unlawfully attached gadgets to vehicles, and rendering various forms of motorist' assistance.
OPLAN DISIPLINA
56
That sets forth operational guidelines on the heightened security measures and sea borne security patrols.
OPLAN BANTAY DALAMPASIGAN
57
To properly achieve administrative planning responsibility within the unit, the Commander shall develop unit plans relating to policies or procedure, tactics, operations, extra-office activities and management.
POLICY AND PROCEDURAL PLANS
58
Procedures intended to be used in all situations of all kinds shall be outlined as a guide to officers and men in the field.
FIELD PROCEDURES
59
Included in these procedures are the duties of the dispatcher, jailer, matron, and other personnel concerned which may be reflected in the duty manual.
HEADQUARTERS PROCEDURES
60
Procedures that involve coordinated action on activity of several officers, however, shall be established separately as in the case of using telephone for local or long distance calls, the radio teletype, and other similar devices.
HEADQUARTERS PROCEDURES
61
Certain special operations also necessitate the preparation of procedures as guides.
SPECIAL OPERATION PROCEDURES
62
These are the procedures for coping with specific situations at known locations.
TACTICAL PLANS
63
These are plans for the operations of special divisions like the patrol, detective, traffic, fire and juvenile control divisions.
OPERATIONAL PLAN
64
These are plans made to organize the community to assist in the accomplishment of objectives in the fields of traffic control, organized crime, and juvenile delinquency prevention.
EXTRA-OFFICE PLANS
65
Plans of management shall map out in advance all operations involved in the organization management of personnel and material and in the procurement and disbursement of money.
MANAGEMENT PLAN
66
Highest law of the land.
CONSTITUTION
67
Can be a prerogative or a duty, a power or a restraint of power, recognized and established by a sovereign state or union of states.
CONSTITUTIONAL RIGHT
68
Refers to a right granted under a federal or state status.
STATUTORY RIGHT
69
Are laws enacted by a specific legislature or governing body that can be used to resolve a variety of different legal disputes.
STATUTES
70
All PNP personnel shall respect and uphold the human rights and dignity of all persons at all times during the conduct of any police operations.
POLICE OPERATIONS
71
Conduct briefing before and debriefing after patrol operations
PATROL GUIDELINES
72
Perform firearm and equipment check prior to dispatch.
PATROL GUIDELINES
73
Observe precautionary measures and personal safety while on patrol
PATROL GUIDELINES
74
Plan out patrol routes based on prevailing crime trends and patterns; Observe defensive driving and follow traffic rules and regulations
PATROL GUIDELINES
75
Establish good rapport with people on your beat and be familiar with all the people in the community
PATROL GUIDELINES
76
Patrol members must be always on the look-out for indications of vices and other illegal activities on their beat
PATROL GUIDELINES
77
Patrol members must be knowledgeable of all conditions, events and details of places on their beat
PATROL GUIDELINES
78
Be observant of people, places, situations or conditions and develop an inquisitive attitude especially if the subject appears to be slightly out of the ordinary
PATROL GUIDELINES
79
Keep under close observation actions of juveniles, troublemakers /agitators and the mentally ill/retarded persons and report information to the concerned agency for appropriate action
PATROL GUIDELINES
80
When requiring proof of identification from any person, let him/her hand it over to you
PATROL GUIDELINES
81
Patrol members must inform tactical operations center before responding to any incident
PATROL GUIDELINES
82
Make a patrol plan with the following details:
* Area Coverage: safe haven, ambush areas and crime prone areas;
* Organizational detail of personnel;
* Duration;
* Stand-by points;
* and Route plan
PATROL SUPERVISORS
83
Designate members of the patrol team/s
PATROL SUPERVISORS
84
Conduct personnel and equipment check
PATROL SUPERVISORS
85
Conduct briefing prior to dispatch by disseminating any orders, directives or instructions from the Chief of Police (COP) or higher authorities and new policy or guidelines being implemented by the PNP Organization
PATROL SUPERVISORS
86
Render hourly report of personnel location and situation through radio/telephone/cellphone to Police Community Precinct (PCP)/Station Headquarters Tactical Operation Center (TOC)
PATROL SUPERVISORS
87
Render after-patrol report duly signed by duty supervisor. PCP Commanders shall collate and submit significant details to the Station Patrol Supervisor, who in turn, will submit the same to the Provincial/District Patrol Supervisor
PATROL SUPERVISORS
88
Conduct debriefing immediately after the completion of patrol duties
PATROL SUPERVISORS
89
Attend the roll call formation before his/her Tour of Duty for briefing and likewise attend the after Tour of Duty formation for debriefing
PATROL OFFICERS
90
Patrol the assigned beats, observe and check suspicious people, structures/buildings, compounds and vehicles
PATROL OFFICERS
91
Observe and monitor public gatherings, prevent disorders and disperse unlawful assemblies
PATROL OFFICERS
92
Inspect and/or conduct surveillance in various business establishments and other installations and remove hazards to public safety
PATROL OFFICERS
93
Check suspicious vehicles (private, public, or commercial/delivery vehicles) in the course of their patrol
PATROL OFFICERS
94
Report occurrences and conditions which relate to crime, public peace, order and safety
PATROL OFFICERS
95
Prevent crimes and arrest criminal offenders
PATROL OFFICERS
96
Conduct regular visitations, dialogues/consultations with the residents and other stakeholders
PATROL OFFICERS
97
Assist personnel of responsible agencies/unit in facilitating the flow of traffic at busy intersections/roads within his/her Area of Responsibility (AOR), assist and provide pedestrian information such as directions and street locations
PATROL OFFICERS
98
Respond to calls, entertain complaints, initiate the investigation and protection of the crime scene and minimize the after-effects of accidents, fires and other catastrophes
PATROL OFFICERS
99
Wear the prescribed patrol uniform
PATROL OFFICERS
100
Have the necessary equipment
PATROL OFFICERS
101
Strictly observe "Buddy System" during the patrol operations
PATROL OFFICERS
102
The police officer may stop a person only when there is genuine reason to believe, based on experiences and the particular circumstances that a criminal activity may be afoot.
STOPPING
103
The police officer must be able to point to specific facts that, when taken together with rational inferences, reasonably warrant the stop. Such facts include, but not limited to the following:
a. The person is reported to be allegedly involved in a criminal activity;
b. The actions or demeanor of the person suggest that he/she is engaged in a criminal activity;
c. The person is carrying something illegal or when his/her clothing bulges in a manner that suggests he/she is carrying a weapon; and
d. The person is seen at the time and place proximate to an alleged crime incident and/or flees at the sight of a police officer.
STOPPING
104
A police officer has the right to perform body frisking if the person has been stopped with genuine reason to believe that he/she carries weapon/s and poses a threat to the police officer's or another person's safety.
BODY FRISKING (PAT-DOWN SEARCH)
105
Shall lead and take responsibility in the conduct of checkpoint preferably a Police Commissioned Officer (PCO). In the absence of a PCO, the most Senior Police Non-Commissioned Officer (PNCO) will act as Team Leader
TEAM LEADER
106
Shall point/profile suspected vehicle subject for checkpoint
SPOTTER
107
Shall conduct document verification, search, seizure and arrest, if necessary, initial custody of seized evidence
VERIFIERS
108
Shall search, seize illegal items and arrest offenders
SEARCH/ARRESTING PERSONNEL
109
Shall provide security in the checkpoint area and block/pursue fleeing suspects/vehicle
FORWARD/REAR SECURITY
110
a. Visual indication suggesting that the person is carrying a firearm or other deadly weapon;
b. The type of crime believed to have been committed by the person, particularly crimes of violence where the threat of use or use of deadly weapon is involved; and
c. The threatening demeanor of the person.
BODY FRISKING (PAT-DOWN SEARCH)
