PART 1-4 420 Comprehensive Q and A in LEA

LAW ENFORCEMENT ADMINISTRATION
COMPREHENSIVE 420 ITEMS Q AND A
By
Charlemagne James P. Ramos
1. An Act Establishing the Philippine
National Police under a Reorganized
Department of the Interior and Local
Government and for Other Purposes,” gave
way to the creation of the country's
police force that is national in scope and
civilian in character. It is administered
and controlled by the National Police
Commission.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. Act 4864
1. An Act Establishing the Philippine
National Police under a Reorganized
Department of the Interior and Local
Government and for Other Purposes,” gave
way to the creation of the country's
police force that is national in scope and
civilian in character. It is administered
and controlled by the National Police
Commission.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. Act 4864
2. A graduate of the U.S. Military
Academy, a regular captain but then a
Lieutenant Colonel of the U.S. Cavalry
Volunteers in the Philippines officially
designated and confirms by the Commission
as Chief of Constabulary in 1901.
a. Howard Taft
b. Henry T. Allen
c. Lapu-Lapu
d. Marcos
2. A graduate of the U.S. Military
Academy, a regular captain but then a
Lieutenant Colonel of the U.S. Cavalry
Volunteers in the Philippines officially
designated and confirms by the Commission
as Chief of Constabulary in 1901.
a. Howard Taft
b. Henry T. Allen
c. Lapu-Lapu
d. Marcos
3. “Philippine National Police Reform and
Reorganization Act of 1998,” the PNP was
envisioned to be a community and service
oriented agency. As mandated by law, the
PNP activated the Internal Affairs Service
(IAS) on June 1, 1999. It is an
organization within the structure of the
PNP, and it is headed by Inspector
General.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. Act 4864
3. “Philippine National Police Reform and
Reorganization Act of 1998,” the PNP was
envisioned to be a community and service
oriented agency. As mandated by law, the
PNP activated the Internal Affairs Service
(IAS) on June 1, 1999. It is an
organization within the structure of the
PNP, and it is headed by Inspector
General.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. Act 4864
4. By the coming of the Spaniards, the
country’s police system started. The
police were then called____
a. Guardrileros
b. Guardia civil
c. Safe guard
d. Manpowers
4. By the coming of the Spaniards, the
country’s police system started. The
police were then called____
a. Guardrileros
b. Guardia civil
c. Safe guard
d. Manpowers
5. In 1852, it took over the peace keeping
duties in the island under a Royal Decree.
a. Guardrileros
b. Guardia civil
c. Safe guard
d. Manpowers
5. In 1852, it took over the peace keeping
duties in the island under a Royal Decree.
a. Guardrileros
b. Guardia civil
c. Safe guard
d. Manpowers
6. Manila Police was formally organized by
virtue of what act of the Philippine
Commission.?
a. Act no. 433
b. Act no. 413
c. Act no. 175
d. Act no. 987
6. Manila Police was formally organized by
virtue of what act of the Philippine
Commission.?
a. Act no. 433
b. Act no. 413
c. Act no. 175
d. Act no. 987
7. When was Manila Police was formally
organized?
a. Dec. 3, 1900
b. Jan. 9, 1901
c. Dec. 4, 1903
d. Mar. 6, 1967
7. When was Manila Police was formally
organized?
a. Dec. 3, 1900
b. Jan. 9, 1901
c. Dec. 4, 1903
d. Mar. 6, 1967
8. He was appointed PC Chief in December
1917. Thus, for the first time in sixteen
(16) years of existence, the Constabulary
was placed under Filipino leadership.
a. Taft
b. Henry T. Allen
c. Brig. Gen. Rafael T. Crame
d. Marcos
8. He was appointed PC Chief in December
1917. Thus, for the first time in sixteen
(16) years of existence, the Constabulary
was placed under Filipino leadership.
a. Taft
b. Henry T. Allen
c. Brig. Gen. Rafael T. Crame
d. Marcos
9. He issued an Executive Order creating
all insular police called Military Police
Command, USAFFE pursuant to USAFFE General
Orders Nos. 50 & 51, re-designated it as
Military Police Command, AFWESPAC. This
idea was conceived to restore the bad
image of the Constabulary during the
Japanese occupation when these constables
were made to run after the guerrillas.
a. Manuel L. Quezon
b. Elpidio Quirino
c. Sergio Osmeña
d. Diosdado Macapagal
9. He issued an Executive Order creating
all insular police called Military Police
Command, USAFFE pursuant to USAFFE General
Orders Nos. 50 & 51, re-designated it as
Military Police Command, AFWESPAC. This
idea was conceived to restore the bad
image of the Constabulary during the
Japanese occupation when these constables
were made to run after the guerrillas.
a. Manuel L. Quezon
b. Elpidio Quirino
c. Sergio Osmeña
10. The Administrative Code of the
Philippines, promulgated on____________,
provided for the constitution of police
forces in every cities and municipalities
with the officers and members thereof
being appointed by the Mayors with the
consent of the City or Municipal Council.
Under this set-up the police are primarily
a political entity that tended to serve
the wills of those in power.
a. October 4, 1990
b. August 5, 1903
c. September 10, 1955
d. January 4, 1978
10. The Administrative Code of the
Philippines, promulgated on____________,
provided for the constitution of police
forces in every cities and municipalities
with the officers and members thereof
being appointed by the Mayors with the
consent of the City or Municipal Council.
Under this set-up the police are primarily
a political entity that tended to serve
the wills of those in power.
a. October 4, 1990
b. August 5, 1903
c. September 10, 1955
d. January 4, 1978
11. Known as the Police Act of 1966 was
enacted, by virtue of which, National
Police Commission was created, vested with
the power to supervise and control the
police forces all over the country. Under
this act the administration, control and
disciplinary measures, including training
of each member are placed under the
exclusive jurisdiction of the NAPOLCOM.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. R.A 4864
11. Known as the Police Act of 1966 was
enacted, by virtue of which, National
Police Commission was created, vested with
the power to supervise and control the
police forces all over the country. Under
this act the administration, control and
disciplinary measures, including training
of each member are placed under the
exclusive jurisdiction of the NAPOLCOM.
a. R.A 6975
b. R.A 8551
c. R.A 7456
d. R.A 4864
12. He proclaimed Martial Law throughout
the country by virtue of Proclamation No.
1081, and subsequently Presidential Decree
No. 765 was put into effect on August 8,
1975.
a. Manuel L. Quezon
b. Elpidio Quirino
c. Ferdinand Marcos
12. He proclaimed Martial Law throughout
the country by virtue of Proclamation No.
1081, and subsequently Presidential Decree
No. 765 was put into effect on August 8,
1975.
a. Manuel L. Quezon
b. Elpidio Quirino
c. Ferdinand Marcos
13. “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 the NAPOLCOM.
The authority of local executives over the
police units in their respective jurisdiction
shall be provided by the law
a. Sec. 6, Art XVI in the 1987 Constitution
b. Sec. 3, ART X in the 1935 Constitution
c. Sec. 6, Art XI in the 1987 Constitution
d. Sec. 6, Art XVIII in the 1987 Constitution
13. “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 the NAPOLCOM.
The authority of local executives over the
police units in their respective jurisdiction
shall be provided by the law
a. Sec. 6, Art XVI in the 1987 Constitution
b. Sec. 3, ART X in the 1935 Constitution
c. Sec. 6, Art XI in the 1987 Constitution
d. Sec. 6, Art XVIII in the 1987 Constitution
14. It is a form of human association for
the attainment of a goal or objective. It
is the process of identifying and grouping
the work to be performed, defining and
delegating responsibility and authority
establishing relationships for the purpose
of enabling people work effectively.
a. Administration
b. Organization
c. Police Organization
d. Management
14. It is a form of human association for
the attainment of a goal or objective. It
is the process of identifying and grouping
the work to be performed, defining and
delegating responsibility and authority
establishing relationships for the purpose
of enabling people work effectively.
a. Administration
b. Organization
d. Management
15. Is a group of trained personnel in the
field of public safety administration
engaged in the achievement of goals and
objectives that promotes the maintenance
of peace and order, protection of life and
property, enforcement of the laws and the
prevention of crimes?
a. Administration
b. Organization
d. Management
15. Is a group of trained personnel in the
field of public safety administration
engaged in the achievement of goals and
objectives that promotes the maintenance
of peace and order, protection of life and
property, enforcement of the laws and the
prevention of crimes?
a. Administration
b. Organization
d. Management
16. Which is not belonging to the
functional units?
a. Post
b. Bureau
c. Division
d. Section
functional units?
a. Post
b. Bureau
c. Division
d. Section
territorial units?
a. Post
b. Beat
c. area
d. unit
territorial units?
a. Post
b. Beat
c. area
d. unit
18. Which of the following are functional
unit:
I. Bureau
II.Division
III.Section
IV.Unit
V. Post
A.I, II, IV, V B. I, III, IV, V
C. II, III, IV, V D. I, II, III, IV
18. Which of the following are functional
unit:
I. Bureau
II.Division
III.Section
IV.Unit
V. Post
A.I, II, IV, V B. I, III, IV, V
C. II, III, IV, V D. I, II, III, IV
19. The largest organic functional unit
within a large department. It comprises
of numbers of divisions
a. Post
b. Bureau
c. Division
d. Section
19. The largest organic functional unit
within a large department. It comprises
of numbers of divisions
a. Post
b. Bureau
c. Division
d. Section
20. Functional unit within a division that
is necessary for specialization
a. Post
b. Bureau
c. Division
d. Section
20. Functional unit within a division that
is necessary for specialization
a. Post
b. Bureau
c. Division
d. Section
21. primary subdivision of a bureau
a. Post
b. Bureau
c. Division
d. Section
21. primary subdivision of a bureau
a. Post
b. Bureau
c. Division
d. Section
22. A section or territorial division of a
large city each comprised of designated
districts.
a. Post
b. Beat
c. area
d. unit
22. A section or territorial division of a
large city each comprised of designated
districts.
a. Post
b. Beat
c. area
d. unit
23. A geographical subdivision of a city
for patrol purposes, usually with its own
station.
a. Post
b. Beat
c. Sector
d. District
23. A geographical subdivision of a city
for patrol purposes, usually with its own
station.
a. Post
b. Beat
c. Sector
d. District
24. An area containing two or more beats,
routes, or posts.
a. Post
b. Beat
c. Sector
d. District
24. An area containing two or more beats,
routes, or posts.
a. Post
b. Beat
c. Sector
d. District
25. An area assigned for patrol purposes,
whether foot or motorized.
a. Post
b. Beat
c. Sector
d. District
25. An area assigned for patrol purposes,
whether foot or motorized.
a. Post
b. Beat
c. Sector
d. District
26. A length of streets designated for
patrol purposes. It is also called LINE
BEAT
a. Post
b. Route
c. Sector
d. District
26. A length of streets designated for
patrol purposes. It is also called LINE
BEAT
a. Post
b. Route
c. Sector
d. District
27. A fixed point or location to which an
officer is assigned for duty, such as a
designated desk or office or an
intersection or cross walk from traffic
duty. It is a spot location for general
guard duty.
a. Post
b. Route
c. Sector
d. District
27. A fixed point or location to which an
officer is assigned for duty, such as a
designated desk or office or an
intersection or cross walk from traffic
duty. It is a spot location for general
guard duty.
a. Post
b. Route
c. Sector
d. District
28. It is usually a written communication
unless otherwise specifies to be verbal;
verbal should be confirmed by written
communication.
a. Data
b. Record
c. Report
d. Files
28. It is usually a written communication
unless otherwise specifies to be verbal;
verbal should be confirmed by written
communication.
a. Data
b. Record
c. Report
d. Files
29. An instruction given by a ranking
officer to a subordinate.
a. command
b. required
c. order
d. direction
29. An instruction given by a ranking
officer to a subordinate.
a. command
b. required
c. order
d. direction
30. All personnel of the police department
who have oath and who possess the power to
arrest.
a. Arresting officer
b. Officer in charge
c. Sworn officer
d. power officer
30. All personnel of the police department
who have oath and who possess the power to
arrest.
a. Arresting officer
b. Officer in charge
c. Sworn officer
d. power officer
31. One having supervisory
responsibilities, either temporarily or
permanently, over officers of lower rank.
a. Supervisor
b. Superior officer
c. Superintendent
d. Chief
31. One having supervisory
responsibilities, either temporarily or
permanently, over officers of lower rank.
a. Supervisor
b. Superior officer
c. Superintendent
d. Chief
32. An officer who is in command of the
department, a bureau, a division, an area,
or a district.
a. Superior officer
b. Commanding officer
c. Ranking officer
d. Chief officer
32. An officer who is in command of the
department, a bureau, a division, an area,
or a district.
a. Superior officer
c. Ranking officer
d. Chief officer
33. The officer who has the more senior
rank/higher rank in a team or group.
a. Superior officer
c. Ranking officer
d. Chief officer
33. The officer who has the more senior
rank/higher rank in a team or group.
a. Superior officer
c. Ranking officer
d. Chief officer
34. The period of time that has elapsed
since the oath of office was administered.
Previous active services may be included
or added.
a. length of service
b. service oriented
c. service period
d. police service
34. The period of time that has elapsed
since the oath of office was administered.
Previous active services may be included
or added.
a. length of service
b. service oriented
c. service period
d. police service
35. The period when an officer is actively
engaged in the performance of his duty.
a. off duty
b. on duty
c. present duty
d. 24 hours duty
35. The period when an officer is actively
engaged in the performance of his duty.
a. off duty
b. on duty
c. present duty
d. 24 hours duty
36. The nature of which the police officer
is free from specific routine duty.
a. off duty
b. on duty
c. free time duty
d. 24 hours at home
36. The nature of which the police officer
is free from specific routine duty.
a. off duty
b. on duty
c. free time duty
d. 24 hours at home
37. The police service, its nature, which
requires that the officer be excused from
the performance of his active regular
duty.
a. Special duty
b. Sick leave
c. excused duty
d. off duty with excused letter
37. The police service, its nature, which
requires that the officer be excused from
the performance of his active regular
duty.
a. Special duty
b. Sick leave
c. excused duty
38. Period, which an officer is excused
from active duty by any valid/acceptable
reason, approved by higher authority.
a. Valid excuse
b. Leave of absence
c. excused duty
38. Period, which an officer is excused
from active duty by any valid/acceptable
reason, approved by higher authority.
a. Valid excuse
b. Leave of absence
c. excused duty
39. Period which an officer is excused
from active duty by reason of illness or
injury.
a. Disability excused duty
b. Sick leave
c. excused duty
39. Period which an officer is excused
from active duty by reason of illness or
injury.
a. Disability excused duty
b. Sick leave
c. excused duty
40. A consequence of an act which
temporarily deprives an officer from the
privilege of performing his duties as
result of violating directives or other
department regulations.
a. Consequence duty deprivation
b. Suspension
c. Deprivation duty
d. Temporary off duty
40. A consequence of an act which
temporarily deprives an officer from the
privilege of performing his duties as
result of violating directives or other
department regulations.
a. Consequence duty deprivation
b. Suspension
c. Deprivation duty
d. Temporary off duty
41. Rules established by department
directors/supervisors to control the
conduct of the members of the police
force.
a. Duty book rules
b. Department rules
c. Police handbook
d. Duty manual
41. Rules established by department
directors/supervisors to control the
conduct of the members of the police
force.
a. Duty book rules
b. Department rules
c. Police handbook
d. Duty manual
42. Describes the procedures and defines
the duties of officers assigned to
specified post or position.
a. Duty book rules
b. Department rules
c. Police handbook
d. Duty manual
42. Describes the procedures and defines
the duties of officers assigned to
specified post or position.
a. Duty book rules
b. Department rules
c. Police handbook
d. Duty manual
following orders by ranking officer?
a. General order
b. Special order
c. Court order
d. Personal order
following orders by ranking officer?
a. General order
b. Special order
c. Court order
d. Personal order
44. The straight line organization, often
called the individual, military or
departmental type of organization.
a. Staff organization
b. Line organization
c. Functional organization
d. Auxiliary organization
44. The straight line organization, often
called the individual, military or
departmental type of organization.
45. Rarely found in present day
organizations, except at or near the top
of the very large organizations.
45. Rarely found in present day
organizations, except at or near the top
of the very large organizations.
46. The simplest and perhaps the oldest
type; but it is seldom encountered in its
channels of authority and responsibility
extends in a direct line from top to
bottom within the structures,
46. The simplest and perhaps the oldest
type; but it is seldom encountered in its
channels of authority and responsibility
extends in a direct line from top to
bottom within the structures,
47. Combination of the line and functional
types. It combines staff specialist such
as the criminalists, the training
officers, the research and development
specialists, etc.
b. Line and staff organization
47. Combination of the line and functional
types. It combines staff specialist such
as the criminalists, the training
officers, the research and development
specialists, etc.
48. Authority is definite and absolute.
48. Authority is definite and absolute.
49. Limited to the particular activity
over which he has control, regardless of
who performs the function.
49. Limited to the particular activity
over which he has control, regardless of
who performs the function.
50. Channels of responsibility is to
“think and provide expertise” for the line
units.
50. Channels of responsibility is to
“think and provide expertise” for the line
units.
51. It also has some inherent weaknesses
which, for many organizations, make its
use impractical. Perhaps its greatest
advantage is that, it is utterly simple.
51. It also has some inherent weaknesses
which, for many organizations, make its
use impractical. Perhaps its greatest
advantage is that, it is utterly simple.
52. It involves a division of the work
into units of eighth person with a person
in charge who has complete control and who
can be hold directly responsible or
accountable for results, or lack of them.
52. It involves a division of the work
into units of eighth person with a person
in charge who has complete control and who
can be hold directly responsible or
accountable for results, or lack of them.
53. It combines staff specialist or units
with line organization so that service of
knowledge can be provided line personnel
by specialist.
53. It combines staff specialist or units
with line organization so that service of
knowledge can be provided line personnel
by specialist.
54. The “backbone” of the police
department.
a. Line functions
b. Staff functions
c. Auxiliary functions
d. primary functions
54. The “backbone” of the police
department.
a. Line functions
b. Staff functions
55. Those operations designed to support
the line functions.
a. Line functions
b. Staff functions
55. Those operations designed to support
the line functions.
a. Line functions
b. Staff functions
56. The logistical operations of the
department.
a. Line functions
b. Staff functions
56. The logistical operations of the
department.
a. Line functions
b. Staff functions
57. These include training,
communications, jailing, maintenance,
record keeping, motor vehicles, and
similar operations.
a. Line functions
b. Staff functions
57. These include training,
communications, jailing, maintenance,
record keeping, motor vehicles, and
similar operations.
a. Line functions
b. Staff functions
58. They include such operations as
patrol, criminal investigation, and
traffic control, as well as supervision of
the personnel performing those operations.
a. Line functions
b. Staff functions
58. They include such operations as
patrol, criminal investigation, and
traffic control, as well as supervision of
the personnel performing those operations.
a. Line functions
b. Staff functions
59. Patrol officer, the detective, the
sergeant, the lieutenant, the captain, and
the chief of police.
a. Line members
b. Staff members
c. Auxiliary members
d. primary members
59. Patrol officer, the detective, the
sergeant, the lieutenant, the captain, and
the chief of police.
a. Line members
b. Staff members
d. primary members
60. Advisors who are typically assigned to
planning, research, legal advice,
budgeting, and educational services.
a. Line members
b. Staff members
d. primary members
60. Advisors who are typically assigned to
planning, research, legal advice,
budgeting, and educational services.
a. Line members
b. Staff members
d. primary members
61. Carrying out the majors’ purposes of
the police department.
a. Line members
b. Staff members
d. primary members
61. Carrying out the majors’ purposes of
the police department.
a. Line members
b. Staff members
d. primary members
62. Delivering the services provided by
the department.
a. Line members
b. Staff members
d. primary members
62. Delivering the services provided by
the department.
a. Line members
b. Staff members
d. primary members
63. Often civilians with specialized
training who serve within the department
but do not deal with daily operations on
the street.
a. Line members
b. Staff members
d. primary members
63. Often civilians with specialized
training who serve within the department
but do not deal with daily operations on
the street.
a. Line members
b. Staff members
d. primary members
64. Their main function is to study police
policies and practices and to offer
proposals to the chief executive of the
department.
a. Line functions
b. Staff functions
64. Their main function is to study police
policies and practices and to offer
proposals to the chief executive of the
department.
a. Line functions
b. Staff functions
65. Highly specialized, involved in an
advisory capacity. Detached from the
public and not directly responsible for
the decisions made by department
executive.
a. Line functions
b. Staff functions
65. Highly specialized, involved in an
advisory capacity. Detached from the
public and not directly responsible for
the decisions made by department
executive.
a. Line functions
b. Staff functions
66. Dealing directly with the department’s
clientele. Making final decisions with
respect to the activities they perform.
a. Line members
b. Staff members
d. primary members
66. Dealing directly with the department’s
clientele. Making final decisions with
respect to the activities they perform.
a. Line members
b. Staff members
d. primary members
67. The grouping of activities and
segregation of line, staff, and auxiliary
functions are large-scale examples.
a. Line functions
b. Specialization
67. The grouping of activities and
segregation of line, staff, and auxiliary
functions are large-scale examples.
a. Line functions
b. Specialization
68. Important in all organizations, since
it must be expected that some members will
know more, perform better and contribute
more in one area of activity than in
others, Disparities in job ability among
persons may be the result of physical
attributes, mental aptitude, skills,
interests education, training, motivation,
or adaptation, among other factors.
a. Line functions
b. Specialization
68. Important in all organizations, since
it must be expected that some members will
know more, perform better and contribute
more in one area of activity than in
others, Disparities in job ability among
persons may be the result of physical
attributes, mental aptitude, skills,
interests education, training, motivation,
or adaptation, among other factors.
a. Line functions
b. Specialization
69. The norms and values that characterize
a culture.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
69. The norms and values that characterize
a culture.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
70. The ideas behind the concept of a
market economy such as private ownership
of property, economic freedom, competitive
markets and a limited role for government.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
70. The ideas behind the concept of a
market economy such as private ownership
of property, economic freedom, competitive
markets and a limited role for government.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
71. Governmental regulations play
significant role in how organizations
choose to manage themselves.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
71. Governmental regulations play
significant role in how organizations
choose to manage themselves.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
72. Influenced management theory in areas
such as motivation and leadership.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
72. Influenced management theory in areas
such as motivation and leadership.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
73. Influenced management theory in the
areas of environmental analysis, planning,
control, organization design and employee
rights.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
73. Influenced management theory in the
areas of environmental analysis, planning,
control, organization design and employee
rights.
a. Social forces
b. Economic forces
c. Political forces
d. Arm forces
74. If all persons within an organization
were given the freedom to do what they
like and to refuse to do what they
dislike, there would be little likelihood
of accomplishment.
a. Hierarchy of authority
b. Security authority
c. Command responsibility
d. Unity of command
74. If all persons within an organization
were given the freedom to do what they
like and to refuse to do what they
dislike, there would be little likelihood
of accomplishment.
d. Unity of command
75. The maximum number of subordinates at
a given position that superior can
supervise effectively.
a. Span of Control
d. Unity of command
75. The maximum number of subordinates at
a given position that superior can
supervise effectively.
a. Span of Control
d. Unity of command
76. The right to command and control the
behavior of employees in lower positions
within an organizational hierarchy.
a. Authority
d. Unity of command
76. The right to command and control the
behavior of employees in lower positions
within an organizational hierarchy.
a. Authority
d. Unity of command
77. Any collaborative effort such as that
in a police department thus requires a
system of checks and controls on
individual behavior. Hence, the department
must have a person or persons with
authority to direct the actions of workers
and ensure compliance with standards in
order to achieve the department’s goals.
d. Unity of command
77. Any collaborative effort such as that
in a police department thus requires a
system of checks and controls on
individual behavior. Hence, the department
must have a person or persons with
authority to direct the actions of workers
and ensure compliance with standards in
order to achieve the department’s goals.
d. Unity of command
78. The formal relationship among
superiors and subordinates in any given
organization.
a. Hierarchy
b. Authority
c. Command
d. Control
78. The formal relationship among
superiors and subordinates in any given
organization.
a. Hierarchy
b. Authority
c. Command
d. Control
79. It can be illustrated by the situation
in which a subordinate abstains from
making his or her choice among several
courses of action and instead
automatically accepts the choice made by
the supervisor regardless of whether one
personally agrees.
a. Hierarchy
b. Authority
c. Command
d. Control
79. It can be illustrated by the situation
in which a subordinate abstains from
making his or her choice among several
courses of action and instead
automatically accepts the choice made by
the supervisor regardless of whether one
personally agrees.
a. Hierarchy
b. Authority
c. Command
d. Control
80. Effective organization requires that
only a manageable number of subordinates
be supervised by one person at any given
time.
a. Span of Control
d. Unity of command
80. Effective organization requires that
only a manageable number of subordinates
be supervised by one person at any given
time.
a. Span of Control
d. Unity of command
81. It can be visualized as a ladder, with
each rank representing a higher or lower
level of authority.
a. Hierarchy
b. Authority
c. Command
d. Control
81. It can be visualized as a ladder, with
each rank representing a higher or lower
level of authority.
a. Hierarchy
b. Authority
c. Command
d. Control
82. A hierarchy thus serves as the
framework for the flow of authority
downward and obedience upward through the
department.
a. Hierarchy
b. Authority
c. Command
d. Control
82. A hierarchy thus serves as the
framework for the flow of authority
downward and obedience upward through the
department.
a. Hierarchy
b. Authority
c. Command
d. Control
83. Any particular position of the ladder
is expected to direct and control the
activities of the ranks, while obeying the
directions and instructions received from
higher ranks.
a. Hierarchy
b. Authority
c. Command
d. Control
83. Any particular position of the ladder
is expected to direct and control the
activities of the ranks, while obeying the
directions and instructions received from
higher ranks.
a. Hierarchy
b. Authority
c. Command
d. Control
84. This number will, of course, vary not
only from one organization to another
depending on each organization’s
definition of “effective supervision” but
also within each organization depending on
the number of task and the size of
personnel available at a given time.
a. Span of Control
d. Unity of command
84. This number will, of course, vary not
only from one organization to another
depending on each organization’s
definition of “effective supervision” but
also within each organization depending on
the number of task and the size of
personnel available at a given time.
a. Span of Control
d. Unity of command
85. The conferring of an amount of
authority by a superior position into a
lower-level position.
a. Delegation
d. Unity of command
85. The conferring of an amount of
authority by a superior position into a
lower-level position.
a. Delegation
d. Unity of command
86. The process of sharing understanding
and information on common subjects. More
precisely, it is an intercourse between,
through or more people by means of words,
letters symbols, or gestures for the
purpose of exchanging information.
a. Procedure
b. Communication
c. Globalization
d. Bluetooth
86. The process of sharing understanding
and information on common subjects. More
precisely, it is an intercourse between,
through or more people by means of words,
letters symbols, or gestures for the
purpose of exchanging information.
a. Procedure
b. Communication
c. Globalization
d. Bluetooth
87. These are the essential to effective
communication within such large
organization. Except
a. Procedure
b. Channels
c. Standardized language
d. Rapport
87. These are the essential to effective
communication within such large
organization. Except
a. Procedure
b. Channels
c. Standardized language
d. Rapport
88. The backbone of any organizational
structure.
a. Delegation
d. Unity of command
88. The backbone of any organizational
structure.
a. Delegation
d. Unity of command
89. The person to whom authority is
delegated becomes responsible to the
superior for doing the assigned job.
However, they remain accountable for
accomplishment of the job within the
guidelines and quality standards of the
agency.
a. Delegation of authority
d. Unity of command
89. The person to whom authority is
delegated becomes responsible to the
superior for doing the assigned job.
However, they remain accountable for
accomplishment of the job within the
guidelines and quality standards of the
agency.
a. Delegation of authority
d. Unity of command
90. Organizations that are highly
structured.
a. Formal organizations
b. Proper organization
c. Informal organization
d. Good organization
90. Organizations that are highly
structured.
91. Organizations that are those without
structure.
91. Organizations that are those without
structure.
92. Which statement is true?
a. The police organization are governed by
only principle of unity of command
b. No formal or informal police
organization governed by principles.
c. Every formal police organization
whether small or large are governed by
principles.
d. Every police organization has few
principles.
92. Which statement is true?
a. The police organization are governed by
only principle of unity of command
b. No formal or informal police
organization governed by principles.
c. Every formal police organization
whether small or large are governed by
principles.
d. Every police organization has few
principles.
93. Shows the vertical hierarchy of the
organization which defines an unbroken
chain of units from top to bottom
describing explicitly the flow of
authority.
a. Principle of Unity of Objectives
b. Principle of Organizational Efficiency
c. Scalar principle
d. Individual principle
93. Shows the vertical hierarchy of the
organization which defines an unbroken
chain of units from top to bottom
describing explicitly the flow of
authority.
c. Scalar principle
94. Organization is effective if it
enables the individuals to contribute to
the organization’s objectives.
c. Scalar principle
94. Organization is effective if it
enables the individuals to contribute to
the organization’s objectives.
c. Scalar principle
95. Organization structure is effective if
it is structured in such a way to aid the
accomplishment of the organization’s
objectives with a minimum cost.
c. Scalar principle
95. Organization structure is effective if
it is structured in such a way to aid the
accomplishment of the organization’s
objectives with a minimum cost.
c. Scalar principle
96. This is the scalar principle.
a. Line authority and chain of command
b. Span of Control
c. Delegation of authority
d. Unity of Command
e. All of the above
96. This is the scalar principle.
b. Span of Control
d. Unity of Command
e. All of the above
97. This principle of organization
suggests that communications should
ordinarily go upward through established
channels in the hierarchy. Diverting
orders, directives, or reports around a
level of command usually has disastrous
effects on efficiency of the organization.
b. Span of Control
d. Unity of Command
97. This principle of organization
suggests that communications should
ordinarily go upward through established
channels in the hierarchy. Diverting
orders, directives, or reports around a
level of command usually has disastrous
effects on efficiency of the organization.
b. Span of Control
d. Unity of Command
98. A supervisor over personnel or units
shall not mean more than what he can
effectively direct and coordinate. In span
of control, levels of authority shall be
kept to a minimum.
b. Span of Control
d. Unity of Command
98. A supervisor over personnel or units
shall not mean more than what he can
effectively direct and coordinate. In span
of control, levels of authority shall be
kept to a minimum.
b. Span of Control
d. Unity of Command
99. Shall carry with it a commensurate
authority and the person to whom the
authority is delegated shall be held
accountable therefore. It implies that
delegation must carry with it appropriate
responsibility.
a. Line authority and change of command
b. Span of Control
d. Unity of Command
99. Shall carry with it a commensurate
authority and the person to whom the
authority is delegated shall be held
accountable therefore. It implies that
delegation must carry with it appropriate
responsibility.
b. Span of Control
d. Unity of Command
100. Explains that subordinates should
only be under the control of one superior.
b. Span of Control
d. Unity of Command
100. Explains that subordinates should
only be under the control of one superior.
b. Span of Control
d. Unity of Command
101. Division of work according to type,
place, time and specialization.
a. Functional principle
b. Line and staff
c. Principle of balance
d. Principle of delegation by results
101. Division of work according to type,
place, time and specialization.
b. Line and staff
102. System of varied functions arrange
into a workable pattern. The line
organization is responsible for the direct
accomplishment of the objectives while the
staff is responsible for support, advisory
or facilitative capacity.
b. Line and staff
102. System of varied functions arrange
into a workable pattern. The line
organization is responsible for the direct
accomplishment of the objectives while the
staff is responsible for support, advisory
or facilitative capacity.
b. Line and staff
103. The main traditional purpose of the
police.
a. To protect the celebrities
b. To protect the authority or the
government
c. To protect the president only
d. To protect the property
103. The main traditional purpose of the
police.
a. To protect the celebrities
b. To protect the authority or the
government
c. To protect the president only
d. To protect the property
104. The application of principles must
be balanced to ensure the effectiveness of
the structure in meeting organization’s
objectives.
b. Line and staff
104. The application of principles must
be balanced to ensure the effectiveness of
the structure in meeting organization’s
objectives.
b. Line and staff
105. Police organization is effective and
efficient.
a. The police is 24 hours duty
b. The more people arrested and thrown in
jail
c. The more victims of crime
d. Crime prevention
105. Police organization is effective and
efficient.
a. The police is 24 hours duty
b. The more people arrested and thrown in
jail
c. The more victims of crime
d. Crime prevention
106. Authority delegated should be
adequate to ensure the ability to
accomplish expected results.
b. Line and staff
106. Authority delegated should be
adequate to ensure the ability to
accomplish expected results.
b. Line and staff
107. Explains that the responsibility of
the subordinates to their superior for
performance is absolute and the superior
cannot escape responsibility for the
organization on activities performed by
their subordinates.
b. Line and staff
c. Principles of Absoluteness of
Responsibility
107. Explains that the responsibility of
the subordinates to their superior for
performance is absolute and the superior
cannot escape responsibility for the
organization on activities performed by
their subordinates.
b. Line and staff
c. Principles of Absoluteness of
Responsibility
108. Role of police that focused on
solving crimes.
a. Traditional
b. Community
c. National
d. International
108. Role of police that focused on
solving crimes.
a. Traditional
b. Community
c. National
d. International
109. Explains that responsibility for
action cannot be greater than that implied
by the authority delegated nor should it
be less.
b. Line and staff
d. Principle of Parity and Responsibility
109. Explains that responsibility for
action cannot be greater than that implied
by the authority delegated nor should it
be less.
b. Line and staff
d. Principle of Parity and Responsibility
110. Implies that decisions within the
authority of the individual commander
should be made by them and not be returned
upward in the organizational structure.
b. Line and staff
d. Authority Level Principle
110. Implies that decisions within the
authority of the individual commander
should be made by them and not be returned
upward in the organizational structure.
b. Line and staff
d. Authority Level Principle
111. The more flexible the organization,
the more it can fulfill its purpose.
b. Line and staff
c. Principle of Flexibility
111. The more flexible the organization,
the more it can fulfill its purpose.
b. Line and staff
c. Principle of Flexibility
112. The role of police that focused
on crime control.
a. Traditional
b. Community
c. National
d. International
112. The role of police that focused
on crime control.
a. Traditional
b. Community
c. National
d. International
113. S.M.E.A.C in arrest abbreviation what
is S?
a. Salute
b. Special
c. Situation
d. Smart
is S?
a. Salute
b. Special
c. Situation
d. Smart
114. A piece or pad of blotting papers of
a book in which transaction happenings are
noted before being permanently recorded.
a. Police blotter
b. Police report
c. Police handbook
d. Blotter
114. A piece or pad of blotting papers of
a book in which transaction happenings are
noted before being permanently recorded.
a. Police blotter
b. Police report
c. Police handbook
d. Blotter
is C?
a. Cooperation
b. Conduct
c. Command/Control
d. Cops
is C?
a. Cooperation
b. Conduct
c. Command/Control
d. Cops
116. The book of records, public records
which every police station/officer is
mandated to possess for future reference.
a. Police blotter
b. Police report
c. Police handbook
d. Blotter
116. The book of records, public records
which every police station/officer is
mandated to possess for future reference.
a. Police blotter
b. Police report
c. Police handbook
d. Blotter
117. S.M.E.A.C in arrest abbreviation what is
M.E.A?
a. Management, Exercise, Action
b. Mission, Execution,Administration/Equipment
c. Must, Exercise, Action
d. Management, Execution, Administration
117. S.M.E.A.C in arrest abbreviation what is
M.E.A?
a. Management, Exercise, Action
b. Mission, Execution,Administration/Equipment
c. Must, Exercise, Action
d. Management, Execution, Administration
118. The force should be organized
primarily according to the nature of the
basis to be performed. It should be
divided into groups so that similar and
related duties may be assigned to each.
a. According to function
b. According to level of authority
c. According to time frame
d. According to place of work
118. The force should be organized
primarily according to the nature of the
basis to be performed. It should be
divided into groups so that similar and
related duties may be assigned to each.
119. The elements are divided into many
shifts or watches according to the time of
the day. This is the most elementary form
of police organization. Any large
functional unit can also be organized
according to time if the demand exists.
119. The elements are divided into many
shifts or watches according to the time of
the day. This is the most elementary form
of police organization. Any large
functional unit can also be organized
according to time if the demand exists.
120. A territorial distribution of a platoon,
accomplished by assigning patrolman on beats, is
necessary to facilitate the direction and
control of the officers and to ensure suitable
patrol service at every point within the
jurisdiction. Patrolman on street duty is
usually under the supervision of a patrol
sergeant. When the number of patrolmen is great,
it may be desirable to divide them into squads
assigned to specific sectors of jurisdiction,
with a sergeant in charge of each squad.
120. A territorial distribution of a platoon,
accomplished by assigning patrolman on beats, is
necessary to facilitate the direction and
control of the officers and to ensure suitable
patrol service at every point within the
jurisdiction. Patrolman on street duty is
usually under the supervision of a patrol
sergeant. When the number of patrolmen is great,
it may be desirable to divide them into squads
assigned to specific sectors of jurisdiction,
with a sergeant in charge of each squad.
121. A police department is always divided
according to the level of authority. Example,
there will be some patrolmen, sergeants, some
lieutenants, some captains, and so on.
Vertical combinations of superior officers,
with each rank at a different level of
authority from any other, from channels
through which operations may be directed and
controlled can be adopted in certain cases to
ensure coordination.
121. A police department is always divided
according to the level of authority. Example,
there will be some patrolmen, sergeants, some
lieutenants, some captains, and so on.
Vertical combinations of superior officers,
with each rank at a different level of
authority from any other, from channels
through which operations may be directed and
controlled can be adopted in certain cases to
ensure coordination.
122. Work specialization can increase
efficiency with the same amount of effort.
a. Discipline
b. Unity of Command
c. Division of Work
d. Centralization
122. Work specialization can increase
efficiency with the same amount of effort.
a. Discipline
b. Unity of Command
c. Division of Work
d. Centralization
123. Compensation should be fair to both
the employee and the employer.
a. Discipline
b. Unity of Command
c. Remuneration of personnel
d. Centralization
123. Compensation should be fair to both
the employee and the employer.
a. Discipline
b. Unity of Command
d. Centralization
124. Employees should be treated with
kindness and justice.
a. Equity
b. Unity of Command
d. Centralization
124. Employees should be treated with
kindness and justice.
a. Equity
b. Unity of Command
d. Centralization
125. The objective is to pursue the
optimum utilization of the capabilities of
personnel.
a. Discipline
b. Unity of Command
c. Division of Work
d. Centralization
125. The objective is to pursue the
optimum utilization of the capabilities of
personnel.
a. Discipline
b. Unity of Command
c. Division of Work
d. Centralization
126. How many deputy chiefs that will
assist the Chief PNP?
a. 3
b. 2
c. 5
d. 1
126. How many deputy chiefs that will
assist the Chief PNP?
a. 3
b. 2
c. 5
d. 1
127. Power to supervise and control the
police forces all over the country.
a. NBI
b. NAPOLCOM
c. AFP
d. Legislative
127. Power to supervise and control the
police forces all over the country.
a. NBI
b. NAPOLCOM
c. AFP
d. Legislative
128. Equivalent rank of Director General
in AFP ranks?
a. Director
b. General
c. Brigadier General
d. Deputy director
128. Equivalent rank of Director General
in AFP ranks?
a. Director
b. General
c. Brigadier General
d. Deputy director
129. How many directorial staff in PNP
organization?
a. 13
b. 10
c. 15
d. 16
129. How many directorial staff in PNP
organization?
a. 13
b. 10
c. 15
d. 16
130. What is the AFP rank of PO1?
a. Private
b. Private first class
c. Sergeant
d. Corporal
130. What is the AFP rank of PO1?
a. Private
c. Sergeant
d. Corporal
131. What is the AFP rank of SPO1?
a. Private
c. Sergeant
d. Corporal
a. Private
c. Sergeant
d. Corporal
132. How many administrative units of PNP
organization?
a. 13
b. 11
c. 12
d. 15
132. How many administrative units of PNP
organization?
a. 13
b. 11
c. 12
d. 15
133. The process of setting performance
objectives and identifying the actions
needed to accomplish them.
a. Planning
b. Organizing
c. Leading
d. Controlling
133. The process of setting performance
objectives and identifying the actions
needed to accomplish them.
a. Planning
b. Organizing
c. Leading
d. Controlling
134. The process of directing and
coordinating the work efforts of other
people to help them accomplish the task.
a. Planning
b. Organizing
c. Leading
d. Controlling
134. The process of directing and
coordinating the work efforts of other
people to help them accomplish the task.
a. Planning
b. Organizing
c. Leading
d. Controlling
135. What is the AFP rank of Inspector?
a. Captain
b. Major
c. Lieutenant
d. Master Sergeant
135. What is the AFP rank of Inspector?
a. Captain
b. Major
c. Lieutenant
d. Master Sergeant
136. The process of dividing work to be
done and coordinating results to achieve
desired purpose
a. Planning
b. Organizing
c. Leading
d. Controlling
136. The process of dividing work to be
done and coordinating results to achieve
desired purpose
a. Planning
b. Organizing
c. Leading
d. Controlling
137. How many operational units in PNP
organization?
a. 13
b. 11
c. 12
d. 15
137. How many operational units in PNP
organization?
a. 13
b. 11
c. 12
d. 15
138. What is the AFP rank of
superintendent?
a. Colonel
b. Lieutenant colonel
c. General
d. Brigadier general
138. What is the AFP rank of
superintendent?
a. Colonel
b. Lieutenant colonel
c. General
d. Brigadier general
139. An act extending for five years the
reglementary period for complying with the
minimum educational qualification for
appointment to the PNP and adjusting the
promotion system thereof is amending for
the purpose pertinent provisions of R.A
6975 and R.A. 8551 and for other purposes.
a. Act no. 175
b. R.A 6507
c. R.A 9708
d. Act no. 768
139. An act extending for five years the
reglementary period for complying with the
minimum educational qualification for
appointment to the PNP and adjusting the
promotion system thereof is amending for
the purpose pertinent provisions of R.A
6975 and R.A. 8551 and for other purposes.
a. Act no. 175
b. R.A 6507
c. R.A 9708
d. Act no. 768
140. A law for honor students
a. P.D 093
b. P.D 907
c. R.A 6507
d. R.A 6506
140. A law for honor students
a. P.D 093
b. P.D 907
c. R.A 6507
d. R.A 6506
141. Police-to-population ratio in highly
urbanized cities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
141. Police-to-population ratio in highly
urbanized cities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
142. Board and Bar examination.
a. P.D 093
b. R.A 1080
c. R.A 6507
d. R.A 6506
142. Board and Bar examination.
a. P.D 093
b. R.A 1080
c. R.A 6507
d. R.A 6506
143. Police-to-population ratio in
component cities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
component cities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
a. Captain
b. Major
c. Staff sergeant
d. Master Sergeant
a. Captain
b. Major
c. Staff sergeant
d. Master Sergeant
municipalities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
municipalities.
a. 1:500 to 700
b. 1:650 to 800
c. 1:750 to 1000
d. 1:850 to 1050
146. On the average nationwide, the
manning levels of the PNP shall be
approximately in accordance with a police-
to-population ratio of.
a. 1:500
b. 1:650
c. 1:750
d. 1:850
146. On the average nationwide, the
manning levels of the PNP shall be
approximately in accordance with a police-
to-population ratio of.
a. 1:500
b. 1:650
c. 1:750
d. 1:850
147. Who will head the five (5) Police
District Offices (PDO) of the National
Capital Region (NCR)?
a. Director general
b. District director
c. Regional director
d. Provincial director
147. Who will head the five (5) Police
District Offices (PDO) of the National
Capital Region (NCR)?
a. Director general
148. Who will head the Police Provincial
Office (PPO) corresponding to all
provinces throughout the country?
a. Director general
148. Who will head the Police Provincial
Office (PPO) corresponding to all
provinces throughout the country?
a. Director general
149. Who will head City/Provincial Public
Safety Company (C/PPSC)?
a. Director general
d. Group director
149. Who will head City/Provincial Public
Safety Company (C/PPSC)?
a. Director general
d. Group director
150. Who shall have the command and
direction over City Police Office (CPO) of
highly urbanized cities outside of NCR?
a. Director general
d. Group director
150. Who shall have the command and
direction over City Police Office (CPO) of
highly urbanized cities outside of NCR?
a. Director general
d. Group director
151. Law for Licensed criminologist.
a. P.D 093
b. R.A 1080
c. R.A 6507
d. R.A 6506
151. Law for Licensed criminologist.
a. P.D 093
b. R.A 1080
c. R.A 6507
d. R.A 6506
152. The Office of the Inspector General,
Internal Affairs Service (IG, IAS),
Program Management Office (PMO), and
Public Information Office (PIO), which are
all under the office of.
a. Director general
c. Chief PNP
d. Group director
152. The Office of the Inspector General,
Internal Affairs Service (IG, IAS),
Program Management Office (PMO), and
Public Information Office (PIO), which are
all under the office of.
a. Director general
c. Chief PNP
d. Group director
153. Which is not a power and functions of PNP?
a. Enforce all laws and ordinances relative to
the protection of lives and properties of
authority only.
b. Supervise and control the training and
operation of security agencies and issue licenses
to operate security agencies, and to security
guards and private detectives for the practice of
their profession
c. Issue licenses for the possession of firearms
and explosives in accordance with law.
d. Exercise the general powers to make arrest,
search and seizure in accordance with the
Constitution and pertinent Laws
153. Which is not a power and functions of PNP?
a. Enforce all laws and ordinances relative to
the protection of lives and properties of
authority only.
b. Supervise and control the training and
operation of security agencies and issue licenses
to operate security agencies, and to security
guards and private detectives for the practice of
their profession
c. Issue licenses for the possession of firearms
and explosives in accordance with law.
d. Exercise the general powers to make arrest,
search and seizure in accordance with the
Constitution and pertinent Laws
154. The PNP is a nationwide government
organization whose jurisdiction covers the
entire breath of the Philippines
archipelago which extends up to the
municipality of Kalayaan islands in the
province of Palawan.
a. Civilian in character
b. PNP jurisdiction
c. National in scope
d. Generality
154. The PNP is a nationwide government
organization whose jurisdiction covers the
entire breath of the Philippines
archipelago which extends up to the
municipality of Kalayaan islands in the
province of Palawan.
b. PNP jurisdiction
d. Generality
155. PNP is not a part of the military.
Although, it retains some military
attributes such as discipline, it shall
adopt unique non-military cultures, Code
of Ethics, and Standard of Professional
conduct comparable to the civilian police
forces of other countries.
b. PNP jurisdiction
d. Generality
155. PNP is not a part of the military.
Although, it retains some military
attributes such as discipline, it shall
adopt unique non-military cultures, Code
of Ethics, and Standard of Professional
conduct comparable to the civilian police
forces of other countries.
b. PNP jurisdiction
d. Generality
156. Provide technical services to the
Commission in areas of overall policy
formulation, strategic and operational
planning, management systems or procedures,
evaluation and monitoring of the Commission's
programs, projects and internal operations;
and shall conduct thorough research and
analysis on social and economic conditions
affecting peace and order in the country.
a. Planning and research service
b. Legal Affair Service
c. Crime Prevention and Coordinating Service
d. Personnel and Administrative service
156. Provide technical services to the
Commission in areas of overall policy
formulation, strategic and operational
planning, management systems or procedures,
evaluation and monitoring of the Commission's
programs, projects and internal operations;
and shall conduct thorough research and
analysis on social and economic conditions
affecting peace and order in the country.
157. Shall undertake criminological
researches and studies; formulate a
national crime prevention plan; develop a
crime prevention and information program
and provide editorial direction for all
criminology research and crime prevention
publications
c. Crime Prevention and Coordinating
Service
157. Shall undertake criminological
researches and studies; formulate a
national crime prevention plan; develop a
crime prevention and information program
and provide editorial direction for all
criminology research and crime prevention
publications
Service
158. Shall provide the Commission with
efficient and effective service as legal
counsel of the Commission; draft or study
contracts affecting the Commission and submit
appropriate recommendations pertaining
thereto; and render legal opinions arising
from the administration and operation of the
Philippine National Police and the Commission
158. Shall provide the Commission with
efficient and effective service as legal
counsel of the Commission; draft or study
contracts affecting the Commission and submit
appropriate recommendations pertaining
thereto; and render legal opinions arising
from the administration and operation of the
Philippine National Police and the Commission
159. Shall perform personnel functions for
the Commission, administer the entrance and
promotional examinations for policemen,
provide the necessary services relating to
records, correspondence, supplies, property
and equipment, security and general services,
and the maintenance and utilization of
facilities, and provide services relating to
manpower, career planning and development,
personnel transactions and employee welfare
159. Shall perform personnel functions for
the Commission, administer the entrance and
promotional examinations for policemen,
provide the necessary services relating to
records, correspondence, supplies, property
and equipment, security and general services,
and the maintenance and utilization of
facilities, and provide services relating to
manpower, career planning and development,
personnel transactions and employee welfare
160. Shall conduct continuous inspection
and management audit of personnel,
facilities and operations at all levels of
command of the PNP, monitor the
implementation of the Commission's
programs and projects relative to law
enforcement; and monitor and investigate
police anomalies and irregularities
Service
d. The Inspection, Monitoring and
Investigation Service
160. Shall conduct continuous inspection
and management audit of personnel,
facilities and operations at all levels of
command of the PNP, monitor the
implementation of the Commission's
programs and projects relative to law
enforcement; and monitor and investigate
police anomalies and irregularities
Service
d. The Inspection, Monitoring and
Investigation Service
161. Shall review the Commission's plans
and programs and formulate policies and
procedures regarding acquisition,
inventory, control, distribution,
maintenance and disposal of supplies and
shall oversee the implementation of
programs on transportation facilities and
installations and the procurement and
maintenance of supplies and equipment.
b. The Installations and Logistics Service
Service
161. Shall review the Commission's plans
and programs and formulate policies and
procedures regarding acquisition,
inventory, control, distribution,
maintenance and disposal of supplies and
shall oversee the implementation of
programs on transportation facilities and
installations and the procurement and
maintenance of supplies and equipment.
b. The Installations and Logistics Service
Service
162. Maximum tenure for Chief PNP.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
162. Maximum tenure for Chief PNP.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
163. Maximum tenure for Provincial
director/ City Director
a. 4 years
b. 6 years
c. 9 years
d. 5 years
163. Maximum tenure for Provincial
director/ City Director
a. 4 years
b. 6 years
c. 9 years
d. 5 years
164. Maximum tenure for Deputy Chief.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
164. Maximum tenure for Deputy Chief.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
165. Maximum tenure for Regional director?
a. 4 years
b. 6 years
c. 9 years
d. 5 years
165. Maximum tenure for Regional director?
a. 4 years
b. 6 years
c. 9 years
d. 5 years
166. Maximum tenure for Director of Staff
service.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
166. Maximum tenure for Director of Staff
service.
a. 4 years
b. 6 years
c. 9 years
d. 5 years
167. The anti-crime machinery
a. Napolcom
b. CJS
c. IAS
d. Court
167. The anti-crime machinery
a. Napolcom
b. CJS
c. IAS
d. Court
168. “Rendering what is due or merited and
that which is due or merited.”
a. Law
b. Fair
c. Justice
d. equity
168. “Rendering what is due or merited and
that which is due or merited.”
a. Law
b. Fair
c. Justice
d. equity
169. The machinery which society uses in
the prevention and control of crime. The
process is the totality of the activities
of law enforcers, prosecutors, defense
lawyers, judges and corrections personnel,
as well as those of the mobilized
community in crime prevention and control.
a. Napolcom
b. CJS
c. IAS
d. Court
169. The machinery which society uses in
the prevention and control of crime. The
process is the totality of the activities
of law enforcers, prosecutors, defense
lawyers, judges and corrections personnel,
as well as those of the mobilized
community in crime prevention and control.
a. Napolcom
b. CJS
c. IAS
d. Court
170. Integrated process primarily
concerned with apprehension, prosecution,
trial, adjudication, and correction of
criminal offenders.
a. Napolcom
b. CJS
c. IAS
d. Court
170. Integrated process primarily
concerned with apprehension, prosecution,
trial, adjudication, and correction of
criminal offenders.
a. Napolcom
b. CJS
c. IAS
d. Court
171. What is the correct order of CJS?
a. Community, Prosecution, Police, Court,
Correction
b. Law enforcement, Prosecution, Court,
Correction, Community
c. Prime mover, Defense, Judgment,
Rehabilitation, Citizen
d. Law enforcement, Prosecution,
Conviction, Community, Reformation
171. What is the correct order of CJS?
a. Community, Prosecution, Police, Court,
Correction
b. Law enforcement, Prosecution, Court,
Correction, Community
c. Prime mover, Defense, Judgment,
Rehabilitation, Citizen
d. Law enforcement, Prosecution,
Conviction, Community, Reformation
172. The broadest pillar
a. Community
b. Police
c. Prosecution
d. Court
172. The broadest pillar
a. Community
b. Police
c. Prosecution
d. Court
173. An organize schedule or sequence by
methodical activities intended to attain a
goal and objectives for the
accomplishments of mission or assignment.
a. Plan
b. Planning
c. Police planning
d. Calendar
173. An organize schedule or sequence by
methodical activities intended to attain a
goal and objectives for the
accomplishments of mission or assignment.
a. Plan
b. Planning
c. Police planning
d. Calendar
174. 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. Plan
b. Planning
c. Police planning
d. Calendar
174. 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. Plan
b. Planning
c. Police planning
d. Calendar
175. An attempt by police administrators
in trying to allocate anticipated
resources to meet anticipated service
demands. It is the systematic and orderly
determination of facts and events as basis
for policy formulation and decision
affecting law enforcement management.
a. Plan
b. Planning
c. Police planning
d. Calendar
175. An attempt by police administrators
in trying to allocate anticipated
resources to meet anticipated service
demands. It is the systematic and orderly
a. Plan
b. Planning
c. Police planning
d. Calendar
176. It is a method or way of doing
something in order to attain objectives.
Plan provides answer to 5W’s and 1 H.
a. Plan
b. Planning
c. Police planning
d. Calendar
176. It is a method or way of doing
something in order to attain objectives.
Plan provides answer to 5W’s and 1 H.
a. Plan
b. Planning
c. Police planning
d. Calendar
177. Specific commitment to achieve a
measurable result within a specific period
of time.
a. Objectives
b. Goals
c. Vision
d. Mission
177. Specific commitment to achieve a
measurable result within a specific period
of time.
a. Objectives
b. Goals
c. Vision
d. Mission
178. The use of a rational design or
pattern for all departmental undertakings
rather than relying on chance in an
operational environment.
a. Plan
b. Operational Planning
c. Police planning
d. Calendar
178. The use of a rational design or
pattern for all departmental undertakings
rather than relying on chance in an
operational environment.
a. Plan
c. Police planning
d. Calendar
179. The process of preparing for change
and coping with uncertainty formulating
future causes of action; the process of
determining the problem of the
organization and coming up with proposed
resolutions and finding best solutions.
a. Plan
b. Planning
c. Police planning
d. Calendar
179. The process of preparing for change
and coping with uncertainty formulating
future causes of action; the process of
determining the problem of the
organization and coming up with proposed
resolutions and finding best solutions.
a. Plan
b. Planning
c. Police planning
d. Calendar
180. 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.
a. Plan
b. Police Operational Planning
c. Police planning
d. Planning
180. 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.
a. Plan
b. Police Operational Planning
c. Police planning
d. Planning
181. It is the preparation and development
of procedures and techniques in
accomplishing of each of the primary tasks
and functions of an organization.
a. Plan
c. Police planning
d. Calendar
181. It is the preparation and development
of procedures and techniques in
accomplishing of each of the primary tasks
and functions of an organization.
a. Plan
c. Police planning
d. Calendar
182. General statement of intention and
typically with time horizon or it is an
achievable end state that can be measured
and observed.
a. Objectives
b. Goals
c. Vision
d. Mission
182. General statement of intention and
typically with time horizon or it is an
achievable end state that can be measured
and observed.
a. Objectives
b. Goals
c. Vision
d. Mission
183. It is the systematic and orderly
a. Plan
b. Planning
c. Police planning
d. Calendar
183. It is the systematic and orderly
a. Plan
b. Planning
c. Police planning
d. Calendar
184. The process of combining all aspects
of the department and the realistic
anticipation of future problems, the
analysis of strategy and the correlation
of strategy to detail.
a. Plan
b. Planning
c. Police planning
d. Calendar
184. The process of combining all aspects
of the department and the realistic
anticipation of future problems, the
analysis of strategy and the correlation
of strategy to detail.
a. Plan
b. Planning
c. Police planning
d. Calendar
185. Broad design or method; or a plan to
attain a stated goal or objectives.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
185. Broad design or method; or a plan to
attain a stated goal or objectives.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
186. Specific design, method or course of
action to attain a particular objective in
consonance with strategy.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
186. Specific design, method or course of
action to attain a particular objective in
consonance with strategy.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
187. Sequences of activities to reach a
point or to attain what is desired.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
187. Sequences of activities to reach a
point or to attain what is desired.
a. Tactics
b. Strategy
c. Procedure
d. Guidelines
188. Product of prudence or wisdom in the
management of human affairs, or 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. Tactics
b. Policy
c. Procedure
d. Guidelines
188. Product of prudence or wisdom in the
management of human affairs, or 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. Tactics
b. Policy
c. Procedure
d. Guidelines
189. Rules of action for the rank and file
to show them how they are expected to
obtain the desired effect.
a. Tactics
b. Policy
c. Procedure
d. Guidelines
189. Rules of action for the rank and file
to show them how they are expected to
obtain the desired effect.
a. Tactics
b. Policy
c. Procedure
d. Guidelines
190. 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.
a. Strategic planning
b. Line planning
c. Military planning
d. Tactical planing
190. 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.
b. Line planning
c. Military planning
d. Tactical planing
191. Means by which goals and objectives
can be attained. They maybe policies,
strategies or specific actions aimed at
eliminating a problem.
a. Way
b. Alternatives
c. Power
d. Procedure
191. Means by which goals and objectives
can be attained. They maybe policies,
strategies or specific actions aimed at
eliminating a problem.
a. Way
b. Alternatives
c. Power
d. Procedure
192. The rational comprehensive approach
is the dominant tradition in planning. It
is also the point of departure for most
other planning approaches.
a. Synoptic Approach
b. Incremental Approach
c. Transactive Approach
d. Advocacy Approach
192. The rational comprehensive approach
is the dominant tradition in planning. It
is also the point of departure for most
other planning approaches.
a. Synoptic Approach
b. Incremental Approach
c. Transactive Approach
d. Advocacy Approach
193. The task of planning should be
detailed in a work chart that specifies on
what events and actions are necessary,
when they must take place, which is to be
involved in each action and for how long,
and how the various actions will interlock
with one another.
a. Describe the present situation
b. Prepare for planning
c. Develop projections and consider
alternative future states
d. Identify and analyze problems
193. The task of planning should be
detailed in a work chart that specifies on
what events and actions are necessary,
when they must take place, which is to be
involved in each action and for how long,
and how the various actions will interlock
with one another.
194. Planning must have a mean for
evaluation. Without an accurate beginning
database there is no reference point on
which to formulate success or failure.
194. Planning must have a mean for
evaluation. Without an accurate beginning
database there is no reference point on
which to formulate success or failure.
195. An attempt to link the current situation
with the future, keeping in mind the
desirable outcomes. It is important for the
police executive to project the current
situations into the future to determine
possible, probable and desirable future
states while considering the social,
legislative, and political trends existing in
the community.
195. An attempt to link the current situation
with the future, keeping in mind the
desirable outcomes. It is important for the
police executive to project the current
situations into the future to determine
possible, probable and desirable future
states while considering the social,
legislative, and political trends existing in
the community.
196. The discovery of the problems assumes that a
system to monitor and evaluate the current arena
is already on place. Closely related to the
detection and identification of issues is the
ability of the police to define the nature of the
problem, that is to able to describe the
magnitude, cause, duration, and the expense of
the issues at hand. A complete understanding of
the problem leads to the development of the means
to deal with the issues.
c. Develop projections and consider alternative
future states
196. The discovery of the problems assumes that a
system to monitor and evaluate the current arena
is already on place. Closely related to the
detection and identification of issues is the
ability of the police to define the nature of the
problem, that is to able to describe the
magnitude, cause, duration, and the expense of
the issues at hand. A complete understanding of
the problem leads to the development of the means
to deal with the issues.
c. Develop projections and consider alternative
future states
197. Making choices about goals is one of
the most important aspects of planning. It
makes no sense to establish a goal that
does not address a specific problem.
Remembering that the police departments
are problem oriented, choices about goals
and objectives should adhere to the
synoptic model.
c. Set Goals
197. Making choices about goals is one of
the most important aspects of planning. It
makes no sense to establish a goal that
does not address a specific problem.
Remembering that the police departments
are problem oriented, choices about goals
and objectives should adhere to the
synoptic model.
c. Set Goals
198. Alternatives are means by which goals
and objectives can be attained. These are
options or possible things to be done in
case the main or original plan is not
applicable.
c. Identify alternative course of action
198. Alternatives are means by which goals
and objectives can be attained. These are
options or possible things to be done in
case the main or original plan is not
applicable.
c. Identify alternative course of action
199. This includes the study on the
courses of actions; suitability studies;
feasibility studies; acceptability
studies; and judgment.
a. Suitability
b. Cost effectiveness analysis
c. Must wants analysis
d. Strategic analysis
199. This includes the study on the
courses of actions; suitability studies;
feasibility studies; acceptability
studies; and judgment.
a. Suitability
200. Each course of action is evaluated
in accordance with general policies, rules
and laws.
a. Suitability
200. Each course of action is evaluated
in accordance with general policies, rules
and laws.
a. Suitability
201. These include the appraisal of the
effects of a number of factors weighed
separately and together.
a. Feasibility
b. Suitability
c. Acceptability
d. Liability
201. These include the appraisal of the
effects of a number of factors weighed
separately and together.
a. Feasibility
b. Suitability
c. Acceptability
d. Liability
202. Those judged to be suitable and
feasible are then analyzed in
acceptability studies.
a. Feasibility
b. Suitability
c. Acceptability
d. Liability
202. Those judged to be suitable and
feasible are then analyzed in
acceptability studies.
a. Feasibility
b. Suitability
c. Acceptability
d. Liability
203. This technique is sometimes called
cost-benefit or cost performance analysis.
The purpose of this form of selection is
that the alternative chosen should
maximize the ratio of benefit to cost.
a. Suitability
203. This technique is sometimes called
cost-benefit or cost performance analysis.
The purpose of this form of selection is
that the alternative chosen should
maximize the ratio of benefit to cost.
a. Suitability
204. This method of selecting a preferred
course of action combines the strengths of
both strategic and cost effectiveness
analysis.
a. Suitability
204. This method of selecting a preferred
course of action combines the strengths of
both strategic and cost effectiveness
analysis.
a. Suitability
205. Concerned with both the subjective
weights of suitability, feasibility, and
acceptability and the objectives weights
of cost versus benefits.
a. Suitability
205. Concerned with both the subjective
weights of suitability, feasibility, and
acceptability and the objectives weights
of cost versus benefits.
a. Suitability
206. The police administrator must be
aware that the implementation requires a
great deal of tact and skill. It may be
more important how an alternative is
introduced to a police department than
what actually is.
a. Plan and carry out implementation
b. Monitor and evaluate progress
c. Summation of synoptic planning approach
d. Repeat the planning process
206. The police administrator must be
aware that the implementation requires a
great deal of tact and skill. It may be
more important how an alternative is
introduced to a police department than
what actually is.
a. Plan and carry out implementation
207. This can be done by making a summary
of the presentation, could be tabular or
other forms of presentation.
a. Plan and carryout implementation
207. This can be done by making a summary
of the presentation, could be tabular or
other forms of presentation.
208. Repetition of the process of planning
enables the planner to thresh out possible
flaws in the plan.
208. Repetition of the process of planning
enables the planner to thresh out possible
flaws in the plan.
209. Feedback must be obtained concerning
the results of the planning cycle, the
efficiency of the implementation process,
and the effectiveness of new procedures,
projects or programs.
209. Feedback must be obtained concerning
the results of the planning cycle, the
efficiency of the implementation process,
and the effectiveness of new procedures,
projects or programs.
210. This is an important step of synoptic
planning, trying to figure out what, if
anything happened as a result of
implementing a selected alternative.
210. This is an important step of synoptic
planning, trying to figure out what, if
anything happened as a result of
implementing a selected alternative.
211. Long range and comprehensive planning
are not only too difficult, but inherently
bad. 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.
a. Incremental planning
b. Transactive planning
c. Advocacy planning
d. Radical planning
211. Long range and comprehensive planning
are not only too difficult, but inherently
bad. 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.
d. Radical planning
212. The first mainstream involves
collective actions to achieve concrete
results in the immediate future. The
second mainstream 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.
d. Radical planning
212. The first mainstream involves
collective actions to achieve concrete
results in the immediate future. The
second mainstream 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.
d. Radical planning
213. Beneficial aspects of this approach
include a greater sensitivity to the
unintended and negative side effects of
plans.
d. Radical planning
213. Beneficial aspects of this approach
include a greater sensitivity to the
unintended and negative side effects of
plans.
d. Radical planning
214. 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 marked
by a process of mutual learning.
d. Radical planning
214. 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 marked
by a process of mutual learning.
d. Radical planning
215. These are the 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.
a. Fundamental doctrines
b. Operational doctrine
c. Functional doctrines
d. Primary doctrines
215. These are the 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.
216. These provide guidance for
specialized activities of the PNP in the
broad field of interest such as personnel,
intelligence, operations, logistics,
planning, etc.
216. These provide guidance for
specialized activities of the PNP in the
broad field of interest such as personnel,
intelligence, operations, logistics,
planning, etc.
217. 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.
217. 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.
218. Formulated jointly by two or more
bureaus in order to effect a certain
operation with regard to public safety and
peace and order. These essentially involve
the participation of the other bureaus of
the Bureau of Jail Management and Penology
(BJMP), Bureau of Fire Protection (BFP),
Philippine Public Safety College (PPSC),
National Bureau of Investigation (NBI) and
other law enforcement agencies.
c. Complimentary doctrines
218. Formulated jointly by two or more
bureaus in order to effect a certain
operation with regard to public safety and
peace and order. These essentially involve
the participation of the other bureaus of
the Bureau of Jail Management and Penology
(BJMP), Bureau of Fire Protection (BFP),
Philippine Public Safety College (PPSC),
National Bureau of Investigation (NBI) and
other law enforcement agencies.
c. Complimentary doctrines
219. These define the fundamental
principles governing the rules of conduct,
attitude, behavior and ethical norm of the
PNP.
b. Ethical doctrine
219. These define the fundamental
principles governing the rules of conduct,
attitude, behavior and ethical norm of the
PNP.
b. Ethical doctrine
220. The right to exercise, to decide, and
to command by virtue of rank and position
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
220. The right to exercise, to decide, and
to command by virtue of rank and position
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
221. It provides for the organizations
objectives. It provides the various
actions. Hence, policies, procedures,
rules and regulations of the organization
are based on the statement of doctrines.
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
221. It provides for the organizations
objectives. It provides the various
actions. Hence, policies, procedures,
rules and regulations of the organization
are based on the statement of doctrines.
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
222. It is imposed by command or self-
restraint to insure supportive behavior.
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
222. It is imposed by command or self-
restraint to insure supportive behavior.
a. Authority
b. Doctrine
c. Discipline
d. Cooperation
223. It relates to plans which are
strategic or long range in application,
and it determine the organization’s
original goals and strategy.
b. Intermediate or medium planning
c. Operational planning
d. Police planning
223. It relates to plans which are
strategic or long range in application,
and it determine the organization’s
original goals and strategy.
d. Police planning
224. 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.
d. Police planning
224. 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.
d. Police planning
225. 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 it can be accomplished on
time with available allocated resources
a. Strategic or long range planning
c. Operational or short range planning
d. Police planning
225. 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 it can be accomplished on
time with available allocated resources
a. Strategic or long range planning
c. Operational or short range planning
d. Police planning
226. Anti-Crime Master Plan
a. Master Plan Sandigan-Milenyo
b. Master Plan Sandugo
c. Master Plan Banat
d. Master Plan Sang-ingat
226. Anti-Crime Master Plan
227. Anti-Illegal Drugs Master Plan
227. Anti-Illegal Drugs Master Plan
228. Support to Internal Security
Operations Master Plan
228. Support to Internal Security
Operations Master Plan
229. Security Operations Master Plan
229. Security Operations Master Plan
230. Disaster Management Master Plan
d. Master Plan Saklolo
230. Disaster Management Master Plan
d. Master Plan Saklolo
231. Protection and Preservation of
Environment, Cultural Properties, and
Natural Resources Master Plan
c. Master Plan Sangyaman
231. Protection and Preservation of
Environment, Cultural Properties, and
Natural Resources Master Plan
c. Master Plan Sangyaman
232. Aviation Security Group Strategic
Plan against terrorist attacks
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
d. Oplan Bantay Dalampasigan
232. Aviation Security Group Strategic
Plan against terrorist attacks
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
233. Criminal Investigation and Detection
Group (CIDG) Strategic Plan against
Organized Crime Groups
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
233. Criminal Investigation and Detection
Group (CIDG) Strategic Plan against
Organized Crime Groups
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
234. Is the entry point in the
conceptualization of the PNP Pastoral
Program for the next five years with a
Total Human Development Approach (THD
Approach).
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
234. Is the entry point in the
conceptualization of the PNP Pastoral
Program for the next five years with a
Total Human Development Approach (THD
Approach).
a. Oplan Salikop
b. Oplan Jumbo
c. LOI Pagpapala
235. Resulted in the apprehension of
110,975 persons, the confiscation of 470
unlawfully attached gadgets to vehicles,
and rendering various forms of motorists’
assistance.
a. Oplan Salikop
b. Oplan Jumbo
c. Oplan disiplina
235. Resulted in the apprehension of
110,975 persons, the confiscation of 470
unlawfully attached gadgets to vehicles,
and rendering various forms of motorists’
assistance.
a. Oplan Salikop
b. Oplan Jumbo
c. Oplan disiplina
236. Sets forth the operational guidelines
on the heightened security measures and
sea borne security patrols.
a. Oplan Salikop
b. Oplan Jumbo
c. Oplan disiplina
236. Sets forth the operational guidelines
on the heightened security measures and
sea borne security patrols.
a. Oplan Salikop
b. Oplan Jumbo
c. Oplan disiplina
237. 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.
a. Reactive plans
b. Proactive plans
c. Visionary plans
d. Operational plans
237. 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.
a. Reactive plans
b. Proactive plans
c. Visionary plans
238. Essential statements that identify
the role of the police in the community
and a future condition or state to which
the department can aspire. It may also
include a statement of values to be used
to guide the decision making process in
the department.
a. Reactive plans
b. Proactive plans
c. Visionary plans
238. Essential statements that identify
the role of the police in the community
and a future condition or state to which
the department can aspire. It may also
include a statement of values to be used
to guide the decision making process in
the department.
a. Reactive plans
b. Proactive plans
c. Visionary plans
239. 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.
a. Reactive plans
b. Proactive plans
c. Visionary plans
239. 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.
a. Reactive plans
b. Proactive plans
c. Visionary plans
240. 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 (community
policing).
a. Reactive plans
b. Proactive plans
c. Visionary plans
d. Strategic plans
240. 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 (community
policing).
a. Reactive plans
b. Proactive plans
c. Visionary plans
d. Strategic plans
241. Designed to meet the specific tasks
required to implement strategic plans.
a. Reactive plans
b. Proactive plans
c. Visionary plans
241. Designed to meet the specific tasks
required to implement strategic plans.
a. Reactive plans
b. Proactive plans
c. Visionary plans
242. Provide the basic framework for
responding to organizational problems. The
organizational vision and values,
strategic statement, policies, procedures,
and rules and regulations are examples of
standing plans. Include guidelines for
responding to different types of
incidents; for example, a civil
disturbance, hostage situation, crime in
progress, and felony car stops.
a. Reactive plans
b. Standing plans
c. Visionary plans
242. Provide the basic framework for
responding to organizational problems. The
organizational vision and values,
strategic statement, policies, procedures,
and rules and regulations are examples of
standing plans. Include guidelines for
responding to different types of
incidents; for example, a civil
disturbance, hostage situation, crime in
progress, and felony car stops.
a. Reactive plans
b. Standing plans
c. Visionary plans
243. The framework for the operation of
the major functional units in the
organization, such as patrol and
investigations. 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.
a. Reactive plans
b. Functional plans
c. Visionary plans
243. The framework for the operation of
the major functional units in the
organization, such as patrol and
investigations. 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.
a. Reactive plans
b. Functional plans
c. Visionary plans
244. The measures or comparisons to be used to
assess police activities and behavior (outputs)
and results (outcomes). 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. If
the crime rates were reduced while holding or
reducing costs, it would reflect an improvement
not only in effectiveness but also in
departmental productivity.
a. Reactive plans
b. Proactive plans
c. Visionary plans
d. Operational efficiency, effectiveness, and
productivity plans
244. The measures or comparisons to be used to
assess police activities and behavior (outputs)
and results (outcomes). 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. If
the crime rates were reduced while holding or
reducing costs, it would reflect an improvement
not only in effectiveness but also in
departmental productivity.
a. Reactive plans
b. Proactive plans
c. Visionary plans
d. Operational efficiency, effectiveness, and
productivity plans
245. Concerned with a specific purpose and
conclude when an objective is accomplished
or a problem is solved. Specific police
programs or projects such as drug
crackdown, crime prevention program, and
neighborhood clean-up campaign are good
examples of time-specific plans.
a. Reactive plans
b. Time Specific plans
c. Visionary plans
245. Concerned with a specific purpose and
conclude when an objective is accomplished
or a problem is solved. Specific police
programs or projects such as drug
crackdown, crime prevention program, and
neighborhood clean-up campaign are good
examples of time-specific plans.
a. Reactive plans
b. Time Specific plans
c. Visionary plans
246. Procedures intended to be used in all
situations of all kinds shall be outlined as a
guide to officers and men in the field. Examples
of these procedures are those related to
reporting, to dispatching, to raids, arrest,
stopping suspicious persons, receiving
complaints, touring beats, and investigation of
crimes. The use of physical force and clubs,
restraining devices, firearms, tear gas and the
like shall, in dealing with groups or
individuals, shall also be outlined.
a. Field Procedure
b. Headquarter procedure
c. Special operation procedure
d. Tactical plans
246. Procedures intended to be used in all
situations of all kinds shall be outlined as a
guide to officers and men in the field. Examples
of these procedures are those related to
reporting, to dispatching, to raids, arrest,
stopping suspicious persons, receiving
complaints, touring beats, and investigation of
crimes. The use of physical force and clubs,
restraining devices, firearms, tear gas and the
like shall, in dealing with groups or
individuals, shall also be outlined.
a. Field Procedure
d. Tactical plans
247. Certain special operations also
necessitate the preparation of procedures
as guides. Included are the operation of
the special unit charged with the
searching and preservation of physical
evidence at the crime scenes and
accidents, the control of licenses,
dissemination of information about wanted
persons, inspection of the PNP
headquarters, and the like.
a. Field Procedure
d. Tactical plans
247. Certain special operations also
necessitate the preparation of procedures
as guides. Included are the operation of
the special unit charged with the
searching and preservation of physical
evidence at the crime scenes and
accidents, the control of licenses,
dissemination of information about wanted
persons, inspection of the PNP
headquarters, and the like.
a. Field Procedure
d. Tactical plans
248. Included in these procedures are the
duties of the dispatcher, jailer, matron,
and other personnel concerned which may be
reflected in the duty manual. Procedures
that involve coordinated action on
activity of several offices, 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.
a. Field Procedure
d. Tactical plans
248. Included in these procedures are the
duties of the dispatcher, jailer, matron,
and other personnel concerned which may be
reflected in the duty manual. Procedures
that involve coordinated action on
activity of several offices, 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.
a. Field Procedure
d. Tactical plans
249. These are the procedures for coping with
specific situations at known locations. Included
in this category are plans for dealing with an
attack against buildings with alarm systems and an
attack against the PNP headquarters by lawless
elements. Plans shall be likewise be made for
blockade and jail emergencies and for special
community events, such as longer public meetings,
athletic contests, parades, religious activities,
carnivals, strikes, demonstrations, and other
street affairs.
a. Field Procedure
d. Tactical plans
249. These are the procedures for coping with
specific situations at known locations. Included
in this category are plans for dealing with an
attack against buildings with alarm systems and an
attack against the PNP headquarters by lawless
elements. Plans shall be likewise be made for
blockade and jail emergencies and for special
community events, such as longer public meetings,
athletic contests, parades, religious activities,
carnivals, strikes, demonstrations, and other
street affairs.
a. Field Procedure
d. Tactical plans
250. These are plans for the operations of
special divisions like the patrol,
detective, traffic, fire and juvenile
control divisions.
a. Field Procedure
b. Operational plans
d. Tactical plans
250. These are plans for the operations of
special divisions like the patrol,
detective, traffic, fire and juvenile
control divisions.
a. Field Procedure
b. Operational plans
d. Tactical plans
251. These operating divisions/units shall have
specific plans to meet current needs. The
manpower shall be distributed throughout the
hours of operation and throughout the area of
jurisdiction in proportion to need. Assignments
schedules shall be prepared that integrate such
factors as relief days, lunch periods, hours,
nature, and location of regular work. Plans
shall assure suitable supervision, which become
difficult when the regular assignment is
integrated to deal with this short time periodic
needs.
a. Field Procedure
d. Regular Operating Programs
251. These operating divisions/units shall have
specific plans to meet current needs. The
manpower shall be distributed throughout the
hours of operation and throughout the area of
jurisdiction in proportion to need. Assignments
schedules shall be prepared that integrate such
factors as relief days, lunch periods, hours,
nature, and location of regular work. Plans
shall assure suitable supervision, which become
difficult when the regular assignment is
integrated to deal with this short time periodic
needs.
a. Field Procedure
d. Regular Operating Programs
252. The unusual need may arise in any
field of police activity and is nearly
always met in the detective, vice, and
juvenile divisions by temporary
readjustment of regular assignment.
a. Field Procedure
b. Meeting unusual needs
d. Tactical plans
252. The unusual need may arise in any
field of police activity and is nearly
always met in the detective, vice, and
juvenile divisions by temporary
readjustment of regular assignment.
a. Field Procedure
b. Meeting unusual needs
d. Tactical plans
253. The active interest and the
participation of individual citizen is so
vital to the success of the PNP programs
that the PNP shall continuously seek to
motivate, promote, and maintain an active
public concern in its affairs.
a. Field Procedure
d. Extra- office plans
253. The active interest and the
participation of individual citizen is so
vital to the success of the PNP programs
that the PNP shall continuously seek to
motivate, promote, and maintain an active
public concern in its affairs.
a. Field Procedure
254. 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
a. Field Procedure
b. Management plans
254. 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
a. Field Procedure
b. Management plans
255. Present and future money needs for
personnel, equipment, and capital
investments must be estimated. Plans for
supporting budget request must be made if
needed appropriations are to be obtained.
a. Budget planning
b. Management plans
255. Present and future money needs for
personnel, equipment, and capital
investments must be estimated. Plans for
supporting budget request must be made if
needed appropriations are to be obtained.
a. Budget planning
b. Management plans
256. Procedures shall be established and
expenditure reports be provided to assist
in making administrative decisions and in
holding expenditures within the
appropriations.
a. Field Procedure
c. Accounting procedure
256. Procedures shall be established and
expenditure reports be provided to assist
in making administrative decisions and in
holding expenditures within the
appropriations.
a. Field Procedure
c. Accounting procedure
257. Products of police operational
planning adopted by the police
organization to guide the police officers
in the conduct of their duties and
functions, especially during field
operations.
a. Standard operating procedure
b. Management plans
257. Products of police operational
planning adopted by the police
organization to guide the police officers
in the conduct of their duties and
functions, especially during field
operations.
a. Standard operating procedure
b. Management plans
258. This SOP prescribes the basic
procedures to be observed by all PNP Units
and mobile patrol elements in the conduct
of visibility patrols. POLICE BEAT PATROL
PROCEDURES
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
258. This SOP prescribes the basic
procedures to be observed by all PNP Units
and mobile patrol elements in the conduct
of visibility patrols. POLICE BEAT PATROL
PROCEDURES
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
259. This SOP prescribes the guidelines in
the conduct of inspections to ensure
police visibility. SIYASAT
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
259. This SOP prescribes the guidelines in
the conduct of inspections to ensure
police visibility. SIYASAT
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
260. This SOP prescribes the deployment of
85% of the PNP in the field to increase
police visibility and intensifies anti-
crime campaign nationwide. BANTAY KALYE
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
260. This SOP prescribes the deployment of
85% of the PNP in the field to increase
police visibility and intensifies anti-
crime campaign nationwide. BANTAY KALYE
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
261. Launched in 1992 as the people’s direct
link to the police to receive public calls
for assistance and complaints for prompt
action by police authorities. This SOP
prescribes the procedures in detail of Duty
Officers, Telephone Operators and Radio
Operators; and their term of duty and
responsibilities. REACT 166
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
261. Launched in 1992 as the people’s direct
link to the police to receive public calls
for assistance and complaints for prompt
action by police authorities. This SOP
prescribes the procedures in detail of Duty
Officers, Telephone Operators and Radio
Operators; and their term of duty and
responsibilities. REACT 166
a. SOP #01
b. SOP #02
c. SOP #03
d. SOP #04
262. LIGTAS (ANTI-KIDNAPPING) - With the
creation of the Presidential Anti-
Organization Crime Task Force (PAOCTF),
the PNP is now in support role in campaign
against kidnapping in terms of personnel
requirements. Sets forth the PNP’s
guidelines in its fight against kidnapping
activities.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
262. LIGTAS (ANTI-KIDNAPPING) - With the
creation of the Presidential Anti-
Organization Crime Task Force (PAOCTF),
the PNP is now in support role in campaign
against kidnapping in terms of personnel
requirements. Sets forth the PNP’s
guidelines in its fight against kidnapping
activities.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
263. JOINT ANTI-BANK ROBBERY ACTION
COMMITTEE (ANTI-BANK ROBBERY) This SOP
provides overall planning, integration,
orchestration or coordination, and
monitoring of all efforts to ensure the
successful implementation.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
263. JOINT ANTI-BANK ROBBERY ACTION
COMMITTEE (ANTI-BANK ROBBERY) This SOP
provides overall planning, integration,
orchestration or coordination, and
monitoring of all efforts to ensure the
successful implementation.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
264. ANTI-TERRORISM this prescribes the
operational guidelines in the conduct of
operations against terrorists and other
lawless elements involved in terrorist
activities.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
264. ANTI-TERRORISM this prescribes the
operational guidelines in the conduct of
operations against terrorists and other
lawless elements involved in terrorist
activities.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #08
265. ANTI-CARNAPPING This SOP prescribes
the conduct of an all-out and sustained
anti carnapping campaign to stop/minimize
carnapping activities, neutralize
syndicated carnapping groups,
identify/prosecute government personnel
involved in carnapping activities, and to
effectively address other criminal
activities related to car napping.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #8
265. ANTI-CARNAPPING This SOP prescribes
the conduct of an all-out and sustained
anti carnapping campaign to stop/minimize
carnapping activities, neutralize
syndicated carnapping groups,
identify/prosecute government personnel
involved in carnapping activities, and to
effectively address other criminal
activities related to car napping.
a. SOP #05
b. SOP #06
c. SOP #07
d. SOP #8
266. MANHUNT BRAVO (NEUTRALIZATION OF
WANTED PERSONS) SOP sets forth the
objectives and concept of operation tasks
of all concerned units in the
neutralization of wanted persons.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
266. MANHUNT BRAVO (NEUTRALIZATION OF
WANTED PERSONS) SOP sets forth the
objectives and concept of operation tasks
of all concerned units in the
neutralization of wanted persons.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
267. PAGLALANSAG/PAGAAYOS-HOPE This SOP
sets forth the concept of operations and
tasks of all concerned units in the
campaign against Partisan Armed Groups and
loose fire.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
267. PAGLALANSAG/PAGAAYOS-HOPE This SOP
sets forth the concept of operations and
tasks of all concerned units in the
campaign against Partisan Armed Groups and
loose fire.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
268. ANTI-HIJACKING/HIGHWAY ROBBERY This
SOP sets forth the guidelines and concepts
of operations to be observed in the
conduct of anti-highway robbery/hold-
up/hijacking operations.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
268. ANTI-HIJACKING/HIGHWAY ROBBERY This
SOP sets forth the guidelines and concepts
of operations to be observed in the
conduct of anti-highway robbery/hold-
up/hijacking operations.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
269. ANTI-ILLEGAL GAMBLING This SOP sets
forth the operational thrusts to be
undertaken by the PNP that will spearhead
the fight against all forms of illegal
gambling nationwide.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
269. ANTI-ILLEGAL GAMBLING This SOP sets
forth the operational thrusts to be
undertaken by the PNP that will spearhead
the fight against all forms of illegal
gambling nationwide.
a. SOP #11
b. SOP #12
c. SOP #10
d. SOP #09
270. ANTI-PORNOGRAPHY - This prescribes
the guidelines to be followed by tasked
PNP Units/Offices in enforcing the ban on
pornographic pictures, videos and
magazines.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
270. ANTI-PORNOGRAPHY - This prescribes
the guidelines to be followed by tasked
PNP Units/Offices in enforcing the ban on
pornographic pictures, videos and
magazines.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
271. JERICHO - This SOP prescribes the
operational guidelines to be undertaken by
the National Headquarter (NHQ) of PNP in
the establishment of a quick reaction
group that can be detailed with the office
of the Secretary of Interior and Local
Government (SILG), with personnel and
equipment requirements of that reaction
group supported by the PNP.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
271. JERICHO - This SOP prescribes the
operational guidelines to be undertaken by
the National Headquarter (NHQ) of PNP in
the establishment of a quick reaction
group that can be detailed with the office
of the Secretary of Interior and Local
Government (SILG), with personnel and
equipment requirements of that reaction
group supported by the PNP.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
272. NENA (ANTI-PROSTITUTION/VAGRANCY)
This SOP sets forth the operational
thrusts to be undertaken by the PNP that
will spearhead the fight against
prostitution and vagrancy.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
272. NENA (ANTI-PROSTITUTION/VAGRANCY)
This SOP sets forth the operational
thrusts to be undertaken by the PNP that
will spearhead the fight against
prostitution and vagrancy.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
273. ANTI-SQUATTING This SOP sets forth
the concept of operation in the campaign
against professional squatters and
squatting syndicates.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
273. ANTI-SQUATTING This SOP sets forth
the concept of operation in the campaign
against professional squatters and
squatting syndicates.
a. SOP #16
b. SOP #14
c. SOP #15
d. SOP #13
274. GUIDELINES IN THE CONDUCT OF ARREST,
SEARCH, AND SEIZURE -This SOP prescribes
the procedures and manner of conducting an
arrest, raid, search and/or search of
person, search of any premises and the
seizure of properties pursuant to the 1987
Philippine Constitution, Rules of Court,
as amended and updated decision of the
Supreme Court.
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
274. GUIDELINES IN THE CONDUCT OF ARREST,
SEARCH, AND SEIZURE -This SOP prescribes
the procedures and manner of conducting an
arrest, raid, search and/or search of
person, search of any premises and the
seizure of properties pursuant to the 1987
Philippine Constitution, Rules of Court,
as amended and updated decision of the
Supreme Court.
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
275. SCHEMATIC DIAGRAM OF SANDIGAN MASTER
PLAN
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
275. SCHEMATIC DIAGRAM OF SANDIGAN MASTER
PLAN
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
276. ANTI-ILLEGAL LOGGING
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
276. ANTI-ILLEGAL LOGGING
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
277. ANTI-ILLEGAL FISHING
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
277. ANTI-ILLEGAL FISHING
a. SOP #17
b. SOP #20
c. SOP #19
d. SOP #18
278. ANTI-ILLEGAL DRUGS
a. SOP #22
b. SOP #21
c. SOP #23
d. SOP #24
278. ANTI-ILLEGAL DRUGS
a. SOP #22
b. SOP #21
c. SOP #23
d. SOP #24
279. Refers to the preparation in advance
of protective and safety measures for
unforeseen events resulting from natural
and human actions.
a. Disaster preparation
b. Emergency and Disaster planning
c. Planning
d. Keen plan
279. Refers to the preparation in advance
of protective and safety measures for
unforeseen events resulting from natural
and human actions.
a. Disaster preparation
b. Emergency and Disaster planning
c. Planning
d. Keen plan
280. Is the accurate accomplishment of a
plan as per schedule?
a. Immediate
b. Speed
c. Fast
d. Haste
280. Is the accurate accomplishment of a
plan as per schedule?
a. Immediate
b. Speed
c. Fast
d. Haste
281. Doing a job quickly with errors
a. Immediate
b. Speed
c. Fast
d. Haste
281. Doing a job quickly with errors
a. Immediate
b. Speed
c. Fast
d. Haste
282. Is a sudden, unforeseen,
extraordinary occurrence.
a. Emergency
b. Rescue
c. Disaster
d. Calamity
282. Is a sudden, unforeseen,
extraordinary occurrence.
a. Emergency
b. Rescue
c. Disaster
d. Calamity
283. The disturbance or interruption shall
be deemed tumultuous if caused by more
than three persons who are armed or
provided with means of violence.
a. Disorder
b. Tumultuous
c. Outcry
d. Crowd
283. The disturbance or interruption shall
be deemed tumultuous if caused by more
than three persons who are armed or
provided with means of violence.
a. Disorder
b. Tumultuous
c. Outcry
d. Crowd
284. The means to shout subversive or
proactive words tending to stir up the
people to obtain by means of force or
violence.
a. Disorder
b. Tumultuous
c. Outcry
d. Crowd
284. The means to shout subversive or
proactive words tending to stir up the
people to obtain by means of force or
violence.
a. Disorder
b. Tumultuous
c. Outcry
d. Crowd
285. It consists of a body of individual
people with no organization, no single
partnership. Each individual’s behavior is
fairly controlled and ruled by reason.
a. Majority
b. Community
c. Human species
d. Crowd
285. It consists of a body of individual
people with no organization, no single
partnership. Each individual’s behavior is
fairly controlled and ruled by reason.
a. Majority
b. Community
c. Human species
d. Crowd
286. Takes on the semblance of
organization with some common motive for
action, such as revenge for a crime
committed on the scene where the crowd
assembled, an aggravated fight, or a
confrontation with the police. At times
like this, there is already a strong
feeling of togetherness.
a. Disorder
b. Tumultuous
c. Mob
d. Crowd
286. Takes on the semblance of
organization with some common motive for
action, such as revenge for a crime
committed on the scene where the crowd
assembled, an aggravated fight, or a
confrontation with the police. At times
like this, there is already a strong
feeling of togetherness.
a. Disorder
b. Tumultuous
c. Mob
d. Crowd
287. It is a violent confusion in a
crowd.
a. Disorder
b. Tumultuous
c. Mob
d. Riot
287. It is a violent confusion in a
crowd.
a. Disorder
b. Tumultuous
c. Mob
d. Riot
288. Unlawful assembly and riot are as
contagious as a plague unless they are
quarantined from the unaffected areas of
the community. In here, all persons who
are at the scene should be advised to
leave the area, thereby reducing the
number of potential anti-police
combatants.
a. Containment
b. Dispersal
c. Prevention of entry
d. Arrest violators
288. Unlawful assembly and riot are as
contagious as a plague unless they are
quarantined from the unaffected areas of
the community. In here, all persons who
are at the scene should be advised to
leave the area, thereby reducing the
number of potential anti-police
combatants.
a. Containment
b. Dispersal
c. Prevention of entry
d. Arrest violators
289. The police have to protect the area
once the people have been moved out or
dissipated into smaller groups to prevent
them from returning. Enforce quarantine by
not allowing the group to resume their
actions.
a. Containment
b. Dispersal
c. Prevention of entry or reentry
d. Arrest violators
289. The police have to protect the area
once the people have been moved out or
dissipated into smaller groups to prevent
them from returning. Enforce quarantine by
not allowing the group to resume their
actions.
a. Containment
b. Dispersal
c. Prevention of entry or reentry
d. Arrest violators
290. One of the first acts of the police
upon arrival at the scene of the
disturbance is to locate and isolate
individuals who are inciting the crowd to
violate or fragrantly violating the law.
Prevent any attempt by the crowd or mob to
rescue those arrested by enforcing total
quarantine.
a. Containment
b. Dispersal
c. Prevention of entry or renentry
d. Arrest violators
290. One of the first acts of the police
upon arrival at the scene of the
disturbance is to locate and isolate
individuals who are inciting the crowd to
violate or fragrantly violating the law.
Prevent any attempt by the crowd or mob to
rescue those arrested by enforcing total
quarantine.
a. Containment
b. Dispersal
c. Prevention of entry or renentry
d. Arrest violators
291. Depending upon the circumstances, it
is always necessary to establish
priorities. Assessing the situation to
determine the nature of assistance and
number of men needed is part of the
planning process.
a. Containment
b. Dispersal
c. Establish priorities
d. Arrest violators
291. Depending upon the circumstances, it
is always necessary to establish
priorities. Assessing the situation to
determine the nature of assistance and
number of men needed is part of the
planning process.
a. Containment
b. Dispersal
c. Establish priorities
d. Arrest violators
292. The police action in its initial
stages at a riot must be dramatic. The
elements of surprise may enhance
effectiveness of riot control
a. Surprise offensive
b. Security of information
c. Maximum utilization of force
d. Flexibility of assignments.
292. The police action in its initial
stages at a riot must be dramatic. The
elements of surprise may enhance
effectiveness of riot control
293. A show of police force should be made
in a well-organized manner, compact, and
efficient in a military-type squad
formations.
293. A show of police force should be made
in a well-organized manner, compact, and
efficient in a military-type squad
formations.
294. Plans for action and communications
regarding the movement of personnel and
equipment should be kept confidential
294. Plans for action and communications
regarding the movement of personnel and
equipment should be kept confidential
295. Officers and teams should be flexibly
assigned to various places where the need
is greatest.
d. Flexibility of assignments
295. Officers and teams should be flexibly
assigned to various places where the need
is greatest.
d. Flexibility of assignments
296. Keep the plan as simple as possible
and the instructions are direct to avoid
mass confusion among the officers.
a. Thoughtful
b. Impressive
c. Outstanding
d. Simplicity
296. Keep the plan as simple as possible
and the instructions are direct to avoid
mass confusion among the officers.
a. Thoughtful
b. Impressive
c. Outstanding
d. Simplicity
297. Certain psychopathic people may
attempt to take advantage of the mass
confusion and excitement at a riot scene
by taking a concealed position and
shooting at people with some type of
weapons, usually rifle.
a. Sniper
b. Arsonist
c. Looters
d. Robber
297. Certain psychopathic people may
attempt to take advantage of the mass
confusion and excitement at a riot scene
by taking a concealed position and
shooting at people with some type of
weapons, usually rifle.
a. Sniper
b. Arsonist
c. Looters
d. Robber
298. Persons holding torch in their hands
are potential. They must be taken into
custody immediately.
a. Sniper
b. Arsonist
c. Looters
d. Robber
298. Persons holding torch in their hands
are potential. They must be taken into
custody immediately.
a. Sniper
b. Arsonist
c. Looters
d. Robber
299. Acts of simple misdemeanor thefts or
may consists of robbery of breaking and
entering. Take the suspects into custody
by whatever means are necessary.
a. Sniper
b. Arsonist
c. Looters
d. Robber
299. Acts of simple misdemeanor thefts or
may consists of robbery of breaking and
entering. Take the suspects into custody
by whatever means are necessary.
a. Sniper
b. Arsonist
c. Looters
d. Robber
300. Shall decide cases on appeal from
decisions rendered by the PNP Chief and
National Internal Affairs Service.
a. National Appellate Board
b. Regional Appellate Board
c. Napolcom
d. PLEB
decisions rendered by the PNP Chief and
National Internal Affairs Service.
c. Napolcom
d. PLEB
decisions rendered by Regional Directors,
Mayors and PLEB.
c. Disciplinary Board
d. PLEB
decisions rendered by Regional Directors,
Mayors and PLEB.
d. PLEB
302. Disciplinary action imposed upon the
regional director or by the PLEB involving
demotion or dismissal from service may be
appealed to the Regional Appellate Board.
a. Within 20 days
b. Within 15 days
c. Within 10 days
d. Within 5 days
302. Disciplinary action imposed upon the
regional director or by the PLEB involving
demotion or dismissal from service may be
appealed to the Regional Appellate Board.
a. Within 20 days
b. Within 15 days
c. Within 10 days
d. Within 5 days
303. Disciplinary action imposed by the
PNP Chief shall be appealed to the
National Appellate Board.
a. Within 20 days
b. Within 15 days
c. Within 10 days
d. Within 5 days
303. Disciplinary action imposed by the
PNP Chief shall be appealed to the
National Appellate Board.
a. Within 20 days
b. Within 15 days
c. Within 10 days
d. Within 5 days
304. How many days will the RAB and NAB
shall decide the appeal from receipt of
the notice of appeal.
a. Within 20 days
b. Within 60 days
c. Within 40 days
d. Within 50 days
304. How many days will the RAB and NAB
shall decide the appeal from receipt of
the notice of appeal.
a. Within 20 days
b. Within 60 days
c. Within 40 days
d. Within 50 days
305. Shall have jurisdiction to hear and
decide citizen’s complaint or cases filed
before it against erring officers and
members of the PNP.
d. PLEB
305. Shall have jurisdiction to hear and
decide citizen’s complaint or cases filed
before it against erring officers and
members of the PNP.
d. PLEB
306. The central receiving entity for all
Citizen’s Complaint.
d. PLEB
306. The central receiving entity for all
Citizen’s Complaint.
d. PLEB
307. It refers to any complaint by a
natural or juridical person against any
member of the PNP.
a. Blotter
b. Complaint
c. Citizen’s complaint
d. Justice
307. It refers to any complaint by a
natural or juridical person against any
member of the PNP.
a. Blotter
b. Complaint
d. Justice
308. Refers to any individual person.
a. Juridical person
b. Natural person
c. Human person
d. Personality
308. Refers to any individual person.
a. Juridical person
b. Natural person
c. Human person
d. Personality
309. Refers to any organization,
corporation and institution.
a. Juridical person
b. Natural person
c. Assembly
d. Government
309. Refers to any organization,
corporation and institution.
a. Juridical person
b. Natural person
c. Assembly
d. Government
310. Which is not a composition of PLEB?
a. Any member of the sangguniang
panglungsod/bayan chosen by his respective
sanggunian
b. Any Barangay Captain of the city or
municipality concerned chosen by the
Association of barangay captains.
c. Three other members who shall be chosen by
the peace and order council from among the
respective members of the community. A
member of the Bar or in the absence thereof,
a college graduate, or the principal of the
central elementary school in the locality
d. None of the above
310. Which is not a composition of PLEB?
a. Any member of the sangguniang
panglungsod/bayan chosen by his respective
sanggunian
b. Any Barangay Captain of the city or
municipality concerned chosen by the
Association of barangay captains.
c. Three other members who shall be chosen by
the peace and order council from among the
respective members of the community. A
member of the Bar or in the absence thereof,
a college graduate, or the principal of the
central elementary school in the locality
d. None of the above
311. The term of office of the
members of the PLEB.
a. 5 years
b. 3 years
c. 2 years
d. 6 years
311. The term of office of the
members of the PLEB.
a. 5 years
b. 3 years
c. 2 years
d. 6 years
312. Each case shall be decided
within how many days from the time
the case has been filed with the
PLEB.
a. 20 days
b. 60 days
c. 40 days
d. 50 days
312. Each case shall be decided
within how many days from the time
the case has been filed with the
PLEB.
a. 20 days
b. 60 days
c. 40 days
d. 50 days
313. The administrative Disciplinary
Machinery of the PNP.
b. IAS
d. PLEB
313. The administrative Disciplinary
Machinery of the PNP.
b. IAS
d. PLEB
314. Who will head the Internal Affair
Service nationally?
a. Regional Director
b. General
c. Inspector General
d. District Director
Service nationally?
b. General
c. Inspector General
315. Retirement or separation from the
police service of the PNP uniformed
personnel.
a. Retirement
b. Discharge
c. Attrition
d. Legal leave
315. Retirement or separation from the
police service of the PNP uniformed
personnel.
a. Retirement
b. Discharge
c. Attrition
d. Legal leave
316. Conduct summary hearings on PNP
members facing administrative charges.
b. IAS
d. PLEB
316. Conduct summary hearings on PNP
members facing administrative charges.
b. IAS
d. PLEB
317. The termination of employment
and official relations of PNP member
who rendered less than 20 years of
active service in the government.
a. Retirement
b. Separation
c. Attrition
d. Legal leave
317. The termination of employment
and official relations of PNP member
who rendered less than 20 years of
active service in the government.
a. Retirement
b. Separation
c. Attrition
d. Legal leave
318. The termination of employment and
official relations of PNP member who
rendered at least 20 years of active
service in the government.
a. Retirement
b. Separation
c. Attrition
d. Legal leave
318. The termination of employment and
official relations of PNP member who
rendered at least 20 years of active
service in the government.
a. Retirement
b. Separation
c. Attrition
d. Legal leave
319. Within how many working days upon
receipt thereof the decisions rendered by
the provincial inspectors shall be
forwarded to the area Internal Affairs
Service for review
a. 20 days
b. 10 days
c. 40 days
d. 50 days
319. Within how many working days upon
receipt thereof the decisions rendered by
the provincial inspectors shall be
forwarded to the area Internal Affairs
Service for review
a. 20 days
b. 10 days
c. 40 days
d. 50 days
320. Investigate complaints and gather
evidence in support of an open
investigation.
b. IAS
d. PLEB
320. Investigate complaints and gather
evidence in support of an open
investigation.
b. IAS
d. PLEB
321. File appropriate criminal charges
against PNP members before the court as
evidence warrants and assist in the
prosecution of the offense.
b. IAS
d. PLEB
321. File appropriate criminal charges
against PNP members before the court as
evidence warrants and assist in the
prosecution of the offense.
b. IAS
d. PLEB
322. Decisions rendered by the National
IAS shall be appealed to.
b. IAS
d. PLEB
322. Decisions rendered by the National
IAS shall be appealed to.
b. IAS
d. PLEB
Service in Province?
b. General
c. Superintendent
Service in Province?
b. General
c. Superintendent
324. Percentage for monthly retirement
benefits of the base pay and longevity pay
of the retired grade in case of twenty
(20) years of active service. Increasing
by two and one-half percent (2.5%) for
every year of active service rendered
beyond twenty (20) years to a maximum of
ninety percent (90%) for thirty-six (36)
years of active service and over:
a. 50%
b. 60%
c. 30%
d. 90%
324. Percentage for monthly retirement
benefits of the base pay and longevity pay
of the retired grade in case of twenty
(20) years of active service. Increasing
by two and one-half percent (2.5%) for
every year of active service rendered
beyond twenty (20) years to a maximum of
ninety percent (90%) for thirty-six (36)
years of active service and over:
a. 50%
b. 60%
c. 30%
d. 90%
325. The uniformed personnel shall have
the option to receive in advance and in
lump sum his retirement pay.
a. for first 5 years
b. for first 6 years
c. within 6 months
d. for first 7 years
325. The uniformed personnel shall have
the option to receive in advance and in
lump sum his retirement pay.
a. for first 5 years
b. for first 6 years
c. within 6 months
d. for first 7 years
326. Period for the payment of the
retirement benefits in lump sum shall be
made.
a. within 5 years
b. 6 years
c. within 6 months
d. 7 months
326. Period for the payment of the
retirement benefits in lump sum shall be
made.
a. within 5 years
b. 6 years
c. within 6 months
d. 7 months
327. An officer or non-officer who is
permanently and totally disabled as a
result of injuries suffered or sickness
contracted in the performance of his duty
as duly certified.
a. Napolcom
b. IAS
d. PLEB
327. An officer or non-officer who is
permanently and totally disabled as a
result of injuries suffered or sickness
contracted in the performance of his duty
as duly certified.
a. Napolcom
b. IAS
d. PLEB
328. Upon finding and certification by the
appropriate medical officer, that the
extent of the disability or sickness
renders such member unfit or unable to
further perform the duties of his
position, shall be entitled to one year's
salary and to lifetime pension.
a. 80%
b. 60%
c. 70%
d. 90%
328. Upon finding and certification by the
appropriate medical officer, that the
extent of the disability or sickness
renders such member unfit or unable to
further perform the duties of his
position, shall be entitled to one year's
salary and to lifetime pension.
a. 80%
b. 60%
c. 70%
d. 90%
329. Guaranteed period surviving legal
spouse or if there be none, the surviving
dependent legitimate children shall be
entitled to the pension should such member
who has been retired under permanent total
disability.
a. 5 years
b. 6 years
c. 6 months
d. 7 years
329. Guaranteed period surviving legal
spouse or if there be none, the surviving
dependent legitimate children shall be
entitled to the pension should such member
who has been retired under permanent total
disability.
a. 5 years
b. 6 years
c. 6 months
d. 7 years
330. How many Napolcom regular
commissioners?
a. 3
b. 4
c. 2
d. 5
330. How many Napolcom regular
commissioners?
a. 3
b. 4
c. 2
d. 5
331. Number of the regular commissioners
shall come from the civilian sector who is
neither active nor former members of the
police or military.
a. 3
b. 4
c. 2
d. 15
331. Number of the regular commissioners
shall come from the civilian sector who is
neither active nor former members of the
police or military.
a. 3
b. 4
c. 2
d. 15
332. At least one of the Napolcom
commissioners shall be.
a. woman
b. effeminate
c. lesbian
d. animal
332. At least one of the Napolcom
commissioners shall be.
a. woman
b. effeminate
c. lesbian
d. animal
333. Period for all uniformed members of
the PNP shall undergo a Field Training
Program.
a. 5 months
b. legal 6 months commonly prescribed by
law
c. 12 months
d. 11 months
333. Period for all uniformed members of
the PNP shall undergo a Field Training
Program.
a. 5 months
b. legal 6 months commonly prescribed by
law
c. 12 months
d. 11 months
334. Shall administer the entrance
and promotional examinations for
policemen on the basis of the
standards set.
a. Napolcom
b. IAS
d. PLEB
334. Shall administer the entrance
and promotional examinations for
policemen on the basis of the
standards set.
a. Napolcom
b. IAS
d. PLEB
335. Uniformed members of the PNP shall be
considered employees of the National
Government and shall draw their salaries
therefrom. They shall have the same salary
grade level.
a. Engineers
b. Public school teachers
c. Seaman
d. Accountant
335. Uniformed members of the PNP shall be
considered employees of the National
Government and shall draw their salaries
therefrom. They shall have the same salary
grade level.
a. Engineers
b. Public school teachers
c. Seaman
d. Accountant
336. PNP may be paid financial incentive
by the local government unit concerned
subject to the availability of funds.
a. Metropolitan Manila, chartered cities
and first class municipalities
b. Provinces of Mindanao
c. City of Calabarzon
d. Quezon City
336. PNP may be paid financial incentive
by the local government unit concerned
subject to the availability of funds.
a. Metropolitan Manila, chartered cities
and first class municipalities
b. Provinces of Mindanao
c. City of Calabarzon
d. Quezon City
337. For early retirement program any PNP
officer or non-commissioned officer may
retire and be paid separation benefits
corresponding to a position.
a. (3) ranks higher than his or her
present rank
b. (4) ranks higher than his or her
present rank
c. (2) ranks higher than his or her
present rank
d. (1) rank higher than his or her present
rank
337. For early retirement program any PNP
officer or non-commissioned officer may
retire and be paid separation benefits
corresponding to a position.
a. (3) ranks higher than his or her
present rank
b. (4) ranks higher than his or her
present rank
c. (2) ranks higher than his or her
present rank
d. (1) rank higher than his or her present
rank
338. Submit a periodic report on the
assessment, analysis, and evaluation of
the character and behavior of PNP
personnel and units to the Chief PNP and
the Commission.
b. IAS
d. PLEB
338. Submit a periodic report on the
assessment, analysis, and evaluation of
the character and behavior of PNP
personnel and units to the Chief PNP and
the Commission.
b. IAS
d. PLEB
339. Provide assistance to the Office of
the Ombudsman in cases involving the
personnel of the PNP.
b. IAS
d. PLEB
339. Provide assistance to the Office of
the Ombudsman in cases involving the
personnel of the PNP.
b. IAS
d. PLEB
340. Inspector general who headed IAS
shall posses.
a. Good behavior
b. Civilian in character
c. Discipline
d. National in character
340. Inspector general who headed IAS
shall posses.
a. Good behavior
b. Civilian in character
c. Discipline
d. National in character
341. Who shall appoint the inspector
general?
a. Director
b. Congress
c. President
d. Executive clemency
341. Who shall appoint the inspector
general?
a. Director
b. Congress
c. President
d. Executive clemency
342. Any complaint by a natural or
juridical person against any member of the
PNP.
a. Community complaint over PNP
b. Complainant
d. I patrol mo
342. Any complaint by a natural or
juridical person against any member of the
PNP.
a. Community complaint over PNP
b. Complainant
d. I patrol mo
343. Area of management concerned with
human relations in the police
organization.
a. Police Personnel Management
b. Police Personnel Administration
d. Administration
343. Area of management concerned with
human relations in the police
organization.
d. Administration
344. The management of human
resources is delegated to the unit of
organization.
c. Human Resource Department
d. Administration
344. The management of human
resources is delegated to the unit of
organization.
c. Human Resource Department
d. Administration
345. Study of the labor supply of jobs,
which are composed with the demands for
employees in an organization to determine
future personnel requirements, which
either increase or decrease. If there is
an expected shortage of personnel the
organization may decide to train and
develop present employees and/or recruit
from outside sources.
a. Police Recruitment
b. Police personnel Training
c. Police Selection
d. Police Placement
345. Study of the labor supply of jobs,
which are composed with the demands for
employees in an organization to determine
future personnel requirements, which
either increase or decrease. If there is
an expected shortage of personnel the
organization may decide to train and
develop present employees and/or recruit
from outside sources.
c. Police Selection
d. Police Placement
346. The process of encouraging police
applicant from outside an organization to
seek employment in an organization. The
process of recruitment consists of
developing a recruitment plan, recruitment
strategy formulation job applicants
search, screening of qualified applicants,
and maintaining a waiting list of
qualified applicants.
c. Police Selection
d. Police Placement
346. The process of encouraging police
applicant from outside an organization to
seek employment in an organization. The
process of recruitment consists of
developing a recruitment plan, recruitment
strategy formulation job applicants
search, screening of qualified applicants,
and maintaining a waiting list of
qualified applicants.
c. Police Selection
d. Police Placement
347. The process of determining the most
qualified police applicant for a given
position in the police organization.
c. Police Selection
d. Police Placement
347. The process of determining the most
qualified police applicant for a given
position in the police organization.
c. Police Selection
d. Police Placement
348. The process of making police officers
adjusted and knowledgeable in a new job
and or working environment.
c. Police Selection
d. Police Placement
348. The process of making police officers
adjusted and knowledgeable in a new job
and or working environment.
c. Police Selection
d. Police Placement
349. Any method used to improve the attitude,
knowledge, and skill or behavior pattern of
an employee for adequate performance of a
given job. It is a day-to-day, year round
task. All police officers on a new position
undergo a learning process given a formal
training or not. Learning is made easier for
officers when the organization provides
formal training and development. It reduces
unnecessary waste of time, materials, man-
hours and equipment.
c. Police Training and development
d. Police Placement
349. Any method used to improve the attitude,
knowledge, and skill or behavior pattern of
an employee for adequate performance of a
given job. It is a day-to-day, year round
task. All police officers on a new position
undergo a learning process given a formal
training or not. Learning is made easier for
officers when the organization provides
formal training and development. It reduces
unnecessary waste of time, materials, man-
hours and equipment.
d. Police Placement
350. The evaluation of the traits, behavior and
effectiveness of a police officer on the job as
determined by work standards. It is judgmental
if it is made a tool in decision-making for
promotion, transfer, pay increase, termination
or disciplinary actions against police officers.
It is developmental in purpose when the
evaluation is used to facilitate officer’s
improvement in performance or used to improve
recruitment, selection, training and development
of personnel.
d. Performance rating or Police appraisal
350. The evaluation of the traits, behavior and
effectiveness of a police officer on the job as
determined by work standards. It is judgmental
if it is made a tool in decision-making for
promotion, transfer, pay increase, termination
or disciplinary actions against police officers.
It is developmental in purpose when the
evaluation is used to facilitate officer’s
improvement in performance or used to improve
recruitment, selection, training and development
of personnel.
351. Financial compensation in the form of
wages of salaries constitutes the largest
single expenditure for most organizations.
a. Police Compensation
351. Financial compensation in the form of
wages of salaries constitutes the largest
single expenditure for most organizations.
a. Police Compensation
352. The activities programmed to implement
the organization philosophy or creed and the
personnel philosophy of central managers in
relation to people so as to accomplish
organizational objectives.
a. Police handbook
b. Personnel Program
c. Policies
d. Guide
352. The activities programmed to implement
the organization philosophy or creed and the
personnel philosophy of central managers in
relation to people so as to accomplish
organizational objectives.
a. Police handbook
b. Personnel Program
c. Policies
d. Guide
353. Includes human resources planning,
job description and job specification,
police recruitment, selection, placement,
transfer, layoffs, and separation.
a. Acquiring competent personnel
b. Holding and retaining competent police
personnel
c. Developing and motivating personnel
d. Labor and human relation
353. Includes human resources planning,
job description and job specification,
police recruitment, selection, placement,
transfer, layoffs, and separation.
personnel
354. Deals with the education of the
police officers, the appraisal of work
performance, their promotion, and the
suggestion system, which enables them to
develop so they can rise to the police
organization’s desired standards of
performance.
personnel
354. Deals with the education of the
police officers, the appraisal of work
performance, their promotion, and the
suggestion system, which enables them to
develop so they can rise to the police
organization’s desired standards of
performance.
personnel
355. Gives depth and meaning to good management
philosophy, and involves the granting of fair
wages, reasonable working hours, and other
employee benefits and services. These activities
include the determination of an equitable wage and
maintenance of an incentive system. This area also
concerned with securing greater officer
participation in activities and with strengthening
officer morals and effectiveness. All these help
make the organization a “good place to work in.”
personnel
355. Gives depth and meaning to good management
philosophy, and involves the granting of fair
wages, reasonable working hours, and other
employee benefits and services. These activities
include the determination of an equitable wage and
maintenance of an incentive system. This area also
concerned with securing greater officer
participation in activities and with strengthening
officer morals and effectiveness. All these help
make the organization a “good place to work in.”
personnel
356. The development of harmonious
relations between management on one hand
and individual police officer the on the
other hand. It also concerns the
observance and application of laws and
court decisions affecting human relations,
and relationships with other government
law enforcement agencies.
personnel
356. The development of harmonious
relations between management on one hand
and individual police officer the on the
other hand. It also concerns the
observance and application of laws and
court decisions affecting human relations,
and relationships with other government
law enforcement agencies.
personnel
357. This is to achieve a favorable climate
for police officers. Good human relations
should be the attitude in the applications,
implementation and interpretation of the
organization’s policies, rules and
regulations. The important tools in this area
are records and reports, personnel research
and statistics, and evaluation of the effects
of current policies, activities, and programs.
b. Efficient administration of the program
with adequate budget
357. This is to achieve a favorable climate
for police officers. Good human relations
should be the attitude in the applications,
implementation and interpretation of the
organization’s policies, rules and
regulations. The important tools in this area
are records and reports, personnel research
and statistics, and evaluation of the effects
of current policies, activities, and programs.
b. Efficient administration of the program
with adequate budget
358. Tools of police management, which
give life and direction to the police
program of activities and set limits
within which action is to be pursued by
the personnel concerned.
a. Rules
b. Laws
c. Policies
d. Guide
358. Tools of police management, which
give life and direction to the police
program of activities and set limits
within which action is to be pursued by
the personnel concerned.
a. Rules
b. Laws
c. Policies
d. Guide
359. The authority and the responsibility
of subordinates. They help the personnel
understand their mutual relationships.
They are ahead to guide the men on the
operational level, authority, and
responsibility and to enable them to
arrive at sound decisions.
a. Rules
b. Laws
c. Policies
d. Guide
359. The authority and the responsibility
of subordinates. They help the personnel
understand their mutual relationships.
They are ahead to guide the men on the
operational level, authority, and
responsibility and to enable them to
arrive at sound decisions.
a. Rules
b. Laws
c. Policies
d. Guide
360. This type of policy comes from top
management level and is intended to set up
guidelines in the operation of the police
organization
a. Originated Policy
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
360. This type of policy comes from top
management level and is intended to set up
guidelines in the operation of the police
organization
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
361. This type of policy comes from the
government in the forms of laws,
administrative orders, and rules and
procedures or contract specifications.
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
361. This type of policy comes from the
government in the forms of laws,
administrative orders, and rules and
procedures or contract specifications.
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
362. This type of policy is born when
problems arise at the lower levels of the
organization and the man in charge does
not know how to meet the problem. He then
appeals to his superiors for guidelines
and for guidance.
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
362. This type of policy is born when
problems arise at the lower levels of the
organization and the man in charge does
not know how to meet the problem. He then
appeals to his superiors for guidelines
and for guidance.
b. Appealed Policy
c. Imposed Policy
d. Govern Policy
363. Common means of communicating police
policies to all officers. They can be
issued fast and they provide the greatest
assurance of reaching every employee. They
are built in means by which every member
of the organization is reached.
b. Memoranda and Circulars
c. Imposed Policy
d. Govern Policy
363. Common means of communicating police
policies to all officers. They can be
issued fast and they provide the greatest
assurance of reaching every employee. They
are built in means by which every member
of the organization is reached.
b. Memoranda and Circulars
c. Imposed Policy
d. Govern Policy
364. An abstract of information derived
from the job analysis report, describing
the duties performed, the skills, the
training, and experience required the
responsibilities involved, the condition
under which the job is done, and relation
of the job to the other job in the
organization.
a. Job Fair
b. Jobless
c. Job Description
d. Job hiring
364. An abstract of information derived
from the job analysis report, describing
the duties performed, the skills, the
training, and experience required the
responsibilities involved, the condition
under which the job is done, and relation
of the job to the other job in the
organization.
a. Job Fair
b. Jobless
c. Job Description
d. Job hiring
365. The applicant passes through the
waiver program as provided in under R.A
8551.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
waiver program as provided in under R.A
8551.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
366. The applicant able to finish the
required field training program for
permanency.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
366. The applicant able to finish the
required field training program for
permanency.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
regular screening procedures.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
regular screening procedures.
a. Temporary
b. Probationary
c. Permanent
d. Job selection
368. Who shall appoint PO1 to SPO4 for
regional personnel?
b. Chief PNP
c. President
d. Provicial Director
regional personnel?
b. Chief PNP
c. President
National Head Quarter personnel?
b. Chief PNP
c. President
National Head Quarter personnel?
b. Chief PNP
c. President
370. Who shall appoint Inspector to
Superintendent?
b. Chief PNP
c. President
370. Who shall appoint Inspector to
Superintendent?
b. Chief PNP
c. President
371. Who shall appoint Sr. Superitendent
to Deputy Director General?
b. Chief PNP
c. President
371. Who shall appoint Sr. Superitendent
to Deputy Director General?
b. Chief PNP
c. President
372. Who shall appoint General?
b. Chief PNP
c. President
372. Who shall appoint General?
b. Chief PNP
c. President
373. The means by which officers are
provided with the knowledge and the skills
required in the performance of their
multiple, complex duties. In order that
the recruit officer may commence his
career with a sound foundation of police
knowledge and techniques, it is most
important that the entrance level training
he soundly conceived, carefully organized
and well-presented.
a. Oganization
b. Oraganized Training
c. Admimnistration
d. Staffing
373. The means by which officers are
provided with the knowledge and the skills
required in the performance of their
multiple, complex duties. In order that
the recruit officer may commence his
career with a sound foundation of police
knowledge and techniques, it is most
important that the entrance level training
he soundly conceived, carefully organized
and well-presented.
a. Oganization
c. Admimnistration
d. Staffing
374. The premier educational institution
for the training of human resources in the
field of law enforcement (PNP, BFP, BJMP),
subject to the supervision of the
NAPOLCOM.
a. Oganization
c. Admimnistration
d. PPSC
374. The premier educational institution
for the training of human resources in the
field of law enforcement (PNP, BFP, BJMP),
subject to the supervision of the
NAPOLCOM.
a. Oganization
c. Admimnistration
d. PPSC
375. The most basic of all police
training. It is a prerequisite for
permanency of appointment.
a. Basic Recruit Training
c. Admimnistration
d. PPSC
375. The most basic of all police
training. It is a prerequisite for
permanency of appointment.
c. Admimnistration
d. PPSC
376. The basic recruit training shall be
conducted.
a. within not less than six (7) months
b. within not less than six (9) months
c. within not less than six (6) months
d. within not less than six (12) months
376. The basic recruit training shall be
conducted.
a. within not less than six (7) months
b. within not less than six (9) months
c. within not less than six (6) months
d. within not less than six (12) months
377. How many hours a training week for
basic recruitment.
a. 60 hours
b. 50 hours
c. 5 days
d. 40 hours
377. How many hours a training week for
basic recruitment.
a. 60 hours
b. 50 hours
c. 5 days
d. 40 hours
378. The process by which an individual
police officer who is recruited into the
service receives formal instruction on the
job for special and defined purposes and
performs actual job functions with
periodic appraisal on his performance and
progress.
b. Organized Training
c. The PNP Field Training
d. PPSC
378. The process by which an individual
police officer who is recruited into the
service receives formal instruction on the
job for special and defined purposes and
performs actual job functions with
periodic appraisal on his performance and
progress.
c. The PNP Field Training
d. PPSC
379. Officers Basic Course
a. PO1 to PO3
b. SPO1 to SPO4
c. Inspector to Chief Inspectors
d. Chief Inspector to Sr. Superintendent
379. Officers Basic Course
a. PO1 to PO3
b. SPO1 to SPO4
380. Junior Leadership Training
a. PO1 to PO3
b. SPO1 to SPO4
380. Junior Leadership Training
a. PO1 to PO3
b. SPO1 to SPO4
381. Officers Advance Course
a. PO1 to PO3
b. SPO1 to SPO4
381. Officers Advance Course
a. PO1 to PO3
b. SPO1 to SPO4
382. Senior Leadership Training
a. PO1 to PO3
b. SPO1 to SPO4
382. Senior Leadership Training
a. PO1 to PO3
b. SPO1 to SPO4
383. Officer senior education course
a. SPO1 to SPO4
b. Inspector to Chief Inspectors
c. Chief Inspector to Sr. Superintendent
d. Superintendent to Director General
383. Officer senior education course
a. SPO1 to SPO4
384. Directorial staff course
a. Director to Director General
384. Directorial staff course
a. Director to Director General
385. The process of measuring the
performance of people in achieving goals
and objectives. It is also known as
“performance evaluation system
c. Appraisal
d. PPSC
385. The process of measuring the
performance of people in achieving goals
and objectives. It is also known as
“performance evaluation system
c. Appraisal
d. PPSC
386. System of increasing the rank of a
member of the police service.
a. Valor
b. Achiever
c. Promotion
d. Reward of Valor
386. System of increasing the rank of a
member of the police service.
a. Valor
b. Achiever
c. Promotion
d. Reward of Valor
387. Length of service in the present
rank, and qualification.
a. Seniority
b. Service employee
c. Merit
c. Duration
387. Length of service in the present
rank, and qualification.
a. Seniority
b. Service employee
c. Merit
c. Duration
388. Award in some cases that a police
officer dies.
a. Valor
b. Service
c. Posthumous
d. Bravery
388. Award in some cases that a police
officer dies.
a. Valor
b. Service
c. Posthumous
d. Bravery
389. Under Republic Act 6975, PNP
personnel are entitled to a longevity pay
of _______% of their basic monthly
salaries for every five years of service.
a. 20
b. 10
c. 5
d. 30
389. Under Republic Act 6975, PNP
personnel are entitled to a longevity pay
of _______% of their basic monthly
salaries for every five years of service.
a. 20
b. 10
c. 5
d. 30
390. To ascertain the standard policies
and procedures, review and analyze the
performance, activities and facilities
affecting operations and to look into the
morale, needs and general efficiency of
the police organization in maintaining law
and order.
a. Military Inspection
b. Rank Inspection
c. Police Inspection
d. General Inspection
390. To ascertain the standard policies
and procedures, review and analyze the
performance, activities and facilities
affecting operations and to look into the
morale, needs and general efficiency of
the police organization in maintaining law
and order.
a. Military Inspection
b. Rank Inspection
c. Police Inspection
d. General Inspection
391. Type of Police Inspection which
conducted by the head of subordinate units
in a regular basis.
a. Regular Inspection
b. Authoritative Inspection
c. General Inspection
d. External affairs
conducted by the head of subordinate units
in a regular basis.
b. Authoritative Inspection
d. External affairs
conducted by the staff for and in behalf
of the Chief PNP or superior officers in
command of various units or departments.
b. Internal affairs
d. Staff Inspection
conducted by the staff for and in behalf
of the Chief PNP or superior officers in
command of various units or departments.
b. Internal affairs
d. Staff Inspection
393. Nature of Police Inspection which
embraces administration, training,
operation, intelligence, investigation,
morale and discipline as well as the
financial condition of the police
organization.
b. Internal Affairs
d. External affairs
embraces administration, training,
operation, intelligence, investigation,
morale and discipline as well as the
financial condition of the police
organization.
b. Internal Affairs
d. External affairs
embraces the community relationship of the
organization, the crime and vice situation
of the locality, and the prevailing public
opinion concerning the integrity and
reputation of the personnel.
b. Internal Affairs
d. External affairs
embraces the community relationship of the
organization, the crime and vice situation
of the locality, and the prevailing public
opinion concerning the integrity and
reputation of the personnel.
b. Internal Affairs
d. External affairs
395. The omission or refusal, without
sufficient excuse, to perform an act or
duty, which it was the peace officer’s
legal obligation to perform; it implies a
duty as well as its breach and the fast
can never be found in the absence of a
duty.
a. Misfeasance
b. Nonfeasance
c. Misconduct
d. Incompetency
395. The omission or refusal, without
sufficient excuse, to perform an act or
duty, which it was the peace officer’s
legal obligation to perform; it implies a
duty as well as its breach and the fast
can never be found in the absence of a
duty.
a. Misfeasance
b. Nonfeasance
c. Misconduct
d. Incompetency
396. The improper performance of some act
which might lawfully be done.
a. Misfeasance
b. Nonfeasance
c. Misconduct
d. Irregularities in the performance of
duty
396. The improper performance of some act
which might lawfully be done.
a. Misfeasance
b. Nonfeasance
c. Misconduct
duty
397. it is the doing, either through
ignorance, inattention or malice, of that
which the officer had no legal right to do
at all, as where he acts without any
authority whatsoever, or exceeds, ignores
or abuses his powers.
a. Misfeasance
b. Nonfeasance
c. Misconduct
duty
397. it is the doing, either through
ignorance, inattention or malice, of that
which the officer had no legal right to do
at all, as where he acts without any
authority whatsoever, or exceeds, ignores
or abuses his powers.
a. Misfeasance
b. Nonfeasance
c. Misconduct
duty
398. It imports an act of cruelty,
severity, unlawful exaction, domination,
or excessive use of authority. The
exercise of the unlawful powers or other
means, in depriving an individual of his
liberty or property against his will, is
generally an act of oppression.
a. Misfeasance
b. Oppression
c. Misconduct
d. Ignominy
398. It imports an act of cruelty,
severity, unlawful exaction, domination,
or excessive use of authority. The
exercise of the unlawful powers or other
means, in depriving an individual of his
liberty or property against his will, is
generally an act of oppression.
a. Misfeasance
b. Oppression
c. Misconduct
d. Ignominy
399. The concealment or distortion of
truth in a matter of fact relevant to
one’s office, or connected with the
performance of his duties.
a. Liar
b. Dishonesty
c. Traitor
d. Covert
399. The concealment or distortion of
truth in a matter of fact relevant to
one’s office, or connected with the
performance of his duties.
a. Liar
b. Dishonesty
c. Traitor
d. Covert
400. Abandonment or renunciation of one’s
loyalty to the Government of the
Philippines, or advocating the overthrow
of the government.
a. Repatriation
b. Neglect
c. Violation of Law
d. Disloyalty to the Government
400. Abandonment or renunciation of one’s
loyalty to the Government of the
Philippines, or advocating the overthrow
of the government.
a. Repatriation
b. Neglect
c. Violation of Law
401. This presupposes conviction in court
of any crime or offense penalized under
the Revised Penal Code or any special law
or ordinance.
a. Repatriation
b. Neglect
c. Violation of Law
401. This presupposes conviction in court
of any crime or offense penalized under
the Revised Penal Code or any special law
or ordinance.
a. Repatriation
b. Neglect
c. Violation of Law
402. Written communications between
organizations, between customers/ client
and the organization, between buyer and
supplier and between the organization and
various branches of the government.
a. Internal Communication
b. External Communication
c. Lateral Communication
d. Effective Communication
402. Written communications between
organizations, between customers/ client
and the organization, between buyer and
supplier and between the organization and
various branches of the government.
403. Communications between an
organization and employees such as
payroll, records, bulletins and
regulations and communications among an
organizations department such as inventory
control records, interoffice memoranda,
and reports. Categories are plans for
future productions or services and records
of equipment and assists owned.
403. Communications between an
organization and employees such as
payroll, records, bulletins and
regulations and communications among an
organizations department such as inventory
control records, interoffice memoranda,
and reports. Categories are plans for
future productions or services and records
of equipment and assists owned.
404. The actual placement of materials in
a storage container, generally a folder,
according to a plan. It includes the
process of classifying, coding, arranging,
and storage systematically so that they
may be located quietly when needed.
a. Arrangement
b. Filing
c. Organizing
d. recording
404. The actual placement of materials in
a storage container, generally a folder,
according to a plan. It includes the
process of classifying, coding, arranging,
and storage systematically so that they
may be located quietly when needed.
a. Arrangement
b. Filing
c. Organizing
d. recording
405. An instructional book containing
detailed information about various phases
of filing and records management including
rules for the procedures used.
Illustrations of those procedures and
examples of clerical details, such as
folder labeling, typing style, and
material used, are usually included in the
manual.
a. Handbook
b. Filing Manual
c. PNP Manual
d. Form 198 PNP
405. An instructional book containing
detailed information about various phases
of filing and records management including
rules for the procedures used.
Illustrations of those procedures and
examples of clerical details, such as
folder labeling, typing style, and
material used, are usually included in the
manual.
a. Handbook
b. Filing Manual
c. PNP Manual
d. Form 198 PNP
406. Mentally determining the name of
subject or number of which a specific
record is to be filed.
a. Search
b. Planning
c. Classifying
d. Assessment
406. Mentally determining the name of
subject or number of which a specific
record is to be filed.
a. Search
b. Planning
c. Classifying
d. Assessment
407. Making an identifying mark on the
item to be stored to indicate what
classifications it is to be filed.
a. Coding
b. Planning
c. Classifying
d. Assessment
407. Making an identifying mark on the
item to be stored to indicate what
classifications it is to be filed.
a. Coding
b. Planning
c. Classifying
d. Assessment
408. The names, initials, or words used in
determining the alphabetic order of field
materials.
a. Symbol
b. Units
c. Tag
d. Titles
408. The names, initials, or words used in
determining the alphabetic order of field
materials.
a. Symbol
b. Units
c. Tag
d. Titles
409. Is somewhat like a directional sign.
It tells the filer or searcher where to
find the needed material. A notation put
into a file to indicate that a record to
not store in that file.
a. Guide
b. Cross reference
c. Library
d. Direction
409. Is somewhat like a directional sign.
It tells the filer or searcher where to
find the needed material. A notation put
into a file to indicate that a record to
not store in that file.
a. Guide
b. Cross reference
c. Library
d. Direction
410. Dividers in filing equipment are
called________, because information on them
serves as guide to the eye of filing and
locating stored items.
a. Guide
b. Cross reference
c. Library
d. Direction
410. Dividers in filing equipment are
called________, because information on them
serves as guide to the eye of filing and
locating stored items.
a. Guide
b. Cross reference
c. Library
d. Direction
411. Guide introduces a special section
that falls within the alphabetic range of
the primary guide it fallows such as A
section devoted to a special subject
applications, or a special name group such
as names beginning with the word General.
a. Primary Guide
b. Cross reference
c. Out Guide
d. Direction
411. Guide introduces a special section
that falls within the alphabetic range of
the primary guide it fallows such as A
section devoted to a special subject
applications, or a special name group such
as names beginning with the word General.
a. Primary Guide
b. Cross reference
c. Out Guide
d. Direction
412. A heavy divider that replaced a
folder in the file when the folder is
temporarily removed.
a. Primary Guide
b. Cross reference
c. Out Guide
d. Direction
412. A heavy divider that replaced a
folder in the file when the folder is
temporarily removed.
a. Primary Guide
b. Cross reference
c. Out Guide
d. Direction
413. The container in which papers or
materials are kept in a filing cabinet
a. Envelope
b. Cross reference
c. Folder
d. Bag
413. The container in which papers or
materials are kept in a filing cabinet
a. Envelope
b. Cross reference
c. Folder
d. Bag
414. The heart identification system.
a. DNA
b. Type blood
c. Fingerprint card
d. Photograph
414. The heart identification system.
a. DNA
b. Type blood
c. Fingerprint card
d. Photograph
415. These are records required in the
management of the department personnel and
designed to aid in assignment, promotion,
and disciplinary actions.
a. Administrative records
b. Miscellaneous Records
c. Management Records
d. Department Records
415. These are records required in the
management of the department personnel and
designed to aid in assignment, promotion,
and disciplinary actions.
416. These are records, which do not
relate to recorded complaint and
investigation reports but are
informational in character.
416. These are records, which do not
relate to recorded complaint and
investigation reports but are
informational in character.
417. The heart of any police record
system. It is the basis for an analysis
of offences and the methods by which they
are committed. The following are the
different types of reports included under
the case records, which shall be
accomplished by all concerned.
a. DNA
b. Case Records
c. Fingerprint card
d. Photograph
417. The heart of any police record
system. It is the basis for an analysis
of offences and the methods by which they
are committed. The following are the
different types of reports included under
the case records, which shall be
accomplished by all concerned.
a. DNA
b. Case Records
c. Fingerprint card
d. Photograph
418. Useful to indicate the traffic
accidents and crime location. The location
of crime hazards aid in the direction of
enforcement effort. It provides
supervising officer with evidence of
weakness in police service and shows the
individual officer where his attention is
specially needed.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map
418. Useful to indicate the traffic
accidents and crime location. The location
of crime hazards aid in the direction of
enforcement effort. It provides
supervising officer with evidence of
weakness in police service and shows the
individual officer where his attention is
specially needed.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map
419. Accident spot map for the
posting for motor vehicle and
pedestrian accident, which occur in
the area.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map
419. Accident spot map for the
posting for motor vehicle and
pedestrian accident, which occur in
the area.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map
420. A general crime spot map on which are
posted the location of murders, rapes,
robberies, holdup, carnapping and other
major crimes of the locality.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map
420. A general crime spot map on which are
posted the location of murders, rapes,
robberies, holdup, carnapping and other
major crimes of the locality.
a. General Spot map
b. Spot map
c. Traffic Spot map
d. Crime Spot map

PART 1-4 420 Comprehensive Q and A in LEA

Uploaded by

Copyright:

Available Formats

PART 1-4 420 Comprehensive Q and A in LEA

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PART 1-4 420 Comprehensive Q and A in LEA

Uploaded by

Copyright:

Available Formats

LAW ENFORCEMENT ADMINISTRATION

COMPREHENSIVE 420 ITEMS Q AND A

You might also like