8 | I/he enforce/s organizational rules, regulations, and policies. | 4 | 3 | 2 | 1 |
9 | I/he have/has the ability to handle office problems. | 4 | 3 | 2 | 1 |
10 | I/he keep/s confidentiality & security of records. | 4 | 3 | 2 | 1 |
III) Managerial Competence in Management of Staff | |||||
1 | I/he administer/s personnel policies & procedures of organizational system carefully & consistently. | 4 | 3 | 2 | 1 |
2 | I/he carry/ies out roles as “manager” in cooperation with my/his personnel. | 4 | 3 | 2 | 1 |
3 | I/he provide/s leadership in extra-curricular activities. | 4 | 3 | 2 | 1 |
4 | I/he “coach/es” my/his subordinates and promotes their professional growth & development. | 4 | 3 | 2 | 1 |
5 | I/he assign/s my/his subordinates work which they are suited to. | 4 | 3 | 2 | 1 |
6 | I/he avoid/s reporting of negative criticisms on my/his subordinates to the higher officials without first having discussed the matter with the people concerned. | 4 | 3 | 2 | 1 |
7 | I/he avoid/s using my/his influence to force my/his members to subscribe to things | 4 | 3 | 2 | 1 |
8 | I/he display/s a genuine interest in the personal, social,& the family interest of my/his ubordinates. | 4 | 3 | 2 | 1 |
9 | I/he promote/s harmony in performing police functions & holding social interchange among my/his subordinates. | 4 | 3 | 2 | 1 |
10 | I/he provide/s educational & social growth of my/his subordinates such as scholarships, trainings, social activities etc. | 4 | 3 | 2 | 1 |
IV) Decision-Making Ability in Defining the Problem | |||||
1 | I/he explain/s actions made to my/his subordinates. | 4 | 3 | 2 | 1 |
2 | I/he provide/s opportunities to my/his subordinates to participate in defining the problems of the police station. | 4 | 3 | 2 | 1 |
3 | I/he put/s the suggestions of my/his members into operation. | 4 | 3 | 2 | 1 |
4 | I/he sit by myself/himself & see/s all the angles of the problem in the police station. | 4 | 3 | 2 | 1 |
5 | I/he confer/s with the members on all matters that concern them. | 4 | 3 | 2 | 1 |
6 | I/he have/has a system of feedback that helps analyze each PNP member under my/his control on their/our strengths or weaknesses. | 4 | 3 | 2 | 1 |
7 | I/he involve/s my/his subordinates in making the PNP objectives. | 4 | 3 | 2 | 1 |
8 | I/he utilize/s the power of fellow policemen in making decisions. | 4 | 3 | 2 | 1 |
9 | I/he give/s that feeling of “let’s get things done” in every work related meetings or conferences. | 4 | 3 | 2 | 1 |
10 | I/he solicit/s staff or subordinate’s help/s in defining the problems of the police station. | 4 | 3 | 2 | 1 |
V) Decision-Making Ability in Analyzing the Problem | |||||
1 | I/he assign/s my/his personnel on their exact jobs. | 4 | 3 | 2 | 1 |
2 | I/he realize/s the potential power of my/his staff. | 4 | 3 | 2 | 1 |
3 | I/he encourage/s that there is an evidence of love interest on my/his personnel & to me/him as COP/manager/administrator in implementing PNP objectives. | 4 | 3 | 2 | 1 |
4 | I/he get/s my/his staff's approval of decisions made before going ahead. | 4 | 3 | 2 | 1 |
5 | I/he am/is easily influenced by my/his staff in analyzing the problems of the police station. | 4 | 3 | 2 | 1 |
6 | I/he listen/s to subordinates’ ideas & plans to improve the maintenance of peace and order or public safety. | 4 | 3 | 2 | 1 |
7 | I/he am/is jealous of the ideas of my/his staff when they make good proposals. | 4 | 3 | 2 | 1 |
8 | I/he make/s all duty detail scheduling decisions. | 4 | 3 | 2 | 1 |