Leadership and Use of Motivation Term Paper Example | Topics and Well Written Essays - 1000 words

Leadership and Use of Motivation - Term Paper Example Rewards, punishments, better work environment, opportunity for growth or further learning etc are some of the motivating factors of the employees. Leaders should identify these factors well and use it judiciously to motivate the employees positively. This paper analyses leadership and use of motivation by leaders. Leadership and use of motivation According to Dr. Northouse (2009), â€Å"Leadership is a process by which an individual influence a group of individuals to achieve a common goal† (Dr. Northouse, 2009, p.3). On the other hand, Gould & Voelker, (2010) defined leadership as a â€Å"complex process that involves the effort of an individual to help groups identify and achieve personal and group goals† (Gould & Voelker, 2010, p.2). It is easy for people to become leaders; but it is difficult to become effective leaders. Leadership is a complex task which requires specific skills such as decision making, problems solving, planning etc. However, the most important ch aracteristic of effective leadership is the ability to motivate the subordinates. Leaders use different strategies to motivate subordinates and to derive the maximum out of them. According to psychology today â€Å"Motivation is literally the desire to do things† (Psychology today, 2011). In fact motivation is a force which destroys the employee inertia to stay in their inactive stage. It helps employees to break their idleness and to work more enthusiastically. Motivation can be classified into two categories; intrinsic and extrinsic. Intrinsic motivation is the motivation driven by inherent characteristics whereas extrinsic motivation is the motivation driven by external factors. Effective leaders will use strategies necessary to motivate subordinates both intrinsically and extrinsically. One of the popular motivation theory used by leaders is Theory of X and theory of Y. This theory emphasizes the different attitudes of people towards their duties and responsibilities. The ory X says that generally human being has an inherent dislike towards work. â€Å"Because of this inherent dislike of work, most people must be coerced, controlled, directed, or threatened so as to induce them to put forth enough effort so as to meet their goals and get their work done† (Furst, 2009). Rewards and punishments are some of the strategies used by leaders to motivate people in the X category. On the other hand people in Y category believe that work is natural just like play or rest. Leaders can motivate such people easily since their attitude towards work is positive. The needs of the people are different because of the different environment in which they live. Some people may have enough financial abilities and they may like recognition more than anything else in their professional life. On the other hand some others may not have enough financial abilities and such people may like financial rewards more than anything else. Work atmosphere is another aspect which motivates the employees. Nobody wants to work in a hostile atmosphere. Everybody wants to work under a peaceful atmosphere. Even if the organization provides, better salaries, such people may not like the organization if it provides a hostile or aggressive work environment. Leaders should be capable enough to realize all these things well and to use their motivation strategies judiciously. In short, it is the duty of the leaders to realize what motivate a particular subordinate. The drive to acquire is an inherent need for majority of the humans. It is difficult to see an

Health Illness and society Essay Example | Topics and Well Written Essays - 1500 words

Health Illness and society - Essay Example or theories on health are not limited to illnesses and symptoms but as to how people interpret and respond to symptoms as well (Hughner and Kleine 2004, p. 1688). For instance, Hughner and Kleine (2004, p. 1869) pointed out that a person who sees the role of a physician as someone who would fix his or her body would behave in a different way compared to a person who sees himself or herself as somebody who can control his or her own health. A person who sees pills as a magic substance that will cure his or her health will progress differently from a person who sees medicines as only one aspect of a comprehensive approach to health (Hughner and Kleine 2004, p. 1869). Blaxter pointed out in 2000 that the poorest sectors of society can attribute illnesses to purely behavioural causes or that the causes of ill health are beyond their control (Hodgins et al. 2006, p. 1986). Illnesses are always attributed to poverty and the idea that one can be socially unfortunate yet very healthy is inte nsely resisted (Hodgins et al. 2006, 1986). Hodgins et al. (2006, p. 1984) reported that a prevailing belief among Travellers, an ethnic minority in Ireland, is that a woman has to be very sick before seeing a doctor. The Travellers believe that the mother must be the one who must get well last from any illness and that the mother must take care of the family because husbands can leave the family but not the wife or the mother (Hodgins et al. 2004, p. 1983). Travellers also believe that smoking is not contraindicated for heart ailments but is even a way of relaxation (Hodgins et al. 2007). Norby (2008, p. 357) pointed out, â€Å"Patients tend to think they are entitled to understand lay health terms like ‘sickness’ and ‘illness’ in ways that do not necessarily correspond to health professionals’ understanding.† Further, Norby (2008, p. 357) argued that it is â€Å"easier for doctors to create a communicative platform of shared concepts by using and explaining special medical

Collaboration and Argument Essay Example for Free

Collaboration and Argument Essay Boothe Collaboration and Argument Collaboration is defined as working collectively with others or concurrently to achieve a goal especially in a creative attempt to put together the right elements of success implemented to accomplish something. Argument is defined as controversy or the implication of expression through opinions for an effort to persuade; for the submission that provides support or is in contrast to some idea. Robert Ennis defines an argument as an attempt to support a conclusion by giving reasons for it. (Critical Thinking, 1995) Irving M. Copi, in his Introduction to Logic, defines an argument as a group of propositions of which one, the conclusion, is claimed to follow from the others, which are premises. Collaboration changes the research process because it is a group ideal instead of an individual ideal. Collaboration gives each individual on the team the ability to share creative and innovative thoughts and interact with others by sharing ideas through critical thinking, preparation and work practice with individuals in defined areas which provide an opportunity for each team member to strive for higher standards within the group. Collaboration can be an incentive for the better-prepared students to provide assistance and encourage the members of the team who are most likely not going to meet the goal, and the less-prepared students are likely to work harder so as not to disappoint the other team members. By having a team leader it shares the accountability for student success through frequent use of collaboration as an approach to improving instruction for an effective use of common planning time. Collaboration encourages diversity with a social support system in a more personal environment that will aid in the development of skills, time management and problem solving that can be used on the job and beyond. Collaboration can actually make it easier and harder when having to evaluate sources. The goal is find a way to get knowledgably team members to be productive an establish a formal process to perform work, develop distinct purpose, and assist in the process of better connections among team members. As a group you have to think as a group with one ideal and be able to comprehend and engage structure collaboration process while maintaining a strong affiliation among teammates. Provided that a time line has been created the work load should be evenly distributed for all of the team members and information should be shared willingly. Communication is very important so that all members can equally speak whether positively or negatively about the topic as well as listening to all of the group members. By analyzing different types of collaborative tasks each member can interoperate what is relevant by their own learning skills, strategies and personal experiences that would encourage conversation within the group that provides feedback and encourages questions, negotiations and open mindedness with the differences of each person’s creative and innovative ideals which will generate a good argument. In order for a group to produce their ethos for a team paper it is important that each member knows the definition of an ethos. Ethos, or a reputable position, is a matter of gaining the confidence of the audience by either the character or the author. Respect and trust are both valuable traits that are needed from your audience therefore giving you the authority on your topic so that the group is able to persuade their audience that their ideas are credible, or more credible than someone elses. The ethos for a team paper is produced as a group within the quality of the produced product. With the blended combination and disposition of the group they must be believable or convincing and be able to characterize the differences between fact and opinion based on sound logic and solid evidence that encourages trustworthiness or credibility prototypes within the group and while persuading your audience. Papers that are written collaboratively are created in a different form then papers that are written by an individual due to the fact that collaboration means to work with another or others on a joint project while individual means working independently. Collaborative writing refers to organizing and the planning of shared written documents during the process of team building. As a team you also have more members that can get the job done faster and even sometimes better. Collaboratively written papers start with preliminary discussions of an ideal then on to brainstorming as input is divided into sections so that participation can be achieved by each team member with open channels of communication within the allotted time line so that the assignment can be assessed by the group to provide the final draft. The independent working individually creates their papers differently by doing all of the work on their own with full control of their time limits, methods, process and style. They are responsible for their own argument. The downside is that they are not able to collaborate and get ideals from others and time restraints can be a factor on large tasks and when something becomes too difficult to handle there is no one to assist you. Collaboratively and individually arguments are written differently on the account of facts and opinions that are researched as a group and the individual argument is researched solely by the individual. The members of the group decide on which activities are to be completed as a group and which one should be completed by individual group members. Deliberation improves critical thinking by providing a constant consideration and synthesis of other viewpoints. These issues become the argument for the group. With respect for the other team members opinions will continue to simultaneously push the boundaries of the other team members’ experiences which will create a new mode of thinking, analyzing, criteria and judgment that often reveals new and unique approaches. Team members benefit from reflection and by verbalization. The peer coaching helps all the members, both the high and the low achievers, to become actively involved with the material. When it comes to independent study there is no one else that can incorporate other viewpoints into their own opinions nor or they able to incorporate communication or listening skills, but they are able to avoid conflicts enhance their own effectiveness and efficiency. When writing collaboratively, an argument that is determined by one’s own position should be decided by which side of the issue they are willing to take on or if they are prepared for both sides by matching up each team member’s ability and talent no matter what their strengths or weakness may be. When determining the fundamental quality of an argument it gives the team member the ability to understand the arguments of others and evaluate the quality arguments used to improve their skills. The person who represents knowledgeable information is factual and some team members may have difficulty evaluating arguments on the basis of their quality. By explaining skills that are important to overall argument and by the use of an evaluation the team may show an increased performance by the immediate feedback. By giving the team members the tools to evaluate the production of their own individual work could enhance their ability to find their position. It is also important that the individual who has his own argument is being respectful and open minded so that the team member has the ability to persuade and influence others on similar subjects and while gaining additional information from their team. When a team member supports an argument that they find not to be creditable the reason for that could be the disagreement of opposing viewpoints due to the lack of interest in the topic or a similar subject in which the member is not convinced of the views causing the team member to reject information that is incorrect or irrelevant. In order to avoid conflict within the team, the team member suspends judgment and avoids new solutions that may hinder statements that are not supported by research that could weaken the final paper. Individuals often have a strong emotional connection to the positions they argue in essays because of the all of the challenging research work that they have done to find credible resources. The individual could educate the other team members about their own experiences of encouragement, awareness and understanding of the argument. Depending on the position of each member f the team the discussion of the topic may not all be shared by the same similarly intense connection therefore the role of the team should be a peer review that encourages and contains constructive criticism; this method is used to improve one’s project and not to shoot down anyone’s work. Two common peer review methods are the inspection method and the walk-through method. Work is heavily analyzed throug h the inspection method. As each individual puts in their input and guides the conversation. Each peer then provides comments to help improve the quality of work. Constructive and respectful criticism provides useful feedback even though the team member may show strong emotion on the argument. The best methods of peer review used for evaluating the quality of an argument in a paper is more of a conversation designed to give constructive criticism through discussion and communications. Using groups to give feedback to other group members on specific questions about their own papers that they would like reviewed. Members are encouraged to write down questions at the beginning of the peer review and ask peers to take these questions into consideration while writing their review. This is feedback encourages students to have their work analyzed through questions and deliberations of their own. Advanced peer reviews encourage paper writing as a mode of conducting peer reviews. Self-Evaluations is the assessing one’s own work. When writing collaboratively, the best processes for making sure sections of a project written by different team members are logically consistent is to make sure that the directions are clear, uncomplicated and easy to understand in order to be rational. Write a short introductory paragraph that would introduce the reader to the topic and explain what it is and how it should affect people and also provide a brief history of the issue. The process for evaluating a team paper for plagiarism differs from the process of evaluating ones work is that group writing represents an exclusive challenge because each person has their own different passions, opinions and backgrounds towards writing. Whether the members of the team are not able to make the time lines and strive for the easiest route or intentional or unintentional copy an author’s work the team’s work could suffer. The team should be educated about plagiarism either by self detection or software programs. The team writing process that would produce the strongest arguments would be an argumentative paper that argues for a particular side that has opposing information or opinions that are debatable issues. In order to be most persuasive, understand both sides of the issue by having at least three reasons that support your point of view and two reasons that support the opposing viewpoint and it is important that the paper has a strong thesis statement and strong support for the position. Counter argument for why they are not valid reasons. The topics that are selected for individual argument papers differ from those chosen for team papers because a decision is made within the group on which person will do what work as an individual, but other factors should be considered such as time and how well the assignment can be completed. All team members have a vested interest in understanding the appropriate response. Conclusion Today’s research and teaching is no longer performed independently or in seclusion. Research and teaching shows that both collaboration and argument work hand and hand and can benefit others and help to address problems when we work in collaboration with those whom we research with. Collaboration provides specific guidelines that help all diverse backgrounds come together with ideals and experiences for solutions and understanding and that argument assists in providing the best reasoning to distinguish between facts and opinions through detailed observation.

Compensation Strategy In Translation

Compensation Strategy In Translation Seems its a big deal to make up the loss of idiomatic expressions in translating idioms from one language to another one. How can translators come up with this problem? Considering an English novel as the source document and its Persian translations as the target text, we mean to answer this question. Extracting idioms and non-idioms from the first chapter of J. D. Salingers The Catcher in the Rye, is the first step to start. Then we made a comparison of gathered information with their Persian translations by Najafi and Karimi for the next stage. Following compensation strategy by adding target language idioms somewhere in the translated texts by the Persian translators, is an open door to manage the idiomatic loss in their translations. This indicates that, if in any case its not possible to translate a source language idiom as an idiom in target language, the translator can compensate the loss of the idiom by adding a target language idiom to places where there initially was a non-idiom. Key words: English Idiom, Persian Translation, Translation Strategies, Compensation Strategy, Source Text (ST), Target Text (TT), Source Language (SL), Target Language (TL). Introduction: Translation is generally explained as a process in which the translator transfers the meaning of a SL text into TL under the circumstances of preserving the content and accuracy of original text, as far as it is possible. Where there is no equivalent for a SL idiom in the TL, the translator gets throughout compensation strategy to fill this incurred gap. The more skilled the translator is, the better will be the translation. If you are enthusiastic to this issue as we are, this is the paper you can refer to and take your answer. Theoretical Background: Translation Bell (ibid.: 6) argues that a total equivalence between a source language text and its translation is something that can never be fully achieved. According to Bassnett-McGuire (1980: 2), the aim of translation is that the meaning of the target language text is similar to that of the source language text, and that the structures of the SL will be preserved as closely as possible, but not so closely that the TL structures will be seriously distorted. In other words, the source language structure must not be imitated to such an extent that the target language text becomes ungrammatical or sounds otherwise unnatural or clumsy. Idiom: Idioms are the major and natural part of all languages as well as a prominent part of our everyday discourse. Idioms are such a normal part of our language use that we hardly even notice how vastly we use them in our everyday speech and writing. English is a language full of idioms, so, learners of English should be aware of their nature, types, and use. Using many idioms in English language is one of the aspects that makes it somehow difficult to learn for a Persian learner. They can be used in formal style and in slang. Idiom is defined as a group of words which have different meaning when used together from the one they would have if you took the meaning of each word individually (Collins Cobuild dictionary, 1990 edition). Indeed, the meaning of idiom can only be inferred through its meaning and function in context, as shown in the examples below (from Fernando, 1996). bread and butter, as in `It was a simple bread and butter issue (see further below); bless you, which is usually used in the context of cordial expressions; go to hell, which indicates that there is a conflict among interlocutors in an interpersonal contact; In sum, which indicates relations among portions and components of a text. Idioms are a set of phrases have different meaning from its individual parts of the phrases. Sometimes it is hard to recognize the meaning of a phrase just by knowing the meaning of the words including in it e.g. paint the town red is a phrase which has a meaning other than the meaning of its words separately, it means having a good time! Moon (1998, p.4) claims that idiom denotes a general term for many kinds of multià ¢Ã¢â€š ¬Ã‚ word expressions whether semantically opaque or not. Some traditional theories of idiomaticity assumed that idioms are frozen, semantic units that are essentially non-compositional (Hambin Gibbs, 1999, p.26). However, there have been a number of semantic classification systems proposed since 1980 for rating the composition of idioms which basically give differing names to the same concepts (Grant Bauer, 2004). Fernando (as cited in Liu, 2003) developed a scale by which to categorize idiomatic expressions and habitual collocation into 3 categories: pure (nonliteral), semi literal, and literal (p.673). 1. Pure Idioms. Fernando defines pure idiom as a type of conventionalized, nonà ¢Ã¢â€š ¬Ã‚ literal multiword expression (Fernando, 1996, p.36). Pure idioms are always non literal, however they may be either invariable or may have little variation. In addition, idioms are said to be opaque (Fernando, 1996, p.32). For example, Let the cat out of the bag (to reveal a secret or a surprise by accident). 2. Semià ¢Ã¢â€š ¬Ã‚ idioms. Semià ¢Ã¢â€š ¬Ã‚ idioms may have one or more literal constituents and one with nonà ¢Ã¢â€š ¬Ã‚ literal sub sense. Therefore, this type of idioms is considered partially opaque (Fernando, 1996, p.60). For example, middle of nowhere (a very isolated place). 3. Literal idioms. This subà ¢Ã¢â€š ¬Ã‚ group of idioms has limited variance. They are less complicated than two other groups. Moreover, literal idioms are considered to be clear as they can be interpreted on the basis of their components. For example Coming out (to exit; to leave the inside of a place). Translating Idioms: working with English, the translator may easily recognize if an idiom violates `truth conditions, as in `it is raining cats and dogs, `storm in a teacup, jump down someones throat, etc. It may be hard to recognize, if the idiom is not of this nature, and translators may just think of it as an ordinary expression, with the consequence of either losing its tone or losing its meaning. There are two sources which may cause misinterpretation: The first possible source is that there are idioms which can mislead readers/users; they do not sound idiomatic at all, but at a closer look, careful readers would find the hidden idioms. An example given by Salinger in The Catcher in the Rye is `got the axe in the following text: The manager warned me, but I didnt notice, so I got the axe. On the first look, readers may interpret it in terms of a person who took an axe and wanted to do something with it like cut a tree but at a closer look, a careful reader may find out that means to lose the job. The second source of misinterpretation occurs when the words in an idiom have equivalents in the target language (i.e. in Persian) but with totally different meaning. Another good example given by Salinger is the idiom: for the birds. Winter weather is for the birds. At first it may be understood that this sentence means winter weather is good for the birds but it makes no sense because the meaning is really different and it means worthless; undesirable. Strategies used translating idioms Idioms are culture bound and this is another challenge for the translator to transfer the exact meaning and content of SL idiom into TL idiom perfectly. For the sake of solving these difficulties the translator may apply a strategy. Using the appropriate method in this process, the translators can get over the difficulties easily and it is valuable and useful for their works. Mona Baker, in her book In Other Words (1992), defines the following strategies for translating idiomatic expressions: 1) using an idiom with the same meaning and form, 2) using an idiom with the similar meaning but different form, 3) by paraphrase, 4) by omission. (1) Translating an idiom with the same meaning and form: The first translation strategy by Mona Baker is translating TL idiom similar in its form and meaning to the SL idiom. For example: Tooth and nail ((Ø ¨ÃƒËœ Ú† Ãƒâ„¢Ã¢â‚¬  ÃƒÅ¡Ã‚ ¯ Ùˆ Ø ¯Ãƒâ„¢Ã¢â‚¬  ÃƒËœÃ‚ ¯ÃƒËœÃƒâ„¢Ã¢â‚¬   (2) Translating an idiom with the similar meaning but different form: Another strategy suggested by Mona Baker is translating a SL idiom into TL idiom the same meaning but different form. In this case, the translator does not preserve the lexical items and translate as a semantic equivalent. For example: Acid tongue in her head. (Ø ²ÃƒËœÃ‚ ¨ÃƒËœÃƒâ„¢Ã¢â‚¬   Ù† Ãƒâ€ºÃ…’Ø ´ÃƒËœÃ‚ ¯ÃƒËœÃƒËœÃ‚ ±Ãƒâ€ºÃ…’ Ø ¯ÃƒËœÃƒËœÃ‚ ´ÃƒËœÃ‚ ªÃƒâ„¢Ã¢â‚¬  ) (3) Translation by paraphrase: The most common strategy in translation of idioms is paraphrase. Translators often cannot translate a SL idioms as a TL idiom, therefore they use the paraphrase strategy by using a word or a group of words in TL exactly related to the meaning of that idiom in SL which may be a non-idiom. Newmark (1988, p.109) says that while using this strategy not only components of sense will be missing or added, but the emotive or pragmatic impact will be reduced or lost. Still, paraphrase is usually descriptive and explanatory; sometimes it preserves the style of the original idiom as well. For example: On tenterhooks. ((Ù†¦ÃƒËœÃ‚ «Ãƒâ„¢Ã¢â‚¬Å¾ ØÙÅ  Ãƒâ„¢Ã¢â‚¬  ÃƒÅ¡Ã‚ ©Ãƒâ„¢Ã¢â‚¬ ¡ Ø ±Ãƒâ„¢Ã‹â€ Ãƒâ€ºÃ…’ Ø ªÃƒËœÃƒâ„¢Ã‹â€ Ãƒâ„¢Ã¢â‚¬ ¡ Ø ¢ÃƒËœÃ‚ ªÃƒËœÃ‚ ´ Ø ¨ÃƒËœÃƒËœÃ‚ ´Ãƒâ„¢Ã¢â‚¬ ¦ (4) Translation by omission: According to Baker (1992, p.77) omission is allowed only in some cases: first, when there is no close equivalent in the target language; secondly, when it is difficult to paraphrase; finally, an idiom may be omitted for stylistic reasons. This strategy is not used very frequently. In fact, it is not approved by many scholars and some of them do not include it among other translation strategies (Veisbergs, 1989). However, sometimes its impossible to translate a SL idiom into TL, so the translator may use another strategy called compensation. In this strategy the translator omit an idiom and may put another idiom elsewhere in the TL text by preserving the effect of SL idiom. Compensation Strategy: Compensation is a strategy most definitely worth considering, while it can be used as one possible strategy for dealing with idioms and quite an effective one for compensating the loss caused by translating. Therefore, in order to preserve the idiomaticity of the original text and to avoid the mentioned loss, many translators resort to compensation in translating idioms as their final but workable strategy. That is when an idiom is not possible to be translated into TT, a translators last effort is to compensate an idiom by omitting that and putting an idiom in another place, by preserving the usage effect of idiom in the ST. Nida and Taber (1969) mention that, whereas one inevitably loses many idioms in the process of translation one also stands to gain a number of idioms (p. 106). Baker (1992) indicates that in compensation, a translator may leave out a feature such as idiomaticity where it arise in the ST and introduce it somewhere else in the TT (p. 78). In support of this idea, Newmark (1991) suggests that all puns, alliterations, rhyme, slang, metaphor and pregnant words can be compensated in translation. Though he further adds that, compensation is the procedure which in the last resort ensures that translation is possible (pp.143à ¢Ã¢â€š ¬Ã‚ 144). Theoretical framework We agree with Lorenzo, M. et al., in that the first step a translator must take is to clearly define his objective before producing a translation which is as true as possible to the original text. One of the aspects of Hans Vermeers concept of skopos (1989:227) is the establishment of a clearly defined objective or purpose for translation; Any form of translation, including translation itself, may be understood as an action, as the name implies. Any action has an aim, a purpose. The word skopos is a technical word for the aim or purpose of translation. Nidas Dynamic Equivalence In the process of translating idioms, the translator may face many difficulties which is not a simple task to overcome. The major problem is the lack of equivalence in the process of translation. It would be desirable if a translator could find a TL idiom which is the same as that in structure and content of SL idiom. Anyway every language, both source and target, has its own idioms and it may be hard to find the precise source equivalent in the target language. The definition of dynamic equivalence is initially given by Eugene A. Nida in his book Toward a Science of the Translation (Nida, E.A., 1964:161). Nida is an American translator, scholar, teacher, leader, influencer, conceptualizer, innovator, and influential theoretician. Nida argued that there are two different types of equivalence, formal equivalence and dynamic equivalence. Formal equivalence deals with the message, in both form and content whereas dynamic equivalence translation is based on the principle of equivalent effect. The translator is not concerned with the source language message, but rather with the dynamic relationship. Dynamic equivalence connects the target language and culture in order to make messages comprehensible to target language receptors. For instance, if we translate a phrase like two hemorrhages apiece literally into Persian, it will produce a nonsensical meaning for the Persian receptor. Idiomatic expressions may not seem understandable when translated from one language to another. In such cases the equivalence counterpart Ø ®Ãƒâ„¢Ã‹â€ Ãƒâ„¢Ã¢â‚¬  ÃƒËœÃ‚ ±Ãƒâ„¢Ã‹â€ ÃƒËœÃ‚ ´ Ø ¯Ãƒâ„¢Ã‹â€  قؠ¨ÃƒËœÃ‚ ¶Ãƒâ„¢Ã¢â‚¬ ¡ can be used to make it understandable to the receptor. In this view the translator has brought an equivalent which the original author most likely meant. Method: Corpus: The study is based on a contrastive comparison between the two Persian translations of The Catcher in the Rye by Muhammad Najafi and Ahmad Karimi. In this study we tried to achieve which of these translators has followed the compensation strategy in his own translation, and whether they have been successful in this process or not. Gathering the data: Collecting the data, of course, is as important as other stages (like conclusion) and even more important. Because the more accurate the gathered data is so, the more favorable the result will be. Focusing on the process in this study, we long to explain the steps in data collecting, respectively. At the earliest step, we extracted English idioms and non-idioms from the first chapter of the novel, then found their Persian equivalents from two Persian translations by Najafi and Karimi of the same novel. We aimed to know whether English idioms are translated into Persian idioms or not and whether English non-idioms are translated into Persian idioms or not. Then we read the aforementioned translated chapter by two translators several times to clarify if they may be idioms. We looked up English idioms in Idioms Oxford Dictionary, although we had difficulty in recognizing the exact idiom at first. On the other hand, as we are Persian students, it was not hard to find Persian idioms as difficult as English idioms, anyway. But on non-idioms, we considered the most English phrases or sentences which translated as idioms in TL. Maybe you ask why we chose this novel. As you know, of course, this novel is rich in idioms and it makes the work for researcher to access the idealistic results easier. Then we counted the idioms and non-idioms in both original text and its Persian translations by two translators. Table 1. Total Number of Idiomatic and Non-Idiomatic Translations of the Salingers Idioms J.D. Salingers Idioms Total Translation Najafi Karimi 44 Idiomatic 22 18 Non- Idiomatic 22 26 In this table, we calculated the total numbers of English idioms (N=44) which is translated by translators, either idiomatic or non-idiomatic. As you can see, here, Najafi translated more English idioms (N=44) into Persian idioms (N=22) than Karimi. We guess, this table will confirm our claim that Najafi has translated much more skilful than Karimi, because he got use of compensation strategy by adding more Persian idioms than Karimi. Anyway, our purpose is not to compare persons and is just to determine if there is any use of compensation strategy in each of these translations. Table 2. Total Number of Idiomatic and Non-Idiomatic Translations of the Salingers Non-idioms J.D. Salingers Non-Idioms Total Translation Najafi Karimi 42 Idiomatic 42 26 Non-Idiomatic 0 16 This table also illustrated that Najafi translated 42 English non-idioms out of 42 as idiomatic. On the other hand, Karimi translated 26 English non-idioms out of 42 as idiomatic. This table shows how Najafi and Karimi have functioned in translating non-idioms into idioms. By total non-idioms, we mean those which translated as idioms by Najafi and it will be our criteria for counting Karimis idioms and non-idioms. Table 3. Total Number of Different Data Extracted from Both Translations and the Original Text Data J.D. Salinger Najafi Karimi Idiom 44 64 44 Non-idiom 42 22 42 Total 86 86 86 This table confirms that Najafi has translated the novel more idiomatic (N=64) than Karimi (N=44). Classifying the Data: After extracting and counting the total idioms in both original text and its translations, it revealed that translators had applied 3 different translation strategies for idioms. These strategies were: Translating English Idioms into Persian Idioms Translating English Idioms into Persian Non-idioms Translating English Non-idioms into Persian Idioms Analyzing the Data: In this stage, we analyzed the whole collected data and calculated frequency and the percentage proportion of each strategy in the same translations. The results are shown in the tables below; Table 4. Frequency and Percentage of Idioms Translation Strategies Applied by Najafi Strategy Frequency Percentage Translation of idiom with idiom 22 50 Translation of idiom with non-idiom 22 50 Total 44 100 Table 5. Frequency and Percentage of Idioms Translation Strategies Applied by Karimi Strategy Frequency Percentage Translation of idiom with idiom 18 40.90 Translation of idiom with non-idiom 26 59.10 Total 44 100 Table 6. Frequency and Percentage of Non-Idioms Translation Strategies Applied by Najafi Strategy Frequency Percentage Translation of non-idiom with idiom 42 100 Translation of non-idiom with non-idiom 0 0 Total 42 100 Table 7. Frequency and Percentage of Non-Idioms Translation Strategies Applied by Karimi Strategy Frequency Percentage Translation of non-idiom with idiom 26 61.90 Translation of non-idiom with non-idiom 16 38.10 Total 42 100 Table 8. Percentage of each Applied Strategies in both Translations Strategy Najafi Karimi Translation of non-idiom with idiom 100 61.90 Translation of non-idiom with non-idiom 0 38.10 Total 100 100 Results: The results show that both translators, Najafi and Karimi, have applied three strategies in translating idioms: translating English idioms with Persian idioms, translating English idioms with Persian non-idioms, translating English non-idioms with Persian idioms, and translating English non-idioms with Persian non-idioms. One of the translators, Najafi, used more frequently the first and the third (translating English idioms and non-idioms as Persian idioms) strategy in his translation, on the other hand, the latter translator, Karimi, used the second and the last (translating English idioms and non-idioms as Persian non-idioms) strategy more often. Discussion and Conclusion: As mentioned before, its hard to translate a SL idiom into TL idiom regarding the accurateness and the faithfulness of SL into TL. In this stud, out of 44 extracted idioms from J.D. Salingers novel, 22 (50%) of the expressions have not been translated as idioms by Najafi. In the same case, Karimi has translated 18 (40.90%) of the idioms with Persian idioms and the remaining 26(59.10%) idioms have been translated non-idiomatically. This imbalance between the total number of idioms and their non-idiomatic translations causes a loss of idiomaticity in the Persian translated texts. Some of these idiomatic losses have been compensated for elsewhere in the text, since the translators have replaced some English language non-idioms with Persian idioms. By this strategy, Najafi has added 42 idioms and Karimi has added 26 idioms to their translations. We recognized that theres not the exact contrast in numbers of idioms in two languages(SL,TL), but its very common in translation. The translators were somehow successful here in compensating idiom gaps in the TL. Furthermore, they compensated those non-idiom expressions in the original context to function better on their translations. Compensation strategy is considered here as the best to translate idioms, non-idioms and figure of speech as well.

To investigate the temperature change in a displacement reaction between Copper Sulphate Solution and Zinc Powder :: GCSE Chemistry Coursework Investigation

To investigate the temperature change in a displacement reaction between Copper Sulphate Solution and Zinc Powder Preliminary Experiment: Correlating Magnesium Powder and Copper Sulphate Solution ========================================================= I will mix 4cm of Magnesium ribbon and 50cm ³ of Copper Sulphate Solution into a polystyrene cup until I find a reaction. =============================================================== Prediction ========== The magnesium will displace the copper and the temperature will rise. Magnesium + Copper Sulphate †  Copper + Magnesium ------------------------------------------------ Mg + CuSO4 †  Cu + MgSO4 Hypothesis ========== The Magnesium will displace the Copper and rise in temperature because it is more reactive and it is an exothermic reaction. Results ======= Start Temperature 22 °C End Temperature 28 °C Rise In Temperature 6 °C This preliminary experiment was very useful because it is clear that there was a very small rise in temperature. This can be solved by using the powdered form of metal, that can be used to increase the surface area. Main Experiment: ================ Correlating Zinc and Copper Sulphate Solution ============================================= Prediction ========== I predict that the zinc will displace the copper to become zinc sulphate. --------------------------------------------------------------- Zinc + Copper Sulphate Zinc Sulphate + Copper I predict that the copper sulphate will only partially be heated during the reaction depending on the mass of zinc added to the solution of 50ml3. I predict that this reaction of the zinc and copper sulphate will be exothermic, therefore it will produce it’s own heat. I predict that the zinc powder will release more heat than zinc ribbon. I predict that the more zinc added to this reaction, the more the temperature would become up to a certain point. I predict that the temperature will increase when adding more zinc until a certain mass of zinc is reached. If more zinc is added when the ‘peak’ has been reached, then the temperature will decrease. Hypothesis ========== The copper will be displaced because zinc is higher in the reactivity series than copper therefore zinc is more reactive. The copper sulphate solution will only partially be heated during the reaction because there is not enough zinc to react with all of the copper depending on the mass of zinc. This reaction will be exothermic because all the heat will be given off in this reaction. The zinc powder will release more heat than zinc ribbon due to the powder having a larger surface area. The peak temperature is when there is about enough zinc to react with the copper sulphate. Any less zinc and it would not react as much producing less heat. Any more zinc would leave excess amounts, which would be harder to heat up and will reduce temperatures.

Science of Volcanic Activity Prediction Essay -- Nature Volcanoe Volca

Science of Volcanic Activity Prediction Since the dawn of history, volcanoes have been an awe inspiring feature of the earth that has frightened and intrigued mankind. Volcanoes have taken the lives of over 250,000 people in the last three hundred years and changed the lives of millions of others, but up until recently humans have had very little understanding of the volcanic processes that presage an eruption. The advent and implementation of new technologies and scientific methods has allowed us to begin to comprehend the inner workings of one of nature's most powerful forces. Through understanding how volcanoes work, volcanologists hope to accurately predict when an eruption may occur, what the magnitude and type of eruption will be, and what effect it will have on the surrounding area. Accomplishing this daunting task will ensure that in the future when an eruption occurs, the population at risk will be prepared and lives can be saved. Numerous methods are available for monitoring volcanic activity, and scientists typically synthesize data and observations from all methods available in order to obtain the most comprehensive look at the area being observed. One frequently used technique is monitoring seismic activity that may indicate flow of magma and gas beneath the surface. As magma at extreme temperatures of sometimes over one thousand Degrees Celsius rises through cracks in the Earth's crust, the intense temperature and pressure causes the surrounding rock to crack, as illustrated in the diagram above. This brittle fracture of the surrounding rock often causes earthquakes or vibrations called tremors. Usually these earthquakes are of magnitude 2, 3 or lower, and seismographs monitor these quakes so that t... ...ray, J. Monitoring Active Volcanoes. London: UCL Press Limited, 1995. Week 4; Volcanoes; Smithsonian Magazine, "When Magma is on the Move". February, 2000. Hill, David P., Roy Bailey, Michael Sorey, James Hendley, and Peter Stauffer. Living With a Restless CalderaLong Valley, California. U.S. Geological Survey, Revised May 2000. Hill, David P. et al. Future Eruptions in California's Long Valley AreaWhat's Likely? USGS, Fact Sheet revised November 1998. Austin, Ken, Susan Owen, Ilene Cooper. GPS and Long Valley Caldera. University of Southern California, May 2004. News: Long Valley Exploratory Well. Information Network: International Continental Scientific Drilling Program. GeoForschungsZentrum PotsdamDecember 5, 2003. <http://icdp.gfzpotsdam.de/sites/longvalley/news/news.html> [Return to Research Projects] [Return to Sierra Home]

The Philippine National Police

Philippine National Police ( PNP ) The Philippine National Police or PNP is the national police force of the Republic of the Philippines with a manpower strength of 113,928 as of end-July 2007. It provides law enforcement services through its regional, provincial, municipal, district and local police units all over the islands. Created by virtue of Republic Act 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990†³, the PNP came into being on January 29, 1991, at Camp Crame, Quezon City, when the Philippine Constabulary and the Integrated National Police were retired as mandated by law.Vision The Men and Women of the PNP are committed to a vision of a professional, dynamic and highly motivated Philippine National Police working in partnership with a responsive community towards the attainment of a safe place to live, work, invest and do business with. Mission To enforce the law, to prevent and control crimes, to maintain peace and order , and to ensure public safety and internal security with the active support of the community. Functions 1. Law Enforcement. 2. Maintain peace and order. 3. Prevents and investigates crimes and bring offenders to justice. 4.Exercise the vested powers from the Philippine Constitution and pertinent laws. 5. Detain an arrested person for a period not beyond what is prescribed by law. 6. Implements pertinent laws and regulations on firearms and explosives control. 7. Supervise and control the training and operations of security agencies. History Early Policing Organized policing started in 1500s when nightmen or bantayans patrolled the streets of Manila. The nightmen were under the direction of the alguacil mayor who provided them with muskets as weapons and alarm bells as their means of communication.In 1836, the Spanish colonial authorities formed the Cuadrillo, a rural police force, to enforce peace in the countryside. Six years later, its general function was assumed by the Cuerpo de Carabineros de Seguridad Publica. The Carabineros de Seguridad Publica was organized in 1712 for the purpose of carrying outlaws of the Spanish government. Native Filipinos served up to the rank of sergeant under the command of Spanish officers. It was the earlier version of mounted riflemen in the history of the Philippine police system. In 1852, the notoriously dreaded Guardia Civil took over peacekeeping duties in the islands under a Royal Decree.Guardia Civil in the provinces was composed mainly of Filipinos who worked under the jurisdiction of the alcaldes or mayors. They followed a military structure and received semi-military training yet lacked other dimensions of today’s police service. The capture of General Emilio Aguinaldo, president of the First Philippine Republic, signaled the start of the American occupation of the Philippines. Maintaining peace and order, particularly in the countryside, remained the biggest problem of the Americans. The Americans failed to subdue the followers of Aguinaldo like Gen.Macario Sakay. Hostilities continued in Batangas, Mindoro, Cebu, Bohol and Samar. A military solution to the peace and order problem was ruled, hence, the birth of the Philippine Constabulary. Pacification Campaigns To fight rampant lawlessness, the Philippine Constabulary divided the entire country into constabulary districts. Banditry was rampant in Southern Luzon. Records referred to the bandits as tulisanes. The style of fighting of the early American Constables and the bandits was â€Å"man-to-man, on foot, and generally by arms and bolos. The American foot soldiers had a hard time repelling the tulisanes in their fight in the mountains as their enemies were familiar with the terrain. Malaria and cholera were the diseases that the afflicted the American troops whenever they conducted foot patrol in the hinterlands. The Insular Force The Americans are credited for creating the Philippine Constabulary, the principal instrument of the ci vil authorities for the maintenance of peace and order. The PC began as a small unit—the Insular Force in 1901. It was set up by virtue of Organic Act No. 75, enacted by the Second Philippine Commission on July 18, 1901. The Constabulary then was composed of six thousand men led by American officers and former members of the Spanish Guardia Civil. Under close American direction and control, it functioned as a military organization. Since its formation, the Constabulary had been primarily discharging police law enforcement and public safety functions. Its officers and men had served with distinction both in the field of law enforcement and in combating violence and lawlessness, and in various aspects of public service.There was even a time in history when they performed the duties of teachers, sanitary inspectors, midwives, doctors and foresters. The Philippine Constabulary was mandated as a civilian organization on March 15, 1945 when it was placed under the general supervisi on of the Interior then later transferred to the Secretary of National Defense on March 30, 1950. The Secretary of Interior had supervision over the Constabulary as early as January 13, 1939 until the outbreak of World War II. As an insular police force, the officers of the Constabulary carried the civilian title of â€Å"inspector. Its peacekeeping duty was limited to areas where military rule had been lifted. The Constabulary At War The participation of the Constabulary in the dark years of the Second World War began upon President Roosevelt’s declaration of a state of emergency in the United States. Manila prepared for war. The word had been sent: Japan, the Axis power’s ally in Asia, would soon attack the Far East. Filipinos woke up on the morning of December 8, 1941 to the news that the Japanese had attacked Pearl Harbor.The first war casualties of the Constabulary came from the bombing of Pan-American Airways installation at San Pedro, Maklati in the afternoon o f December 8. Six Constables from the Headquarters Company were wounded. The next days and months saw relentless Japanese bombings on the country’s landmarks, airfields and naval bases. The Death March The Japanese had taken Manila but were surprised that no defense forces were waiting to be captured. The Japanese forces then began the siege of Bataan, ordering four infantry regiments with artillery and tank support to crush the American and Filipino soldiers.The Japanese then prepared to transfer the prisoners and surrendered troops to Camp o’ Donnel in Capas, Tarlac in what has been known as the â€Å"Death March. † Because of torture and starvation, 4,326 prisoners of war died in the infamous march. The Postwar Constabulary The county was left in shambles after the Second World War. Manila was in ruins. Loose firearms and dead bodies littered the streets. This was also the period when communist ideology had been propagated in the countryside and hard-line sup porters had been won. The Hukbong Mapagpalaya ng Bayan or Hukbalahap became a force to reckon with in Central Luzon.The Hukbalahap was born in Pampanga and was spawned by a feudal land system in the province dominated by landlords. Pampanga was an â€Å"ideal ground† for the agrarian unrest. It achieved legal status during the Japanese occupation when it merged with the guerilla forces in fighting the Japanese. The communist movement, meanwhile, capitalized on the agrarian problems of the country to cement its presence. Agrarian unrest was prevalent in agricultural lands in Luzon as well as the sprawling haciendas in the south. Luis Taruc became a leader of the HMBs and founded his own government in Central Luzon.It was during this turbulent period that the Philippine Constabulary was reactivated into the Military Police Command . Faced with peace and order problems, the Military Police Command was suffering from its own internal crises. The last war had killed many Constable s. There was a dearth for trained personnel who would be utilized to address the problems. Constabulary records showed that there were about 20,000 Hukbalahaps in Luzon in 1946. The Military Police Command, on the other hand, had 23,000 informal enlistees. ReorganizationOn January 1, 1944, the Military Police Command was dissolved by virtue of Executive Order No. 94 issued by President Manuel A. Roxas. The Command’s 12,000 officers and men were absorbed by the newly reorganized Philippine Constabulary. The revitalized PC was in charge of the country’s peace and order â€Å"except those which were purely military in nature. † Brig. Gen. Mariano Castaneda became chief of the PC and instituted reforms. On June 21, 1948, President Elpidio Quirino offered general amnesty to the Huks. Taruc, who had been elected a member of Congress representing Pampanga, returned to Manila.But Taruc had no plans to surrender. He only went to Manila to collect his back salaries and us ed the money for his comrades’ operations in Central Luzon. President Ramon Magsaysay was credited for crippling the Huk movement by mobilizing the Philippine Constabulary. Magsaysay used the â€Å"friendly touch† for winning over the Huks, building roads for them and giving them lands. The Rise of the Communist Party of the Philippines The Philippine Constabulary’s attempt to maintain peace and order did not end with the decimation of the Huks.On December 26, 1968, Jose Maria Sison, a Political Science student at the University of the Philippines, founded the Communist Party of the Philippines. The communist ideology spread through a small discussion group called Kabataan Makabayan organized by Sison and his colleagues in the middle sixties. Sison then rose to become the leader of the CPP and organized the military wing of the CPP, the New People’s Army. But the communists suffered a crushing blow on January 9, 1969 in the hands of the Constabulary who k illed the most number of communist leaders in one encounter in Orani, Bataan.The PC Metropolitan Command The upsurge of mass demonstrations and violence during the latter part of the 60s and the expansion efforts of the communist movement triggered the creation of the PC Metropolitan Command. To quell the unrest, President Ferdinand Marcos issued Executive Order Number 76 on July 14, 1967 establishing the PC Metrocom which became the PC’s striking force as it was authorized to conduct 24/7 patrol in the entire Metro Manila and was tasked to â€Å"supplement or complement local police action in the repression and prevention of crimes†¦Ã¢â‚¬  Martial Law and the PCThe Philippine Constabulary took on a pivotal role when President Marcos declared Martial Law on September 21,1972. Marcos mobilized the Constabulary and other major services of the military to dismantle the â€Å"unconstitutional opposition† and to prevent widespread hooliganism and gangsterism. Convinc ed that there was a need to restructure the social base that bred lawlessness, Marcos reorganized the government machinery to effect his desired changes in the social, economic and political structures. On March 21, 1974, President Ferdinand E.Marcos signed Presidential Decree 421 unifying all the police, fire and jail services in Metro Manila. The move was significant as it created an elite force, the Metropolitan Police Force, that was placed under the aegis of the PC Metrocom. The decree was also the first step in fulfilling the constitutional mandate for an integrated national police force. The Metropolitan Police Force was tasked to carry out the integration of all police units nationwide. Brigadier General Prospero A Olivas, commanding general of the Metrocom, was assigned the task of launching the pilot project under the supervision of Fidel V.Ramos and Brigadier General Cicero C. Campos, deputy Chief for police matters. General Olivas would have the power and direction over the Metrocom, including tactical, strategic movements, deployments, placements and utilization of the entire force and the training thereof. On August 8, 1975, Marcos issued Presidential Decree No. 765 establishing the Integrated National Police with the Philippine Constabulary as the nucleus and all police officers as components. They were all placed under the supervision of the Ministry of National Defense.The Creation of the Philippine National Police The People’s Revolution of 1986 saw the birth of the 1987 Constitution that included a provision on the PNP which was to be â€Å"national in scope and civilian in character. † In 1991, the Philippine National Police was created with the passage of Republic Act No. 6975, otherwise known as the â€Å"Department of the Interior and Local Government Act of 1990. † The principal authors of the Republic Act 6975 were Senators Ernesto N Maceda and Aquilino Pimentel, Congressmen Jose S Cojuangco Jr. nd Rodrigo Gutang. Upon its signing into law on December 13, 1990, the PNP underwent a transitory period; and on 31 March 1991, President Corazon Aquino named General Cesar Nazareno as the first Director General of the Philippine National Police. On January 29, 1991, at Camp Crame, Quezon City, the Philippine Constabulary and the Integrated National Police were retired officially and the Philippine National Police was born. Like any new evolving organization, the PNP suffered from birth pains.To address these concerns, Republic Act 8551 or the PNP Reform and Reorganization Act of 1998 was enacted on February 17, 1998 to amend certain provisions of Republic Act No. 6975. This move was in response to the growing clamor to transform the PNP â€Å"into a more responsive, effective and relevant police organization. † Under this Act, the PNP shall be strengthened and evolved into a highly efficient police force that is community and service-oriented and fully accountable in the performance of its act ion. PNP SEAL : Meaning And SymbolismLapu-Lapu Hero – The great Filipino hero of Mactan, the prototype of the best and most noble in Filipino manhood who is the symbol and embodiment of all the genuine attributes of leadership, courage, nationalism, self-reliance and a people-based and people powered community defense. The benevolent and heroic warrior who derived added strength from a cohesive, determined and loyal people is today a fitting symbol and a prototype as well of people power to preserve our values, customs, traditions, way of life and the rule of law thru a solidly community-based police system.Lapu-Lapu also personifies for us today civilian constitutional authority. Laurel – Green Laurel with 14 leaves, symbolizes the 14 Regional Commands. It is also a symbol of the honor, dignity and the privilege of being a member of a noble organization where the call to public service is par excellence a commitment to public trust. Shield – The symbol of the P hilippine Constabulary, the first National Police by virtue of Organic Act No. 175, enacted by the Philippine Commission on 18 July 1901.The Philippine Constabulary for the close to 90 years of service to the nation has performed with honor, professionalism and courage. The PC has carved out a large part of the glorious pages of Philippine history, as attested by its proudly and deservedly garnering 86 of the 92 â€Å"Medals of Valor† the highest honor that a grateful Filipino nation can bestow on its gallant sons in the service of the Republic. Most appropriately therefore, the Philippine Constabulary became the nucleus of the Integrated National Police in 1975 to nurture the then embryonic concept of the nationalization of the country's local police forces.Three Stars – Luzon, Visayas and Mindanao and the 1,700 islands and the territorial integrity wherein the National Police must enforce the law and maintain peace and order with professionalism, zeal and dedication in keeping with the highest ideals and traditions of service to our country and people. Service †¢ Honor †¢ Justice – Added distinct ideals for the officers, men and women of the PNP to insure efficiency, integrity, cohesiveness, camaraderie and equanimity to enhance community acceptance and support to attain its mission of peace keeping and law enforcement.Sun – Symbolize the flowering, maturing and ultimate realization of the glorious evolution of the PC/INP into a National Police Organization – â€Å"national in scope and civilian in character† – as enshrined in the 1986 Constitution. The Traditional light rays which represents the fightingest provinces whose ideals of courage and patriotism the members of the National Police must possess. Ranks Distribution The following ranks are observed in the PNP as of 2009 with the following (in descending order):[10] Commissioned officers Director General (P D/Gen. ) – General Deputy Dire ctor General (P D/DGen. ) – Lieutenant General Director (P Dir. – Major General Chief Superintendent (P C/Supt. ) – Brigadier General Senior Superintendent (P S/Supt. ) – Colonel Superintendent (P Supt. ) – Lieutenant Colonel Chief Inspector (P C/Insp. ) – Major Senior Inspector (P S/Insp. ) – Captain Inspector (P Insp. ) – Lieutenant Note: Rank in Italics is the Army equivalent. There is no Second Lieutenant rank-equivalent in the P. N. P. Non-commissioned officers Senior Police Officer IV (SPO4) – Senior Master Sergeant / Chief Master Sergeant Senior Police Officer III (SPO3) – Master Sergeant Senior Police Officer II (SPO2) – Technical Sergeant Senior Police Officer I (SPO1) – Staff SergeantPolice Officer III (PO3) – Sergeant Police Officer II (PO2) – Corporal Police Officer I (PO1) – Private First Class Note: Rank in Italics is the Army equivalent. There is no Private rank-eq uivalent in the P. N. P. (Philippine National Police) List of PNP CHIEFS #| Name| Term of Office| | | Start| End| 1| Cesar P. Nazareno[1]| 31 March 1991| 28 August 1992| 2| Raul S. Imperial[1]| 28 August 1992 (acting) 28 October 1992 (official)| 6 May 1993| 3| Umberto Rodriguez[1]| 6 May 1993| 8 July 1994| 4| Recaredo Arevalo Sarmiento II[1]| 8 July 1994| 1997| 5| Santiago L. Alino[2]| 1997| 1998| 6| Roberto T. Lastimoso[2]| 1998| 1999| 7| Edmundo L.Larozza[2]| 1999 (acting)| 1999| 8| Panfilo M. Lacson[2]| November 1999| January 2001| 9| Leandro Mendoza[2]| 16 March 2001| 2002| 10| Hermogenes E. Ebdane, Jr. [3]| July 2002| 23 August 2004| 11| Edgar B. Aglipay[3][4]| 23 August 2004| March 6, 2005| 12| Arturo Lomibao[4][5]| March 13, 2005| August 29, 2006| 13| Oscar Castelo Calderon[5][6]| August 29, 2006| October 1, 2007| 14| Avelino Ignacio Razon, Jr. [6]| October 1, 2007| September 27, 2008| 15| Jesus Ame Verzosa[7]| September 27, 2008| September 14, 2010| 16| Raul Macalalad Bacalz o| September 14, 2010| September 8, 2011| 17| Nicanor Ancheta Bartolome| September 8, 2011 | PNP Key Officers DESIGNATION| RANK| NAME| | C, PNP| PDG| NICANOR A BARTOLOME| | TDCA| PDDG| ARTURO G CACDAC JR| | | TDCO| PDDG| EMELITO T SARMIENTO| | TCDS| PDDG| ROMMEL DF HEREDIA| | IAS| PCSUPT| ALEXANDER ROLDAN| | OIC, HRAO| | PSSUPT | NESTOR M FAJURA| | | SDS| PCSUPT| BERNARDO C FLORECE JR| | C, PIO| PCSUPT| GENEROSO R CERBO JR| | ___________________| _______| _____________________| | | | | DIRECTORIAL STAFF| UNIT| DESIGNATION| RANK| NAME| DPRM| Dir, DPRM| PDIR| ELPIDIO Z DE ASIS JR| | Dep Dir, DPRM| PCSUPT| JOSE ERWIN T VILLACORTE| | Acting EX-O, DPRM| PSSUPT| NOEL G CONSTANTINO| | | | | DI| Dir, DI| PDIR| AGER P ONTOG JR| Dep Dir, DI| PCSUPT| NOEL O DELOS REYES| | EX-O, DI| PCSUPT| DIOSDADO G RAMOS| | | | | DO| Dir, DO| PDIR| SAMUEL B DICIANO| | Dep Dir, DO| PCSUPT| RICARDO C MARQUEZ| | | EX-O, DO| | VACANT| | | | | DL| Dir, DL| PDIR| ARNULFO DR PEREZ| | Dep Dir, DL| PCSUPT| RAUL BASIL IO D BOAC| | EX-O, DL| PCSUPT| PERCIVAL G BARBA| | | | | DPL| OIC Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Dep Dir, DPL| PCSUPT| JESUS T GATCHALIAN| | Acting EX-O, DPL| PSSUPT| ALLEN N FORTES| | | | | DC| Dir, DC| PDIR| ROQUE G RAMIREZ| | Dep Dir, DC| PCSUPT| DANILO S CONSTANTINO| | EX-O, DC| PCSUPT| ALEXANDER C IGNACIO| | | | | DPCR| Dir, DPCR| PDIR| LINA C SARMIENTO| OIC Dep Dir, DPCR| PCSUPT| ROLAND A VICENTE| | Acting EX-O, DPCR| PCSUPT| ROLAND A VICENTE| | | | | DIDM| OIC, DIDM| PCSUPT  | JOSE JORGE E CORPUZ| | Acting Dep Dir, DIDM| PCSUPT| JOSE JORGE E CORPUZ| | EX-O, DIDM| PCSUPT| CHRISTOPHER A LAXA| | | | | DHRDD| Dir, DHRDD| PDIR| REY L LANADA| | Dep Dir, DHRDD| PCSUPT| ISAGANI F GENABE JR| | EX-O, DHRDD| PCSUPT| RONILO V QUEBRAR| | | | | DRD| Dir, DRD| PDIR| FELIPE L ROJAS| | Dep Dir, DRD| PCSUPT| DOMINADOR E AQUINO JR| | EX-O, DRD| PCSUPT| DANILO   J ALCORIZA| | | | | DICTM| Dir, DICTM| PDIR| ANGELITO N PACIA| | Dep Dir, DICTM| | VACANT| | Acting EX-O, DICTM| PSSUPT| W ENCY T PASCUAL| | | | DIPO-NL| Acting Dir, DIPO-NL| PCSUPT| WILSON R VICTORIO| | Dep Dir, DIPO-NL| | VACANT| | Acting EX-O, DIPO-NL| PSSUPT| JAMES B BUCAYU| | | | | DIPO-SL| Acting Dir, DIPO-SL| PCSUPT| GEORGE T REGIS| | Dep Dir, DIPO-SL| PCSUPT| FEDERICO E LACISTE JR| | EX-O, DIPO-SL| PCSUPT| FIDEL G POSADAS| | | | | DIPO-VIS| Dir, DIPO-VIS| PDIR| JAIME D CALUNGSUD JR| | Dep Dir, DIPO-VIS| PCSUPT| VALIANT G DE GUZMAN| | EX-O, DIPO-VIS| PCSUPT| HENRY S RANOLA JR| | | | | DIPO-EM| D,DIPO-EM| PDIR| FELICISIMO V KHU JR| | Acting Dep Dir, DIPO-EM| PCSUPT| BIENVENIDO G LATAG| | EX-O, DIPO-EM| PCSUPT| EDGARDO C INGKING| | | | |DIPO-WM| Dir, DIPO-WM| PDIR| MANUEL R BARCENA| | Dep Dir, DIPO-WM| PCSUPT| FRANCISCO R CRISTOBAL JR| | EX-O,DIPO-WM| PCSUPT| PATERNO P HERNANDEZ| | | | | NATIONAL SUPPORT UNITS| LSS| Dir, LSS| PCSUPT| REX MILTON A DOLINO| | DDA, LSS| PSSUPT| JOSE ERNESTO E FERNANDEZ JR| | CDS, LSS| PSSUPT| MANUEL DG OBRERA| | | | | ITMS| Acting Dir, ITMS| PSSUPT| ROGELIO M DAMAZO| | Acting Deputy Director| PSSUPT| JOEL VICTOR V CANAPI| | Acting CDS, ITMS| PSSUPT| NAPOLEON C TAAS| | | | | FS| Dir, FS| PCSUPT| ROLANDO A PURUGGANAN| | Acting DDA, FS| PSSUPT| FELIXBERTO S LAGIWID| | Acting CDS, FS| PSSUPT| TED PEDRONISTO A QUIANO| | | | |HS| Acting Dir, HS| PSSUPT| MA ANGELA M VIDAL| | Deputy Director| PSSUPT| FLORENIA A ZENAROSA| | CDS, HS| PSSUPT| MARIE YVONNE S REYES| | | | | | | | | CES| Acting Dir, CES| PCSUPT| WILLIE M TOLENTINO| | DDA, CES| PSSUPT| RODEL D CALUNGSUD| | Acting CDS, CES| PSSUPT| JOB F MARASIGAN| | | | | CHS| Dir, CHS| PSSUPT| DEODY O BARRET| | DDA, CHS| PSSUPT| ELIGIO A MATIVO| | | | | LS| Dir, LS| PCSUPT| FRANCISCO A UYAMI JR| | LS| PSSUPT| ULYSSES J ABELLERA| | CDS, LS| PSSUPT| BARTOLOME C TOBIAS| | | | | HSS| Dir, HSS| PCSUPT| CARMELO E VALMORIA| | DDA, HSS| PSSUPT| ROLANDO R MACUSI| | Acting DDO, HSS| PSSUPT| RAMON C APOLINARIO| CDS, HSS| PSSUPT| TEODORO J BASA| | | | | ES| Dir, ES| PCSUPT| CRISTINO C CAMPANILLA| | DDA, ES| PSSUPT| JEROME P PAGARAGAN| | CDS, ES| PSSUPT| JOEL FELIX MATEO D RUNES IV| | | | | TS| Acting Dir, TS| PCSUPT| HENRY P LOSANES| | DDA, TS| PSSUPT| JOSE L GENTILES| | CDS, TS| PSSUPT| JOHN Q SOSITO| | | | | PRBS| Dir, PRBS| PSSUPT| VIRGIL F BOMBITA| | | DD, PRBS| PSSUPT| RICHARD A ALBANO| | | | | CLG| OIC Dir, CLG| PSSUPT| LIZA M SABONG| | DDA, CLG| PSSUPT| LIZA M SABONG| | DDO, CLG| | VACANT| | CDS, CLG| PSSUPT| EMMANUEL L ARANAS| | | | | MG| Dir, MG| PCSUPT| FRANCISCO DON C MONTENEGRO| | DDA, MG| PSSUPT| ASHER A DOLINA| DDO, MG| PSSUPT| FERDINAND P YUZON| | CDS, MG| PSSUPT| SAMUEL DG SYLIM| | | | | AVSEG| Acting Dir, ASG| PCSUPT| JESUS GORDON P DESCANZO| | DDA, ASG| PSSUPT| ARTURO M EVANGELISTA, SR| | DDO, ASG| PSSUPT| LUIS RICARDO C CHAVEZ| | Acting CDS, ASG| PSSUPT| JOSE V CARILLO| | | | | SAF| Dir, SAF| PDIR| CATALINO S CUY| | DDA, SAF| PCSUPT| GETULIO S NAPENAS| | CDS, SAF| PSSUPT| MORO VIRGILIO M LAZO| | | | | HPG| Dir, HPG| PCSUPT| LEONARDO A ESPINA| | DDA, HPG| | VACANT| | DDO, HPG| PSSU PT| PETRONIO A RETIRADO| | CDS, HPG| PSSUPT| REUBEN THEODORE C SINDAC| | | | | PCRG| D, PCRG| PCSUPT| AGRIMERO A CRUZ JR| | Acting DDA, PCRG| PSSUPT| NESTOR F QUINSAY JR| | CDS, PCRG| PSSUPT| RUSTICO V BASCUGIN| | | | | CIDG| Dir, CIDG| PDIR| SAMUEL D PAGDILAO, JR| | DDA, CIDG| PSSUPT| FEDERICO P CASTRO JR| | DDO, CIDG| PSSUPT| KEITH ERNALD L SINGIAN| | CDS, CIDG| PSSUPT| RENE D ONG| | | | | PSPG| Dir, PSPG| PCSUPT| | WILHELM E BARLIS| | | Acting DDA, PSPG| PSSUPT| DIOSDADO T VALEROSO| | Acting CDS, PSPG| PSSUPT| ROLANDO Z NANA| | | | | IG| Dir, IG| PCSUPT| CHARLES T CALIMA| | DDA, IG| PSSUPT| ABELARDO P VILLACORTA| | DDO, IG| PSSUPT| ALLEN B BANTOLO| | CDS, IG| PSSUPT| PHILIP GIL M PHILLIPPS| | | | | CSG| Dir, CSG| PDIR| GIL C MENESES| DDA, CSG| PCSUPT| NOEL LAZARUS C VARGAS| | CDS, CSG| PSSUPT| FERDINAND E SANTOS| | | | | FED| Chief, FEO| PCSUPT| RAUL D PETRASANTA| SOSIA| C, SOSIA| PCSUPT| TOMAS G RENTOY III| | | | | REGIONAL DIRECTORS AND DIRECTORIAL STAFF| NCRPO| RD, NCRPO| PDIR | ALAN LM PURISIMA| | DRDA, NCRPO| PCSUPT| SONNY Y DAVID| | DRDO, NCRPO| PCSUPT| JUANITO B VANO JR| | RCDS, NCRPO| PCSUPT  | ARAZAD P SUBONG| | | | | NPD| DD, NPD| PCSUPT| ANTONIO L DECANO| | DDDA, NPD| PSSUPT| WILSON M AMPER| | DDDO, NPD| | VACANT| | CDDS, NPD| PSSUPT| ERIC SERAFIN G REYES| | | | | EPD| DD, EPD| PCSUPT| MIGUEL DM LAUREL| | OIC DDDA, EPD| PSSUPT| ANTONIO L GUMIRAN JR| DDDO, EPD| PSSUPT| ANTONIO L GUMIRAN JR| | CDDS, EPD| PSSUPT| DANILO L MALIGALIG| | | | | MPD| DD, MPD| PCSUPT| ALEJANDRO F GUTIERREZ| | DDDA, MPD| PSSUPT| JOSEPHUS G ANGAN| | DDDO, MPD| PSSUPT| ROBERT G PO| | CDDS, MPD| PSSUPT| RONALD R ESTILLES| | | | | QCPD| DD, QCPD| PCSUPT| MARIO O DELA VEGA| | DDDA, QCPD| | VACANT| | DDDO, QCPD| PSSUPT| JOEL D PAGDILAO| | CDDS, QCPD| PSSUPT| NERI A ILAGAN| | | | | SPD| DD, SPD| PCSUPT| BENITO C ESTIPONA| | DDDA, SPD| | VACANT| | DDDO, SPD| PSSUPT| ROLANDO E ASUNCION| | Acting CDDS, SPD| PSSUPT| CONRADO S CAPA| | | | | PRO 1| RD, PRO1| PCSUPT| FRANKLIN JESUS B B UCAYU| DRDA, PRO1| PCSUPT| ROMAN A FELIX| | DRDO, PRO1| PSSUPT| MANOLITO C LABADOR| | RCDS, PRO1| PSSUPT| ALEJANDRO M VALERIO JR| | | | | PRO 2| RD, PRO2| PCSUPT| RODRIGO P DE GRACIA| | DRDA, PRO2| PCSUPT| MANUEL P PINERA| | DRDO, PRO2| PSSUPT| RUFINO JEFFREY L MANERE| | Acting RCDS, PRO2| PSSUPT| PEDRO R DANGUILAN| | | | | PRO 3| RD, PRO3| PCSUPT| EDGARDO T LADAO| | Acting DRDA, PRO3| PSSUPT| WENDY G ROSARIO| | DRDO, PRO3| PSSUPT  | NOLI G TALINO| | RCDS, PRO3| PSSUPT| AGRIPINO G JAVIER| | | | | PRO 4-A| Acting RD, PRO4-A| PCSUPT| JAMES ANDRES B MELAD| | DRDA, PRO4-A| PCSUPT| ABNER O DIMABUYU| | DRDO, PRO4-A| PSSUPT| EDWIN T ERNI| RCDS, PRO4-A| PSSUPT| RONALD V SANTOS| | | | | PRO 4-B| RD, PRO4-B| PCSUPT| ARTEMIO G HICBAN| | DRDA, PRO4-B| PCSUPT| EDGAR L LAYON| | DRDO, PRO4-B| PSSUPT| DENNIS J PENA| | Acting RCDS, PRO4-B| PSSUPT| VIRGILIO C PARROCHA| | | | | PRO 5| RD, PRO5| PCSUPT| JOSE ARNE M DELOS SANTOS| | DRDA, PRO5| PCSUPT| VICTOR P DEONA| | Acting DRDO, PRO5| PSSUPT| PANCH O ADELBERTO M HUBILLA| | RCDS, PRO5| PSSUPT| ARNOLD L ALBIS| | | | | PRO 6| RD, PRO6| PCSUPT| CIPRIANO E QUEROL JR| | Acting DRDA, PRO6| PSSUPT| MANUEL B FELIX| | DRDO, PRO6| PSSUPT| WESLEY A BARAYUGA| | OIC RCDS, PRO6| PSSUPT| ALLAN C GUISIHAN| | | | |PRO 7| RD, PRO7| PCSUPT| MARCEL P GARBO JR| | DRDA, PRO7| PCSUPT| SAMUEL M YORDAN| | DRDO, PRO7| PSSUPT| LOUIE T OPPUS| | RCDS, PRO7| PSSUPT| ORLANDO D UALAT| | | | | PRO 8| RD, PRO8| PCSUPT| ARNOLD R REVILLA| | DRDA, PRO8| PCSUPT| VICENTE A LOOT| | DRDO, PRO8| PSSUPT| EDGAR O BASBAS| | RCDS, PRO8| PSSUPT| PEPITO M PACADA| | | | | PRO 9| RD, PRO9| PCSUPT| NAPOLEON R ESTILLES| | DRDA, PRO9| PCSUPT| MARIO B YANGA| | DRDO, PRO9| PSSUPT| RAMON M OCHOTORENA| | RCDS, PRO9| PSSUPT| CORNELIO N BARRIOS| | | | | PRO 10| Acting RD, PRO10| PCSUPT| GIL J HITOSIS| | DRDA, PRO10| PCSUPT| CATALINO B RODRIGUEZ JR| DRDO, PRO10| PSSUPT| LYNDEL A DESQUITADO| | RCDS, PRO10| PSSUPT| VIRGILIO T RANES| | | | | PRO 11| RD, PRO11| PCSUPT| JAIME H MORENTE| | DR DA, PRO11| PCSUPT| ANSELMO P PINILI| | DRDO, PRO11| PSSUPT| FEDERICO L DULAY JR| | RCDS, PRO 11,| PSSUPT| PIERRE R BUCSIT| | | | | PRO 12| RD, PRO 12| PCSUPT| ALEX PAUL I MONTEAGUDO| | DRDA, PRO 12| PCSUPT| LESTER O CAMBA| | DRDO, PRO 12| PSSUPT| ROBERT R KIUNISALA| | RCDS, PRO 12| PSSUPT| ELMER C BELTEJAR| | | | | PRO 13| RD, PRO13| PCSUPT| REYNALDO S RAFAL| | Acting DRDA, PRO13| PSSUPT| MARIO O SORIANO| | DRDO, PRO13| PSSUPT| FERNANDO G SEVILLA| | RCDS, PRO13| PSSUPT| DAVID Y OMBAO| | | | PRO ARMM| RD, PRO ARMM| PCSUPT| MARIO A AVENIDO| | DRDA, PRO ARMM| PCSUPT| JOEL MA T ALVAREZ| | DRDO, PRO ARMM| PSSUPT| ALBERTO C SUPAPO| | RCDS, PRO ARMM| PSSUPT| SERGIO A DIMANDAL| | | | | PRO COR| RD, PRO COR| PCSUPT| BENJAMIN B MAGALONG| | DRDA, PRO COR| PCSUPT| ELMER R SORIA| | DRDO, PRO COR| PSSUPT| ROBERTO Q SORIANO| | RCDS, PRO COR| PSSUPT| DONATO O BACQUIAN| GENERAL QUALIFICATION FOR APPOINTMENT * A citizen of the Philippines; * A person of good moral character; * Must have passed the Ph ysical Agility Test, Neuro-Psychological Examination, General Physical and Dental Examination as well as Drug Test to e administered by the PNP for the purpose of determining physical and mental health; * Must possess a formal baccalaureate degree from a recognized institution of learning; * Must be eligible in accordance with the standards set by NAPOLCOM; * Must have not been dishonorably discharged from military employment or dismissed for cause from any civilian position in the government; * Must have not been convicted by final judgment of an offense or crime involving moral turpitude; * Must be at least one meter and sixty-two centimeters (1. 2 m. ) in height for male and one meter and fifty-seven centimeters (1. 57 m. ) for female; * Must not weigh not more or less five kilograms (5 kgs. ) than the standard weight corresponding to his or her height, age, and sex; and * Must not be less than twenty-one (21) nor more than thirty (30) years of age upon take oath. Except for the last qualification, the above-enumerated qualifications shall be continuing in character and an absence of any one of them at any given time shall be a ground for separation or retirement from the service: Provided, that PNP members who are already in the service upon the effectively of RA 8551 shall be given at least two (2) years to obtain the minimum education qualification and one (1) year to satisfy the weight requirement. Eligibility Requirements: Civil Service Professional (CSP) PO1 Entrance Exam (NAPOLCOM ; CSC)RA 1080 (Board Passer, Med Doctor, Engineering, Teacher etc†¦ ) RA 6506 (Criminologist) PD 907 For Regular Recruitment Quota, applicants may submit his/her folder with complete documentary requirements to the Provincial Screening Committee for eventual recommendation to the PNP Regional Screening Committee. Documentary Requirements: * Personal Data Sheet (CS form 212, Revised 2005) * Birth Certificate ; Marriage Contract, ; Birth Certificate of Children * Transcr ipt of Scholastic Records ; Diploma * Eligibility * Clearances1 Piece whole Body Picture Barangay Clearance Local Police Clearance * Mayor’s Clearance * MTC/RTC/Prosecutor Clearance * NBI Clearance * DI Clearance PHQ – S2) * Good Moral Character for College/University * Medical Certifcate from Local Health Office Note: Documents must be properly authenticated by issuing office/ agency. Use ordinary BLUE Long Folder with plastic cover ; white tabbings for the application folders. Ad Hoc Screening Committee: Ad Hoc Screening Committee that shall be responsible for the widest dissemination of vacancies in the area and determination of the fitness of police applicants.The Screening Committee shall be composed as follows: a. City/Municipal Screening Committee * Members * Vice-Mayor designated as Chairman * DILG CLGOO/MLGO as Vice-Chairman * POC Member from the Academe designated as Member * City Director (for City Level)/Chief of Police (Municipal Level) and Member b. Provi ncial Screening Committee PNP Deputy Provincial Director for Administration or any PNP Senior Officer in the province designated by the Provincial Director – Chairman. Members NAPOLCOM Official to be designated by the NAPOLCOM Regional Director * Private citizen of known probity and integrity in the province to be designated by the Provincial Governor * PLEB Chairman in the locality where the selection will be undertaken * PPOC Representative to be designated by the PPOC Chairman c. Regional Screening Committee PNP Deputy – Regional Director for Administration or any PNP Senior Officer in the Regional Command designated by the PNP Regional Director – Chairman Members NAPOLCOM Senior Official in the Regional Office to be designated by the Regional Director * Private citizen of known probity and integrity in the region to be designated by the Provincial Governor of the province where the Regional Command Headquarters is situated. * PLEB Chairman in the locality wh ere the selection will be undertaken * RPOC Representative to be designated by the RPOC Chairman Additional Screening and Recruitment Committees, however, may be constituted by the PNP to facilitate expeditious and efficient processing of applications, provided the herein required membership shall be followed.Screening Procedure a. Preliminary Interview/Screening – A point system shall be applied in the assessment and evaluation of the measurable qualification standards possessed by an individual applicant. The applicant shall be interviewed personally by the Screening Committee. If the applicant qualifies, he/she shall be required to present or accomplish the following:   | Minimum Points| Maximum Points| Educational| 21 pts| 30 pts| Eligibility| 21 pts| 30 pts| Physical Agility Test| 10. 5 pts| 15 pts| Final Interview| 16 pts| 25 pts| | 68. 5 pts| 100 pts| iven for those with Masteral, LLB units, graduates with honors and with multiple eligibilities (maximum 30 points) b. Physical Agility Test (15 pts) – The Screening Committee shall require the applicant to undergo a physical agility test designed to determine whether or not he possesses the required coordination, strength and speed of movement necessary for service, as follows: Maximum Total| 100 pts| Passing Score| 75 pts| |   |   |   | A. 7 Pull ups (3 pts each) hanging (time in sec divided by 6 = pts earned)| men| 21 points|   | women|   | B. 2 min Push ups (0. 5 pt each)| men| 20 points| 1. 0 pt each)| women|   | C. 2 min Sit ups (0. 5 pt each)| men| 21 points| (1. 0 pt each)| women|   | D. 100 meter run|   | 18 points| |   |   |   | 100 Meter Runs (Sprint)| Men|   | Women| Below 13. 0 sec or less| 20 pts| Below 19 seconds|   | 13 seconds +| 18 pts| 19 seconds +|   | 14 seconds +| 16 pts| 20 seconds +| 16 pts| 15 seconds +| 14 pts| 21 seconds +| 14 pts| 16 seconds +| 12 pts| 22 seconds +| 12 pts| 17 seconds ; up| 10 pts| 23 seconds +| 10 pts| |   |   |   | 1000 Meter Runs| Men|   | women|   | 3'25† and below| 18 pts| 4'25† below| 18 pts| 3'26† – 3'46†³| 16 pts| 4'26† – 4'46†³| 16 pts| '47† – 4†² 07†³| 14 pts| 4'47† – 5†² 07†³| 14 pts| 4'08† – 4†² 28†³| 12 pts| 5'08† – 5†² 28†³| 12 pts| |   |   | | c. Psychological and/or Neuro Psychiatric Test – To exclude applicants who may be suffering from any mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to be administered by the PNP, or any duly recognized institution and meet all the requirements in paragraph (a) above. d. Character and Background Investigation – The Screening Committee shall cause an intensive investigation to be conducted on the character and background of the applicant with the end in view of etermining his character reputation and possible involvement in any questionable or criminal activities as well as his propensity toward violence or use of force. e. Physical and Mental Examination – In order to determine whether or not the applicant is in good health, free from any contagious diseases, a physical and medical examination must be conducted by the city/municipal health officer or PNP medical officer after he/she qualified for preliminary interview. f.Final interview (25 pts) – The Screening Committee shall interview the qualified applicant for suitability for police work. The interview shall aid in determining likeableness, affability, attitude towards work, outside interest, forcefulness, conversational ability, disagreeable mannerism, etc. g. Oath-Taking – After the final deliberation and through selection among the qualified applicants, the successful applications shall take their oath of Office. h. Probationary – period of at least twelve (12) months.The New PO1s must undergo the Public Safety Basic Recruit Course (PSBRC) and Field Training Program in order to attain permanent status. Appointment of PNP Officers and Members The appointment of the officers and members of the PNP shall be effected in the following manner :(a) Police Officer I to Senior Police Officer IV . – Appointed by the PNP regional director for regional personnel or by the Chief of the PNP for the national headquarters personnel and attested by the Civil Service Commission. (b) Inspector to Superintendent – Appointed by the Chief of the PNP, as recommended by their immediate superiors, attested by the Civil Service Commission;(c) Senior Superintendent to Deputy Director General . – Appointed by the President upon recommendation of the chief of the PNP, with proper endorsement by the Chairman of the Civil Service Commission and subject to confirmation by the Commission on Appointments; and(d) Director General . – Appointed by the President from among the senior officers down to the rank of chief superintendent in the service, subject to confirmation by theCommission on Appointments: Provided, That the Chief of the PNP shall serve a tour of duty not to exceed four (4) years: Provided, further, That, in times of war or other national emergency declared by Congress, the President may extend such tour of duty. Qualifications of Chief of City and Municipal Police Stations 1. No person may be appointed chief of a city police station unless he holds bachelor’s degree from a recognized institution of learning or has served in the Philippine Constabulary or in the police department of any city or municipality with the rank of captain or its equivalent therein for at least three (3) years. . No person may be appointed chief of a municipal police station unless he holds a bachelor’s degree from a recognized institution of learning or has served as officer in the Philippine Constabulary or in the police department of any city or municipality for at least two(2) years with the rank lieutenant or its equivalent: Provided, 3.That a member of the Bar with at least five (5) years experience in active law practice and who possesses the general qualifications under Section 30 of this Act shall be qualified for appointment as chief of a city or municipal police station: Provided, further, That the chief of police shall be appointed in accordance with the provisions of Section 51, paragraph b), subparagraph (4) (i) of this Act. Promotions a) A member of the PNP shall not be eligible for promotion to a higher position or rankunless he has successfully passed the corresponding promotional examination given by theCommission, or the Bar or corresponding board examinations for technical services and other professions, and has satisfactorily completed an appropriate and accredited course in thePNP or equivalent training institutions. In addition, no member of the PNP shall eligible for promotion unless he has been cleared by the People's Law Enforcement Board (PLE B) of complaints proffered against him, if any. b) Special promotion may be extended to any member of the PNP for acts of conspicuouscourage and gallantry at the risk of his life above and beyond the call of duty, or selected assuch in a nationwide search conducted by the PNP or any accredited civic organization. PNP RANKS AND INSIGNIA Police Commissioned Officer Shoulder Ranks | | | | Police Chief Superintendent General| Police Director| Police Deputy Director General| Police Director General| | | |   | Police Chief Inspector| Police Superintendent| Police Senior Superintendent|   | | |   |   |Police Inspector| Police Senior Inspector|   |   | Police Non-Commissioned Officer Sleeve Ranks | | | | Senior Police Officer I| Senior Police Officer II| Senior Police Officer III| Senior Police Officer IV| | | |   | Police Officer I| Police Officer II| Police Officer III|   | Note:  Rank in  Italics  is the Army equivalent. There is no Second Lieutenant rank-equivalent in the PNP. ADMINISTRATIVE DISCIPLINARY MACHINERY (RA 6975 – Sec 41-50) Section 41. (a) Citizen's Complaints. Any complaint by an individual person against any member of the PNP shall be brought before the following: (1) Chiefs of police, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof for a period not exceeding fifteen (15) days; (2) Mayors of cities or municipalities, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension or forfeiture of salary, or any combination thereof, for a period of not less than sixteen (16) days but not exceeding thirty (30) days; (3) People's Law Enforcement Board, as created under Section 43 hereof, where the offense is punishable by withholding of privileges, restriction to specified limits, suspension of forfeiture of salary, or any combination thereof, for a period exceeding thirty (3 0) days; or by dismissal. The Commission shall provide in its implementing rules and regulations a scale of penalties to be imposed upon any member of the PNP under this section. (b) Internal Discipline. In dealing with minor offenses involving internal discipline found to have been committed by any regular member of their respective commands, the duly designated supervisors and equivalent officers of the PNP shall, after due notice and summary hearing, exercise disciplinary powers as follows: (1) Chiefs of police or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; forfeiture of salary or suspension; or any of the combination of the foregoing: Provided; That, in all cases, the total period shall not exceed fifteen (15) days; (2) Provincial directors or equivalent supervisors may summarily impose the administrative punishment of admonition or reprimand; restriction to spec ified limits; withholding of privileges; forfeiture of salary or suspension; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed thirty (30) days; (3) Police regional directors or equivalent supervisors shall have the power to impose upon any member the disciplinary punishment of dismissal from the service. He may also impose the administrative punishment of admonition or reprimand; restriction to specified limits; withholding of privileges; suspension or forfeiture of salary; demotion; or any combination of the foregoing: Provided, That, in all cases, the total period shall not exceed sixty (60) days; (4) The Chief of the PNP shall have the power to impose the disciplinary punishment of dismissal from the service; suspension or forfeiture of salary; or any combination thereof for a period not exceeding one hundred eighty (180) days. (c) Exclusive Jurisdiction. A complaint or a charge filed against a PNP member shall be heard and deci ded exclusively by the disciplining authority who has acquired original jurisdiction over the case and notwithstanding the existence of concurrent jurisdiction as regards the offense: Provided, That offenses which carry higher penalties referred to a disciplining authority shall be referred to the appropriate authority which has jurisdiction over the offense. For purposes of this Act, a â€Å"minor offense† shall refer to an act or omission not involving moral turpitude, but affecting the internal discipline of the PNP, and shall include, but not limited to: (1) Simple misconduct or negligence; (2) Insubordination; (3) Frequent absences or tardiness; 4) Habitual drunkenness; and (5) Gambling prohibited by law. Section 42. Summary Dismissal Powers of the PNP Chief and Regional Directors. – The Chief of the PNP and regional directors, after due notice and summary hearings, may immediately remove or dismiss any respondent PNP member in any of the following cases: (a) When the charge is serious and the evidence of guilt is strong; (b) When the respondent is a recidivist or has been repeatedly charged and there are reasonable grounds to believe that he is guilty of the charges; and (c) When the respondent is guilty of conduct unbecoming of a police officer. Section 43. People's Law Enforcement Board (PLEB). (a) Creation and Functions. – Within thirty (30) days from the issuance of the implementing rules and regulations by the Commission, there shall be created by the sangguniang panlungsod/bayan in every city and municipality such number of People's Law Enforcement Boards (PLEBs) as may be necessary: Provided, That there shall be at least one (1) PLEB for every municipality and for each of the legislative districts in a city. The PLEB shall have jurisdiction to hear and decide citizen's complaints or cases filed before it against erring officers and members of the PNP. There shall be at least one (1) PLEB for every five hundred (500) city or mu nicipal police personnel. b) Composition and Term of Office. – The PLEB shall be composed of the following: (1) Any member of the sangguniang panlungsod/bayan chosen by his respective sanggunian; (2) Any barangay captain of the city or municipality concerned chosen by the association of barangay captains; and (3) Three (3) other members who shall be chosen by the peace and order council from among the respected members of the community known for their probity and integrity, one (1) of whom must be a member of the Bar or, in the absence thereof, a college graduate, or the principal of the central elementary school in the locality. The Chairman of the PLEB shall be elected from among its members.The term of office of the members of the PLEB shall be for a period of two (2) years from assumption of office. Such member shall hold office until his successor shall have been chosen and qualified. (c) Compensation – Membership in the PLEB is a civic duty. However, PLEB members may be paid per diem as may be determined by the city or municipal council from city or municipal funds. (d) Procedure – (1) The PLEB, by a majority vote of all its members and its Chairman shall determine whether or not the respondent officer or member of the PNP is guilty of the charge upon which the complaint is based. (2) Each case shall be decided within sixty (60) days from the time the case has been filed with the PLEB. 3) The procedures in the PLEB shall be summary in nature, conducted in accordance with due process, but without strict regard to technical rules of evidence. (4) The Commission shall issue the necessary implementing guidelines and procedures to be adopted by the PLEB, including graduated penalties which may be imposed by the PLEB. (5) The Commission may assign the present NAPOLCOM hearing officers to act as legal consultants of the PLEBs and provide, whenever necessary, legal services, assistance and advise to the PLEBs in hearing and deciding cases ag ainst officers and members of the PNP, especially those involving difficult questions of law: Provided, That these lawyers may also be assigned to investigate claims for death and disability benefits of PNP members or their heirs. e) Decisions – The decision of the PLEB shall become final and executory: Provided, That a decision involving demotion or dismissal from the service may be appealed by either party with the regional appellate board within ten (10) days from receipt of the copy of the decision. Section 44. Disciplinary Appellate Boards. – The formal administrative disciplinary machinery for the PNP shall be the National Appellate Board and the regional appellate boards. The National Appellate Board shall consist of four (4) divisions, each division composed of a Commissioner as Chairman and two (2) other members. The Board shall consider appeals from decisions of the Chief of the PNP. The National Appellate Board may conduct its hearings or sessions in Metropo litan Manila or any part of the country as it may deem necessary.There shall be at least one (1) regional appellate board per administrative region in the country to be composed of a senior officer of the regional Commission as Chairman and one (1) representative each from the PNP, and the regional peace and order council as members. It shall consider appeals from decisions of the regional directors, other officials, mayors, and the PLEBs: Provided, That the Commission may create additional regional appellate boards as the need arises. Section 45. Finality of Disciplinary Action. – The disciplinary action imposed upon a member of the PNP shall be final and executory: Provided, That a disciplinary action imposed by the regional director or by he PLEB involving demotion or dismissal from the service may be appealed to the regional appellate board within ten (10) days from receipt of the copy of the notice of decision: Provided, further, That the disciplinary action imposed by t he Chief of the PNP involving demotion or dismissal may be appealed to the National Appellate Board within ten (10) days from receipt thereof: Provided, furthermore, That the regional or National Appellate Board, as the case may be, shall decide the appeal within sixty (60) days from receipt of the notice of appeal: Provided, finally, That failure of the regional appellate board to act on the appeal within said period shall render the decision final and executory without prejudice, however, to the filing of an appeal by either party with the Secretary. Section 46. Jurisdiction in Criminal Cases. Any provision of law to the contrary notwithstanding, criminal cases involving PNP members shall within the exclusive jurisdiction of the regular courts: Provided, That the courts-martial appointed pursuant to Presidential Decree No. 1850 shall continue to try PC-INP members who have already been arraigned, to include appropriate actions thereon by the reviewing authorities pursuant to Commo nwealth Act No. 408, otherwise known as the Articles of War, as amended, and Executive Order No. 178, otherwise known as the Manual for Courts-Martial: Provided, further, That criminal cases against PC-INP members who may have not yet been arraigned upon the effectivity of this Act shall be transferred to the proper city or provincial prosecutor or municipal trial court judge. Section 47. Preventive Suspension Pending Criminal Case. Upon the filing of a complaint or information sufficient in form and substance against a member of the PNP for grave felonies where the penalty imposed by law is six (6) years and one (1) day or more, the court shall immediately suspend the accused from office until the case is terminated. Such case shall be subject to continuous trial and shall be terminated within ninety (90) days from arraignment of the accused. Section 48. Entitlement to Reinstatement and Salary. – A member of the PNP who may have been suspended from office in accordance with the provisions of this Act or who shall have been terminated or separated from office shall, upon acquittal from the charges against him, be entitled to reinstatement and to prompt payment of salary, allowances and other benefits withheld from him by reason of such suspension or termination. Section 49. Legal Assistance. –The Secretary of the Department of Justice, the Chairman of the Commission or the Chief of the PNP may authorize lawyers of their respective agencies to provide legal assistance to any member of the PNP who is facing before the prosecutor's office, the court or any competent body, a charge or charges arising from any incident which is related to the performance of his official duty: Provided, That government lawyers so authorized shall have the power to administer oaths. The Secretary of Justice, the Chairman of the Commission, and the Chief of the PNP shall jointly promulgate rules and regulations to implement the provisions of this section. Section 50. Pow er to Administer Oaths. – Officials of the Commission who are appointed by the President, as well as officers of the PNP from rank of inspector to senior superintendent, shall have the power to administer oaths on matters which are connected with the performance of their official duties.