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Case Study Officer Robert Barton

Letrice Atkins

CJA/474

September 28, 2013

Dr. Patrick Webb

Running head: CASE STUDY OFFICER ROBERT BARTON

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CASE STUDY OFFICER ROBERT BARTON

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Case Study Officer Robert Barton

Upon complete of the police academy cadets are required to take an oath. Officers swear to honor the relationships between fellow officers. First, they must understand the law before he or she can enforce it. In this case study officer Barton’s desires were to stand up for what is right. Barton’s goals were to preserve the peace, and protect society from criminals. However, Officer Barton became a part of a culture that shared diverse values, attitudes, and perspectives. Soon Barton conformed to the social norms of the group and adapted to the actions of the group to accomplish his success. Barton became aware of the officers code of silence one that he does not agree with, but he must support for the success of the department (More, Vito, &Walsh, 2012).

Group Cohesiveness

Group cohesiveness exists when a group develops a bond with one another and adopts the same behaviors to fit in, or reduce disagreement between group members. Cohesiveness ceases to become positive when personalities within the group begin to clash, and the social role of members or leaders are terminated. Too much cohesiveness becomes pathological when members fear losing power or become isolated. It discourages individuality, critical thinking, and innovation. Pathological is a primary characteristic of groupthink. This occurs when the members of the group aim for total agreement and acceptance within the group. Any behavior from inside or outside that harms their motivation to think freely will be unacceptable. Pathological can create tension and the mentality of “us versus them.”

“Them” refers to anyone not a part of the group. Groupthink can encourage the view of untouchable (More, Vito, & Walsh, 2012).

Subcultures

Subcultures in police work are inevitable because the police profession has subcultures unto itself. In this case a group of officers came from different cultures with different attitudes, and values, even though they share the same profession. Officers profession causes him or her to belong subconsciously to a social subculture. Social norms strongly influence the behaviors of officers. Instead of practicing employee code of ethics some officers develop personal code of ethics in the unit and new officers adapt to the mentality of the unit to feel a part of the team. The personal codes set them apart from the rest of society because officers are respected and have the responsibility of protecting society. Second, because they share similar dangers, stress levels, and rewards that other people do not see. Third, the danger of them against us mentality. The we references to politicians and concerned citizens who are aware officers that do not play by the rules. In some minority neighborhoods police are not respected and viewed as a cover up for the department. In extreme cases, such as Robert Tolan shot by a Bellaire police officer at his home. These types of occurrences results in citizens becoming less cooperative and trusting of officers (More, Vito, & Walsh, 2012).

Police Administrator

Controlling misconduct involves two main tasks first preventing it from taking place and second reducing it once it happens. Internal approaches within the department in the training phases of policing should take place to prevent corruption in selection process. Managers will develop clear written policies and procedures that states corruption will not be tolerated. Violations of the policies will result in disciplinary action. The next focus will be a controlled environment. This will include increased supervision of line officers, increase manager’s responsibilities for combating corruption and eliminating department practices that encouraged corruption example meeting at the end of the month quotas or the amount arrest required in an eight hour -shift. Departments will expand the internal affairs division to investigate reports of internal corruption (More, Vito, & Walsh, 2012).

The external approach considered for the department would be unbiased controlled units will investigate corruption. The use of mass media to expose corruption, mobilizes public opinion, and provides the chief with support for anti-corruption policy, that will be unfavored with officers. Increase community involvement to ensure the community has a voice and believe they are protected by police. Finally an increased review boards and oversight committees will investigate allegations of police misconduct. This approach will reduce opportunities for corruption and misconduct (More, Vito, & Walsh, 2012).

Reference

More, H., Vito, G., & Walsh, W. (2012). Organizational behavior and management in law enforcement (3rd Ed.). Upper Saddle River, NJ: NJ Prentice.