Criminal Justice 2011 Class Name, Maria (Maki) Haberfeld Date, Semester Chapter #: Integrity...
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Transcript of Criminal Justice 2011 Class Name, Maria (Maki) Haberfeld Date, Semester Chapter #: Integrity...
Criminal Justice 2011
Class Name,Maria (Maki)
HaberfeldDate, Semester
Chapter #:Integrity
Management
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved2
"Given the nature of police work, it is no shame to find corruption within the service: the shame is not doing anything about it"
Anti-Corruption Task Force, 1999
Association of Chief Police Officers, U.K.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved3
Ambiguity of the Law
Some officers may come to believe that masterful police work often involves manipulation and situational application of the law to achieve enforcement objectives.
Due to the ambiguity of the law and the police’s situational interpretation of these legal mandates, the law itself contributes to unethical conduct.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved4
FRAMING THE PROBLEM (1)
NOBLE CAUSE CORRUPTION• Noble cause• Victim• Tower
ADAPTATION• The Asshole• Cynicism• Means-ends conflict
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved5
FRAMING THE PROBLEM (2)
ECONOMIC CORRUPTION • Stages – The Slippery Slope• Typology (Kleinig, 1999)
-Corruption of authority -Kickbacks-Opportunistic theft-Shakedowns-Protection of illegal activities-The traffic fix-The misdemeanor fix-The felony fix-Direct criminal activities-Internal payoffs.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved6
THE PATH-GOAL THEORY OF LEADERSHIP-
Subordinates will be motivated if:• they are capable of performing their work• their efforts will result in a certain outcome• the payoffs for doing their work are worthwhile
Leaders help subordinates define their goals and clarify their work
Leaders remove obstacles and provide support
Leaders select a style of leadership that is best suited to their subordinates:
• directive leadership• supportive leadership• participative leadership• achievement-oriented leadership
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved7
Leader Styles
Directive leadership gives subordinates instruction about the task (complex).
Supportive leadership attends to the well-being and the human needs of the subordinate (repetitive).
Participative leadership consults with the subordinate and integrates his/her suggestions (control).
Achievement-oriented leadership establishes a high standard of excellence (excel).
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved8
Question 1:
Do officers in this agency know the rules?
Action Response:
If they do, fine.
Where they don’t, teach them.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved9
Question 2:
How strongly do they support those rules?
Action Response:
If they support them, fine.
Where they don’t, teach them why they should.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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Question 3:
Do they know what disciplinary threat this agency makes for violation of those rules?
Action Response:
If they do, fine.
Where they don’t, teach them
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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Question 4:
Do they think the discipline is fair?
Action Response:
If they do, fine.
Where they don’t, adjust discipline or correct their perceptions.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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Question 5:
How willing are they to report misconduct?
Action Response:
If they are willing, fine.
Where they are not, find ways of getting them to do so.
© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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INTEGRITY
Recruitment
Training
Selection
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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INTEGRITY
Recruitment
Training
Selection
PAST WORK EXPERIENCE
RACE / ETHNICITY
GENDER
AGE
EDUCATION
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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INTEGRITY
Recruitment
Training
SelectionAVAILA
BLE
PROFESSIO
NAL
POLITIC
AL
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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Recruitment
Training
INTEGRITY
Selection
IN-HOUSE
REGIONAL
STATE
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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THE PENTAGON OF POLICE LEADERSHIP: A Regular Pentagon
Recruitment
Discipline
Supervision
Selection
Training
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved1
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An irregular pentagon
Recruitment
Selection Discipline
Supervision
Training
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© 2012 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved2
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Enhancing Police Integrity by C.Klockars, S. Kutnjak Ivkovich and M.R. HaberfeldContours of Police Integrity by C. Klockars, S. Kutnjak Ivkovich and M.R. HaberfeldPolice Leadership by M.R. Haberfeld
Publications