Changing Organizational Culture to Adapt to a Community Policing Philosophy

• NCJ Number: 202158
• Journal: FBI Law Enforcement Bulletin Volume: 72 Issue: 9 Dated: September 2003 Pages: 6-9
• Author(s): Mark R. Hafner M.P.A
• Date Published: September 2003
• Length: 4 pages
• Sale Source: NCJRS Photocopy Services
• Publication Format: Article
• Publication Type: Program Description (Model)
• Language: English
• Country: United States of America

Annotation

This article discusses a successful community policing philosophy, E to the 4th power that was developed by the Keller (Texas) Police Department.

Abstract

Agencies sometimes start costly community policing programs only to find that some officers still operate under traditional modes of law enforcement. Police managers must create an organizational culture that communicates direction and mission before expecting officers to embrace community-policing programs. Police agencies must have mission statements that incorporate the residents’ desires and visions of what they want their department to focus on. Police agencies find it hard to motivate officers and employees to embrace a community policing philosophy because, although managers communicate the expectations regarding problem resolution and customer service, it is business as usual internally. If the organization spends the time developing better people, they, in turn, will become better employees. A philosophy entitled “E to the 4th power” was developed. The philosophy is that all decisions, choices, and relationships are built on empathy, edification, enthusiasm, and excellence. The mission statement identifies the department’s commitment to the external customer, and the organizational philosophy demonstrates the commitment to each officer as team members. This results in employee empowerment and greater job satisfaction. External communications with the public showed a dramatic increase since the mission statement and organizational philosophy were adopted. Employees worked harder to serve the public. Internal communications have improved with monthly newsletters from the chief and a commendation folder in computer software program that allows employees to commend each other for actions that clearly exhibit to the 4th power. Without partnership relationships internally, law enforcement managers cannot expect their employees to build them externally.