NCJ Number
208830
Date Published
2005
Length
18 pages
Annotation
This chapter reports on the findings of a study of the organizational cultures of precincts and headquarters in the New York City Police Department (NYPD) and draws implications for effective reform in policing.
Abstract
In September 1976, the authors undertook a long-term field study of two NYPD precincts. The primary research strategy was to collect data on social organization and behavior through participant observation, event analysis, and network analysis. What the researchers found was a pervasive organizing ethos that valued the "good old days" of policing, which the researchers called the "street cop culture." The features of the "good old days" included citizens' attribution of value and respect for cops; being able to count on fellow officers; police managers being an integral part of the police family; and being part of a cohesive, interdependent organization. The values of the "street cop culture," implemented in a series of maxims that guide daily behavior and performance, provide the group reference for precinct-based officers. As a challenge to this culture, precinct officers believe that a number of social and political forces have weakened the character, performance, and effectiveness of police work. Frequent charges of brutality and corruption have led to mistrust and suspicion within the ranks. At the same time, precinct officers perceive that headquarters personnel have become allied with politicians at City Hall and abandoned commitment to and support for precinct officers. This puts the "management cop culture" in conflict with the "street cop culture." If change is to occur, then concepts of and attitudes toward policing must change within both cultures, such that there is a meeting of the minds about what policing should be and how it should be implemented. Until this occurs, there will be no unified commitment among departmental personnel to an organizational mission and strategy. 5 notes and 10 references