Ethics and Police Conduct, assignment help

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timer Asked: May 29th, 2016
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Question Description

Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.

You have a deputy chief on your police department who is a 27-year veteran, regarded by his peers as intelligent and by the press as affable. To his subordinates, he is a no-nonsense boss, quick to hold officers accountable when they do not produce results. As a high-ranking official in the department, he has the current and former police chiefs on his list of admirers. He has received a total of four commendations, including one in 2009 for exceptional investigative ability. He was one of the 3 finalists for the chief’s position.

At about 6 p.m. on June 14, the deputy chief finished his shift at police headquarters. He was headed for one of the local popular bars in town, which is frequented by other members of the department. That night, he partied with coworkers. According to the Internal Affairs Division (IAD) report, the deputy chief consumed between 64 and 80 ounces of alcohol. At about 11 p.m., he left the bar, forgetting a briefcase containing his .38 pistol, cell phone, and homicide unit case files. He got behind the wheel of his city-issued police vehicle and took off for his home.

That night, an eyewitness filed a police report stating that she heard a loud noise outside her apartment. She heard the noise shortly after 11 p.m. A police department report related that a 1992 blue sedan was struck at that location, not far from the bar the captain just left. It was later believed that the front-end damage was caused by the deputy chief’s vehicle. Once the deputy chief determined that it was safe to do so, he left the scene of the accident. There was significant damage to his vehicle as a result of the accident.

One of your officers observed the auto, a signature unmarked police pool car, proceeding north on one of the local streets. She activated her lights and siren and notified the department that she stopped the vehicle. Then, the dispatcher made the customary request for an officer to back her up during the vehicle investigation.

According to the officer’s report, with backup en route, she approached the car. The occupant identified himself with a small, round, silver and gold badge: the badge of a police captain. By this time, her backup arrived. Like her, he was a rookie with less than a year on the job. The deputy chief was already out of the car, wobbling about and slurring his speech. He was visibly intoxicated. The officer understood the gravity of the situation, and as trained to do, she radioed for a supervisor. Her shift lieutenant arrived shortly after the initial stop.

After a lengthy private conversation with the chief, the lieutenant ordered her to place the damaged car on the sidewalk against a pillar. The lieutenant then radioed in an auto accident involving a fixed object with no injuries. This gave the appearance that an oncoming car had invaded the chief’s own path. The lieutenant ordered the officer to write the report reflecting this scenario. Because a city vehicle was involved, the department's Accident Investigation Division (AID) had to be dispatched. Once they arrived, the lieutenant spoke for the chief, telling them the story exactly as he devised. After AID released the scene, the lieutenant drove the chief back to the bar to retrieve his forgotten briefcase. However, some time earlier a bartender had flagged down officers in a patrol wagon who had transported it with its contents back to police headquarters. The lieutenant then ordered the officer to drive the chief home. No blood alcohol test was administered.

You are notified by one of the lieutenants that the deputy chief had been involved in an accident and that it appeared like the incident might be covered up by other officers within the department. You are mindful of the fact that the deputy chief was a finalist for the chief’s position, and that his wife is an assistant to the city manager. 

Assignment Guidelines

  • Using the library, course materials, and Web resources, research the impact that organizational culture can have on criminal justice ethics and police misconduct.
  • Address the following questions in an essay of 750-1,000 words:
    • How does the organizational culture impact personnel decisions?
      • Use examples to support your argument.
    • What are your options with regard to the above case? Explain.
    • What are the potential consequences of the choices you can make? Explain.
    • Explain, in detail, the moral and ethical considerations that need to be evaluated for any decision you make.
    • What strategies can criminal justice organizations employ to reduce any misconduct of its officers?
      • Describe 2–3 potential strategies and the reasoning behind why they are currently considered effective.
    • The blue wall of silence is a term often used when officers turn a blind eye to other officers engaged in some type of misconduct, ether on or off duty. Whistle-blowing is also a term used when reporting officer misconduct.
      • Describe how these terms would apply in the scenario and what legal safeguards would be afforded to you.
  • Be sure to reference all sources using APA style.

Tutor Answer

professormoses
School: Carnegie Mellon University

Organizational culture refers to the system of shared values, beliefs and assumptions
which govern how people act and behave in a given company or organization. The shared values,
assumptions and beliefs greatly influence how people in the organization act, dress and even
perform their jobs. In most organizations, the making of decisions is based on two methods.
These methods include the top-down and the bottom up methods of decision making.
The top down method of decision making involves the top hierarchy of the organization
making the decisions which are then rolled down to the lower levels within the organization. The
way people are governed and their way of life is therefore dependent on the decisions that the top
management team offer to the lower level managers and the entire organizations.
According to mmm, this type of governance is archaic and normally leads to the failure
of the given organization or department especially of the death of a top leader in the company.
This is normally the case because errors are prone to happen even when the top manager is the
one making the management decisions. Consequently, as the organization grows many mistakes
are prone to occur. The decisions made by the top level managers bogs downwards and no
significant decisions are made by other members of the organizations as they only sit back and
await for decisions to be made and then they execute them. Because of the top down method of
decision making, there occurs little accountability within the ranks and as the organization
grows, it begins to grind to a halt.
The other important organizational culture than greatly influences the decision made by
an individual is the bottom up form of governance. In such a situation, the decision making
mandate has been left to the lower levels of the organization if they are deemed to be fit to do so
and within their scope to do so. There should be a good system put in place to regulate some

decisions. Some important decisions needed to be regulated even at the lower levels include the
decisions on the large expenditures. Allowing people to make these decisions is important as...

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Anonymous
Excellent job

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