Policing Culture and Impact on Criminal Justice System

Running head: CRIMINAL LAW
Organizational Policing Culture and Impact on the Criminal Justice System
Name of the Student
Name of the University
Authors Note

CRIMINAL LAW1
Introduction
The culture of an organization is characterized as the deeper level of perceptions and
views held by the leaders of an organization, who unconsciously control and project the
perception of themselves and the environment of an organization. Many organizations have
traditions, but the police are a special agency because the law enforcement officers are
authorized to implement the law. The benefit of these powers is that though the statute may be
used by the police, if an alternative remedy is necessary, they have discretion not to do so.
Therefore, the exercise of power characterizes law in action. Discretionary decisions are
influenced and guided by a work culture that has advanced within the police culture and is hard
to control. This paper mainly focuses on the examination of police culture and the common
definitions of ‘efficiency’ and ‘quality of service’ in the context of the police. By first looking
for an appreciation of the opinion of their culture by police officers, individuals were capable to
well understand how culture influenced the reception and interpretation of quality initiatives. The
results have consequences in an extensive range of service organizations for service excellence
and culture. This paper also elaborated a dissimilar policing structure and its effect on the
criminal justice system and rehabilitation of the offenders.
Discussion
Several scholars have been studying police culture and discovering similar themes over
the past two decades. Some of the problems were found by Manning (2005) regarding the
controversial and ambiguous position combined with a general mistrust of the police by the
people at large. Junior officers appreciated the enthusiasm of ‘real police work’ that is described
by them as the obvious characteristics of police work such as apprehension and chase. On the

CRIMINAL LAW2
other hand, senior officers were more worried with presenting a multiple picture of police
activity, stripped of their ability to engage in such operations. Manning argues that numerous
common-sense conceptions of police work, such as their ability to stop crime or to promote a
common sense of communal well-being, serve to preserve the morale of the police and the sense
of personal effectiveness of the officer, but are not reflective of actual police goals.
However, Raymond and Julian (2015) examined improvements in UK community
policing brought about by police service reform and the implementation of ‘Unit Beat Policing’.
Originated in group liaison, ‘Managerial Professionalism’ was the public spitting image
cultivated by senior officials and the Home Office.
According to Myhill and Bradford (2013), the era of ‘post-Scarman’ represents similar
initiatives. ‘Practical discipline’ focused on the daily policing of metropolitan Britain, has failed
to realize its complete potential through the deficiency of enthusiasm on the portion of the
constables to give up their cars and make casual public contact. Such a position shift away from
their internalized views of police work and how their interests should be expressed.
On the other hand, Darroch, and Mazerolle (2013) observed constables developing their
own ‘true policing’ system and displaying a reasonable degree of autonomy in their
understanding of their beat and police duties. This flexibility and discretionary authority was
tempered with the need to ‘look at their faces’ and have an account of ‘good stories’ to justify
their acts and contribute to a ‘shared understanding’ with inspectors and sergeants.
As Workman-Stark (2017) viewed police culture was a quasi-military culture with an
enormous system of procedures. Notwithstanding this, Raymond and Julian (2015) found a