skip navigation


Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.


NCJ Number: 202158 Find in a Library
Title: Changing Organizational Culture to Adapt to a Community Policing Philosophy
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
Page Count: 4
Sponsoring Agency: NCJRS Photocopy Services
Rockville, MD 20849-6000
Sale Source: NCJRS Photocopy Services
Box 6000
Rockville, MD 20849-6000
United States of America
Document: HTML
Type: Program Description (Model)
Format: Article
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.
Main Term(s): Community policing; Police work attitudes
Index Term(s): Police attitudes; Police policy development; Police staff management; Police-citizen interactions; Policing innovation; Success factors; Work attitudes
To cite this abstract, use the following link:

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.