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Occupational Socialization
Shein (2004) defines organizational culture as:
"A pattern of basic assumptions-invented, developed or discovered by a group to learn to cope with problems of external adaptions & internal integrations"
...Is a continuous process that includes:
Social control is the process of perpetuating conformity that provide a series of sanctions for individual (non)conformity to: folklore, laws, behaviour etc
These patterns create language, folklore and symbols serve to direct the behaviour of its members
Most sanctions are informal: not codified & part of
daily interactions
Social & informal sanctions (peer pressure): sometimes more powerful
Ex. subjected to gossip, ignored, verbal reprimand
Formal sanctions: abstract & stem from impersonal sources
These values, beliefs & behaviours attained may be:
Subcultures: groups that share beliefs & norms with dominant group
Countercultures: groups whose shared beliefs significantly differ from the dominant group (large societies)
So...
Organizations are then considered micro-societies within which distinct cultures emerge
The cardinal questions organizations must ask:
"How the culture is formed"
"How the cultural arrangements impact organizational goals
"How and to what extent can administrators influence the cultural arrangement in the agency"
The culture of an organization is first impacted by its external environment (constraints & pressures)
If reoccurring, the organization will develop ready-made practices to meet the demand...however...they sometimes face problems than those explicitly identified in their mission
Ex. status, respect, control environmental forces
90% of people surveyed in one national opinion poll have a great deal/quite a lot and some confidence in the police.
80% of those surveyed expressing confidence in the court.
With higher levels of education and training for criminal justice personnel:
Increase public's expectations concerning job performance
Increase in expectations of personnel who demand more from their organizations
A pattern of basic assumptions invented by a group as it learns to cope with problems of external adaptations & internal integration
Problem in communicating
Language
Values
Desirable goals
Even though public confidence is high for many criminal justice organizations, there is a perception among criminal justice professionals that they are viewed negatively by the public
Should or should nots
Norms
Lawyers are mostly the only profession where the public attitudes are low
Common practice
Folklore
Mores
Strong views of right & wrong
Laws
Codified mores
The trends in both the police field and the corrections profession are for major increases in both entry-level requirements and in-service requirements
1/3 of recruits were “always interested in being a police officer”
Attracted by Prestige
Working with people
Anticipatory socialization: the process of non-group members learning to take-on the values and standards of groups that they wish to join to ease their entry into the group and have a better time being accepted
Powerful influence
Anticipatory socialization helps determine which recruits are capable to fit in to the social systems found in the formal and informal stages of socialization
The formal socialization process is the most elaborate in policing than in any other occupation within the criminal justice system
Veteran officers look for “Good police material” in recruits
pro-police
highly motivated to become a police officer
willing to remain in the department for at least twenty years
accepting of an authoritarian atmosphere
interested in fighting crime
Where to go for Anticipatory socialization for Police Work?
Structural Factors: help strengthened the ties between recruits and the police peer group
Police Academy
Four Functions of an Academy
Police work is depersonalizing
1. Provides prescriptions for attitudes and behaviours
Stereotyped by administrators and the public
Stripped of individuality
References
2. Provides opportunities for recruits to evaluate their own behaviour, skill, performance to other recruits
Stojkovic, S., Kalinich, D. B., & Klofas, J. (2014). Criminal justice organizations:
Administration and management (6th ed.). Stamford, CT: Cengage Learning.
Drive towards Police Professionalism, if not on par, officers may suffer
3. The academy reference group, trainers and trainees provide a sense of belonging and acceptance
• Isolation
• Fear
• Disappointment
• Hostile reactions by the public
4. The reference group acts as a controlling influence by withholding acceptance in the face of inappropriate attitudes or behaviour
Professionalism assumes that only other officers are qualified to judge police behaviour
• Leads to secrecy
• Distance from the public
• Close bonds to police peers
• The Public Vs. The Police
Administrators have little control over anticipatory socialization
Unclear nature of police work
• Lack of appreciation from politicians, the media, and other groups
• This spawns the defensiveness of police officers and the ingrown nature of police groups
Recruiting individuals with a criminal justice background may make the socialization process easier, however the formal process still rests completely on the agency administrators
Educational programs for criminal justice staff funded by the government
Selection process
Socialization process that is too heavily formalized has its consequences
Collective socialization
Serial socialization – experienced veterans groom newcomers