The main objective of this study was to examine the frequency of police officers’ training and use of arresting techniques and to investigate police officers’ attitudes to annual physical tests of physical skills and arresting techniques. The study also examines the officers’ assessment of their own physical skills. The results show that most of the police officers rarely use arresting techniques during police work, and only train arresting techniques two to five times a year. It is argued that this is insufficient to maintain and develop adequate skills. However, the results also show that the police officers are in general positive to annual physical tests of physical skills and arresting techniques – a strategy that may increase the training frequency. Finally, the police officers assessed their own physical skills as being at the same level after three years in the job.
Artikkelen søker å belyse hvordan man kan forstå og analysere verdiene som opererer i politiorganisasjonen. Med utgangspunkt i noen politilederes verditenkning blir deres verdier knyttet opp mot sentrale begrep innenfor ledelsesverktøyet verdibasert ledelse. På denne måten synliggjør artikkelen hvordan bevisstgjøring på verdier kan skje. Gjennom større kunnskap om verdienes betydning og hvordan de er organisert, vil ledere kunne bli bevisste på hvilke verdier som er styrende i organisasjonen, hvilke verdier som står over andre verdier, og om verdiene i kulturen samsvarer med organisasjonsverdiene. Ledere vil også kunne bli bevisst på egne verdier, hvilke verdier som bør endres, og hvilken betydning verdier har for lederrollen.
The paper lays out the origins of the organizational culture myth and how ideas from populist movements of cultural change together with organizational control ideologies have come to be adopted as the panacea for the ills of the Norwegian Police. The paper then draws attention to how the above trends can be explored from a process theoretical perspective with a view towards organizational culture as practices emerging from patterns of communication, power, identity and moral ethics. The discussion further deconstructs changes in the mythology of official statements to demonstrate how the changes in the official values are solidifying a fantasy of sectarian unity, which at the same time threatens to collapse the functionality of the police organization. A recent example of whistleblowing demonstrates the antithesis of this development: the importance of breaking the unity in order to avoid organizational collapse and regain constructive functionality by a different understanding of leadership and moral ethics. The paper is a contribution to a broader discussion and a call for deeper knowledge of what organizational and cultural change and reform means both in the Norwegian police and other police organizations undergoing similar processes.
This paper seeks to further our understanding of the role played by police culture in debates surrounding police professionalization. It begins with a brief overview of the ‘Golden Age’ of policing which has become the benchmark for public satisfaction against which subsequent eras of British policing are now judged. This is followed by an introduction to the concepts of police professionalism and police culture and an overview of some existing literature that highlights the cultural challenges of police ‘professionalization’. The paper then seeks to position police professionalization agendas as a direct result of social change and the emergence of post-Keynesian policing. This leads into an exploration on how professionalization agendas (in their broadest sense) can be viewed as an attempt to impose, rather than remove, control from practitioners. Finally, the paper develops two related themes. First, that the discretion which is synonymous with the police role makes the imposition of greater occupational control problematic and, second, that being seen to control occupational culture is increasingly viewed as a measure of effective police leadership.