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The third tier is incorporating an ethics training program for police managers and supervisors, who play a central role in the institutionalization of ethics within the agency. This portion of the training program promotes police supervisors to manage through values and to lead by personal example. In other words supervisors should 'talk the talk as well as walk the walk.' The first phase of supervisors' training begins with an open and honest discussion of the current police role, specifically detailing the various aspects limiting the imposition of ethical policing. Also discussing the range of opportunities for officer misconduct, the existence of a police subculture which oftentimes protects rule breakers, and the necessary use of discretion associated with the order-maintenance role. Supervisors should also address the issues of public accountability, focusing on police professionalism and professional ethics within the context of community-based policing. Because the goal of this training is to prompt supervisors to discuss problems and issues of concern to them, this program relies heavily on the training coordinator to encourage participation. In order for police professionals to identify those principles of professional ethics that will help them to police and manage, the discussion leader must present realistic information about the fundamentals of policing and professional ethics. It is equally important to foster an environment of honesty as it will allow officers to speak their minds in an effort to effect real cultural change. This approach will provoke the thoughts of the participants and encourage meaningful discussion (Jones, 1995).

An ethical culture can also be achieved through well articulated policies and procedures which govern employee actions and behaviors. When these policies and procedures are violated and/or citizen complaints are received, it is equally important to have a system in place which diligently and impartially investigates such violations and/or complaints. 'When officers face ethical dilemmas and community residents demand accountability, internal affairs investigators should hold places of honor, not contempt. Indeed, law enforcement professionals should regard internal affairs functions as an integral part of their agencies' (Arnold, 1998).

Internal affairs investigations represent a significant part of any law enforcement administrators/supervisors job assignment. 'Whether they work for a smaller department and only investigate minor complaints or investigate internal affairs complaints full time for a large agency, law enforcement administrators have an important responsibility' (Arnold, 1998). Properly understanding this function and following some standard guidelines will assist supervisors in successfully performing this critical task (Arnold, 1998).

The supervisor's sole responsibility is to investigate the violation/complaint and determine the facts. Supervisors must approach every case in the same manner as they would any other type of investigation, even though the alleged crime may be a violation of agency policy and/or procedure, and the suspect is an agency member/employee. What becomes problematic for some supervisors is the simple fact that they are required to investigate and interview individuals within their own organizat本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。