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Individuals entering the law enforcement profession oftentimes bring their own faiths, traditions, and ethical and moral compasses. While adapting to the agency culture, recruits sometimes replace their individual identities for that of the culture of the team or shift. These individuals wear uniforms, attend an academy away from their families, and may be treated as new recruits who lack value until becoming sworn fulltime members of the agency. As training continues, recruits are ingrained into the culture of their agency and the profession. If a recruit lacks a strong personal, traditional, or ethical basis, it is possible that the customs and practices of the agency will supersede their own core values. When this occurs, the 'thin blue line' can be created (Bills, 2009). It is incumbent upon law enforcement administrators to identify these subcultures and deal with them accordingly.
In conclusion, law enforcement administrator must discuss, and continue to deal with, the issue of ethics and ethical conduct. Our continuously changing world is accompanied by diverse and more complex ethical questions. To effectively adapt to these changes, law enforcement administrators must continue to emphasize the importance of high ethical standards. It is only through sound recruitment practices, proper ethical training, effective leadership, and a published code of ethics will law enforcement agencies be able to succeed and flourish in the future (Grant, 2002).

'The mark of a civilization is how well its policemen have breathed and absorbed the spirit of liberty.... Police are the guardians of our civil liberties.... They have an unequal opportunity to show the downtrodden and the momentarily despairing how to cope in a free country' (Grant, 2002). As a result law enforcement officers must be ethical role models who assist in setting the example for the rest society. 'Ethics do not come from a piece of paper, but from within. All law enforcement personnel must set the ethical example; therefore, not only will law enforcement become a more ethical profession but, perhaps, society will become more ethical as well' (Grant, 2002).

参考---References

• Arnold Jon. (1998,January). Internal affairs investigation: The supervisor's role.FBI Law Enforcement Bulletin,67(1),11-16. Retrieved September 25, 2009, from Social Science Module. (Document ID:25519153).
• Ball Robert. (2001,April). Practical difficulties with ethics.PM. Public Management,83(3),2-4. Retrieved September 25, 2009, from Social Science Module. (Document ID:70549269).
• Bills,J.,Ching-Chung,K.,Heringer,R.,&Mankin,D..(2009,August). Peer-to-Peer Accountability.FBI Law Enforcement Bulletin,78(8),12-19. Retrieved September 25, 2009, from Social Science Module. (Document ID:1823157461).
• Courtney, Kevin M. (1996,September). Internal affairs in the small agency.FBI Law Enforcement Bulletin,65(9),12. Retrieved October 30, 2009, from Social Science Module. (Document ID:10220652).
• Grant J Kevin. (2002,December). Ethics and law enforcement.FBI Law Enforcement Bulletin,71(12),11-14. Retrieved September 25, 2009, from Social Science Module. (Document ID:271322101).
• Jones, Tim R,Owens, Compton,&Smith, Melissa A.(1995,June). Police ethics training: A three-tiered approach.FBI Law Enforce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。