Administration and Management in Criminal Justice. Chapter 1: Defining Management and Organization

Transcription

1 Administration and Management in Criminal Justice Chapter 1: Defining Management and Organization

2 What is Management? Difficult to define; multiple approaches Definitions based on tasks/responsibilities Organize people, resources, finances Identifying purpose and goals of organization Monitoring and controlling employee behavior Definitions based on theory Scientific management: maximize productivity through selection, training, and planning of tasks and employees. Management theory: planning, organizing, commanding, coordinating, and providing feedback Bureaucratic theory: clear division of labor and rules and procedures Human relations: manager s understanding of workers and their needs/motives Decision making: address management s role in making decisions

3 What is Management? (cont d) Two parts to definition Group process; does not occur in isolation with a sole individual Directed toward the achievement of organizational goals Management is an ongoing process of getting things done through a variety of people with the least amount of effort, expense, and waste, ultimately resulting in the achievement of organizational goals (pg. 3)

4 Characteristics of Organizations Blau and Scott: Who benefits? Owners/managers: particularly true in for-profit organizations Members/rank and file: unions, social clubs, etc. Clients: drug treatment programs Commonwealth: police departments, prosecutor s offices (state/society benefits) Definitions of organizations usually include at least two elements Two or more people Working together to achieve common goals Organizations are common in society because they allow for the achievement of goals that would be difficult to accomplish by individuals (e.g., health care, community protection, education, manufacturing)

5 Commonly Shared Elements Vision: how an individual imagines the goals of the organization being accomplished Mission: overall purpose of the organization, particularly as described to those external to it Values: priority of the organization Strategic Goals: main concerns of the organization

6 Organizational Structures Formal organizational structures Centralized: authority rests at top Communication is one-way, downward; rank and file provide little input Rules and procedures in place to minimize variation in work Chain of command defines who supervises who and communication channels Informal organizational structures Decentralized: authority is delegated downward Communication is two way, bi-directional; rank and file provide input Fewer rules and procedures: discretion, professional judgment allowed Less rigid, shorter chains of command What effect does structure have on employee autonomy? Workers tend to have more autonomy or self governing ability in informally structured organizations. As the text states, they are able to interpret policy, ask managers questions directly, and answer questions asked by [others] (pg. 9).

7 Organizations as Systems Inputs Processes Outputs Feedback Organizations are comprised of subsystems, each with their own inputs, processes, outputs, and feedback Police: gang unit, traffic, detective squad, patrol Department of corrections: each prison is a subsystem of the larger organization

8 Leadership Defined Distinct from management Leadership Motivate others to accomplish goals Inspire workers to perform and complete work Address long term goals Promote change within the organization Management Direct subordinates Monitor how work gets done Address short-term problems Maintain the status quo Terms are mutually exclusive: individuals might be strong or weak in both areas or one or the other

9 Theories of Effective Leadership Trait: what you are? Creativity Intelligence Integrity Behavioral: what you do? Inspire and motivate Give directions Set goals Situational: doing it at the right place and time Leadership depends upon circumstances and people

10 Leadership Constraints Even leaders with desirable traits, behaviors, or situational adaptability may not be effective in criminal justice settings Constraints may stifle leadership Court rulings, law, constitutional requirements Legislation Union contracts Budgetary constraints Difficult to challenge the system; not encouraged to think outside of the box or be creative.

11 For-Profit vs. Non-Profit Organizations For-profit Pursue profit: take in more money than it spends Different forms Sole proprietorship/partnership Corporations Rely on formal structures Hierarchy Specialized tasks (everyone has a job)

12 For-Profit vs. Non-Profit Organizations (cont d) Non-profit Fulfill community needs (e.g., deter crime, prosecute criminals) Work with clients, the customers of non-profits More likely to rely on volunteers Fundraise to meet financial needs of organization Devolution is a problem for non-profits. Addressed by: Relying on volunteers Cutting services Charging fee for services Charging third-party for services

13 For-Profit vs. Non-Profit Organizations (cont d) All organizations share similarities Need strong leaders Setting achievable goals Diverse staff Obtain resources through fundraising or investments Sound planning It is best to compare organizations of similar size A small, non-profit drug treatment organization, for example, is best compared to a small, for-profit drug treatment organization.

14 Criminal Justice Organizations: Police Two primary tasks Enforce the law: respond, investigate, arrest/cite Provide services: handling animal calls, give speeches, conduct security checks, administer first aid Structure Formal Centralized As gatekeepers to the system, they provide the inputs (arrests) for the entire criminal justice system

15 Criminal Justice Organizations: Courts Members are coming from their own organizations (prosecutors office, law firm/public defender s office, judiciary) to form a new organization (the courtroom workgroup). Highly formalized structure, in theory, to prevent inconsistency and bias Structure is formalized to the extent that the formal trial process is pursued. When replaced by informal negotiations, the formality is replaced by more informal structures.

16 Criminal Justice Organizations: Corrections Probation and parole: tasked with rehabilitation and community supervision Less formal structures Individual officer has more discretion; less reliance on formal rules Prisons, jails, and detention centers Operate at state and federal level Employees subjected to strict rules and procedures, training, etc.

17 Criminal Justice Organizations: Security Diverse tasks Anti-terrorism/homeland security Cyber security (computer crime) Corporate security (finances, workplace violence, risk assessment) Government security (investigations, executive security) Structures vary May be similar to the formalized, municipal police May be informal such as a private investigator May be for-profit (common) or non-profit Administration and Management in Criminal Justice Often ignored in discussions of criminal justice system due to their common for-profit status