Justice Administration Police, Courts, and Corrections Management

Transcription

1 Justice Administration Police, Courts, and Corrections Management EIGHTH EDITION CHAPTER 2 Organization and Administration: Principles and Practices

2 Defining Organizations Like supervision and management, the word organization has a number of meanings and interpretations that have evolved over the years. It can be a company, business, club, and so forth, which engages in planning and arranging the different parts of the group toward accomplishing a fundamental mission. The first organizations were primitive hunting parties. Organization and a high degree of coordination were required to bring down huge animals. An organization is "a consciously coordinated social entity, with a relative identifiable boundary, that functions on a relatively continuous basis to achieve a common goal or set of goals."

3 The Evolution of Organizational Theory Organizational theory The study of organizational designs and structures that includes the behavior of administrators and managers within organizations The history of management can be divided into three approaches and time periods. 1. Scientific management ( ) 2. Human relations management ( ) 3. Systems management (1965 present) A school of management thought that is concerned primarily with the efficiency and output of workers Frederick W. Taylor is known as the Father of Scientific management.

4 Scientific Management In 1935, Luther Gulick formulated the theory of POSDCORB. Planning Organizing Staffing Directing Coordinating Reporting Budgeting

5 Human Relations Management Beginning in the 1930s, people began to realize the negative effects of scientific management on the worker. A view arose in policing that management should instill pride and dignity in officers. The movement toward human relations management began with studies conducted during the late 1920s to mid-1930s by the Harvard Business School, which found that: Worker productivity is more closely related to social capacity than to physical capacity. Noneconomic rewards play a prominent part in motivating and satisfying employees. Employees do not react to management and its rewards as individuals, but as members of groups.

6 Systems Management In the mid-1960s, features of the human relations and scientific management approaches were combined in the systems management approach. Designed to bring the individual and the organization together, it attempted to help managers use employees to reach desired production goals. The systems approach recognized that: It was necessary to have some hierarchical arrangement to bring about coordination. Authority and responsibility were essential. Overall organization was required. To be effective, groups must have the ability to recognize and deal with conflict and change. Team cooperation is required to achieve organizational goals.

7 Bureaucratic Management Criminal justice agencies fit the description of an organization. They are managed by being organized into a number of specialized units. They consist of people who interact within the organization and with external organizations, and they exist to serve the public. Criminal justice organizations are bureaucracies as well. A bureaucracy: includes structuring of an organization so as to function efficiently, as well as rules, division of labor, hierarchy of authority, and expertise among its members.

8 Organizational Inputs/Outputs Another way to view organizations is as systems that take inputs, process them, and thus produce outputs. A police agency, for example, processes reports of criminal activity and, like other systems, attempts to satisfy the customer (crime victim).

9 Organizational Structure All organizations have an organizational structure or table of organization, be it written or unwritten, very basic or highly complex. An experienced manager uses this organizational chart or table as a blueprint for action. The size of the organization depends on the demands placed on it and the resources available to it. Growth precipitates the need for more personnel, greater division of labor, specialization, written rules, and other such elements.

10 Span of Control and Unity Span of control of Command The number of subordinates a chief executive, manager, or supervisor in a criminal justice organization can effectively supervise Unity of command The principle holding that only one person should be in command or control of a situation or an employee

11 FIGURE 2-3 Chain of Command

12 FIGURE 2-4 Organizational Pyramid Source: Excerpt from Human Behaviour in Organizations by Leonard R Sayles and George Strauss. Copyright 1966 by Pearson Education. Used by permission of Pearson Education.

13 Organizational Pyramid The pyramidal structure (shown above) has the following characteristics: 1. Nearly all contacts take the form of orders going down and reports of results going up the pyramid. 2. Each subordinate must receive instructions and orders from only one boss. 3. Important decisions are made at the top of the pyramid. 4. Superiors have a specific span of control, supervising only a limited number of people. 5. Personnel at all levels, except at the top and bottom, have contact only with their boss above them and their subordinates below them. continued on next slide

14 Communication within the Organization People communicate in and through offense reports; in affidavits; via general orders, policies, procedures, rules, and regulations; on the courtroom witness stand; and in competency, parole, or probation hearings. Lack of communication is employees' primary complaint about their immediate supervisors. Of all skills needed to be an effective manager/leader/supervisor, skill in communicating is the most vital. Research has shown that 93 percent of police work is oneon-one communication.

15 Process and Characteristics Elements that compose the communication process: Encoding Transmission Medium Reception Decoding Feedback Communication within a criminal justice organization may be downward, upward, or horizontal.

16 Process and Characteristics Five types of downward communication within a criminal justice organization Job instruction Job rationale Procedures and practice Feedback Indoctrination

17 Communicating in Police Organizations Police officers must possess the ability to communicate internally and externally. The ability of the police to communicate effectively using both oral and written means is paramount. Officers must be prepared to converse with highly educated people. Grapevine An informal means of circulating and communicating information or gossip. Gossip zigzags back and forth across organizations. The grapevine can be harmful.

18 Primary Leadership Theories Leadership Influencing and working with and through individuals or a group to generate activities that will accomplish organizational goals. Leaders take the macro view. Their role might best be defined as "the process of influencing organizational members to use their energies willingly and appropriately to facilitate the achievement of the [agency's] goals."

19 Trait Theory A theory based on the notion that good leaders possess certain character traits that poor leaders do not. Stogdill and Goode believed that a leader could be identified through a two-step process: 1. Study leaders and compare them to non-leaders to determine which traits only the leaders possessed. 2. Seek people who possess these traits to be promoted to managerial positions.

20 FIGURE 2-5 Traits and Skills Commonly Associated with Leader Effectiveness Source: Excerpt from Leadership in Organizations by Gary A Yukl. Copyright 1966 by Pearson Education. Used by permission of Pearson Education.

21 Style Theory A theory that focuses on what leaders do; leaders engage in two distinct types of behaviors: Those relating to task Those relating to relationships 1. Leaders must give task direction to their followers. 2. Closeness of supervision directly affects employee production. High-producing units had less direct supervision; highly supervised units had lower production. Democratic leaders stress working within the group and strive to attain cooperation from group members by eliciting their ideas and support Laissez-faire leaders take a hands-off approach to leadership

22 FIGURE 2-6 Style Theory Source: Excerpt from Modern Police Management by Richard N. Holden. Copyright 1986 by Pearson Education. Used by permission of Pearson Education.

23 Katz's Three Skills Katz identified three essential skills that leaders should possess. Technical: specialized knowledge, analytical ability within that specialty, and facility in the use of the tools and techniques of the specific discipline Human: involve working with people, including being thoroughly familiar with what motivates employees and how to utilize group processes. Conceptual: coordinating and integrating all the activities and interests of the organization toward a common objective. continued on next slide

24 The Hawthorne Studies Hawthorne effect A theory meaning that employees' behavior may be altered if they believe they are being studied and that management cares. Hawthorne studies revealed that people work for a variety of reasons, not just for money and subsistence.

25 FIGURE 2-7 Maslow s Hierarchy of Human Needs Source: Maslow s Hierarchy of Human Needs from MOTIVATION AND PERSONALITY, edited by.

26 McGregor's Theory X/Theory Y Douglas McGregor designated one set of human assumptions as Theory X and the other as Theory Y: Theory X Management s view that people inherently dislike work, will avoid it, and thus punishments and other "drivers" must be used as motivators. Theory Y The view that people inherently like to work, seek greater responsibility, and are inherently motivated rather than by punishment. continued on next slide

27 Herzberg's Motivation-Hygiene Theory Maintenance and hygiene factors Elements of one's career that provide one with their need to avoid pain E.g., adequate pay, benefits, job security, decent working conditions, supervision, interpersonal relations Motivational factors Those psychosocial factors providing intrinsic satisfaction on the job, serving as an incentive to devote more of their time, energy, and expertise in productive behavior continued on next slide

28 Expectancy and Contingency Theories Expectancy theory holds that employees will do what their managers or organizations want them to do if the following are true: 1. The task appears to be possible (employees believe that they possess the necessary competence). 2. The reward (outcome) offered is seen as desirable by the employees (intrinsic rewards come from the job itself, while extrinsic rewards are supplied by others). 3. Employees believe that performing the required behavior or task will bring the desired outcome. 4. There is a good chance that better performance will bring greater rewards. continued on next slide

29 Preparing for Employees of the Future: Generation Y Generation Y (born between ) was raised in an environment where they received awards just for showing up. Their parents have emphasized self-esteem building and feelings of success rather than having winners and losers. Generation Y will probably be more team-oriented. CJ administrators must determine whether to try to mold the Gen Y employee so as to fit the traditional ways of behaving at the work site, or change his or her approach to leadership in order to attract and keep these coming employees.

30 Becoming a Learning Organization Agency administrators must promote what is termed a "learning organization" culture, where communication and collaboration are promoted so that everyone is engaged in identifying and solving problems.