Criminal Justice Organizations: Administration and Management
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Packed with cutting-edge coverage and up-to-the-minute research, CRIMINAL JUSTICE ORGANIZATIONS: ADMINISTRATION AND MANAGEMENT, 6th Edition, delivers a thoroughly modern introduction to the management techniques appropriate to each area of the criminal justice system. The book is known for its thoroughness, accessibility, and practicality. By focusing on both the "hows" and "whys" of management techniques, it equips readers with a solid understanding that will serve them well as they face challenges in their own career. Completely current, this edition includes relevant statistics, insight from actual Criminal Justice professionals, and coverage of such key topics as civil liability, political power, leadership, ethics, employee rights, and more.
job sharing involves persons sharing job responsibilities and performing them on an agreed upon schedule, and telecommuting enables persons to work at home through a computer for a specified number of days. The application of these newer ideas is even questionable in ordinary business settings (Robbins and Judge, 2007:234) and may have added difficulties being applied to traditional criminal justice settings; nevertheless, these more contemporary work arrangements deserve consideration by
organization’s actual culture. We will describe here a number of informal organizational phenomena. Almost all agencies have a formal communications system. In hierarchical systems, official communications flow upward and downward through the chain of command (blame, of course, always flows downward). Communicating through the chain of command, however, can be inefficient and ineffective, as we will see in Chapter 4. Also, the original source of messages is readily identifiable. As a result,
communication channels and prioritize information before the informal structure takes steps to slow down the information flow. The ease of access to information will also make the technical side of confidentiality a new task for managers. Administrators will be forced to deal internally with many of these problems by restructuring or streamlining communication channels and provide training to agency members. As information becomes more readily available to the public, agencies will need to
workers. But the empowerment of employees and the subsequent enrichment of their jobs are implicit in the 135 136 PART 2 INDIVIDUALS IN CRIMINAL JUSTICE ORGANIZATIONS MBO approach. Fourth, workers as well as management must believe that the MBO process is worth pursuing. In many organizations, lack of commitment has led to the demise of MBO programs. An Integrated Model of Motivation It is possible to generate some conclusions on an integrated model of motivation that may be useful to
would have much wider utility: Scientific Management is not an efficiency device. . . . not a new system of figuring costs; it is not a new scheme for paying men; it is not a time study; it is not a motion study. . . . These devices are useful adjuncts to Scientific Management. . . . In its essence, Scientific Management involves a complete mental revolution on the part of working man. (Taylor, 1919:68–69) In the human services, the essence of Taylorism has been a potent influence, but the