Discussion 1 520

may2025

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21.08.2026
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Discussion1520.docx

Chapter1.pdf

Chapter31.pdf

Chapter2.pdf

Discussion1520.docx

Due 8/21/2026

500 words for references, use open access articles

Review the Case Study Options. Conduct a cursory internet search identifying three (3) different real-world initiatives or programs that align with the case study options. Provide a brief overview of the initiative or program and explain how the program aligns with the selected case study category.

The case study option is: Focus on a reentry initiative that bridges corrections and community service.

Chapter1.pdf

Justice Administration: Police,

Courts, and Corrections Management

Tenth Edition

Chapter 1

The Study and Scope of Justice Administration

Why Study Justice Administration?

• Administration is a science that can be taught, not a talent

one must be born with.

• Often learned through on-the-job training.

Roles

• Administrator

– The person who focuses on the overall organization,

its mission, acquisition and use of resources, and

agency relationships with external organizations and

groups.

• Manager

– Persons (captains, lieutenants) in the intermediate

level of management, responsible for carrying out the

policies and directives of upper-level administrators

and supervising subordinate managers and

employees.

• Supervisor

– Persons (sergeants) typically in the field who plan,

organize, and direct staff members in their duties.

A True System of Justice?

• Each system component—police, courts, and

corrections—has varying degrees of responsibility and

discretion for dealing with crime.

• Relations among and between these components are

often characterized by friction, conflict, and deficient

communication.

• This criticism of the justice system or process—that it is

fragmented and rife with role conflicts and other

problems—is a common refrain.

A Criminal Justice Process? (1 of 3)

• Our C J S may not be a system at all.

– May be better described as a criminal justice process.

• It involves the decisions and actions taken by an

institution, offender, victim, or society that influence the

offender's movement into, through, or out of the justice

system.

A Criminal Justice Process? (2 of 3)

• At one end of this process are the police.

– View primary role as getting lawbreakers off the street.

• At the other end are the corrections officials.

– View their role as being primarily custodial in nature.

• Somewhere in between are the courts that try to ensure a

fair application of the law to each case.

A Criminal Justice Process? (3 of 3)

• In criminal justice planning jargon, "You can't rock one

end of the boat without it affecting another part.”

– Every action has a reaction, especially in the justice

process.

– Actions and reactions of each component will send

ripples throughout the process.

• Fragmentation exists among the components and within

the individual components.

– This contributes to much of the failure to deal with

crime effectively.

A Criminal Justice Network? (1 of 3)

• Others argue that U.S. justice systems constitute a

criminal justice network.

• The justice system’s components cooperate and share

similar goals but operate largely independently and

compete for funding.

A Criminal Justice Network? (2 of 3)

• The criminal justice network is said to be based on several

key, yet erroneous, assumptions:

1. The components of the network cooperate and share

similar goals.

2. The network operates according to a set of formal

procedural rules to ensure uniform treatment of all

persons, the outcome of which constitutes justice.

3. Each person accused of a crime receives due

process and is presumed innocent until proven guilty.

4. Each person receives a speedy public trial before an

impartial jury of their peers and is represented by

competent legal counsel.

A Criminal Justice Network? (3 of 3)

• Reasons the assumptions are erroneous:

1. The three components have incompatible goals and

continually compete with one another for dollars.

2. Evidence indicates that individuals of different races,

genders, and classes receive differential treatment in

the criminal justice network.

3. Some persons are prosecuted, some are not; some

are involved in plea bargaining, others are not; some

are convicted and sent to prison, whereas other

convicted persons are not.

4. The current backlog of cases does not ensure a

speedy trial, even though a vast majority (at least

90%) of all arrestees plead guilty prior to trial.

A Criminal Justice Non-system? (1 of 3)

• Many observers argue that the components of the C J S

comprise a criminal justice nonsystem.

– The police, courts, and corrections do not function

harmoniously.

– They are not a coordinated structure.

– They are neither efficient nor fair enough to create fear

of punishment or respect for its values.

A Criminal Justice Non-system? (2 of 3)

• Cohn and Udolf stated that criminal justice "is not a

system, and it has little to do with justice as that term is

ordinarily understood.“

• Wright and Fox asserted that "the criminal justice

system... is frequently criticized because it is not a

coordinated structure—not really a system. In many ways

this is true."

A Criminal Justice Non-system? (3 of 3)

• System fragmentation is believed to affect the amount and

type of crime that exists in the U.S.

– Involves the view that members of C J S agencies have

tremendous discretion and their own perception of the

offender.

– Fragmentation results in goal conflict: polarity in

identifying and establishing the primary goals of the

system.

Or, Is It a True Criminal Justice

System?

• The justice system elements work and interact to

function like a process, a network, or even a

nonsystem.

• However, it may still constitute a true system.

• It may be that a very efficient system may not be what

a democracy wants or needs.

• Given the decentralized and fragmented nature of the

C J S, coordination, unification, and communication will

always be lacking.

From Nonsystem to System

Redefining Performance Measures

• Despite the C J S being decentralized and fragmented,

there is a set of common goals.

• DiIulio advocates for a democratic vision of the C J S that

includes doing justice, securing communities, restoring

crime victims, and promoting noncriminal options.

The Consensus versus Conflict

Debate (1 of 5)

• U.S. society has innumerable lawbreakers.

– Most are easily handled by the police, do not challenge the legitimacy of the law when arrested and incarcerated, or

challenge the system of government that enacts the laws or

agencies that carry them out.

• According to John Locke, people were created by God to be

free, equal, independent, and with inherent inalienable rights to

life, liberty, and property.

– Each person has the right of self-protection against those who would infringe on these liberties.

– Although most people are good, some will likely prey on

others, who in turn would constantly have to be on guard

against such evildoers.

The Consensus versus Conflict

Debate (2 of 5)

• In Locke's view, people join together and form

governments to which they surrender their right of self-

protection.

• In return, they receive governmental protection of their

lives, property, and liberty.

• Each side has benefits and considerations:

– People give up their right to protect themselves and

receive protection in return.

– Governments give protection and receive loyalty and

obedience in return.

The Consensus versus Conflict

Debate (3 of 5)

• Locke believed the chief purpose of government was the protection of property

– Locke's theory of tacit consent: "Every Man . . . doth hereby

give his tacit Consent, and is as far forth obliged to

Obedience to the Laws of the Government.”

– This essentially describes an association of landowners

• Thomas Hobbes – social contract theory

– People are essentially irrational and selfish but have enough rationality to come together to form governments

for self-protection.

– People exist in a state of consensus with their

governments.

The Consensus versus Conflict

Debate (4 of 5)

• Jean-Jacques Rousseau, a conflict theorist, argued that

"Man is born free, but everywhere he is in chains.“

– Described conflict between the ruling group and the

other groups in society.

– Differed from Locke, who described consensus within

the ruling group.

• The primary difference between consensus and conflict

theorists concerns their evaluation of the legitimacy of the

actions of ruling groups in contemporary societies.

– Differences is important because it involves the

competing views of humankind toward its ruling group.

The Consensus versus Conflict

Debate (5 of 5)

• Consensus model:

– The view of the criminal justice system in which it is

assumed that all parts of the system work toward a

common goal.

• Conflict model:

– The view that actors within the criminal justice system

are self-serving, with pressures for success, promotion,

and general accountability and resulting in fragmented

efforts.

Crime Control vs. Due Process

• Due process model

– The idea that the accused should be presumed

innocent and have their rights protected, while police

must act only in accordance with the Constitution.

• Crime control model

– A philosophy that states crime must be repressed, the

accused presumed guilty, legal loopholes eliminated,

offenders swiftly punished, and police and prosecutors

given a high degree of discretion.

• Neither model completely dominates a particular

community or controls U.S. crime policy.

Figure 1.2 (1 of 2)

Herbert Packer’s Crime Control/Due Process Models of

Criminal Justice: A Synopsis

Due Process Model

1. C J must provide due process, fairness, and a focus on

defendants’ rights, as provided in the Bill of Rights.

2. Police powers should be limited to prevent oppression.

3. Constitutional rights aren’t “technicalities,” so

police/prosecutors should be held accountable to ensure

fairness.

4. The C J process should resemble an obstacle course,

with impediments/safeguards to protect the innocent and

convict the guilty

Figure 1.2 (2 of 2)

Herbert Packer’s Crime Control/Due Process Models of

Criminal Justice: A Synopsis

Crime Control Model

1. The repression of crime is of utmost importance, to provide order.

2. C J focus should be on helping victims rather than on defendants’

rights.

3. Police powers should be expanded, legal technicalities eliminated,

for ease of arrest, search and seizure, conviction.

4. The C J process should operate like an assembly line, moving cases

through swiftly.

5. There should generally be a presumption of guilt of the accused

(and police/prosecutors’ views trusted).

Note: No city will be wholly in one or the other model; also, the political climate determines

which model shapes criminal justice policy at a specific point in time.

Public vs. Private Sector

Administration

• Private businesses and corporations can use various

extrinsic (external) rewards to motivate and reward their

employees.

– Examples: financial bonuses, private office, key to the

executive washroom, paid trips, company car, awards,

expense account, membership in country clubs and

organizations, prestigious job title, etc.

• People working in the public sector must acquire job

satisfaction primarily through intrinsic (internal) rewards:

– Examples: doing work that is gratifying and intrinsically

making them feel good about themselves and what

they accomplish.

Planned Change and Policymaking (1 of 3)

• In the past, change in criminal justice agencies typically

occurred slowly and incrementally.

• Today, change is a constant rather than an exception.

• If unplanned, programs will often fail, result in negative

consequences in the workplace, and have severe

repercussions on other C J S components.

– Three-strikes laws

Planned Change and Policymaking (2 of 3)

• Change in criminal justice should not—and typically does

not—occur accidentally or haphazardly.

– Justice administrators must know how to plan,

implement, and evaluate interventions that address

problems in their organizations/systems while

considering all other components.

• Planned change is a rational approach that involves

problem analysis, setting goals and objectives, program

and policy design, developing an action plan, and

monitoring and evaluation.

Planned Change and Policymaking (3 of 3)

• Creating a policy is one way to effect planned change.

• Policies vary in complexity and in the amount of discretion

given to those who apply them.

• Policymaking involves:

1) Developing plans that are used by an organization or

government as a basis for making decisions;

2) Establishing rules, principles, or guidelines to govern

actions by ordinary citizens and persons in positions

of authority.

Force-Field Analysis

• C J organizations always have barriers and resistance to

change.

– Such barriers may be physical, social, financial, legal,

political, and/or technological in nature.

• Force-field analysis is a technique for identifying sources

of resistance and support that involves:

1. Identifying driving forces (those supporting change)

and restraining forces (those resisting change),

2. Analyzing forces identified in Step 1, and

3. Identifying alternative strategies for changing each

force identified in step 1 and focusing on reducing

forces of resistance.

Consequences of Not Planning for

Change

• Not planning for change can lead to negative

consequences.

• Proactive planning for change can be advantageous over

forced change based on events that already have

occurred (reactionary change).

– Team policing

– Events in the C J S in 2020-2021 during the COVID-19

pandemic

This work is protected by United States copyright laws and is

provided solely for the use of instructors in teaching their

courses and assessing student learning. Dissemination or sale

of any part of this work (including on the World Wide Web) will

destroy the integrity of the work and is not permitted. The work

and materials from it should never be made available to students

except by instructors using the accompanying text in their

classes. All recipients of this work are expected to abide by

these restrictions and to honor the intended pedagogical

purposes and the needs of other instructors who rely on these

materials.

Slide 1: Justice Administration: Police, Courts, and Corrections Management
Slide 2: Why Study Justice Administration?
Slide 3: Roles
Slide 4: A True System of Justice?
Slide 5: A Criminal Justice Process? (1 of 3)
Slide 6: A Criminal Justice Process? (2 of 3)
Slide 7: A Criminal Justice Process? (3 of 3)
Slide 8: A Criminal Justice Network? (1 of 3)
Slide 9: A Criminal Justice Network? (2 of 3)
Slide 10: A Criminal Justice Network? (3 of 3)
Slide 11: A Criminal Justice Non-system? (1 of 3)
Slide 12: A Criminal Justice Non-system? (2 of 3)
Slide 13: A Criminal Justice Non-system? (3 of 3)
Slide 14: Or, Is It a True Criminal Justice System?
Slide 15: From Nonsystem to System Redefining Performance Measures
Slide 16: The Consensus versus Conflict Debate (1 of 5)
Slide 17: The Consensus versus Conflict Debate (2 of 5)
Slide 18: The Consensus versus Conflict Debate (3 of 5)
Slide 19: The Consensus versus Conflict Debate (4 of 5)
Slide 20: The Consensus versus Conflict Debate (5 of 5)
Slide 21: Crime Control vs. Due Process
Slide 22: Figure 1.2 (1 of 2)
Slide 23: Figure 1.2 (2 of 2)
Slide 24: Public vs. Private Sector Administration
Slide 25: Planned Change and Policymaking (1 of 3)
Slide 26: Planned Change and Policymaking (2 of 3)
Slide 27: Planned Change and Policymaking (3 of 3)
Slide 28: Force-Field Analysis
Slide 29: Consequences of Not Planning for Change
Slide 30: Copyright

Chapter31.pdf

This file is too large to display.View in new window

Chapter2.pdf

This file is too large to display.View in new window

Discussion1520.docx

Due 8/21/2026

500 words for references, use open access articles

The case study option is: Focus on a reentry initiative that bridges corrections and community service.

Chapter1.pdf

Justice Administration: Police,

Courts, and Corrections Management

Tenth Edition

Chapter 1

The Study and Scope of Justice Administration

Why Study Justice Administration?

• Administration is a science that can be taught, not a talent

one must be born with.

• Often learned through on-the-job training.

Roles

• Administrator

– The person who focuses on the overall organization,

its mission, acquisition and use of resources, and

agency relationships with external organizations and

groups.

• Manager

– Persons (captains, lieutenants) in the intermediate

level of management, responsible for carrying out the

policies and directives of upper-level administrators

and supervising subordinate managers and

employees.

• Supervisor

– Persons (sergeants) typically in the field who plan,

organize, and direct staff members in their duties.

A True System of Justice?

• Each system component—police, courts, and

corrections—has varying degrees of responsibility and

discretion for dealing with crime.

• Relations among and between these components are

often characterized by friction, conflict, and deficient

communication.

• This criticism of the justice system or process—that it is

fragmented and rife with role conflicts and other

problems—is a common refrain.

A Criminal Justice Process? (1 of 3)

• Our C J S may not be a system at all.

– May be better described as a criminal justice process.

• It involves the decisions and actions taken by an

institution, offender, victim, or society that influence the

offender's movement into, through, or out of the justice

system.

A Criminal Justice Process? (2 of 3)

• At one end of this process are the police.

– View primary role as getting lawbreakers off the street.

• At the other end are the corrections officials.

– View their role as being primarily custodial in nature.

• Somewhere in between are the courts that try to ensure a

fair application of the law to each case.

A Criminal Justice Process? (3 of 3)

• In criminal justice planning jargon, "You can't rock one

end of the boat without it affecting another part.”

– Every action has a reaction, especially in the justice

process.

– Actions and reactions of each component will send

ripples throughout the process.

• Fragmentation exists among the components and within

the individual components.

– This contributes to much of the failure to deal with

crime effectively.

A Criminal Justice Network? (1 of 3)

• Others argue that U.S. justice systems constitute a

criminal justice network.

• The justice system’s components cooperate and share

similar goals but operate largely independently and

compete for funding.

A Criminal Justice Network? (2 of 3)

• The criminal justice network is said to be based on several

key, yet erroneous, assumptions:

1. The components of the network cooperate and share

similar goals.

2. The network operates according to a set of formal

procedural rules to ensure uniform treatment of all

persons, the outcome of which constitutes justice.

3. Each person accused of a crime receives due

process and is presumed innocent until proven guilty.

4. Each person receives a speedy public trial before an

impartial jury of their peers and is represented by

competent legal counsel.

A Criminal Justice Network? (3 of 3)

• Reasons the assumptions are erroneous:

1. The three components have incompatible goals and

continually compete with one another for dollars.

2. Evidence indicates that individuals of different races,

genders, and classes receive differential treatment in

the criminal justice network.

3. Some persons are prosecuted, some are not; some

are involved in plea bargaining, others are not; some

are convicted and sent to prison, whereas other

convicted persons are not.

4. The current backlog of cases does not ensure a

speedy trial, even though a vast majority (at least

90%) of all arrestees plead guilty prior to trial.

A Criminal Justice Non-system? (1 of 3)

• Many observers argue that the components of the C J S

comprise a criminal justice nonsystem.

– The police, courts, and corrections do not function

harmoniously.

– They are not a coordinated structure.

– They are neither efficient nor fair enough to create fear

of punishment or respect for its values.

A Criminal Justice Non-system? (2 of 3)

• Cohn and Udolf stated that criminal justice "is not a

system, and it has little to do with justice as that term is

ordinarily understood.“

• Wright and Fox asserted that "the criminal justice

system... is frequently criticized because it is not a

coordinated structure—not really a system. In many ways

this is true."

A Criminal Justice Non-system? (3 of 3)

• System fragmentation is believed to affect the amount and

type of crime that exists in the U.S.

– Involves the view that members of C J S agencies have

tremendous discretion and their own perception of the

offender.

– Fragmentation results in goal conflict: polarity in

identifying and establishing the primary goals of the

system.

Or, Is It a True Criminal Justice

System?

• The justice system elements work and interact to

function like a process, a network, or even a

nonsystem.

• However, it may still constitute a true system.

• It may be that a very efficient system may not be what

a democracy wants or needs.

• Given the decentralized and fragmented nature of the

C J S, coordination, unification, and communication will

always be lacking.

From Nonsystem to System

Redefining Performance Measures

• Despite the C J S being decentralized and fragmented,

there is a set of common goals.

• DiIulio advocates for a democratic vision of the C J S that

includes doing justice, securing communities, restoring

crime victims, and promoting noncriminal options.

The Consensus versus Conflict

Debate (1 of 5)

• U.S. society has innumerable lawbreakers.

– Most are easily handled by the police, do not challenge the legitimacy of the law when arrested and incarcerated, or

challenge the system of government that enacts the laws or

agencies that carry them out.

• According to John Locke, people were created by God to be

free, equal, independent, and with inherent inalienable rights to

life, liberty, and property.

– Each person has the right of self-protection against those who would infringe on these liberties.

– Although most people are good, some will likely prey on

others, who in turn would constantly have to be on guard

against such evildoers.

The Consensus versus Conflict

Debate (2 of 5)

• In Locke's view, people join together and form

governments to which they surrender their right of self-

protection.

• In return, they receive governmental protection of their

lives, property, and liberty.

• Each side has benefits and considerations:

– People give up their right to protect themselves and

receive protection in return.

– Governments give protection and receive loyalty and

obedience in return.

The Consensus versus Conflict

Debate (3 of 5)

• Locke believed the chief purpose of government was the protection of property

– Locke's theory of tacit consent: "Every Man . . . doth hereby

give his tacit Consent, and is as far forth obliged to

Obedience to the Laws of the Government.”

– This essentially describes an association of landowners

• Thomas Hobbes – social contract theory

– People are essentially irrational and selfish but have enough rationality to come together to form governments

for self-protection.

– People exist in a state of consensus with their

governments.

The Consensus versus Conflict

Debate (4 of 5)

• Jean-Jacques Rousseau, a conflict theorist, argued that

"Man is born free, but everywhere he is in chains.“

– Described conflict between the ruling group and the

other groups in society.

– Differed from Locke, who described consensus within

the ruling group.

• The primary difference between consensus and conflict

theorists concerns their evaluation of the legitimacy of the

actions of ruling groups in contemporary societies.

– Differences is important because it involves the

competing views of humankind toward its ruling group.

The Consensus versus Conflict

Debate (5 of 5)

• Consensus model:

– The view of the criminal justice system in which it is

assumed that all parts of the system work toward a

common goal.

• Conflict model:

– The view that actors within the criminal justice system

are self-serving, with pressures for success, promotion,

and general accountability and resulting in fragmented

efforts.

Crime Control vs. Due Process

• Due process model

– The idea that the accused should be presumed

innocent and have their rights protected, while police

must act only in accordance with the Constitution.

• Crime control model

– A philosophy that states crime must be repressed, the

accused presumed guilty, legal loopholes eliminated,

offenders swiftly punished, and police and prosecutors

given a high degree of discretion.

• Neither model completely dominates a particular

community or controls U.S. crime policy.

Figure 1.2 (1 of 2)

Herbert Packer’s Crime Control/Due Process Models of

Criminal Justice: A Synopsis

Due Process Model

1. C J must provide due process, fairness, and a focus on

defendants’ rights, as provided in the Bill of Rights.

2. Police powers should be limited to prevent oppression.

3. Constitutional rights aren’t “technicalities,” so

police/prosecutors should be held accountable to ensure

fairness.

4. The C J process should resemble an obstacle course,

with impediments/safeguards to protect the innocent and

convict the guilty

Figure 1.2 (2 of 2)

Herbert Packer’s Crime Control/Due Process Models of

Criminal Justice: A Synopsis

Crime Control Model

1. The repression of crime is of utmost importance, to provide order.

2. C J focus should be on helping victims rather than on defendants’

rights.

3. Police powers should be expanded, legal technicalities eliminated,

for ease of arrest, search and seizure, conviction.

4. The C J process should operate like an assembly line, moving cases

through swiftly.

5. There should generally be a presumption of guilt of the accused

(and police/prosecutors’ views trusted).

Note: No city will be wholly in one or the other model; also, the political climate determines

which model shapes criminal justice policy at a specific point in time.

Public vs. Private Sector

Administration

• Private businesses and corporations can use various

extrinsic (external) rewards to motivate and reward their

employees.

– Examples: financial bonuses, private office, key to the

executive washroom, paid trips, company car, awards,

expense account, membership in country clubs and

organizations, prestigious job title, etc.

• People working in the public sector must acquire job

satisfaction primarily through intrinsic (internal) rewards:

– Examples: doing work that is gratifying and intrinsically

making them feel good about themselves and what

they accomplish.

Planned Change and Policymaking (1 of 3)

• In the past, change in criminal justice agencies typically

occurred slowly and incrementally.

• Today, change is a constant rather than an exception.

• If unplanned, programs will often fail, result in negative

consequences in the workplace, and have severe

repercussions on other C J S components.

– Three-strikes laws

Planned Change and Policymaking (2 of 3)

• Change in criminal justice should not—and typically does

not—occur accidentally or haphazardly.

– Justice administrators must know how to plan,

implement, and evaluate interventions that address

problems in their organizations/systems while

considering all other components.

• Planned change is a rational approach that involves

problem analysis, setting goals and objectives, program

and policy design, developing an action plan, and

monitoring and evaluation.

Planned Change and Policymaking (3 of 3)

• Creating a policy is one way to effect planned change.

• Policies vary in complexity and in the amount of discretion

given to those who apply them.

• Policymaking involves:

1) Developing plans that are used by an organization or

government as a basis for making decisions;

2) Establishing rules, principles, or guidelines to govern

actions by ordinary citizens and persons in positions

of authority.

Force-Field Analysis

• C J organizations always have barriers and resistance to

change.

– Such barriers may be physical, social, financial, legal,

political, and/or technological in nature.

• Force-field analysis is a technique for identifying sources

of resistance and support that involves:

1. Identifying driving forces (those supporting change)

and restraining forces (those resisting change),

2. Analyzing forces identified in Step 1, and

3. Identifying alternative strategies for changing each

force identified in step 1 and focusing on reducing

forces of resistance.

Consequences of Not Planning for

Change

• Not planning for change can lead to negative

consequences.

• Proactive planning for change can be advantageous over

forced change based on events that already have

occurred (reactionary change).

– Team policing

– Events in the C J S in 2020-2021 during the COVID-19

pandemic

This work is protected by United States copyright laws and is

provided solely for the use of instructors in teaching their

courses and assessing student learning. Dissemination or sale

of any part of this work (including on the World Wide Web) will

destroy the integrity of the work and is not permitted. The work

and materials from it should never be made available to students

except by instructors using the accompanying text in their

classes. All recipients of this work are expected to abide by

these restrictions and to honor the intended pedagogical

purposes and the needs of other instructors who rely on these

materials.

Slide 1: Justice Administration: Police, Courts, and Corrections Management
Slide 2: Why Study Justice Administration?
Slide 3: Roles
Slide 4: A True System of Justice?
Slide 5: A Criminal Justice Process? (1 of 3)
Slide 6: A Criminal Justice Process? (2 of 3)
Slide 7: A Criminal Justice Process? (3 of 3)
Slide 8: A Criminal Justice Network? (1 of 3)
Slide 9: A Criminal Justice Network? (2 of 3)
Slide 10: A Criminal Justice Network? (3 of 3)
Slide 11: A Criminal Justice Non-system? (1 of 3)
Slide 12: A Criminal Justice Non-system? (2 of 3)
Slide 13: A Criminal Justice Non-system? (3 of 3)
Slide 14: Or, Is It a True Criminal Justice System?
Slide 15: From Nonsystem to System Redefining Performance Measures
Slide 16: The Consensus versus Conflict Debate (1 of 5)
Slide 17: The Consensus versus Conflict Debate (2 of 5)
Slide 18: The Consensus versus Conflict Debate (3 of 5)
Slide 19: The Consensus versus Conflict Debate (4 of 5)
Slide 20: The Consensus versus Conflict Debate (5 of 5)
Slide 21: Crime Control vs. Due Process
Slide 22: Figure 1.2 (1 of 2)
Slide 23: Figure 1.2 (2 of 2)
Slide 24: Public vs. Private Sector Administration
Slide 25: Planned Change and Policymaking (1 of 3)
Slide 26: Planned Change and Policymaking (2 of 3)
Slide 27: Planned Change and Policymaking (3 of 3)
Slide 28: Force-Field Analysis
Slide 29: Consequences of Not Planning for Change
Slide 30: Copyright

Chapter31.pdf

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Chapter2.pdf

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other Questions(10)