MODULE 4 REFLECTION
kmunoz12
ch02.pdf
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C H A P T E R T W O
T H E S T R U C T U R E O F C R I M I N A L J U S T I C E O R G A N I Z A T I O N S
Criminal Justice Organizations: Administration and Management
Learning Objectives
Define three major differences between the open system and the closed system.
Define hierarchical and organic.
Define the major differences between centralized and decentralized organizations.
Define organizational mission, policy, and procedure.
Understand the basics of agency budgeting.
Understand the difference between the formal and informal structure of an organization.
Understand the role of administration in promoting agency ethics.
Understand agencies through the four frames perspective.
Overview of Organizational Structure
Criminal justice organizations vary greatly in size, structure and purpose.
Criminal justice organizations are compared by: o Their organizational models
• Hierarchical versus Organic
o Their structural dimensions • Task specialization • Formalization • Span of control • Centralization versus Decentralization • Complexity • Allocation of line and staff personnel
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Hierarchical Organic
Structurally rigid-clear chain of command.
Leadership exists within supervisor/subordinate relationships.
Function best in stable or predictable environments.
Communications is vertical and downward.
Loosely connected- authority is diffused.
Leadership is more peer- oriented.
Can function efficiently in unstable or unpredictable environments.
Communication is horizontal.
Overview of Organizational Structure Organizational Models
Hierarchical Organic
Focus on processes, procedures, and rules.
Decision making and conflict resolution come from the top.
Workers perform narrowly defined (specialized) tasks.
Responsibility is individually based.
Focus on results.
Decision making and conflict resolution can come from anywhere.
Workers may perform a number of tasks.
Responsibility may be team based.
Overview of Organizational Structure Organizational Models
Overview of Organizational Structure Organizational Models
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Overview of Organizational Structure Organizational Dimensions
Task Specialization – the process of dividing work processes unto smaller tasks.
o Narrowly defined work tasks = high task specialization
o Broadly defined work tasks = low task specialization
Formalization – the establishment of written rules and regulations that govern the work activities.
o High levels of formalization (many rules)
o Low levels of formalization (few rules)
Overview of Organizational Structure Organizational Dimensions
Span of Control – the number of subordinates reporting to a supervisor.
o Wide (more subordinates per supervisor)
o Narrow (few subordinates per supervisor)
Centralization versus Decentralization
o In centralized organizations important decisions are made by upper managers.
o In decentralized organizations important decisions are made in the lower levels.
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Overview of Organizational Structure Organizational Dimensions
Complexity – defined by the number of units within an organization.
o Vertical complexity – number of levels in the chain of command (tall organizations).
o Horizontal complexity – number of units across the organization (flat organizations).
Line/Staff Allocation – the balance between line and staff personnel.
o Line employees ‘exist’ within the chain of command.
o Staff employees ‘exist’ outside the chain of command.
Mission, Policies, and Procedures
The ideal bureaucracy has;
o A written mission that is logically implemented by,
o Policies and procedures,
o Performed by employees who;
• Understand and accept the mission,
• Have a working knowledge of the policies and procedures, and
• Carry out their tasks in accordance with their job descriptions.
Mission, Policies, and Procedures Mission
A mission is a statement of an organization’s; o Common purpose, o Continuing purpose for existing, o Ideology, o Values, and o Operating principles (Houston and Parsons, 2006).
Provides clear understanding of an agency’s purpose, goals, and objectives.
Declares an agency’s values and operating philosophy.
Provides employees with a basis for ethical decision making.
Helps keep an organization’s daily activities focused.
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Mission, Policies, and Procedures Policies and Procedures
Policy – a clear statement that defines what action is to be taken and why. Policies include a;
o Statement of purpose,
o Required action, and
o Rationale for that purpose.
Procedure – step-by-step descriptions of the activities that agency members need to follow to achieve the objective or goal put forth by a policy.
Budgeting in Organizations
Criminal justice organizations acquire resources through a process that is cyclical, formal, and political.
Line-item budgeting is the most common form.
Periodically, the agency must submit to an audit to determine whether they have spent the funds appropriately.
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Informal Structures in Organizations
The goals, activities, or structures that are not officially acknowledged by an organization.
The informal structure may be a product of an organization’s actual culture and includes;
o The informal communications system – the grapevine or rumor mill.
o Informal work groups – loosely knit teams organized on an ad hoc basis.
o Informal leadership – individuals with a great deal of expertise and communication skills.
Organizational Frames
Organizations can be analyzed effectively when viewed through four frames or perspectives (Bolman and Deal, 2003).
Each frame describes distinctive attributes of an organization.
Viewing organizations through these frames helps locate problems within the organization.
Organizational Frames
Structural frame – the organizational hierarchy, division of labor, job descriptions, mission, policies, procedures, etc.
Human resource frame – assumes organizations exist to serve human rather than organizational needs.
Political frame – views organization as a place in which interest groups compete for scarce resources.
Symbolic frame – views organizations as tribes, theater, or carnivals in which organizational culture is driven by ritual, ceremonies, stories, heroes, and myths rather than be managerial authority.
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Chapter Summary
Closed systems are hierarchical, formal, and mechanistic.
Open systems are informal and organic. They rely on professionalism.
Hierarchy refers to an agency’s chain of command.
The term organic describes loosely structured professional organizations.
In centralized organizations, authority and decision making is at the top of the structure.
In decentralized organizations, authority and decision making are generally founded at the lower levels of the structure.
Chapter Summary
Mission is a statement of the organization’s purpose.
Policies explain what needs to be done to achieve the mission.
Procedures are step by step directions on how to implement policies.
Public agencies request funds to operate from the political entities they serve.
Budgets need to be approved, implemented, and audited for compliance.
Chapter Summary
Informal structure refers to the purpose, goals, and activities that are not officially acknowledged.
The formal structure refers to the officially recognized arrangement of the organization.
Administrators have a duty to operate ethically and to indoctrinate agency members with organizational ethics.
Viewing organizations through structural, human resources, political, and symbolic frames provides a unique analytical perspective.
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Thinking Point and Question
After years of civil rights litigation, labor union disputes and political change, the Bigton Police Department has hired a new chief from another department in the hopes of making some changes.
This new chief is given the authority (and responsibility) to make significant changes to improve the department.
Using the four frames model (Bolman and Deal, 2003) develop a list of questions within each of the four frames that the chief might use to identify the source of this agency’s problems.
