CJA1

lows the o�cer to make decisions on enforcement of the law and in�uence the mission of the organization. In other words, the police o�cer is acting as a manager. Individuals employed in positions considered to be at the second or third level may also have input or titles that in‐ dicate they are managers within the organization. Does this make them management? According to Hecht, “Management is an activity,” and managers are “charged with a number of people working at the task of getting some activity accomplished within a set period of time” (p. 1). Research de�ning management has been ongoing; to date, there is still not a clear de�nition of management for all organizations. This means that each organization faces the unique task of determining how it will be man‐ aged and by whom.

This chapter will investigate the de�nition of manage‐ ment as well as tasks commonly associated with manag‐ ing an organization. The term organization will be de‐ �ned, and key aspects of organizational structures in nonpro�t and for-pro�t agencies will be discussed. Leadership and how leaders work within organizations are discussed as well. As this book pertains to manage‐ ment in criminal justice, a brief summary of criminal jus‐ tice agencies and their management structures is also provided in this chapter. Each chapter in the text—this one included—ends with a �ctional case study and sum‐ mary discussion. The case studies provide scenarios

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