CJA1

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 likely to be encountered in real life. Although the case studies may resemble reality, they are based on �ctitious names, places, and occurrences. There are questions at the end of each case study. There are no right or wrong answers to these questions. Instead, the intent is to allow for application and processing of the information learned in the chapter.

De�ning Management

As discussed earlier, management is a di�cult term to de‐ �ne. It is easier to identify what a manager does or is sup‐ posed to do than to de�ne the actual term. If one were to search for the term management on the Internet, words such as supervising, directing, managing, measuring results, and so on would display, which are all action-oriented terms. Dwan (2003) identi�es management as planning goals and specifying the purpose of the agency; organiz‐ ing people, �nances, resources, and activities; sta�ng, training, and socializing employees; leading the organiza‐ tion and the sta�; and controlling, monitoring, and sanc‐ tioning when needed (p. 44). On closer scrutiny, one will

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