CJAS2

g cers in physically handling uncooperative o�enders and in the use of force. Every move is carefully planned and simulated by law enforcement o�cers using task perfor‐ mance and the principles of time and motion studies.

Although the traditional model of organizational design for the various departments in criminal justice derive from changes made during the Industrial Revolution (Batts, Smoot, & Scrivner, 2012), these departments sometimes fail in correctly applying the scienti�c man‐ agement principles in administration. Supervisors are considered an authority in their area of pro�ciency; how‐ ever, in policing for example, they are often also consid‐ ered an authority in other areas where they may not have experience. Such an attitude of presumed expertise by the supervisor is a growing problem, as the �eld of crimi‐ nal justice is becoming more specialized and complex. In line with the argument presented by Taylor (1911), rising specialization can be better handled by requiring several di�erent supervisors to work as a team. The team mem‐ bers may have separate responsibilities for planning, training, and so forth in their areas of expertise, which will result in better preparedness of the o�cers being su‐ pervised thus improving the quality of service.

The strongest criticism that comes against scienti�c management involves the treatment of the worker as a machine. It is hard to imagine that workers, who have

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