CJAS2

A second criticism brought forth against Taylor (1911) and Gilbreth’s (1970) research is their consideration that workers are hired for their physical ability and not for us‐ ing their mind. Their work establishes that the role of management is to maintain stability and e�ciency, with top managers doing the thinking and workers doing what they are told. As mentioned in Chapter 1, innova‐ tive or creative thinking is not always a valued character‐ istic in criminal justice. This is grossly apparent in the police policy manuals that cover just about any action and situation an o�cer will experience. Consequently, o�cers are limited, in many cases, in their responses to everyday calls for service as they strictly adhere to guide‐ lines in the manuals. It is not uncommon for o�cers to spend the �rst or second eight-hour day of their training with an agency doing nothing but reading the policy manual. Batts et al. (2012) suggest, “Like the auto assem‐ bly plants of Henry Ford, traditional police agencies are characterized by a hierarchical authority structure that clearly distinguishes decision-makers from line sta�, em‐ phasizes adherence to principles of structure over �exi‐ bility, and prizes uniform operations” (p. 2).

Administrative Management

Scienti�c management focused primarily on the techni‐ cal core—that is, the work performed on the shop �oor by the frontline workers. In contrast, administrative manage‐64% of sample

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