CJA1

g p the identi�ed goals will be accomplished. The outputs are the tangible results (e.g., products, services, or jobs; or in the case of criminal justice, lowered crime rates, better protection, etc.) of the e�orts produced in the process (McNamara, 2007). These are identi�able by those out‐ side of the organization and are generally used to deter‐ mine if the organization is successful. The �nal step in the systems approach includes feedback. This feedback comes from the larger environment as well as from cus‐ tomers, clients, stakeholders, employees, or the govern‐ ment, to name a few sources. In systems open to the envi‐ ronment, the feedback may be used to modify the inputs and processes used in accomplishing future goals (McNamara, 2007). In organizations closed to the envi‐ ronment, the feedback may or may not be considered in changes that are made to the organization.

The organization may have subsystems that operate within the larger system as well. Each subsystem can be thought of as a separate organization that works to ac‐ complish its own goals while contributing to the accom‐ plishment of the larger organizational goal(s). The sub‐ systems have their own boundaries, missions, and tasks, as well as their own inputs, outputs, processes, and feed‐ back (McNamara, 2007). Detective units in police depart‐ ments can be thought of as subsystems. The detectives’ unit has its own mission, goals, and values, yet the detec‐ tives are working to accomplish the larger policing goals29% of sample

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