CJAS2

resulted from con�icting directions that soldiers got from multiple senior o�cers. There was a lack of unity of command that led to administrative failure (Hersh, 2004).

Though Fayol’s (1949) managerial functions of planning, organizing, leading, and controlling are routinely used in criminal justice agencies, some of the principles are not compatible with those of contemporary management. For example, centralization of power and authority at up‐ per levels of the organization is not considered to be a fa‐ vored practice. Instead, modern management principles allow frontline workers more autonomy and authority for making and carrying out decisions. Modern manage‐ ment places much more emphasis on good training that will enable the o�cers to make appropriate decisions rather than always reverting back to the centralized power hub to get directions. Training improves o�cers’ skills, making them more aware of the demands of the environment in which they are working, and thus en‐ abling them to provide superior service to all of their cus‐ tomers (e.g., citizens, clients, o�enders, arrestees, de‐ tainees, etc.). By de�nition, anybody to whom an agency provides a professional service is the customer. Contemporary management views employees as valuable assets whose interests must be considered at all times (Lewis et al., 2001).

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