CJA1

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 goals of providing services, identifying crime, and working with and protecting the public.

Groups and individual employees within an organization can also be thought of as systems with common mis‐ sions, values, goals, inputs, outputs, processes, and so on. The organization can be thought of as multiple systems, all operating within multiple systems for one or more identi�ed strategic goal(s). A simple way of considering the multiple systems approach is to think of a university campus. The individual classes o�ered by the Department of Criminal Justice have missions, goals, and values identi�ed in each syllabus as course objectives and course descriptions. The courses are o�ered each semes‐ ter by a department that also has a mission, goals, and values shared by the faculty who teach criminal justice and the students majoring in criminal justice. The Department of Criminal Justice is situated in a college or school (often called the School of Social Sciences) along with other departments with similar disciplines, and they share a mission and common goals and values set by the dean. Finally, these three systems operate within the

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