CJAS2

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).

Bureaucratic Management

Whereas scienti�c management focuses on the produc‐ tivity of the individual worker, and administrative man‐ agement focuses on the functions of the manager, bu‐ reaucratic management focuses on the overall organiza‐ tional system in which both the workers and the man‐ agers interact. The bureaucratic model was developed by Max Weber (1947), and it emphasizes designing and managing organizations based on �ve principles:

1. Impersonal social relations. Weber did not favor em‐ ployees relating on a social basis in the workplace. He felt such interactions led to nepotism (fa‐ voritism based on social connections), which com‐ promised productivity and e�ciency. Therefore, he said that organizations should operate according to laws, which would eliminate such favoritism. According to him, productivity should be the sole measure of performance. He emphasized distance between supervisors and workers and felt there was no place for emotions in rule enforcement. Maintaining personal distance was considered a strong defense against the potential loss of power in the event that a supervisor was required to repri‐ mand the subordinate. In application to criminal

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