CJA1

ously, what works for one organization may be unwork‐ able for another. Since the security industry is one of the areas in criminal justice that can be in both private and public sectors, labeling this �eld as having only formal or informal organizational structure is impossible. Someone who works for a university campus security program may �nd a highly formalized organization similar to that of the police department in a local town or municipality. Another individual working as a private investigator with a �rm may �nd that there is little structure and much more autonomy in this position. This person is able to decide when to work, how long to work in a day, and how to perform surveillance needed to get the informa‐ tion required. Both parties may have the exact same training and be involved in similar types of tasks, even though the organizational structure di�ers greatly, im‐ pacting the way in which they do their jobs. The security industry is discussed in detail in Chapter 13.

Chapter Summary

Identifying management in an organization may be di�cult because policies, procedures, goals, values, and the mission can be in�uenced by line sta� as well as top administrators. Many theoretical attempts have been made to iden‐ tify who management is and the responsibilities of

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