CJA1

create value structures that depend on the people working in the organization and the culture of the organization. Values are considered the priorities of the organization. In addition, organizations use strategic goals to guide their e�orts and to accom‐ plish their stated missions. The goals are measur‐ able outcomes used to assess the overall e�ective‐ ness of the organization. The more speci�c, measur‐ able, achievable, realistic, and time-speci�c (SMART) goals are, the easier they are to identify and achieve. Organizations can be considered systems consisting of inputs, processes, outputs, and feedback. Each or‐ ganization is made up of smaller subsystems oper‐ ating within the larger organizational system—a multiple systems approach. Employees and man‐ agers can also be considered systems operating within subsystems. Leaders motivate others to accomplish organiza‐ tional goals. They may or may not be identi�ed as managers within an organization. Being able to lead is not the same as being a manager. Managers may or may not be good leaders. Theoretical attempts to explain leadership have focused on those born with qualities that make them able to lead others, those taught to be leaders, and those who learn to rely on situations to determine the best way to lead. For pro�t agencies are designed to develop and de50% of sample

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Administration and Management in Criminal Justice: A Service…

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