Criminal Justice
Trayvon1996
PowerPointChapter11.pptStojkovic/Kalinich/Klofas
CRIMINAL JUSTICE
Administration and Management
Chapter One
BASIC CONCEPTS FOR UNDERSTANDING CRIMINAL JUSTICE ORGANIZATIONS
● Weber was the first to distinguish the corporate group from other forms of social organization.
● He also provided a bureaucratic model of
organizations:
○ a rigid hierarchy of offices
○ a clear division of labor
○ formal rules that govern action
What is an Organization?
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Barnard: An organization is a system of consciously coordinated activities or forces of two or more persons.
Etzioni: Organizations are “social units deliberately constructed and reconstructed to seek specific goals.”
Organizational Activities
● Organizations do act.
● Socialization of employees affects
activities.
● Activities are managed by decision-
making.
● Organizational cultures guide behaviors
of members and the organization itself.
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Carlisle: Management is “[t]he process by which the elements of a group are integrated, coordinated and utilized to effectively and efficiently achieve the organization’s objectives.”
● Management:
○ May be associated with a particular office
○ Consists of top and mid-level managers and
first-line supervisors
● Lipsky on management: Front-line staff in
street-level bureaucracies, which include most
of those working in criminal justice, determine
organizational policy.
What is Management?
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Kotter: “Leadership refers to a process that helps direct and mobilize people and their ideas.”
Leadership is tribal in nature
● Managers focus on planning, budgeting, setting
short-term goals, and developing procedures to
meet those goals.
● Leaders:
○ establish a shared vision, then motivate
and inspire group movement toward that vision;
○ challenge existing processes and systems;
○ create change; and
○ practice the art of statesmanship.
What is Leadership?
Stojkovic and Farkas view correctional leadership as being linked to the values and culture of the organization.
Schein and others say understanding organizational leadership requires reference to the manipulation, management, and even the destruction of organizational culture.
Criminal justice managers have assumed they work in a closed system.
In closed systems:
- the environment is controlled;
- communication follows lines of authority;
- power and authority are a function of the office;
- change is slow and directed by management.
Criminal justice leaders must recognize that the system in which they operate is extraordinarily complex. . .
and that their effective leadership is inextricably connected to the external environment.
- Taylor focused on increasing efficiency through job design, but ignored outside variables that influenced efficiency.
- This reflects a closed-system view (i.e., organizations are self-contained and unresponsive to their environments.
Open-System Theory
Katz and Kahn saw organizations as open
systems characterized by:
- inputs from the environment,
- throughput (the process of changing those inputs), and
- outputs (the product or service of an organization).
Organizations select how they will deal with
the environment.
Open-System Theory
Simon:
● Organizations must work to meet all goals
● Several goals may have to be met simultaneously
Complex Goals
Wilson: Goals provide direction and serve as limits and constraints.
Wright: Goal conflict is desirable, and may promote efficiency.
Lipsky: Conflicting goals of human service organizations are the result of unresolved disagreements in society at large.
Complex Environment
Walmsley and Zald: Public organizations absorb conflict from their environment.
Criminal justice organizations are still designed along paramilitary lines, which indicates their focus as closed systems.
Hall and Tolbert: There is an internal struggle for power in organizations.
Complex Internal Constituencies
The work force is the major internal constituency.
