Article Review 1
MsPooh22
TroyAdmin1.pptxDefining Management and Organization
Chapter 1
What is Management?
Difficult to define; multiple approaches
Definitions based on actions/tasks/responsibilities
Maximizing productivity
Identifying purpose and goals of organization
Monitoring and controlling employee behavior
Definitions based on theory
Scientific management
Management theory
Bureaucratic theory
Human relations
Decision making & mathematical
From Text:
Focusing on tasks/responsibilities does not provide an exact definition.
Scientific management: maximize productivity through selection, training, and planning of tasks and employees.
Management theory: planning, organizing, commanding, coordinating, and providing feedback.
Bureaucratic theory: clear division of labor and rules and procedures
Human relations theory: manager’s understanding of workers and their needs/motives
Decision making: address management’s role in making decisions
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What is Management? (cont’d)
Two parts to definition
Group process; does not occur in isolation with a sole individual
Directed toward the achievement of organizational goals
“Management is an ongoing process of getting things done through a variety of people with the least amount of effort, expense, and waste, ultimately resulting in the achievement of organizational goals”
Textbook definition does not necessarily identify how organizational goals are achieved; this is discussed in subsequent chapters.
Various theories of management address different approaches to accomplishing these goals (e.g., rules and procedures for bureaucratic theory; meeting worker needs for human relations theory).
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Characteristics of Organizations
Blau and Scott: Who benefits?
Owners/managers
Members/rank and file
Clients
Commonwealth
Definitions of organizations usually include at least two elements
Two or more people
Working together to achieve common goals
Who benefits?
Owners/managers: Particularly true in for-profit organizations
Members: unions, social clubs, etc.
Clients: Drug treatment programs
Commonwealth: police departments, prosecutor’s offices (state/society benefits)
Organizations are common in society because they allow for the achievement of goals that would be difficult to accomplish by individuals (e.g., health care, community protection, education, manufacturing).
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Commonly Shared Elements
Vision
Mission
Values
Strategic Goals
From Text:
Vision: how an individual imagines the goals of the organization being accomplished
Mission: overall purpose of the organization, particularly as described to those external to it
Values: priorities of the organization
Strategic goals: main concerns of the organization
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Organizational Structures
Formal organizational structures
Centralized
Communication is one-way, downward
Rules and procedures
Chain of command
Informal organizational structures
Decentralized
Communication is two way, bi-directional
Fewer rules and procedures
Less rigid, shorter chains of command
What effect does structure have on employee autonomy?
Formal structures
Centralized: authority rests at top
Communication tends to move from top to bottom; rank and file provide little input
Rules and procedures are in place to minimize variation in work
Chain of command defines who supervises who and communication channels
Informal structures
Decentralized: authority is delegated downward
Two way communication; rank and file provide input
Fewer rules and procedures: discretion, professional judgment allowed
Shorter, less rigid chains of command
Workers tend to have more autonomy or self governing ability in informally structured organizations. As the text states, “they are able to interpret policy, ask managers questions directly, and answer questions asked by [others]” (pg. 9).
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Organizations as Systems
Inputs
Processes
Outputs
Feedback
Organizations are comprised of subsystems, each with their own inputs, processes, outputs, and feedback
Police: gang unit, traffic, detective squad, patrol
Department of corrections: each prison is a subsystem of the larger organization
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Leadership Defined
Distinct from management
Terms are mutually exclusive: individuals might be strong or weak in both areas or one or the other
| Leadership | Management |
| Motivate others to accomplish goals | Direct subordinates |
| Inspire workers to perform and complete work | Monitor how work gets done |
| Address long term goals | Address short-term problems |
| Promote change within the organization | Maintain the status quo |
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Theories of Effective Leadership
Trait: what you are.
Creativity
Intelligence
Integrity
Behavioral: what you do.
Inspire and motivate
Give directions
Set goals
Situational: adapting to the situation.
Leadership depends upon circumstances and people
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Leadership Constraints
Even leaders with desirable traits, behaviors, or situational adaptability may not be effective in criminal justice settings
Constraints may stifle leadership
Court rulings, law, constitutional requirements
Legislation
Union contracts
Budgetary constraints
Difficult to challenge the system; not encouraged to “think outside of the box” or be creative.
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For-Profit vs. Non-Profit Organizations
For-profit
Pursue profit: take in more money than it spends
Different forms
Sole proprietorship/partnership
Corporations
Rely on formal structures
Hierarchy
Specialized tasks (everyone has a job)
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For-Profit vs. Non-Profit Organizations (cont’d)
Non-profit
Fulfill community needs (e.g., deter crime, prosecute criminals)
Work with clients, the customers of non-profits
More likely to rely on volunteers
Fundraise to meet financial needs of organization
Devolution is a problem for non-profits. Addressed by:
Relying on volunteers
Cutting services
Charging fee for services
Charging third-party for services
Charge fee for service– charge businesses for repeated false alarms, inmates a nominal amount for their incarceration, etc.
Charge third party– bill government for each client served. Cost is minimized for client but some resources are acquired by organization.
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For-Profit vs. Non-Profit Organizations (cont’d)
Both For-Profit and Non-Profits share similarities
Need strong leaders
Setting achievable goals
Diverse staff
Obtain resources through fundraising or investments
Sound planning
It is best to compare organizations of similar size
A small, non-profit drug treatment organization, for example, is best compared to a small, for-profit drug treatment organization.
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Criminal Justice Organizations: Police
Two primary tasks
Enforce the law: respond, investigate, arrest/cite
Provide services: handling animal calls, give speeches, conduct security checks, administer first aid
Structure
Formal
Centralized
As gatekeepers to the system, they provide the inputs (arrests) for the entire criminal justice system
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Criminal Justice Organizations: Courts
Members of court organization
Prosecutor
Defense attorney
Judge
Others (e.g., jury, bailiff, court reporter)
Highly formalized structure, in theory, to prevent inconsistency and bias
Members are coming from their own organizations (prosecutors office, law firm/public defender’s office, judiciary) to form a new organization (the courtroom workgroup).
Structure is formalized to the extent that the formal trial process is pursued. When replaced by informal negotiations, the formality is replaced by more informal structures.
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Criminal Justice Organizations: Probation, Parole and Treatment
Characteristics
Strict policies may not be appropriate
Must have freedom to choose from alternatives
Hands off approach
The means are less important than the end result of rehabilitation
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Criminal Justice Organizations: Corrections
Probation and parole: tasked with rehabilitation and community supervision
Less formal structures
Individual officer has more discretion; less reliance on formal rules
Prisons, jails, and detention centers
Operate at state and federal level
Employees subjected to strict rules and procedures, training, etc.
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Criminal Justice Organizations: Security
Diverse tasks
Homeland Security / antiterrorism
Cyber security (computer crime)
Corporate security (finances, workplace violence, risk assessment)
Government security (investigations, executive security)
Structures vary
May be similar to the formalized, municipal police
May be informal such as a private investigator
May be for-profit (common) or non-profit
Often ignored in discussions of criminal justice system due to their common for-profit status
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