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Discussion Board- Chapter 7 Case Study
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Discussion Board- Chapter 7 Case Study
Should criminal justice managers be concerned with the personal aspects of employees’
lives?
Based on my understanding, I believe it is not right for criminal justice supervisors to
engage themselves in the personal lives of their employees. In any organization, emphasis is
placed on the need to establish clear boundaries that provide guidance based on an understanding
of key aspects of the case between the employees and their managers (Waldron & Altemose,
1979). Establishing strong relationships helps in increasing the efficiency of operations in the
firm. In the criminal justice system, there is a need to develop different approaches that help in
establishing a balance on professionalism in the course of the operations of employees in the
firm (Gilson et al., 1974). However, the supervisors should be able to engage in the personal
lives of the employees in instances where their actions are likely to compromise the safety of the
organization and that of other employees within the firm. For instance, the managers should be
able to regulate the employees conduct in different social media platforms. If an individual is
found contravening the set policies, different measures should be taken to remind the employees
of their obligations in the firm based on the set policies and guidelines.
In most cases, the leadership approaches used by the managers within the organization
plays an instrumental role in developing an understanding of different approaches that could be
used in increasing the efficiency of operations. Therefore, the conduct of the employees is
heavily dependent on the leadership structures in the firm. In their leadership approaches, the
managers, should, therefore, work on developing different mechanisms that can help in reducing
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their engagements in personal aspects of the employee’s lives (Gilson et al., 1974). The
managers should also take time to develop a better understanding of the employee’s lives and
adopt different mechanisms that could be used in ensuring different aspects of their personal
lives are in adherence to the set code of conduct.
Will this concern necessarily translate into effective leadership in that organization?
In most cases, the urge to engage in the personal lives of the employees can be of help in
protecting the organization’s reputation and ensuring there is adherence to the set code of
conduct. In any organization, for the leadership to be effective, there is a need for the managers
to consider different issues affecting the performances of their employees (Waldron & Altemose,
1979). Therefore, establishing a good rapport between the managers and the employees plays a
crucial role in ensuring different issues affecting the employee’s functionality are addressed
promptly. Depending on the mechanisms used, it is possible to develop different approaches that
can help the managers in increasing the efficiency of their leadership.
Creating a friendly working environment helps in ensuring the mangers adopt different
mechanisms that can be used in developing a better understanding of their employees. Having
friendly and open environments increases the employee’s confidence in raising their concerns
based on different issues affecting their functionality. Therefore, the leaders find it easier to
interact with the employees (Gilson et al., 1974). However, the failure to observe the set limits in
their interactions, the leaders experience issues with their employees, as they feel their privacy
and confidentiality is violated. Therefore, there is a need to work within the necessary limitations
for the leaders in their interactions with the employees.
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References
Gilson, J., Hagedorn, J., & Crosby, R. (1974). Regionalized personnel development for criminal
justice employees. Journal of Criminal Justice, 2(3), 243-248. https://doi.org/10.1016/0047-
2352 (74)90036-1
Waldron, R., & Altemose, J. (1979). Determining and Defending Personnel Needs in Criminal
Justice Organizations. Public Administration Review, 39(4), 385.
https://doi.org/10.2307/976216
