criminal justice organizations: administration and management chapter one – basic concepts for...
TRANSCRIPT
Chapter 1 1
Criminal Justice Organizations:
Administration and Management
Chapter One – Basic Concepts for
Understanding Criminal Justice Organizations
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Chapter 1 2
Learning Objectives
• Comprehend criminal justice administration history.• Understand a definition of an organization.• Comprehend the concept of management.• Know the concept of leadership.• Comprehend the public context of both management and leadership.• Define and comprehend open-system theory.• Explain the importance of complex goals for criminal justice
administration.• Know the complex environment of criminal justice administration.• Understand complex internal constituencies and criminal justice
administration.
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What is an Organization?
• Organizations are defined in terms of their:o Structure,o Purpose, ando Activity.
• Weber (1947) distinguished corporate groups from other social organizations by;o Extent to which they limit admission to the group,
ando Whether they include leaders and staffs.
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What is an Organization?Bureaucracy
• Max Weber (1947)• A bureaucracy is characterized by: – Limited admission– Leader and staff– Rigid hierarchy of authority– Division of labor – Formal rules
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What is an Organization?
• Weber said organizations represented the natural trend in society toward what he called rationalization:
– Rationalization is the process whereby an increasing number of social actions and interactions become based on considerations of efficiency or calculation rather than on motivations derived from custom, tradition, emotion or charisma.
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What is an Organization?
• Bureaucratic theory:– Specialization
• The division of labor
– Unity of command• Putting one person in charge of a situation and an
employee
–Merit and ability• Basis for hiring and promotion
– Ruflification• Formal rules that govern action
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What is an Organization?
• Chester Barnard (1886-1961)o “a system of consciously coordinated activities of
forces of two or more persons”.
• This definition suggests boundaries, but:oAllows for a variety of structures.oDoes not limit purpose.o Is unclear whether activities are ‘organizational’ or
merely collective behavior, but makes it clear that courts, public defenders’ offices, and other components of the CJ system may be studied as organizations.CJFS 3715 SPRING/FALL 2014/15
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What is an Organization?
• OrganizationsoDevelop cultures,oAre political,o Serve, and sometimes fail to serve, their member’s
personal needs,oActively seek survival,o Compete for resources,oAre internally complex, ando Exist in a complex environment
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What is Management?
• Carlisle (1976)o Defined as: The “process by which the elements of a group are
integrated, coordinated, and/or utilized so as to effectively and efficiently achieve organizational objectives.”
• Definition however, ignores the notion of ‘office’ or ‘position’.
• Management is not the sole province of managers and supervisors.
• Non-supervisory personnel can perform the management function.
• Management is an ongoing process; it does not constitute an end in and of itself.
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What is Leadership?
• Klotter (1990)o “refers to a process that helps direct and mobilize
people and their ideas…”
• Dupree (1989)o Leadership is tribal in nature and focuses on an
organization’s symbols, rituals and culture.
• Leaders focus ono Motivating employees,o Developing organizational culture, ando Changing the organization.
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What is Management?
• Are law enforcement officers, corrections officers, assistant district attorneys, judges, and others managers? Or is this responsibility primarily with the Chief of Police, Sheriff, D.A., Chief Judge, Warden?
• Is it possible to manage and not know what the purpose of the organization is? Mission, values, goals, etc.
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Management vs. Leadership
Managers
• Insure compliance with existing processes
• Focus on planning and budgeting to achieve short term goals
• Seek to achieve rationality by enforcing rules
• Concerned about employees doing things right
Leaders
• Question existing processes• Focus on more long term
strategic planning• Seek opportunities to
change the organization and its culture
• Concerned about employees doing the right thing
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What is Leadership?
• Kotter: The purpose of leadership is to bring about movement and useful change, while the role of management is to provide stability, consistency, order and efficiency.
• Good managers produce orderly, predictable results; keep things on schedule and within budget; and make things work efficiently.
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What is Leadership?
• On the other hand, good leaders produce important, positive change by providing vision, aligning people's efforts with the organization's direction, and keeping people focused on the mission and vision by motivating and inspiring them.
• Clearly, organizations benefit from good management.
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What is Leadership?
• Good leadership, like good management, helps an organization to succeed.
• Schein and others say organizational leadership requires reference to the manipulation, management, and even the destruction of organizational culture.
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What is Leadership?
• Managers focus on planning, budgeting, setting short-term goals, and developing procedures to meet those goals.
• Leader:– Establish a shared vision, the motivate and inspire
group movement toward that vision.– Challenge existing processes and systems– Create change and– Practice the art of statesmanship
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Management and Leadership in the Public Sector
• Criminal justice administrators are constrained byo Civil service protections, ando Obligations and expectations due to their public status
designation.
• The legislative process produces inconsistencies that further complicate the pubic manager’s role.
• Public sector employee unions and associations are often quite powerful and influential within the organization.
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Open-Systems Theory
• Initially the focus was on the efficiency of internal processes (Taylor 1919, 1947).
• This is a closed-system perspective wherein organizations are viewed aso Self contained, andoUnresponsive to their environments.
• All elements in a closed-system are connected, but only internally.
• Communication follows the lines of hierarchy.• Power and authority are a function of office.CJFS 3715 SPRING/FALL 2014/15
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Open-Systems Theory• The closed-system model has been largely
discredited, especially for criminal justice organizations.
• Organizations that exist within open-systems influence and are highly influenced by the environments in which they exist.
• Criminal justice exampleso Community policingo The interaction between the police and prosecutorso Legislative changes in criminal statutes and
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Complex Goals
• Criminal justice organizations have both multiple and conflicting goals.
• Simon (1964) first recognized this organizational complexity.oThe pursuit of all goals impinges on the
degree of goal attainment.oNot possible for all goals to be achieved
equally.
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Complex Goals
• Complexity caused by goal conflict can result in inefficiencies.
• Conversely, goal conflict may actually be necessary.oDue process constraints placed on the police by the
courts insures civil libertyo Plea bargaining by prosecutors reserves important
resources for more serious cases.
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Complex Environment
• Organizations exist within environments that are made complex by competing interests and goals.
• Police departments are particularly vulnerable to complex environments.o Crime control versus Due process conflicto Lack of universal agreement among the public on
what the police department should do.
• This results in police departments becoming more bureaucratic and paramilitary in order to mitigate outside influence.
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Complex Environment
• The environment also determines how pubic organizations are evaluated.oClients may not be legitimizers.• Prisoners (clients) are not viewed as legitimate
evaluators of the organization.
oMission, not the marketplace, determines value. • Law enforcement may be considered more
important than corrections.CJFS 3715 SPRING/FALL 2014/15
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Complex Internal Constituencies
• Constituencies within the organization influence the organization’s structure and function.
• In most situations these effects are in the form of a struggle for power.o Employee associations and unionso Inmates in prisons and jailso Staff employees
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Chapter Summary
• Organizations are structured along three dimensions: structure, purpose and activity.
• Organizations are managed through a process but management functions are not limited to a specific office within the organization.
• Criminal justice organizations both affect and are affected by the key elements of their environments.
• Unlike closed system theory, which emphasizes key operational components of an organization, open systems theory hypothesizes that criminal justice organizations are malleable and influenced differentially by elements of the environment.
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Chapter Summary
• Criminal justice organizations have many goals and compete with one another for limited resources.
• Criminal justice agencies have varied and complex environments that make criminal justice administration more complex.
• Criminal justice organizations are evaluated, in part, by the perceptions of what various environments expect of them.
• Criminal justice organizations are influenced by many internal groups, such as line personnel, support staff and others who perform the work.
• Internal groups are powerful, but their power is being challenged due to budgetary concerns.
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Thinking Point and Question
• An intelligence analyst with the Bigton Police Department has uncovered convincing evidence of an active juvenile gang within the city.
• The intelligence suggests this gang is active in numerous criminal enterprises.
• Applying the information from this chapter, would this juvenile gang fit the definition of an organization?
• If not, why not?• If so, then how would you apply your knowledge of
organizations to suppressing this gang’s criminal activities?
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