Criminal Justice Organizations- Exam 1

chp 1,2 ,3 PP slides

Organizations are defined in terms of their

structure, purpose, activity

Management

-process where elements of a group are coordinated to effectively achieve organizational objectives

• ignores notion of position

• not only managers and supervisors

• management can function for every personnel

Managers

Insure compliance with existing processes

planning and budgeting to achieve short-term goals

rationality > enforcing rules

employees doing things right >

Leaders

Questions existing processes

long term strategic planning

change >

employees doing the right thing >

Top 3 of Management

Planning and Budgeting

organizing and staffing

controlling and problems solving

Top 3 of leadership

Establishing Direction

Aligning people

motivating and inspiring

Criminal justice administrators are constrained by

civil service protections

obligations and expectations due to their public status designation

Barnard (Organization) definition

a system of consciously coordinated activities of forces of two or more persons

In all Corporations

oDevelop cultures,

oAre political,

oServe, and sometimes fail to serve, their member’s personal needs,

oActively seek survival,

oCompete for resources,

oAre internally complex, and

oExist in a complex environment

Leadership (Klotter)

refers to a process that helps direct and mobilize people and their ideas

Leadership (Dupree)

Leadership is tribal in nature and focuses on an organization’s symbols, rituals and culture

Leaders focus on

Motivating employees

Developing organizational culture

changing the organization

open-systems theory

influenced by external environment

closed system

self constrained

unresponsive to their environments

examples of open system theory

community policing

interaction between police and prosecutors

legislative changes in CJ statues and sentencing

Importance of Complex goals

CJ organizations have multiple and conflicting goals

(Simon) recognized organizational complexity as

pursuit of all goals on the degree of goal attainment

not possible for all goals to be achieved equally

what causes complexity goals

caused by goal conflict which result in inefficiencies

goal conflict may be necessary

complex environment

organizations that exist in an environment that is complex (competing interests and goals)

Who are vulnerable to complex environments

police departments, crime control vs process

complex environments determine how public organizations are evaluated ,

public agencies are judged pm public opinion, laws, media and people who receive the service do not always get to decide whether an organization is doing a good job, their opinions do not count as evaluations. Example: Prisoners (clients) may explain their issues but society may not listen to them. organizations exist to fulfill a government-defined mission.

Define hierarchical and organic

Hierarchical focuses on rigid and clear chain of command, leadership in supervisors, functions in stable environments with vertical downward communication, procedures, specialized tasks, individual responsibility.

Organic focuses on loosely connected-authority, peer leadership, functions well in unstable environments, in horizontal communication, results focused, decision from anyone, number of tasks, team based responsibility.

formalization

establishment of written rules and regulations which govern work activities. HIGH (many rules), LOW (few rules)

Span of control

number of ppl reporting to supervisor

Centralization

important decisions are made by upper managers

Decentralization

important decisions are made in the lower levels

complexity

defined by the number of units within an organization

vertical complexity

# of levels in chain of commands

Horizontal complexity

# of units across the organization

staff allocation

balance between line and staff personnel

line employees exist

within the chain of commands

staff employees exist

outside of the chain of command

vision

clear direction of where leaders desire their organizations to be in the future

ATTRIBUTES

future orientation

image

ideal

uniqueness

how to share the vision

identify team members

identify a common cause and common ground for team to act upon

positive and optimistic

genuine and sincere in your presentation of your vision to your team

Values

held beliefs of leader (s) that provide direction and purpose of agency

Mission

organizations common purpose, purpose for existing, values, ideology and principles

clear understanding of an agency’s purpose, goals and objectives

Agencys values and philosophy

provides employees with basis for ethical decision making

helps keep an organization’s daily activities focused.

Policy

clear statement that defines what action to take and why

statement of purpose

required action

rationale for purpose

procedure

step by step descriptions of activities that agency members need to follow to achieve the goal by a policy

budgeting in organizations

can be required from cyclical, formal and political sources

Cyclical

funding streams for CJ agencies that fluctuate predictably over time, not guaranteed year-round. can be economic conditions, seasonal pattern etc.

formal

stable sources and legally authorized and predictable funding streams for CJ organizations, approved by the government, official backbone of funding, what can be counted on.

political

funds directly from elected officials, policymakers or political priorities, policy goals and popular initiatives.

line-item budgeting

method of budgeting where every expense is listed by category with specific $$$

like a detailed checklist of what money is spent on (salaries, uniforms, supplies, equipment, training)

periodically, the agency must submit to an

audit to determine whether they have spent the funds appropriately

informal structure may be a product of an organizational actual culture and includes

the informal communications systems, informal work groups, informal leadership

the informal communications system

grapevine or rumor mill

informal work groups

loosely knit teams organized on an ad hoc basis

informal leadership

ppl with great expertise and communication skills