Administration and Management in Criminal Justice

Chapter 2 Outline

1. Organizational theory: examine and analyze organizations

a. Models are used to characterize organizations

b. Two models used to explain organizations

i. Closed systems model: internal events matter

ii. Open systems model: external events matter

2. Closed-system models

a. Overview

i. Emerged out during Industrial Revolution (mid-1800s)

ii. Theories associated with the closed-system model (the classical perspective)

1. Scientific management

2. Administrative management

3. Bureaucratic management

iii. Commonalities

1. Individuals are rational

2. All people will behave the same way in similar situations

b. Scientific management

i. Frederick Taylor

ii. Determine the best way to perform task through scientific study

iii. Role of managers

1. Develop standardized procedures

2. Select workers with skills and abilities

3. Train workers in procedures

4. Support workers through planning

iv. Motivation

1. Standard pay for standard output

2. Monetary incentives for exceeding standard output

v. Criticisms

1. Authority of managers extended beyond area of expertise

2. Faulty assumptions about workers

3. Worker hired only for physical attributes

c. Administrative management

i. Linked with writers such as Henri Fayol

ii. Addressed the work of managers (scientific management addressed frontline workers)

iii. Fayol’s principles of management

1. Division of work

2. Authority

3. Discipline

4. Unity of command

5. Unity of direction

6. Subordination of individual interest to the general interest

7. Remuneration of personnel

8. Centralization

9. Scalar chain

10. Order

11. Equity

12. Stability of personnel tenure

13. Initiative

14. Espirit de corps

iv. Criticisms: Incompatible with some modern management ideas

d. Bureaucratic management

i. Linked with Max Weber

ii. Focuses on the organization as a whole—the intersection of managers and workers

iii. Elements

1. Impersonal social relations

2. Employee selection and promotion

3. Hierarchy of authority and spheres of competence

4. System of rules and procedures

5. Task specialization

iv. Benefits

1. Match right person to the job

2. Efficiency is created by having well-qualified supervisors and experts in tasks

3. Little duplication of work

4. Career path for employees

5. Rules and procedures create standardization

v. Problems

1. Rulification

2. Problematic communications

3. Inability to see larger job

4. Departmentalization mentality

3. Open systems models

a. Overview

i. Origins in 1920s Hawthorne studies at Western Electric

1. Lighting studies

2. Hawthorne effect

3. Social factors matter in the workplace

4. Informal groups operate alongside formal structures

ii. Four elements of open systems approaches

1. Individual differences

2. Motivation

3. Mutual interest

4. Human dignity

iii. Two examples of human relations subfields

1. Total quality management

2. Supply chain/synergy model

b. Total Quality Management (TQM)

i. Improve the organization by considering input from the employee and the consumer

ii. Four elements

1. Employee involvement

2. Customer focus

3. Continuous improvement

4. Benchmarking

c. Supply chain/synergy model

i. Organizations are comprised of interrelated subsystems (supply chain)

ii. The coordination of subsystems allows more to be accomplished than if the subsystems acted alone (synergy)

iii. Supply chain approach assumes two parts

1. Supplier

2. Customer

3. These change for each subsystem; a customer can become a supplier

4. Criminal justice environment is changing

a. Examples

i. Demographic changes have allowed children to have more free and unsupervised time susceptible to negative influences.

ii. Increasing diversity

iii. Technological changes

iv. Heightened demands for corporate responsibility

v. Global environment

b. A learning organization is needed: flexible, adaptable, focused on solving problems

c. Creating a learning organization by changing organizational design

i. Move to a horizontal structure

ii. Limit strict adherence to rules by giving more discretion to frontline workers

iii. Share information throughout the organization

iv. Empower the workforce to work toward overall organizational improvement

v. Collaborate with customers and clients

d. The move to a learning organization will be a challenge but there are some successes