By Stan Stojkovic, David Kalinich, John Klofas
Gearing up to your administration function? Arm your self with legal JUSTICE companies, a completely glossy advent to the administration recommendations applicable to every region of the felony justice procedure. by way of interpreting either the "hows" and "whys" of those ideas, and via exploring the book's sensible, real-world examples, up to the moment learn, and assurance of key components resembling emergency making plans and terrorism, management conception, and decision-making, you'll elevate your preparedness for the demanding situations you're prone to face in today's box.
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Extra info for Criminal Justice Organizations: Administration and Management
Such organizations are ideally suited to function within unstable environments that demand outcomes requiring nonroutine tasks. In this type of organization, tasks are not specialized and any member of the agency may have the expertise or knowledge to take on a variety of tasks. Tasks may also be assumed by groups or teams sharing expertise. Because tasks are not specialized and responsibility is not constrained by written procedures, rules, and regulations, ends are emphasized over means. Decision making—conflict resolution, planning, policy development, and the like—is mostly a result of structured and informal interaction between personnel rather than a prerogative reserved for executive or top managers.
Instead, judgments are guided by prosecutors’ experience and expertise in analyzing individual cases. The span of control—the number of subordinates reporting to a supervisor—is another significant dimension of organizational structure. ) A wide span of control implies that a large number of subordinates report to one supervisor. Conversely, a narrow span of control suggests that a small number CHAPTER 2 STRUCTURE OF CRIMINAL JUSTICE ORGANIZATIONS of subordinates report to one supervisor. Deciding if the span of control should be wide or narrow depends upon the size of the organization, the task at hand, and the skills of subordinates.
For example, prisoners are not viewed as legitimate evaluators of their prisons. Second, because the marketplace does not determine the value of public organizations, they are generally evaluated on the importance of their mission rather than on the results they achieve. The enforcement of laws and dispensing of justice are seen as important missions. Police and courts, therefore, are valued despite difficulties in measuring productivity. But the value placed on these organizations may diminish if public views change, even though the organizations’ effectiveness does not change.