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| Foreword | |
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| Preface | |
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| Criminal Justice Management: The Big, the Bad, and the Beautiful | |
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| Introduction: Scope and Purpose of the Book | |
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| Some Defining Issues in Criminal Justice: Law Enforcement, Courts, and Corrections | |
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| Police and Sheriff's Departments | |
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| Duties, Mission, and Roles of Law Enforcement | |
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| Organizational Structure | |
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| Clientele | |
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| Staff Characteristics | |
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| Location/Jurisdiction | |
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| Public Institutions | |
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| Adult and Juvenile Courts | |
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| Organizational Structure, the Work Group and Clientele | |
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| Courtroom Work Group | |
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| Clientele | |
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| The Law, Levels | |
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| Staffing | |
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| Location | |
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| Jails/Detention and Prisons/Juvenile Facilities: How They Differ | |
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| Conviction and Sentence Status | |
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| Time Incarcerated | |
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| Local vs. State Operation | |
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| Size of the Facility | |
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| Security Level of the Facility | |
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| Age and Gender Separation | |
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| Location | |
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| Jails and Prisons: How They Are Alike | |
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| Community Corrections or Probation and Parole: How They Are Different and Similar | |
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| Time Sequencing | |
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| Types of Offenders | |
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| Rules | |
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| Similar Characteristics of Staff and Organizational Structure | |
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| Conclusions: The Unique Management Milieu of Criminal Justice Agencies | |
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| Discussion Questions | |
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| Web Link | |
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| References | |
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| Surveying the Landscape of Criminal Justice Management | |
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| Introduction: The Ties That Bind | |
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| Common Terms Defined | |
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| Organization, Justice, Bureaucracy, Management, and Formal and Informal Goals and Organizations | |
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| Street-Level Bureaucrats and Discretion | |
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| Ethics | |
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| No Organization is an Island: Open and Closed Organizations | |
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| Democratic Accountability and Neutral Competence: The Value-Added Difference in Governmental Operation | |
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| Democratic Accountability | |
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| Neutral Competency | |
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| Reconciling Democratic Accountability and Neutral Competence in Government Service | |
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| Government Service is Different | |
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| Conclusions: Why It Is Important Not to Tell Jokes About Bureaucrats | |
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| Discussion Questions | |
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| Key Terms | |
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| Web Links | |
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| References | |
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| Managing Trouble-Deviance, Abuse of Force and Sexual/Gender Harassment-Using Ethics | |
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| Introduction | |
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| Public Distrust | |
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| Deviance Explained | |
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| Corruption for Individual Gain | |
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| Official Deviance | |
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| Noble Cause | |
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| Two Insidious Types of Abuse | |
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| Excessive Use of Force | |
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| Sexual and Gender Harassment | |
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| Ethics Defined and Discussed | |
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| The Origin of Ethics | |
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| A Warning Sign: Too Much Focus on Ends Over Means | |
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| The War on Terror Presents the Perfect Conditions for Ethical Abuse | |
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| The Ethical Remedy to Alleviate the Degree of Abuse, Deviance, Corruption, and Harassment | |
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| Conclusions | |
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| Exercise: Student's Ethics Quiz | |
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| Discussion Questions | |
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| Key Terms | |
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| Notes | |
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| References | |
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| The Ethics Instrument Version for Jails | |
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| Service Values, the Administrative State, and Management Theory in Perspective | |
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| Introduction: A Bit of Background | |
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| The Administrative State | |
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| Management Theories | |
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| Traditional Theories of Management | |
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| Criticisms of the Traditional Theory of Management | |
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| Systems Theory | |
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| Human Relations or Human Resource Theories | |
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| The Hawthorne Experiments | |
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| The Hierarchy of Needs | |
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| Theories X and Y | |
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| Other Human Relations-Related Theories | |
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| Criticisms of Early Human Relations Theories of Management | |
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| Modern Human Relations Theories and Techniques: Theory Z, TQM, MBO and Learning Organizations | |
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| Conclusions: The Application of Management Theories to Criminal Justice Agencies | |
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| Exercise: Taylor's Pig Iron Story | |
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| Discussion Questions | |
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| Key Terms | |
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| Note | |
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| References | |
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| Communications: What You Say and Do is What They Think You Mean | |
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| Introduction: The Message and the Medium | |
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| The Purpose of Communication | |
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| Communication Within and Across Organizational Boundaries, and Complaints | |
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| Communication Within and Between Groups | |
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| Communication Across Organizational Boundaries | |
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| Barriers to Effective Communication | |
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| Improving Communications | |
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| An Additional Prescription for Communication Enhancement | |
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| Training | |
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| Teaming | |
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| Listening | |
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| Newsletters | |
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| Grievance Procedures and Whistleblowing Programs | |
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| Technology | |
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| Inside and Outside Research | |
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| Organizational Change | |
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| Conclusions | |
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| Exercise: The Space Invader | |
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| Discussion Questions | |
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| Key Terms | |
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| Web Link | |
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| References | |
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| Socialization, Roles, and Power Issues | |
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| Introduction: What is My Job and How Do I Do It? | |
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| Socialization | |
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| Anticipatory Socialization | |
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| Formal Socialization | |
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| Informal Socialization | |
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| The Criminal Justice Role | |
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| Role Conflict: The Service vs. Security/Serve vs. Protect Dichotomies | |
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| Power | |
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| Conclusions | |
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| Exercise: The Role-Ordering People About | |
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| Discussion Questions | |
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| Key Terms | |
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| References | |
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| The Correctional Role Instrument | |
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| Leadership and Criminal Justice Organizations | |
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| Introduction: After You've Worked for "Bad" Leaders, You Begin to Appreciate the Importance of "Good" Leadership | |
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| Leadership Defined | |
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| Are Leaders Born and/or Made? | |
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| Leadership Theories | |
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| Change and Maintenance Leadership to Fit the Situation | |
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| Leadership Styles vs. Techniques | |
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| The Responsibilities of Leadership | |
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| Teaming as a Means of Sharing Leadership Responsibilities | |
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| The Relative Satisfaction and Status of Criminal Justice Leaders/Managers and Supervisors | |
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| Criminal Justice Leaders: Success, Failure, and the Dangers of Groupthink | |
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| Organizational and Leader Success and Measurement | |
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| Two Leadership Pitfalls: Organizational Decline and Failure and Groupthink | |
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| Organizational Decline and Failure | |
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| Groupthink | |
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| Conclusions | |
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| Exercise: The American (Leadership) Idols | |
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| Discussion Questions | |
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| Key Terms | |
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| Note | |
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| References | |
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| Personnel Processes and Practices | |
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| Introduction: You've Got to Protect Your Investment! | |
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| Selection | |
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| Job-Valid Qualifications | |
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| Legal Disqualifiers | |
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| Cost | |
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| Typical Selection Practices | |
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| The Application Form | |
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| The Written Test | |
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| Medical Exam | |
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| Physical Ability/Agility Tests | |
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| Background Investigation | |
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| Psychological Test | |
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| Polygraph Testing | |
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| Oral Interviews | |
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| Selection from the Applicant's Perspective | |
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| On the Job, the Selection Process Continues | |
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| Training | |
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| Academy Training | |
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| Ongoing Training | |
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| Common Deficiencies in Training | |
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| Performance Appraisals | |
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| Best Practices in Performance Appraisal | |
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| A Final Problem in Appraisals | |
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| Retention Strategies | |
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| Pay Isn't Everything, But It Is Something | |
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| Career Path | |
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| Job Design: Criminal Justice Work for the 21st Century | |
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| Conclusions | |
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| Exercise: Job Design | |
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| Discussion Questions | |
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| Key Terms | |
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| Notes | |
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| References | |
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| Selection Issues: Workforce 2000, Diversity, and Affirmative Action | |
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| Introduction: The 21st-Century Workforce | |
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| Workforce 2000 | |
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| Dealing with Diversity | |
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| Selection Processes: Who Wants to Work in Criminal Justice? | |
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| Entry-Level Corrections and Police Work in Illinois and North Carolina | |
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| Illinois | |
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| North Carolina | |
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| Two-State Comparison | |
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| Qualifications | |
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| Equal Opportunity and Affirmative Action | |
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| Civil Rights Legislation | |
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| Intentional Discrimination | |
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| Reverse Discrimination | |
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| Food for Thought | |
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| Conclusions | |
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| Exercise: Tracking Criminal Justice Employment | |
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| Discussion Questions | |
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| Key Terms | |
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| Note | |
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| References | |
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| Reaching Beyond the Expected: Managing Treatment, Force, Standards, and Accreditation | |
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| Introduction: Discipline and Decency | |
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| Treatment | |
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| The False Dichotomy: Treatment or Security? | |
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| Mature Coping and Finding a Niche | |
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| Treatment Programming | |
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| Death to All Programs (!), or the Nothing Works Mantra | |
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| Drug Courts | |
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| What Works, or Using Science to Separate the Wheat from the Chaff in Programming | |
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| The Challenges of Managing Treatment Programming | |
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| Use of Force | |
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| Standards and Accreditation | |
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| Courts | |
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| Police | |
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| Corrections | |
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| Conclusions | |
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| Exercise: Take an Informal Poll | |
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| Discussion Questions | |
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| Key Terms | |
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| Note | |
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| References | |
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| Strategic Planning and Budgeting | |
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| Introduction: Strategic Planning and Budgeting Are at the Very Center of All Things Organizational | |
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| Strategic Planning: Definition, Benefits, and the Difficulties of Implementation | |
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| Implementing the Plan | |
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| Failure of Execution | |
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| What Is a Budget? | |
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| The Four Stages of the Budget Process | |
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| Some Things to Remember About Public Sector Budgeting | |
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| Recent History of Budgeting and Planning | |
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| Budget Strategies | |
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| Cultivating Client Support | |
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| Gaining the Trust of Others and Documenting a Need | |
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| Looking for Sympathetic Decision Makers | |
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| Coping with Painful Actions and Minimizing the Risk of Future Cuts | |
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| The Camel's Nose | |
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| Making the Program Appear to be Self-Supporting | |
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| Capitalizing on Temporary Circumstances | |
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| Deception and Confusion | |
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| Conclusions | |
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| Exercise: Develop a Criminal Justice Budget | |
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| Discussion Questions | |
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| Key Terms | |
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| References | |
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| Decision Making and Prediction | |
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| Introduction | |
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| Decisions, Decisions, Decisions: What They are and Who Makes Them (the Decision Makers) | |
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| Effective Decision Making | |
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| To Act or Not to Act: That Is But One of the Questions! | |
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| Obstacles to Good Decision Making: Let Us Count the Ways | |
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| Logical Fallacies | |
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| Biology and Cognition (Social Intelligence): A Possible Undue Influence | |
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| Prediction | |
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| Ways to Improve Decision Making | |
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| Conclusions | |
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| Exercise: The False Argument | |
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| Discussion Questions | |
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| Key Terms | |
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| References | |
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| Model Management Practices | |
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| Introduction: Criminal Justice Agencies in a Continuing Crisis in Need of a Solution | |
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| Salvation Through Consilience | |
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| Communication, Leadership, and Culture Change | |
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| Human Relations Management Practices | |
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| It is the People and Their Goals That Matter | |
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| A Consilience of Topics Too: The Unity of Knowledge in Criminal Justice Management Practice | |
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| Conclusions | |
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| Discussion Questions | |
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| Key Term | |
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| References | |
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| Index | |