Organizational Structure and Criminal Justice

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1) When considering an organizational structure as complex and varied as that of a criminal justice organization, one must examine the existence of conflicting goals. It is the ultimate goal of every organization to meet established and expected goals. This is a direct measure of that organizations effectiveness. However, when an agency has numerous and complex goals, is it desirable that these goals may conflict? Stojkovic et al., 2008 point out that organizations may seek to attain satisfactory levels of all of their goals, as opposed to attempting to entirely meeting every goal.

While certain goals of an agency may conflict with others, this is not necessarily negative, but simply a constraint that may influence the outcome of these goals (Stojkovic et al., 2008). For example, while it may seem unreasonable that a known criminal be released from jail and acquitted due to a legal technicality in our judicial system, this due process is essential to our countries liberty (Stojkovic et al., 2008). Criminal justice organizations are, in their nature complex and there are a variety of external and environmental issues that influence these agencies. Their primary goal is to maintain order and reduce crime. While attempting to attain these goals, police agencies come into contact with several other organizations with varying goals of their own. For example in the course of their function the police agency encounters the prosecutor’s office; the division of corrections; federal level law enforcement agencies; as well as others. During their encounters they must balance their goals with the goals of the other agency to attain a satisfactory outcome for each organization.

2) The hierarchy, or chain of command, of a criminal justice...

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...ests over that of the organization, which Stojkovic et al., 2008 argues is where the majority of motivation is seated. Motivation of employees is important to install positive morale. The rewards programs and incentives of agencies are based from this frame. Administrators must then keep in mind that a lot of problems arise when power is concentrated in the wrong place (Stojkovic et al., 2008). This is where the political frame comes into focus. This frame concentrates on the different interests of the organization. Finally, administrators must focus on the symbolic frame. This is the culture, rituals, and ceremonies that comprise their particular organization (Stojkovic et al., 2008). This could be as simple as the uniforms and medals worn by the employees to inspire authority or a metaphor used by members to explain away uncertainty (Stojkovic et al., 2008).

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