Leadership and Organization Structure All organizations have structure; criminal justice is much like the military in regards to having a chain of command that delegates his/her authority downward from the major command element (Stohr & Collins, 2014). Max Weber defined the characteristics of a bureaucracy as the following: there must be a hierarchy of authority that has several levels each controlled by the one above them, each position is divided with no overlap of duties or responsibilities, there must be formal rules and procedures, the work environment must be impersonal and employment decisions must be based on technical qualifications (Stillman, 2010; Stohr & Collins, 2014). In a bureaucratic system, communication and policies flow down to employees as directives. To better understand the hierarchy of such organization we must look at what it entails. A bureaucratic management system is a centralized, rigid system that contains parts of a military structure, whereas, employees are armed, wear uniforms, badges, patches and other items (Stohr & Collins, 2014). Organizations can be formal or informal, open or closed however most law enforcement and courts operate under an open system and corrections operate under a closed system (Stohr & Collins, 2014). Prisons can be compared to military installations; both are off limits to the general public thus creating an air of secrecy about the things that transpire behind the fences. Although the different criminal justice organizations have similar attributes there are certain characteristics that determine the structure: how work is assigned, tasks employees are assigned, how far organizational control reaches, if organizations fall under one authority or is delegated to l... ... middle of paper ... ...legram & Gazette Retrieved from http://search.proquest.com/docview/268872659?accountid=38769 Northouse, P. (2013). Leadership: theory and practice. Thousand Oaks: Sage Publications, Inc. Retrieved from http://clarkmussman.files.wordpress.com/2014/01/leadership-theory-and-practice.pdf Peak, K.J. (2007). Justice administration: Police, courts, and corrections management (5th ed.) Prentice Hall. Pearson Education. Stillman, R. J.(2010). Public administration: Concepts and cases. Cengage Learning. Retrieved from http://books.google.com/books?id=Q97BVAOxFvMC&printsec =frontcover#v=onepage&q&f=false Stohr, M. K., & Collins, P. A. (2014). Criminal Justice Management: Theory and Practice in Justice-Centered Organizations (2nd ed.). New York, NY: Routledge Press. Zalman, M. (2010). Criminal procedure: Constitution and society (6th ed.).Prentice Hall. Pearson Education.
Seigal, L. J., & Worrall, J. L. (2012). Introduction to criminal justice (13th ed.). Belmont, CA: Wadsworth.
Stojkovic, S., Kalinich, D., & Klofas, J. (2008). Criminal Justice Organizations: Administration and Management (4th edition). Belmont, CA: Wadsworth/ Thomson Learning, Inc.
Max Weber, German sociologist, social theorist, and economist, explicated the theory of bureaucracy in which he details the monocratic bureaucracy “as an ideal form that maximized rationality” (Bolman & Deal, 2008, p. 48). He provided his most complete exposition of theory in his 1922 tome Economy and Society (Casey, 2004). This classic form of bureaucracy is characterized by the following (a) well-defined official functions; (b) specialization of function; (c) clearly defined hierarchy of offices; (d) rules governing performance, which require training to administer; (e) impersonal treatment of clients, in that all are treated equally; (f) merit as the basis of promotion or appointment; (g) compensation based on rank; (h) separation of personal and company assets and interests; (i) discipline and control of daily work; (j) files and record keeping for decisions, acts, and rules (Bolman & Deal, 2008; O’Connor, 2011). There are numerous shorthand versions of Weber’s theory including Harmon and Mayer (1986) in Organization Theory for Public Administration and Heady (2001) in Public Administration: A Comparative Perspective (O’Connor, 2011).
Champion, Dean John. Administration of Criminal Justice: Structure, Function, and Process. Upper Saddle River: Pearson Education, Inc., 2003. print.
The Criminal Justice System can be very rewarding because it deters crime, protects and minimize recidivism all while treating all Americans equally under the law (Department of Justice, 2013). The Criminal Justice System’s Administration is composed of three system components which collectively functions the Criminal Justice System if effectively enforced and monitored (The Criminal Justice System, 2008). The Criminal Justice Administration is composed of Police Officers, Public Defenders and other Legal occupant whose main job is to protect, serve and rehabilitate (The Criminal Justice System, 2008). When the Administration’s occupants become involved in corruption they become a conflict of interest. Conflicting Rewards can negatively impact the Criminal Justice Administration and the people it was created to serve when the primary goal becomes undesirable (Kirby, 2016).
This chapter discusses two different models of the criminal justice system: Consensus model and Conflict model. The consensus model suggests that all parts of the criminal justice system strive towards a common goal and that there is a huge amount of cooperation between the parts which allows smooth processing. The Conflict model is the opposite. The Conflict model suggests that each part of the criminal justice system is self-serving because each department focuses on success, promotion, pay increase, and accountability. The main difference between the two models is that the Consensus model suggests a smooth flowing criminal justice system while the Conflict model suggests that the departments of the Criminal Justice system is uncooperative
Stojkovic, Kalinich, & Klofas, (2012). Criminal Justice Organization: Administration and management. (5th ed). Belmont, CA: Wadsworth
Barker, Thomas, Ronald D. Hunter, and Pamela D. Mayhall. Police Community Relation and Administration of Justice. 4th ed. NJ: Prentice-Hall, Inc, 1995
Bureaucratic institutions were formed as a way to manage large-scale collective action, to increase organization and coordination. Max Weber is known for his analysis of the bureaucratic institution. In the Weberian sense, bureaucracies are composed of a hierarchical structure of authority in which command flows downward and information flows upward, a division of labor composed of specialized tasks, a consistent set of rules, a large amount of impersonality, advancement through demonstrated merit and overall specified goals.
The criminal justice system has come a long way in the United States. This system is a unique and diverse formation that leads to many years of historical study. As new case studies and circumstances come to light, the criminal justice system continues to grow and change. Criminal justice officials are facing different challenges more so than those that existed many years ago. As the criminal justice system has evolved, so has the way professionals are expected to handle themselves in the community. Scholars interested in a career in any criminal justice field need a good foundation and a basis of knowledge. Perspectives in Criminal Justice is one of the first courses a student will take. This paper focuses on the some
The criminal justice system is composed of three parts – Police, Courts and Corrections – and all three work together to protect an individual’s rights and the rights of society to live without fear of being a victim of crime. According to merriam-webster.com, crime is defined as “an act that is forbidden or omission of a duty that is commanded by public law and that makes the offender liable to punishment by that law.” When all the three parts work together, it makes the criminal justice system function like a well tuned machine.
Journal of Contemporary Criminal Justice, 27, 343-360. http://ccj.sagepub.com.libaccess.lib.mcmaster.ca/content/27/3/342
While bureaucracy’s sounds like the most rational and logical way even Max Weber himself, believed it to be an ‘iron cage’ which traps individuals in systems based simply on teleological efficiency and control. Technological advances have created new forms of organisations leaving the traditional bureaucratic organisations out of date and obsolete. The control and predictability that bureaucracies bring have no place in the 21st century. Flexibility and creativity is essential in our ever changing environment. Firms confined by strict controls are less able to adapt to the ever changing
In Max Weber and Classical Bureaucratic Theory, Weber discuss about interior organization of administration and he has created 8 characteristics of “ideal-type” bureaucracy which consists of hierarchical structure, unity of command, specialization of labour, employment and promotion based on merit, full-time employment, decisions based on impersonal rules, importance of written files and bureaucratic employment totally separate from the bureaucrat’s private life. Weber believes that bureaucracy was the most well-organized method than any previous version, but he also discovery that bureaucratic also has many problems. Some people critics about Weber’s work because he overemphasize on the impact of organization on workers and ignored the impact of the worker on the organization. Philip Seiznick stated that informal system of the worker also significant in organization, and Warren G. Bennis and Philip E. Slater declares that bureaucracy is outmoded, too emphasize on rigid rules and hierarchical.
Similarly in Weber’s bureaucratic approach, organizations are divided into different echelons with each varying in its degrees of influence. Each unit being commanded by the one above it, a system that promotes stability and has a predictable line of communication. Both approaches of management rely heavily on regulated control. Whether governing task scientifically of people authoritatively. A solid form of control is mus...