1. How would you define the overarching problem? The overarching problem is a long history of lack of leadership, accountability and management from DJJ’s operational staff. . (Varley, 1987, p. 1, 10, 12)
2. Do you think organization cynicism plays a role in this case? If so, how? If not, why not? Organization cynicism absolutely plays a role in this case. The mistrust and dislike of Ellen Schall and Kathleen Feely was exclusively motivated by DJJ’s employee anger towards the mayor’s office, city hall, and Schall’s prior employment in corrections. (Varley, 1987, p. 6, 7, 9.) DJJ staff’s preconceived notions about Schall and Feely ultimately eliminated the agency’s effectiveness, as it resulted in the unwillingness to cooperate
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It would be in her best interest to express to all of DJJ’s senior employees that she fully understands how much his presence and leadership is sincerely missed. According to Schall, Strasburg had good intentions, but simply lacked the necessary interest of management, her opinion appears to be valid considering the high level of dysfunction that DJJ was experiencing. (Varley, 1987, p. 4) However, stating her personal criticism of Strasburg’s to his prior staff that has nothing but admiration for him, would only lead to more animosity. Therefore, Schall should completely avoid putting Strasburg …show more content…
(Varley, 1987, p. 15) Schall should measure the cooperation among her employees by direct observation, and feedback from the employees themselves. Schall’s second short term goal for DJJ should be to improve the quality of DJJ’s staff. This progress can be measured by staff evaluations that measure the quality and quantity DJJ’s employees work. If employees are not producing, she has no choice but to replace them with more qualified candidates. Schall’s third short term goal for DJJ should be to improve the conditions at Spofford. Although Schall is hesitant to get too involved in Spofford, she needs to make short term improvements, until the decision is made on what exactly to do with Spofford. (Varley, 1987, p. 14) Schall can measure her progress by measuring the overall safety conditions of the facility and the overall quality of treatment being provided by the
Along with providing staff a degree of flexibility and independence in their daily assignments, Wade likewise sets expectations, deadlines and goals. Furthermore, Wade works with each staff member, helping them improve their individual skills while attaining the Division’s goals. When necessary, he expends additional time mentoring staff, helping them overcome obstacles. Even though he may feel exasperated at times by the lack of progress in an employee, he does not shy away from the challenge of helping the employee reach their
In the case study of whistle-blowing at Corcoran State Prison, two corrections officers were all but shunned for the actions they took to put an end to the mistreatment of prisoners. Officers Richard Caruso and Steve Rigg witnessed their fellow corrections officers abusing their power by placing rival gang members in a small recreation yard in the Security Housing Unit (SHU) to promote fighting. The officers would make bets on the inmates, treated the fighting like a sport and used unnecessary deadly force with a firearm at will (Dryburgh, 2009). Caruso and Rigg, both former marines, had superior comprehension of ethically handling a firearm; the actions of their co-workers became unacceptable so they took action (Dryburgh, 2009).
For the purpose of this paper, the Houston Police Department’s organizational structure will be used to illustrate the chain of command. The jail operations are designated to Strategic Operations as you can see from the diagram below, and it is overseen by the executive assistant chief, assistant chief and captain. The captain over jail operations is responsible for all three shifts at the city jail, and he assigns three lieutenants to supervise each shift (days, evenings, and nights). Within Houston’s jail facility, there are both classified officers and civilians performing various assignments and tasks. The immediate concern that was brought to attention pertains to a sexual misconduct allegation from a female inmate against a correctional
This could be one reason that numerous organizations fall blameworthy to the same untrustworthy practices as Nortel. Nortel lay to partners, adulterate time and costs, and had clashing interests inside the upper administration (Collins, 2011). This sort of conduct inside a business is a marker of more profound elements that influence basic leadership forms furthermore challenge individual morals of the administration. Singular attributes that impact moral basic leadership are convictions, sensitivities, goals, and practices of the individual (Collins,
Toch, H. (1978). Is a “correctional officer”, by any other name, a “screw”? Criminal Justice Review, 3, 19-35.
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).
Stojkovic, S., Kalinich, D., & Klofas, J. (2012). Criminal Justice Organizations: Adminstration and Management. Belmont, CA: Wadsworth.
Lau, V., Tung Au, W. & Ho J. M. (2003). A Qualitative and Quantitative Review of Antecedents of Counterproductive Behavior in Organizations. Journal of Business and Psychology, 18(1), 73-100. Retrieved May 15, 2005, from ABI-Inform Online
Within an organization one of the key tools that they use is that of: communication. Communication is a primary key to any organization and without it there is no cohesion, no leadership, and no functionality. As communication begins to diminish, so does the organization – as one article puts it: “These new economic…. imperatives have significantly contributed to the demise of the old classic command-and-control bureaucracy…” (Tiernan et al, 2002, 47-48). From what this article states, the lack of communication has led to a semi-collapse of the mechanistic structure of an organization. Though communication does seem like a huge factor of an organization, communication does not come without its troubles within the inter-organizations; if there is communication going on in a company, there is going to also be a lack of communication. When a company has employed thousands of people (or maybe just a small amount) they are hiring a whole selection of individuals to work as whole group in unity – though this does seem like an amazing idea, these sets of individuals will have quite ...
...ch member performed on specific tasks, his or her strengths and weaknesses, and development plans for improving performance. These evaluations should justify pay, if applicable distribute rewards, and offer constructive feedback on how the member can improve performance,
... the overall attitude of the hospital staff being changed, and when the new hires entered in, they, through observational learning from the more experienced staff, acquired the favorable work attitude.
Johnson’s weaknesses are that she sometime moves too fast that her colleagues cannot catch her up, and sometimes pushes too hard and little impatient. She also “piled too much on her own plate”, which indicate Johnson put a lot of attention on insignificant issues, causing lack of involvement on other important activates. Additionally, she is still young and lack of experiences of working, which might affe...
...vior. Penner et al., (1997) also found that the various intrinsic and extrinsic motive of the employee drive them for OCB.
Stephen P. Robbins and Timothy A. Judge in "Organizational Behavior", 12th ed. Upper Saddle River, New Jersey, 2005, p. 407
Hellriegel Don, Slocum John W., & Woodman Richard W. Organizational Behavior. Ohio: South Western College P, 2001