Criminal Justice Organizations: Administration and Management - PowerPoint PPT Presentation

About This Presentation
Title:

Criminal Justice Organizations: Administration and Management

Description:

Understand the difference between the formal and informal structure of an organization. ... the Bigton Police Department has hired a new chief from another department ... – PowerPoint PPT presentation

Number of Views:1001
Avg rating:3.0/5.0
Slides: 23
Provided by: With6
Category:

less

Transcript and Presenter's Notes

Title: Criminal Justice Organizations: Administration and Management


1
Criminal Justice Organizations Administration
and Management
  • Chapter Two The Structure of Criminal Justice
    Organizations

2
Learning Objectives
  • Define three major differences between the open
    system and the closed system.
  • Define hierarchical and organic.
  • Define the major differences between centralized
    and decentralized organizations.
  • Define organizational mission, policy, and
    procedure.
  • Understand the basics of agency budgeting.
  • Understand the difference between the formal and
    informal structure of an organization.
  • Understand the role of administration in
    promoting agency ethics.
  • Understand agencies through the four frames
    perspective.

3
Overview of Organizational Structure
  • Criminal justice organizations vary greatly in
    size, structure and purpose.
  • Criminal justice organizations are compared by
  • Their organizational models
  • Hierarchical versus Organic
  • Their structural dimensions
  • Task specialization
  • Formalization
  • Span of control
  • Centralization versus Decentralization
  • Complexity
  • Allocation of line and staff personnel

4
Overview of Organizational StructureOrganizationa
l Models
  • Hierarchical
  • Organic
  • Structurally rigid-clear chain of command.
  • Leadership exists within supervisor/subordinate
    relationships.
  • Function best in stable or predictable
    environments.
  • Communications is vertical and downward.
  • Loosely connected-authority is diffused.
  • Leadership is more peer-oriented.
  • Can function efficiently in unstable or
    unpredictable environments.
  • Communication is horizontal.

5
Overview of Organizational StructureOrganizationa
l Models
  • Hierarchical
  • Organic
  • Focus on processes, procedures, and rules.
  • Decision making and conflict resolution come from
    the top.
  • Workers perform narrowly defined (specialized)
    tasks.
  • Responsibility is individually based.
  • Focus on results.
  • Decision making and conflict resolution can come
    from anywhere.
  • Workers may perform a number of tasks.
  • Responsibility may be team based.

6
Overview of Organizational StructureOrganizationa
l Models
7
Overview of Organizational StructureOrganizationa
l Dimensions
  • Task Specialization the process of dividing
    work processes unto smaller tasks.
  • Narrowly defined work tasks high task
    specialization
  • Broadly defined work tasks low task
    specialization
  • Formalization the establishment of written
    rules and regulations that govern the work
    activities.
  • High levels of formalization (many rules)
  • Low levels of formalization (few rules)

8
Overview of Organizational StructureOrganizationa
l Dimensions
  • Span of Control the number of subordinates
    reporting to a supervisor.
  • Wide (more subordinates per supervisor)
  • Narrow (few subordinates per supervisor)
  • Centralization versus Decentralization
  • In centralized organizations important decisions
    are made by upper managers.
  • In decentralized organizations important
    decisions are made in the lower levels.

9
(No Transcript)
10
Overview of Organizational StructureOrganizationa
l Dimensions
  • Complexity defined by the number of units
    within an organization.
  • Vertical complexity number of levels in the
    chain of command (tall organizations).
  • Horizontal complexity number of units across
    the organization (flat organizations).
  • Line/Staff Allocation the balance between line
    and staff personnel.
  • Line employees exist within the chain of
    command.
  • Staff employees exist outside the chain of
    command.

11
Mission, Policies, and Procedures
  • The ideal bureaucracy has
  • A written mission that is logically implemented
    by,
  • Policies and procedures,
  • Performed by employees who
  • Understand and accept the mission,
  • Have a working knowledge of the policies and
    procedures, and
  • Carry out their tasks in accordance with their
    job descriptions.

12
Mission, Policies, and ProceduresMission
  • A mission is a statement of an organizations
  • Common purpose,
  • Continuing purpose for existing,
  • Ideology,
  • Values, and
  • Operating principles (Houston and Parsons, 2006).
  • Provides clear understanding of an agencys
    purpose, goals, and objectives.
  • Declares an agencys values and operating
    philosophy.
  • Provides employees with a basis for ethical
    decision making.
  • Helps keep an organizations daily activities
    focused.

13
Mission, Policies, and ProceduresPolicies and
Procedures
  • Policy a clear statement that defines what
    action is to be taken and why. Policies include
    a
  • Statement of purpose,
  • Required action, and
  • Rationale for that purpose.
  • Procedure step-by-step descriptions of the
    activities that agency members need to follow to
    achieve the objective or goal put forth by a
    policy.

14
(No Transcript)
15
Budgeting in Organizations
  • Criminal justice organizations acquire resources
    through a process that is cyclical, formal, and
    political.
  • Line-item budgeting is the most common form.
  • Periodically, the agency must submit to an audit
    to determine whether they have spent the funds
    appropriately.

16
Informal Structures in Organizations
  • The goals, activities, or structures that are not
    officially acknowledged by an organization.
  • The informal structure may be a product of an
    organizations actual culture and includes
  • The informal communications system the
    grapevine or rumor mill.
  • Informal work groups loosely knit teams
    organized on an ad hoc basis.
  • Informal leadership individuals with a great
    deal of expertise and communication skills.

17
Organizational Frames
  • Organizations can be analyzed effectively when
    viewed through four frames or perspectives
    (Bolman and Deal, 2003).
  • Each frame describes distinctive attributes of an
    organization.
  • Viewing organizations through these frames helps
    locate problems within the organization.

18
Organizational Frames
  • Structural frame the organizational hierarchy,
    division of labor, job descriptions, mission,
    policies, procedures, etc.
  • Human resource frame assumes organizations
    exist to serve human rather than organizational
    needs.
  • Political frame views organization as a place
    in which interest groups compete for scarce
    resources.
  • Symbolic frame views organizations as tribes,
    theater, or carnivals in which organizational
    culture is driven by ritual, ceremonies, stories,
    heroes, and myths rather than be managerial
    authority.

19
Chapter Summary
  • Closed systems are hierarchical, formal, and
    mechanistic.
  • Open systems are informal and organic. They rely
    on professionalism.
  • Hierarchy refers to an agencys chain of command.
  • The term organic describes loosely structured
    professional organizations.
  • In centralized organizations, authority and
    decision making is at the top of the structure.
  • In decentralized organizations, authority and
    decision making are generally founded at the
    lower levels of the structure.

20
Chapter Summary
  • Mission is a statement of the organizations
    purpose.
  • Policies explain what needs to be done to achieve
    the mission.
  • Procedures are step by step directions on how to
    implement policies.
  • Public agencies request funds to operate from the
    political entities they serve.
  • Budgets need to be approved, implemented, and
    audited for compliance.

21
Chapter Summary
  • Informal structure refers to the purpose, goals,
    and activities that are not officially
    acknowledged.
  • The formal structure refers to the officially
    recognized arrangement of the organization.
  • Administrators have a duty to operate ethically
    and to indoctrinate agency members with
    organizational ethics.
  • Viewing organizations through structural, human
    resources, political, and symbolic frames
    provides a unique analytical perspective.

22
Thinking Point and Question
  • After years of civil rights litigation, labor
    union disputes and political change, the Bigton
    Police Department has hired a new chief from
    another department in the hopes of making some
    changes.
  • This new chief is given the authority (and
    responsibility) to make significant changes to
    improve the department.
  • Using the four frames model (Bolman and Deal,
    2003) develop a list of questions within each of
    the four frames that the chief might use to
    identify the source of this agencys problems.
Write a Comment
User Comments (0)
About PowerShow.com