Unit 1 – Criminal Justice Organizations
I. Introduction
Just like any other institutions and organisations, state agencies involved in the criminal justice system are subjected to issues relevant to management and implementation of certain operations carrying out their mandate. It is for this reason that they too have to take into consideration the employment of well-accepted theories on management and infuse it on their operations. The subsequent discussions will be focusing on the management styles available for the elements of the criminal justice system: police, courts, and corrections. Consultation on published works on certain management styles will also be done to support the arguments and observations in this paper.
II. Types of Management Styles
For the purposes of this paper, three types of management styles will be taken into consideration: scientific management, human relations management, and systems management.
A. Scientific Management
This type of management style is also called Taylorism. The general principles held in this style include an established standardized means of carrying out a mandate, a routine of sorts. (1996) Moreover, the organization is composed of a workforce with capabilities required to keep the operations of the company in a fluid manner. This means the selection process involving this management style is a significant part of the operations of the company. In the same way, training is given with high regard as it increases the productivity and efficiency in the operations of the organisation. To some extent, this management style drives this efficiency and potential for effectiveness through wage incentives to the workers. Basically, these said elements are products of a carefully planed scheme in carrying out the operations. It is in this prior planning that allows the organization to veer away from any interruptions on their operations.
B. Human Relations Management
This management style is often confused with human resource management which possess a much wider range. The basis of this style is from the seminal Howthorne Studies headed by . (2002) To a certain extent, this type of management style intends to lift up the morale of the people in the organisation by treating them well. (p 79) This means that over-reliance to this management style could provide an uneven state of power in the organization or even spawn an unending power struggle between the employees and the management. On the whole, this type of management style emphasizes the need of social interaction in an organization. Communication between employees as well as with the management level officers was among the basic factors that were given importance in the Hawthorne studies. ( 2006)
C. Systems Management
The context of this management style involves not only the management of personnel, but also the management of knowledge in the organization. (2003) This style tends to place emphasis on the fact that an organisation operates based on the information and data that are accessible to its employees. In the same manner, the proper management of these elements will essentially spell success and efficiency on the part of the organization.
III. Analysis
Based on the descriptions provided by the discussions above, it appears that there is no single management style that will be a perfect fit for the entire criminal justice system. This means basically that for every element of the criminal justice system (police, courts, and corrections) should implement their own style of management which they find appropriate for their specific organizations.
They should consider both the strengths of the theories embodied in the theories and consider if it complements the organisation that they operate in. In the same manner, they must realise that these management styles are not perfect and possess some flaws. If done in excess or in an inadequate manner, things may not go as expected for the organization; the succeeding discussions will provide an analysis of the perceived disadvantages of the discussed theories and the possible implications of these flaws and potentials in the elements involved in the criminal justice system.
A. Disadvantages of the Management Styles
Again, models do have flaws and thus require close consideration before being implemented in an organization. For instance, the scientific style of management was seen to totally ignore the element of human relations in the organisation. (2006) This means that in this type of management style, employees are considered entities with jobs to be done; it totally discounts the fact that employees are not machines that could work endlessly without regard to their social life. On the other hand, the human relations management style appears to be the total opposite of Taylorism as it overly places weight on the motivation of the individuals. (2002) There is nothing wrong about the taking care of the employees, however, there are other elements that need attention like the actual operations and the external environment in managing an organization.
B. Implications on the Components of the Criminal Justice System
The correctional and the police apparently possess a rigid hierarchy system and regard the established rules and laws highly. This means that in both organisations, the management style proposed by Taylor may complement the culture of the organisation. However, these state bodies have to still be cognisant of the possibility of change in the organisation and maintain flexibility in terms of implementing other management styles. These organisations must muster the strength to cope up with the changing times and consider that organisations need to realise the importance of human relations and even the management of information in their organisation. This is highly important in state agencies like courts since majority of their personnel are civilians. In the context of the correctional institutions and the police, management of information relating to the operations as well as recognition the motivation level of the employees are similarly important.
IV. Conclusion
Numerous management styles have been created in the last several decades. Along with it are the numerous developments on the existing management styles as it adapts to the changing organizational environments. This is manifested clearly in the discussions above. The criminal justice systems have similarly taken considerable changes in management along the years. As indicated above no single management style will serve as a panacea for the needs of the entire system particularly with regards to the specific functions of the police, courts, and correctional facilities. Every aspect of their operations should involve a specific management style that complements the said activity. In the same way, the type and culture that exists in these elements of the criminal justice system should be considered. Thus, conditions present nowadays require organisations, even those that the state operates, to establish some sort of flexibility and awareness in both internal and external environment to effectively carry out their mandate without compromising the welfare of their personnel and the public.
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