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Criminal Justice Organizations: Administration and Management. Chapter Two – The Structure of Criminal Justice Organizations. Learning Objectives. Define three major differences between the open system and the closed system. Define hierarchical and organic.
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Criminal Justice Organizations: Administration and Management Chapter Two – The Structure of Criminal Justice Organizations
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.
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
Overview of Organizational StructureOrganizational Models Hierarchical Organic Loosely connected-authority is diffused. Leadership is more peer-oriented. Can function efficiently in unstable or unpredictable environments. Communication is horizontal. • Structurally rigid-clear chain of command. • Leadership exists within supervisor/subordinate relationships. • Function best in stable or predictable environments. • Communications is vertical and downward.
Overview of Organizational StructureOrganizational Models Hierarchical Organic Focus on results. Decision making and conflict resolution can come from anywhere. Workers may perform a number of tasks. Responsibility may be team based. • 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.
Overview of Organizational StructureOrganizational 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)
Overview of Organizational StructureOrganizational 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.
Overview of Organizational StructureOrganizational 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.
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.
Mission, Policies, and ProceduresMission • A mission is a statement of an organization’s; • Common purpose, • Continuing purpose for existing, • Ideology, • Values, and • Operating principles (Houston and Parsons, 2006). • Provides clear understanding of an agency’s purpose, goals, and objectives. • Declares an agency’s values and operating philosophy. • Provides employees with a basis for ethical decision making. • Helps keep an organization’s daily activities focused.
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.
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.
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 organization’s 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.
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.
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.
Chapter Summary • Closed systems are hierarchical, formal, and mechanistic. • Open systems are informal and organic. They rely on professionalism. • Hierarchy refers to an agency’s 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.
Chapter Summary • Mission is a statement of the organization’s 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.
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.
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 agency’s problems.