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 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.

5. 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.

6. Overview of Organizational StructureOrganizational Models

7. Overview of Organizational StructureOrganizational Dimensions • Task Specialization – the process of dividing work processes into 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 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.

9. Tall versus Flat Organizations Chief Executive Tall Organization Tall hierarchy Relatively narrow span of control Chief Executive Flat Organization Flat hierarchy Relatively wide span of control

10. Review of Organizational Structure Reading the Organization Chart

11. Classic Organization Theory:The Organizational Chart(1 of 4) Chief Asst. Chief Patrol Division Criminal Investigation Traffic Division Chapter 5

12. Chapter 5

13. Classic Organization Theory:The Organizational Chart (2 of 4) • A table of organization shows the positions in an organization and the prescribed interaction between those positions • Each little box represents a position or a category of positions • Height on the page is a measure of status • Vertical lines represent the interaction of superiors and subordinates • Horizontal lines represent the interaction of equals Chapter 5

14. Classic Organization Theory:The Organizational Chart (3 of 4) • Any table of organization resembles any other in representing the structure of the organization to consist of positions and interactions • Positions are identified by activity and status • The title of the position on the chart ordinarily identifies its activity • Its distance from the bottom or the top of the chart measures its status Chapter 5

15. Classic Organization Theory:The Organizational Chart (4 of 4) • The lines that are drawn between positions indicate prescribed interaction with other positions • Most tables of organization emphasize interaction between superiors and direct subordinates • They minimize or omit interaction between equals and between widely separated positions Chapter 5

16. The Organizational Chart is defined as Interaction between supervisor & supervised Traditional in nature but other models exist a two-dimensional diagram that shows the positions or offices in an organization and prescribed interaction among them Most depict Most depict Horizontal Concentric Matrix Identified by activity and status Titles identifying activity are Positions/offices have distance lines Indicate prescribed interactions From the top measures its status

17. 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.

18. 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.

19. 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.

20. 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. • Rules or regulations – no latitude for noncompliance

22. 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.

23. 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.

24. 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.

25. 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.

26. 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.

27. 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.

28. 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.

29. 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.