Chapter 13

1. Chapter 13 Institutional Management

2. “Formal Organization” • a structure established for influencing behaviorto achieve particular ends • 1.) The Organizational Structure • 2.) The Impact of the Structure

3. why governing prisons is different from other public institutions • the defects of total power • power is limited; depends on inmate cooperation • prison unlike other authoritarian organizations • inmates don’t recognize legitimacy of their keepers • no sense of duty propels them to compliance • limited system of rewards & punishments • job assignment, housing, parole report, good time • available punishments not severe, confer status • co-opting of correctional officers • officers forced into inmate trade-offs • must maintain ‘surface order’ • forced to ‘buy’ compliance or tolerate rule breaking • strength of inmate leadership

4. Correctional Officers: The Linchpin of Management • Who Becomes a Corrections Officer • Role Characteristics • Job assignments • Problems with the Officers Role • Job Stress and burnout • Boundary Violations • Use of Force • Collective Bargaining

5. Strategies of influence “compliance” obedience to an order or request types of power for gaining compliance remunerative power obtaining compliance in exchange for material resources normative power obtaining compliance by manipulating symbolic rewards coercive power obtaining compliance by the application or threat of physical force

6. Goals of the “Confinement Model” of prisons • keep them in • facility must be secure • keep them safe • inmates & staff must be protected from each other, as well as environmental hazards • keep them in line • rules must exist and be enforced • keep them healthy • inmates must have medical care • keep them busy • constructive activity through work, recreation, education, treatment programs

7. Formal Prison Organization warden deputy warden Management deputy warden Custody deputy warden Programs deputy warden Industries budgets/accts inst. security education industry purchasing guard forces vocational training farm building & grounds inmate discipline classification clothing & laundry investigations counseling visiting medical serv. food service recreation canteen religion

8. “Unity of Command” • management principle that a subordinate should report to only one supervisor deputy warden Management deputy warden Custody deputy warden Programs deputy warden Industries inst. security investigations guard forces visiting inmate discipline

9. “Chain of Command” • management principle that orders organization as a series of hierarchical positions of authority, so that each person in hierarchy receives orders from one immediately above and issues orders to one immediately below himself or herself warden deputy warden Management deputy warden Custody deputy warden Programs deputy warden Industries captain lieutenant sergeant

10. “span of control” • management principle that a supervisorcan effectively oversee only a limitednumber of subordinates deputy warden Management deputy warden Custody deputy warden Programs deputy warden Industries education budgets/accts recreation classification inst. security investigations farm guard forces visiting food service inmate discipline industry purchasing

11. “Line Personnel” • Employees who are directly concerned with furthering the institution’s goals; workers in direct contact with clients

12. “Staff Personnel” • Employees who provide services in support of line personnel (e.g., clerks, purchasing officers, accountants, training officers, maintenance, laundry, food service)

13. “Governance” • the sound and firm management of inmates and staff • “governance” is what distinguishes a well-run prison from a substandard prison.

14. factors affection quality of life in prison quality of life Order absence of individual or group misconduct that threatens safety of others service programs designed to improve the life prospects of inmates (e.g., education, training, work) amenity anything that enhances comfort of the inmates (e.g., good food, clean cells, recreation) “A good prison “provides as much order, amenity, and service as possible, given the human & financial resources.” --John DiIulio

15. Prison Discipline • inmates are givenset of rules on arrival • rule violations can bemajor or minor • violations of rules are handled by staff • minor violations result in warning, counseling • major violations may result in sanctions • criminal prosecution • loss of “good time” • time in punitive segregation (the “hole”) • loss of privileges (e.g., visits, mail, commissary, recreation • 1/2 inmatescharged with ≥ 1 violation • 90% of those charged are found ‘guilty’

16. prison disciplinary process • officer writes inmate a ‘ticket’ for violation • minor ticket • summary judgment by hearing officer • counseling; reprimand • major ticket: goes to a semi-formal hearing • disciplinary committee • 3 - 5 correctional staff (custody, treatment, classification) • inmate rights: notice of complaint, help preparing case, fair hearing, confront witnesses, written statement of decision • hearing officer • sometimes case investigated by hearing officer-- conducts hearing, makes decision (in absence of a committee) • decision appealed ‘up’ chain of command • to captain, warden, commissioner of corrections

17. prison directorsa formula for effective leadership: • be in officelong enough to learn job, make plans, & implement them. • project an appealingimage to a wide range of people, both inside & outside of the organization. • bededicated & loyal to the department; see oneself as engaged in a noble & challenging profession. • be‘hands-on’ & proactive; prevent problems; be politically astute.

18. the correctional officer officers’ duties counsel maintain and deliver supplies supervise write and administer reports protect process & control inmates train

19. it’s a tough job, but ... long hours disadvantages of correctional officer job seen as ‘dead end’ job low pay high turnover potentially dangerous low entry requirements conflicting roles: custody - treatment low public image

20. … it does have its benefits advantages of the job job security ‘growth’ industry limited alternatives (where prisons are located) low entry requirements easy to supplement with overtime or part-time

21. correctional officeremployment opportunities

22. paramilitary organization & duties of custody staff captain administrative responsibilities; link between custody and top management lieutenant supervises sergeants within areas of the prison; principle disciplinarians supervises complement of officers within one area of the prison (e.g., housing unit, hospital, kitchen, yard, industries, reception & release, etc. sergeant correctional officer line staff responsible for daily operation of a specific area of prison

23. correctional officer job assignments • block officer • oversee unit maintenance, security, safety, inmate problems & needs, enforce rules • work detail supervisor • supervise inmate workers who provide food services & maintenance, outside work details • industrial shop & school officer • maintenance & security of work & school areas • yard officer (order & security on yard) • administrative building assignment • gate security, supervise visiting, public information • wall or tower post (observe, minimal inmate contact) • relief officer (fills in for absent staff)

24. use of force: circumstances justifying reasonable force • self-defense • when threatened with physical attack • defense of third persons • to protect a threatened inmate or officer • upholding prison rules • to maintain safety and security • prevention of a crime • prevention of escapes • law allows deadly force to prevent an escape, but policies vary across states

25. collective bargaining • 1st unions for correctional employees • 1956: Washington, DC & New York City • 1970s: many states passed enabling legislation • 1981: unions in 29 of 52 jurisdictions • who is represented (often separate unions) • custodial, program, support staff • issues and concerns • wages, hiring, conditions of employment • support expansion of prison facilities • oppose private prisons • support victims’ rights legislation • tougher sentencing laws