Chapter 7

1. Applying Organization Functions Theme Concepts to the Administration of Contemporary Criminal Justice Agencies Chapter 7

2. ~ POSDCoRB + 1937, “Notes on the Organization,” Luther Gulick ~Principles of Bureaucratic Organizations + 1922, “Characteristics of Bureaucracy” Max Weber ~ Scientifically find the best way to do the job + 1912, “Principles of Scientific Management,” Frederick Taylor ~ Public Administration is a profession that responses to elected officials who represent the public + 1887, “The Study of Administration,” Woodrow Wilson Some Key Historic Organization Functions Concepts to Remember from Chapter 2.

3. Evolution Modifications to the Organization Functions Concepts • Discussion of changes from “close systems” to Open Systems organizations. • Discussion of different views of Social Equity by Frederickson and Ostrom. • Discussion of movement of “Client-Oriented Service” from the private to the public sector.

4. Basic Concepts for Today’s Application • POSDCoRB ~ Budget * Line Item * Capital • Planned Program Budgeting Systems (PPBS) • Zero-Based Budgeting

5. “Principles” of Bureaucracy * remember Herbert Simon said to consider them guides or “proverbs.” • Fayol’s Principles of Management – from Max Weber’s earlier writings (pages 209-210) ~ Authority & Responsibility (Figure 7-1) ~ Unit of Command/Direction ~ Inspection & Control ~ Span of Control

6. “Principles” of Bureaucracy Continued ~ Division of Work + Vertical (Figure 7-1) + Horizontal Division (Figure 7-2) + Other Guides for Division of Labor * Task * Clientele * Time * Specialization

7. Contemporary Modifications to Organization Functions • Discussion of Organization Charts (Appendix 2) • Criticism of Bureaucratic Models

8. Mechanistic vs. Organic Organization Structures (Table 7-1) Mechanistic structuresare best when: 1. Employees are relatively inexperienced and unskilled, 2. Employees have strong needs for security and stability, 3. The technology is relatively stable and involves standardized, materials and programmable tasks, 4. The environment is fairly calm and relatively simple. Organic systems work best in the following situations: 1. Employees have relatively high skills that are widely distributed, 2. Employees have high self-esteem and strong needs for achievement, autonomy, and self-actualization, 3. The technology is rapidly changing, non-routine, and involves many nonprogrammable tasks, 4. The environment is relatively dynamic and complex.

9. Tall vs. Flat Organizational Structures (Figure 7-3) Tall structures are associated with many hierarchical levels, long chains of command, and small spans of control allowing closer supervision and control. This structure is associated with the mechanical organization and embodies the classic principles of bureaucracy. Flat structures broaden the span of control, reduce hierarchical levels and allow for more discretion and less supervision. They also shortens the scalar chain therefore speeding up communications and decision making. This form is most often associated with the organic system.

10. Discussion of Matrix Structure (Figure 7-4) • Review Relevant Publication at the end of Chapter 11 as an example of a contemporary application

11. Applying Organization Functions to a Typical Police Department(Appendix 2 A & B) • Operations Functions ~ Patrol & Detectives (Page 220 & Figure 7-2) * time * area * specialization * clientele • Auxiliary or Staff Functions ~ Communications, Record Keeping, Jail, Property Maintenance • Administration or Staff Functions ~ Budgeting, Planning & Research, Inspection and Control, Internal Affairs, Human Resources

12. Recent Trends inOrganization Functions • Garth Morgan writes in his 2006 book, “We are shifting from a world dominated by bureaucratic-mechanistic principles into an electronic universe where new organizational logics are required.” “Instead of being buffeted by the latest theories and trends, they (administrators) need to be able to develop and take their own position.” • Taking “their own position” requires the ability to “mix and match” concepts from the five themes of the Contextual Themes Model and develop approaches that are customized for current situations. • Some of criminal justice Eclectic Perspective approaches that should be considered are: ~ enhance bureaucracy to allow for more flexibility . ~ promote (client) community involvement ~ emphasis methods of preventing crime and disorder ~ provide consultative supervision that gains employment input in making policies and final decisions

13. Conclusion • Review Key Concepts & Terms and ensure that you understand each. • Become acquainted with how these become part of the textbook’s .Compendium of Criminal Justice Themes and Related Key Concepts. • ReviewSuggested Review Questions and Activates. • Review Relevant Publication.

14. Practice Quiz 1. The “R” in POSDCoRB stands for: a. Responding b. Responsibility c. Recording d. Relating e. none of the above 2. Which of the following “Principles” relates to the concept having only “one boss.” a. Authority & Responsibility b. Unit of Command/Direction c. Inspection & Control d. Span of Control e. all of the above

15. 3. Mechanistic structures work best in which of the following situations: a. Employees have relatively high skills that are widely distributed b. Employees have high self-esteem and strong needs for achievement, autonomy, and self-actualization c. The technology is rapidly changing, non-routine, and involves many nonprogrammable tasks d. The environment is fairly calm and relatively simple e. all of the above 4. Tall Organization structures are associated with the organic system. a. true b. false

16. 5. The deployment of patrol officers and detectives can involve which of the division of labor factors ? a. time b. area c. specialization d. clientele e. all of the above 6. Some of criminal justice Eclectic Perspective approaches that should be considered for contemporary applications are: a. enhancing bureaucracy to allow for more flexibility . b. promoting (client) community involvement c. emphasizing methods of preventing crime and disorder d. providing consultative supervision that gains employment input in making policies and final decisions e. all of the above

17. Answers to Practice Quiz #7 • 1. c • 2. b • 3. d • 4. b • 5. e • 6. e