NCJ Number
13409
Date Published
1974
Length
364 pages
Annotation
MANAGEMENT TECHNIQUES FOR THE ADMINISTRATION AND COORDINATION OF POLICE, COURTS, PROSECUTION, DEFENSE, CORRECTIONAL INSTITUTIONS, PROBATION, AND PAROLE.
Abstract
ALTHOUGH THE MANAGEMENT OF CRIMINAL JUSTICE PROGRAMS NECESSARILY DIFFERS FROM THAT OF PRIVATE INDUSTRY OR BUSINESS, THE MANAGERIAL PRINCIPLES DEVELOPED IN THE PRIVATE SECTOR CAN BE USED AS A MODEL FOR CRIMINAL JUSTICE ADMINISTRATION. THE MANAGEMENT MODEL PRESENTED IN THIS BOOK USES A SYSTEMS APPROACH WHICH DEFINES INPUT AS SELECTED LAW VIOLATIONS, PROCESS AS THE FUNCTIONS OF POLICE, COURTS, PROSECUTION, DEFENSE, CORRECTIONS, PROBATION, AND PAROLE, AND, OUTPUT AS SUCCESS IN COPING WITH CRIME IN OUR SOCIETY. BASED ON THE BELIEF THAT NO SEGMENT OF CRIMINAL JUSTICE SUCCEEDS UNLESS THE ENTIRE SYSTEM SUCCEEDS, THE MODEL EMPHASIZES THE NEED TO COMBINE SUCCESSFUL MANAGEMENT OF EACH KIND OF AGENCY WITH THE COORDINATED MANAGEMENT OF THE WHOLE SYSTEM. THE TEXT FIRST COVERS THE ESSENTIAL FEATURES OF MANAGEMENT, INCLUDING ROLES, FUNCTIONS, SKILLS, INFORMATIONGATHERING, DECISION-MAKING, BUDGET PLANNING, PERSONNEL, LABOR RELATIONS, AND TRAINING. IT DISCUSSES USING THE DISTINCTION BETWEEN THE USE OF RESOURCES AND THE ACHIEVEMENT OF GOALS TO EVALUATE THE USEFULNESS OF PROCEDURES AND POLICIES. OF COURSE, THE PROBLEM OF CLARIFYING MANAGERIAL ROLES AND FUNCTIONS IS MADE MORE COMPLEX BY THE WIDE VARIATION IN THE ORGANIZATIONAL STRUCTURE OF DIFFERENT PARTS OF THE CRIMINAL JUSTICE SYSTEM. USING THE MANAGERIAL MODEL DEVELOPED IN THE FIRST PART OF THE BOOK, THE TEXT GOES ON TO DISCUSS THE UNIQUE CONCERNS OF EACH KIND OF AGENCY. THE FINAL SECTION OF THE BOOK DISCUSSES COMMUNITY AND POLITICAL RELATIONS AND THE USE OF CONSULTING SPECIALISTS. (SNI ABSTRACT)