NCJ Number
101005
Date Published
1985
Length
300 pages
Annotation
Within the framework of a model of organizational change, this report presents case studies of 10 replications of Project New Pride, a comprehensive, holistic, community-based treatment approach for serious juvenile offenders.
Abstract
Each of the replications involved founding a new organization and developing its own management structure, community board, evaluation procedure, and community support network. Based on field investigations over 4 years, three phases of organizational development could be distinguished: startup, implementation, and stabilization. During each of these phases, an emphasis on different kinds of management functions (i.e., entrepreneurship, administration, integration, and production) was required. In these projects, a management structure inappropriate to phase-related tasks resulted in problems in many instances. The need to change from informal to formal procedures and policies caused difficulties for those projects established by entrepreneurial types. Conversely, several projects experienced problems from the beginning because they were never headed by entrepreneurs: professional administrators fixed policies too early, resulting in a cold environment, restrained creativity, and a lack of direction for the future that could not inspire hope of institutionalization. The most effective replications of the program were implemented by parent agencies established in their communities, but not yet in the late stages of the organizational life cycle, and in which the founder was employed by the parent agency and had an active and directing role. 4 references.