NCJ Number
168867
Journal
Federal Probation Volume: 60 Issue: 1 Dated: (March 1996) Pages: 30-35
Date Published
1996
Length
6 pages
Annotation
This is a critique of management in a bureaucratic framework and suggestions for change.
Abstract
The traditional bureaucratic paradigm was based on hierarchy, predictability, careful division of labor and merit-based performances. While the system worked well in periods of crisis, it is not suited to periods of accelerating change. Government management of today requires executives who: develop a clear vision; create a team environment; empower employees; put customers first; communicate with employees; cut red tape; and create clear accountability. The courts have undergone considerable restructuring, reengineering and reinventing in efforts to improve performance. Changes have been made in guideline sentencing, budgets, personnel and finances. But managers must go further: (1) discuss goals with their staffs, with the court's customers, the bar, the bench and whoever else might have a stake in those goals; (2) determine what current processes and programs are leading to accomplishment of missions and goals and which are blocking their realization; (3) creatively manage human, financial and automation resources; and (4) provide stable leadership. Bibliography