USE OF ORGANIZATIONAL VARIABLES IN THE PERIODIC ASSESSMENT OF CORRECTIONAL SYSTEM EFFECTIVENESS (FROM PROJECT SEARCH - INTERNATIONAL SYMP, 2D - PROCEEDINGS, APRIL 30 - MAY 2, 1974, BY E CRESSWELL - SEE NCJ-25660)

• NCJ Number: 25722
• Author(s): D DUFFEE
• Date Published: 1974
• Length: 13 pages
• Grant Number(s): 73-SS-99-3312; 75-SS-99-6007
• Sponsoring Agency: US Dept of Justice
• Corporate Author: SEARCH Group Inc.
• Publication Format: Document
• Publication Type: Program/Project Description
• Language: English
• Country: United States of America

Annotation

DISCUSSION OF THE USE OF CORRECTIONAL POLICY, MANAGERIAL SYLE, AND ORGANIZATIONAL CLIMATE TO EVALUATE THE INTERNAL PROCESSES OF A CORRECTIONAL SYSTEM IN ADDITION TO THE PERFORMANCE OF THE SYSTEM.

Abstract

AFTER A BRIEF REVIEW OF CORRECTIONAL REFORM IN THE UNITED STATES, THE AUTHOR NOTES THAT THE TREND HAS BEEN TO COMPLETELY ABANDON ONE APPROACH IN FAVOR OF ANOTHER. HE ARGUES THAT THIS LACK OF REGARD FOR WHAT SHOULD BE RETAINED IN THE ONGOING SYSTEM OR FOR HOW NEW CONCEPTS WILL WORK IN PRACTICE MUST BE REPLACED BY STRATEGIES WHICH RESEARCH THE SYSTEM IN QUESTION AND DIRECT CHANGES BASED ON THE RESEARCH FINDINGS. PROJECTS UTILIZING THIS 'SCIENTIFIC' METHOD OF CHANGE IN CORRECTIONS, SUCH AS THE PRESIDENT'S CRIME COMMISSION, ARE DISCUSSED BRIEFLY. THREE AREAS OF EVALUATIVE RESEARCH ON THE PROCESSES GOING ON IN A PARTICULAR CORRECTIONAL ORGANIZATION OR SYSTEM ARE SUGGESTED. THE POLICY OF THE CORRECTIONAL EXECUTIVE, THE MANAGERIAL STYLE OF CORRECTIONAL MANAGERS, AND THE ORGANIZATIONAL CLIMATE ARE ALL DISCUSSED IN DETAIL. A TYPOLOGY OF CORRECTIONAL POLICY IS PRESENTED WHICH IDENTIFIES FOUR BASIC CORRECTIONAL POLICIES (RESTRAINT, REFORM, REHABILITATION, AND REINTEGRATION). THE MANNER IN WHICH THE LEVEL OF THE CORRECTIONAL EXECUTIVE'S CONCERN FOR THE COMMUNITY AND CONCERN FOR THE INDIVIDUAL INTERACT TO FORM THESE POLICIES IS EXPLAINED. FIVE BASIC 'MANAGERIAL STYLES' (DEFAULT MANAGEMENT, COUNTRY CLUB MANAGEMENT, TASK MANAGEMENT, MIDDLE OF THE ROAD MANAGEMENT, AND TEAM MANAGEMENT) ARE IDENTIFIED AS KEY COORDINATES ON A GRID WHOSE TWO DIMENSIONS ARE 'CONCERN FOR PEOPLE' AND CONCERN FOR PRODUCTION. IT IS ARGUED THAT MANAGERIAL BEHAVIOR WILL DIFFER IN TERMS OF HOW IMPLICIT MANAGERIAL PHILOSOPHY BECOMES MANIFEST IN THE WAY THAT MANAGERS SIMULTANEOUSLY HANDLE THE NEEDS OF INDIVIDUALS IN THE ORGANIZATION AND THE PRODUCTION NEEDS OF THE ORGANIZATION AS A WHOLE. IN ADDITION, USE OF A CORRECTIONAL INSTITUTION ENVIRONMENT SCALE, WHICH MEASURES THE RELATIONSHIP, TREATMENT PROGRAM AND SYSTEM MAINTENANCE DIMENSIONS TO MEASURE THE INTERNAL ORGANIZATIONAL SITUATION OF DIFFERENT GROUPS IS ALSO DISCUSSED. THE AUTHOR CONCLUDES THAT THE RELATED CONCEPTS OF ADMINISTRATION POLICY, MANAGERIAL STYLE, AND ORGANIZATIONAL CLIMATE TOGETHER PROVIDE A FAIRLY ADEQUATE MEANS OF EVALUATING THE INTERNAL PROCESSES OF A CORRECTIONAL ORGANIZATION OR SYSTEM. SOME USES OF SUCH A SYSTEMATIC PROCESS EVALUATION, SUCH AS PAROLE PREDICTION, INMATE CLASSIFICATION, EVALUATION OF CHANGE MEASURES AND SYSTEMS, AND MANAGEMENT TRAINING, ARE ALSO SUGGESTED.