Criminal Justice Organizations: Administration And Management Analysis

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Stojkovic, S., Kalinich, D. & Klofas, J. (2015). Criminal justice organizations: Administration and management (6th ed.) (pp. 219-248). Belmont, CA: Wadsworth.
Chapter 8: Personal Evaluation and Supervision The primary objective of criminal justice administrators is to identify the goals of the community and determine the most effective means to obtain these goals (Stojkovic, Kalinich & Klofas, 2015). Therefore, it is important to assess the strategies and methods being implemented within criminal justice organizations in attempt to adequately achieve community goals. Street-level workers play a crucial role in this process and in the administration and management of criminal justice organizations. Thus, the ways in which they are being supervised
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However, organizations must create guidelines that meet the needs, goals, and structures of the organization to enhance the quality of employee supervision (Stojkovic et. al., 2015, p. 241). Yukl (1981) presents a list of key issues and concepts that potentially assist and guide criminal justice management. “Supervisors must define job responsibilities, assign work, and set performance goals in efforts to better fulfill their job” (Stojkovic et. al, 2015, p. 236). Engel (2004) also provides the four styles of supervision, which can be useful for organization administrators. These styles include, traditional supervisors, innovative supervisors, supportive supervisors, and active supervisors (p. 238). While neither of these styles is better than the other, it can be assumed that the most effective supervisors exhibit technical, human and conceptual skills (Stojkovic et. al., 2015, p. …show more content…
Their theory provides a detailed social-psychological model of the process of taking on organizational roles (p. 263). Role taking within an organization depends on four significant aspects. The first aspect is role expectations, which are the criterions that are used to judge the behaviors of organizational members (Stojkovic et. al., 2015). The second aspect is the sent role, which is delivering those expectations to the members (Stojkovic et. al., 2015). The third aspect is when the member understands the sent role, and is defined as the received role (Stojkovic et. al., 2015). The last aspect is role behavior, and refers to the person’s reaction to the information provided. The models of influence also highlight other aspects of the organization that explains member’s behavior. “ Escalation episodes, organizational factors, interpersonal factors, individual factors, and individual differences in their approach to jobs” have the ability to impact member’s behaviors and as a result, influences organizational socialization and organizational culture (Stojkovic et. al., 2015, p.

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