NCJ Number
216679
Journal
Journal of Criminal Justice Volume: 34 Issue: 5 Dated: September-October 2006 Pages: 543-555
Date Published
September 2006
Length
13 pages
Annotation
Using examples of case studies in which criminal justice agencies have had breakdowns (both law enforcement and corrections agencies), this study shows the extent to which violations of contemporary management theories elements can lead to breakdown and disorganization.
Abstract
The case studies of organizational failure presented in this article show that poor management results in breakdowns and disorganization within criminal justice agencies. The organizations lacked task specialization, clear goals, and an appropriate delegation of authority that would ensure accountability and prompt, clear communication. Problems overwhelm such an organization because there is no bureaucratic management structure in place to respond appropriately to a problem. The authors conclude that successful bureaucratic agencies have managers with effective communication skills who implement a functional span of control within the hierarchy of authority and practice strict accountability. Effective managers also rely on a mix of formal written and informal verbal communication, operate with clear goals and objectives, and delegate appropriate tasks to subordinates. This type of management reflects the organizational principles promoted by Max Weber (1946/1992) and Fayol (1949). Weber's bureaucratic organization follows a structured chain of command, which facilitates the accomplishment of organizational objectives, with a rigid hierarchy of offices and formal rules that govern agency action. Fayol's essential elements of organizations are explicit rules that control the behavior of frontline personnel; a hierarchial system of authority that results in a chain of command; a system for delegating authority; continual inservice training; and a system of communication that specifies organizational roles, tasks, and duties. 108 references