NCJ Number
62380
Date Published
1980
Length
415 pages
Annotation
CHANGE AND CONTROL IN CORRECTIONAL SYSTEMS, MANAGEMENT OF THE CORRECTIONAL ORGANIZATION, AND MANAGERIAL ACTIVITY RELEVANT TO A WIDE VARIETY OF CORRECTIONAL AGENCIES ARE DISCUSSED.
Abstract
CORRECTIONAL MANAGEMENT ACTIVITIES PROVIDE STABILITY, CONTROL, AND DIRECTION TO AN ORGANIZATION OR SET OF ORGANIZATIONS RESPONSIBLE FOR THE PUNISHMENT OF SENTENCED CRIMINAL OFFENDERS. CORRECTIONAL ADMINISTRATORS IMPLEMENT PUBLIC POLICY EFFECTIVELY WHEN THE NATURE AND DEMANDS OF THAT POLICY COMPLEMENT THE STRUCTURE AND PROCESS OF THE ORGANIZATION DESIGNED FOR POLICY IMPLEMENTATION. A DISCREPANCY EXISTS BETWEEN CORRECTIONAL ORGANIZATION AND ADMINISTRATIVE POLICY DUE TO CLAIMS THAT REHABILITATION IS IMPOSSIBLE UNDER THE COERCIVE CONDITIONS PRESENT IN THE CRIMINAL PROCESS. MANAGEMENT CONSIDERATIONS FOR USE BY CORRECTIONAL ADMINISTRATORS AND PLANNERS ARE DISCUSSED, INCLUDING THE IMPORTANCE OF MANAGEMENT TO CORRECTIONS, CORRECTIONAL HISTORY, ORGANIZATIONAL STRUCTURE AND BASIC MANAGEMENT FUNCTIONS, GOAL FORMULATION, CONSISTENCY IN MANAGERIAL DIVISIONS, THE SOCIAL CLIMATE IN CORRECTIONAL ORGANIZATIONS, DATA DEVELOPMENT, AND FUNDAMENTAL CHANGES IN CORRECTIONS. ADDITIONAL TOPICS ADDRESS CORRECTIONAL INTERACTION WITH THE COURTS, INTERORGANIZATIONAL CONFLICT, PUBLIC OPINION, AND THE BUREAUCRACY. CHANGE IN THE CORRECTIONAL SYSTEM REQUIRES MANAGEMENT SUPPORT. INFORMATION PRESENTED SHOULD IDENTIFY AND SUGGEST MEANS OF ALLEVIATING THE KEY OBSTACLES TO CHANGE WHICH INCLUDE CONFLICTING VALUE SYSTEMS, GOAL AMBIGUITY, INADEQUATE INFORMATION, AND DECISIONS BASED ON FAULTY CRITERIA. FOOTNOTES, AN INDEX, AND A SELECTED BIBLIOGRAPHY ARE PROVIDED. (LWM)