NCJ Number
111953
Journal
Federal Probation Volume: 51 Issue: 4 Dated: (December 1987) Pages: 3-7
Date Published
1987
Length
5 pages
Annotation
This article examines some differences between pedestrian and progressive correctional management and looks at the risks key decisionmakers must take if they hope to achieve competency, organizational renewal, innovation, and creativity.
Abstract
Social casework is viewed as an outmoded approach to dealing with offenders, especially since most correctional staff are ill-equipped to use the model effectively. Successful leadership in corrections as in other fields requires that managers master five imperatives: kinship -persuading staff they are understood and cared for; prescription -- telling staff what is wanted and why; sanction -- convincing staff that they will be appropriately rewarded and punished; action -- knowing when to act; and example. In addition, five areas of management constitute the essence of proactive performance. These include obsession with and responsiveness to external agents and forces, constant innovation in all areas, partnership, leadership that loves change and does not fight it, and control through simple support systems. If correctional administrators are to become progressive, they will have to face critical problems and issues in such areas as organizational goal assessment, accountability, program evaluation, quality control, participatory management, constituency building, and training. 24 references.