NCJ Number
132062
Journal
Federal Probation Volume: 55 Issue: 2 Dated: (June 1991) Pages: 12-16
Date Published
1991
Length
5 pages
Annotation
This article examines the role of the correctional manager and argues for increased attention to the "process" of corrections in addition to its "content."
Abstract
Both the content and process of corrections are changing in this age of rapidly changing technology, communications, and information. The correctional manager must be committed not only to the redirection and evaluation of routine services and programs, but must also be concerned about such issues as automation, staff development, accreditation, standards, records management, liability, workloads, diminished resources, victim concerns, and critical relations with other elements within and outside the criminal justice administration network. As correctional managers guide their organizations in transition and change, this requires the creation of a climate in the organization that will be responsive to change in the interest of competence and productivity. This involves work activity in the context of employee interaction and development in a setting of mutual trust as well as shared values and commitment. Managers must also hold employees accountable for such interaction in relation to the effective achievement of the objectives of the institution. 30 references