ORGANIZATIONAL CONTROL STRUCTURES IN FIVE CORRECTIONAL INSTITUTIONS (FROM CLASSES, CONFLICT, AND CONTROL STUDIES IN CRIMINAL JUSTICE MANAGEMENT, 1976, BY J MUNRO - SEE NCJ-38450)

• NCJ Number: 38451
• Author(s): M N ZALD
• Date Published: 1976
• Length: 15 pages
• Corporate Author: Anderson Publishing Co
• Publication Format: Document
• Publication Type: Report (Study/Research)
• Language: English
• Country: United States of America

Annotation

STUDY OF THE RELATIONSHIP BETWEEN CUSTODIAL AND TREATMENT GOALS AND THE PATTERN OF DEPARTMENTALIZATION AND THE DISTRIBUTION AND BALANCE OF POWER AMONG EXECUTIVES AND EMPLOYEES OF FIVE INSTITUTIONS FOR DELINQUENTS.

Abstract

AFTER DESCRIBING THE FIVE SAMPLE INSTITUTIONS AND THEIR DEPARTMENTAL STRUCTURES, THE ANALYSIS (BASED ON QUESTIONNAIRE AND FIELD DATA) SUPPORTS TWO PROPOSITIONS. (1) AS ORGANIZATIONAL COMPLEXITY INCREASES AND ORGANIZATION-COMMUNITY RELATIONS LEAD TO GREATER EXTERNAL COMMITMENTS BY THE SUPERINTENDENT, THE CHIEF EXECUTIVE MUST SHARE POWER. IN A MIXED-GOAL INSTITUTION IT IS LIKELY THAT POWER IS SHARED WITH A PERSON WITH BASICALLY CUSTODIAL AIMS, WHILE IN INSTITUTIONS WITH DOMINANT TREATMENT GOALS POWER MUST BE GIVEN TO A PERSON CONCERNED WITH TREATMENT GOALS. (2) THE BALANCE OF POWER AMONG GROUPS IS ALSO A FUNCTION OF ORGANIZATIONAL GOALS: SOCIAL SERVICE PERSONNEL ACQUIRE GREAT INFLUENCE IN TREATMENT INSTITUTIONS, WHILE COTTAGE PARENT INFLUENCE IS LESS, EXCEPT WHEN THE MAJOR FOCUS OF THE INSTITUTION IS ON THE GROUP-LIVING SITUATION, AS IN THE MILIEU INSTITUTION. (AUTHOR ABSTRACT)...ELW