NCJ Number
79048
Journal
Federal Probation Volume: 45 Issue: 2 Dated: (June 1981) Pages: 31-37
Date Published
1981
Length
7 pages
Annotation
Managerial issues and organizational forces believed to contribute to success in the implementation of new probation caseload classification and management technology are identified and discussed.
Abstract
The introduction of new caseload management systems requires enlightened approaches to overcome the inertia of traditional probation methods and staff resistance. Participative planning and staff involvement are crucial factors in the design and implementation of a new caseload classification project, as well as procurement of upper and middle management support. Staff reaction to significant organizational change should be considered in the format of training for new probation programs. The degree to which staff perceive a new program as affecting their daily routine and long established personal work habits is directly related to the degree of stress and resistance generated. Systematic program monitoring designed to measure the extent of staff cooperation and compliance in the timely accomplishment of critical project tasks is essential to ensure the initial success of a new caseload management project. Incentives, such as supervision workload reduction for line staff and substantially improved managerial information for administrative planners and decisionmakers, are important to emphasize in gaining staff support for the change.