Week 1 Discussion

Decision making in large organizations can be difficult to properly grasp because its characterized by numerous issues that emerge within the organization. Quantitative and qualitative decision making processes in public finance are similar in the sense that they are utilized to analyze data relating to budget management and other relevant issues. These processes in turn help in effective decision-making with respect to the desired objectives. However, quantitative decision-making process is based solely on empirical data while qualitative decision-making is based on a more holistic perspective. An example of qualitative observation is police testing of new, less lethal gun technology through consideration of the cost benefit analysis (CBS, 2015). On the contrary, an example of quantitative observation is the big budget cuts by state leaders through consideration of empirical data (News9.com, 2010).

Quantitative decision-making seemingly takes precedence in budgeting and issues affecting criminal justice agencies. Quantitative decision-making provides the most accurate information for budget making in these organizations because addressing budget issues in the criminal justice field requires analysis of empirical data. Since quantitative decision-making provides a framework for analysis of empirical data, it provides accurate first-hand information for budget management. Qualitative-based budgetary decision making rely on information that is not easily measurable while quantitative-based budgetary decision making rely on numbers, which is easily measurable. Therefore, quantitative-based budgetary decision making is more suitable since it relies on numbers that are easily measurable unlike qualitative... In this regard, the benefits of quantitative observations include the use of easily-measurable data and production of decisive results. On the contrary, the benefits of qualitative observations include the consideration of more relevant data other than numbers only.

Week 2 Discussion

Criminal justice organizations have established some kind of management hierarchy to handle various issues including financial decision making, personnel decisions, and budget planning. Despite the establishment of such hierarchy, the agencies lack effective leadership given that policymakers always confound leadership with management though can be quite different. The major characteristics of leadership include effective communication, being visionary, empathy, consistency, flexibility, and honesty. These characteristics enable leaders to respond to situations in a holistic and wider perspective beyond their own desires. On the contrary, the primary traits of management include planning, organizing, commanding, coordinating, and controlling (Vliet, 2014).

The response to Hurricane Katrina failed because of lack of planning, coordination, and controlling the response initiatives. While there were early warnings of the potential disaster, FEMA did not engage in adequate planning before and in the aftermath of the disaster. Moreover, response efforts were not effectively controlled and coordinated between the various agencies and personnel. Additionally, there was lack of effective command, which was evident due to the absence of clear directing authority (Moynihan, 2009). The organization that offered the most effective leadership in the aftermath of the storm is the Red Cross. One of the characteristics…