Justice Administration and Criminal Justice Book Report

Excerpt from Book Report :

Criminal justice organizations have "varied and complex environments," and are affected by those environments in ways that makes them "malleable" and prone to frequent change (Stojkovie, Kalinich & Klofas, 2015, p. 15-16). Because of this, criminal justice administration reflects the core principles of learning organizations. Criminal justice organizations must be flexible, responsive to changes in social norms and public policies, and willing to account for developments in empirical research that might alter practice. Leadership in criminal justice organizations must therefore be visionary and transformative, motivated by core goals. Because the core goals of criminal justice organizations are as complex as their organizational structures and functions, it is important to explicitly clarify the missions, values, and goals of each organization under the criminal justice umbrella. Likewise, it is important to understand the role of the criminal justice organization within the overarching government.

As governmental institutions, criminal justice organizations are bureaucratic in nature, structure, and form. Their bureaucratic structure serves several purposes, such as creating a clear hierarchy and chain of command. However, bureaucracies can also be besieged by problems related to inefficiency due to overly strict roles and the frustrations of organizational hierarchy. Based on the success of many private sector organizations in shifting away from the mechanistic models of management and organizational structure, justice administration could benefit from becoming less hierarchical and more collaborative in nature. For example, intelligence sharing is critical to the success of criminal justice investigation and counterterrorism activities. Too much bureaucracy prevents the integration and easy sharing of information, which is why the Department of Homeland Security was initially created. It is critical that partner organizations find ways to share intelligence, such as using the same software systems and communication networks across organizations. At the same time, information sharing presents potential risks such as security risks with data shared on open networks.

Each member of a justice organization will have different experiences and backgrounds conducive to the work at hand. Diversity in the criminal justice organization will help its leaders evolve more educated responses to problems and crises because the more diverse the inputs, the more varied, thoughtful, and nuanced the responses will be. Furthermore, a diverse criminal justice organization will be able to respond better to the external pressures that sometimes confound organizations that are prone to outside influence. Justice organizations should be administered by a diverse team that is able to recognize multiple types…

Sources Used in Document:

References

Stojkovie, Kalinich, & Klofas. (2015) Criminal Justice Organizations: Administration and Management - custom (6th ed.) Florence, KY: Wadsworth Publishing

Wiechmann, A.D. (2007). Public Administration in Criminal Justice Organizations. San Diego: University Readers.

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