Correctional Institutions Management: Key Concepts Guide

Correctional Institution Hierarchy

The typical correctional institution hierarchy includes the unit manager, caseworker, secretary, correctional counselor, correctional officer, educator, and psychologist or other approved mental health worker. It is important to note, however, that some correctional institutions may adopt varying titles while maintaining the same duties. For instance, some institutions organize their administration around a director's office, chief deputy director's office, correctional facility administration, field operations administration, and budget and operations administration (State of Michigan, 2015). The hierarchies described above are listed in descending order, with the highest offices appearing first.

Traits of Prison Volunteers and ACA Ethics

One of the most important traits in prison volunteers is the ability to honor the confidentiality of offenders. A volunteer should also be committed to the cause they are serving and approach it with the right motives. Integrity is essential, as it makes their work effective. A volunteer must be ethical and a good listener, empathetic enough to relate to the challenges offenders face, respectful of those challenges and of the offenders' situations, and trustworthy. Because desired changes may not come quickly, a volunteer must also be patient and realistic in their approaches (Tobel G.V., 2006).

Several policies guide the operations of the American Correctional Association (ACA). Among the most significant is the requirement that ACA members respect and protect the civil rights of all individuals. Members are also required to approach all professional situations with the welfare of individuals in mind and without any intention of personal gain. Additionally, members are required to protect the right of the public to be secure from criminal activity (American Correctional Association, 2015).

Bases of Power and the Correctional Officer Code

Hepburn identified five bases of power for correctional officers. Three of them are as follows:

Legitimate power refers to the formal authority that correctional officers hold to maintain control over inmates once they are within the facility.

Coercive power involves the use of unpleasant conditions to assert power over inmates and change their behavior. This can take the form of segregation, searches, disciplinary measures, and inmate transfers.

Reward power involves the officer using the ability to present favorable conditions to inmates in order to assert authority. This includes the granting of desirable work assignments, favorable reports, and the distribution of privileges (Liebling A. & David P., 2011, p. 134).

Kaufman identified nine norms that constitute the correctional officer code. Four of them are:

Don't rat — an officer should not inform on a fellow officer, or risk being cast out of the subculture group and isolated by colleagues.

Always go to the aid of an officer in distress — when a fellow officer is in danger, colleagues are expected to come to their assistance.

Don't deal drugs with inmates — this norm exists not as a condemnation of drug dealing in itself, but to reduce the likelihood that inmates will become unpredictable or dangerous while under the influence, thereby posing a threat to officers.

Always support a fellow officer in a dispute with an inmate — this reinforces solidarity against inmates and helps officers maintain collective control (Kaufman K., 2013).

Subculture Influence on New Correctional Officers

Crouch and Marquart describe three ways in which new officers are influenced by correctional subcultures. One of the central mechanisms is that the guard subculture plays a key role in the socialization of new recruits. New officers observe and imitate the behavior and language of more senior officers. Crouch and Marquart further indicate that the guard subculture teaches new officers how to perceive inmates, how to anticipate disorder, and how to manage the inmate population (Michael W., 2011, p. 486).

The positive effects of guard subcultures on new officers include helping them cope with an unfamiliar environment and exposing them to the experiences of more seasoned colleagues, thereby reducing the likelihood of costly or dangerous mistakes. Subcultures also accelerate on-the-job learning and allow new officers to find their footing more easily than they might without such a community. However, the negative effects are significant: subcultures can entrench harmful attitudes and encourage discrimination against inmates. They may teach new officers to view themselves as members of an exclusive club that stands apart from and above the inmate population, which can undermine the professional training officers receive.