The book covers the field's core foundational theories and works, as well as contemporary theories and cutting-edge research. Demonstrating that organizations matter and that the study of organizations has far-reaching utility, the book applies broader organization and management principles to a wide range of key entities including police, courts, and corrections, as well as drug traffickers, sex offender treatment providers, and homeland security agencies. Each of these organizations has a criminal justice nexus and is discussed alongside the major components of the criminal justice system.…mehr
The book covers the field's core foundational theories and works, as well as contemporary theories and cutting-edge research. Demonstrating that organizations matter and that the study of organizations has far-reaching utility, the book applies broader organization and management principles to a wide range of key entities including police, courts, and corrections, as well as drug traffickers, sex offender treatment providers, and homeland security agencies. Each of these organizations has a criminal justice nexus and is discussed alongside the major components of the criminal justice system. From organizational theory to managing a criminal justice organization, this book is a must-read for anyone pursuing a career in criminal justice administration.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Matthew J. Giblin is an associate professor and undergraduate program director in the Department of Criminology and Criminal Justice at Southern Illinois University Carbondale. He earned his doctorate in Criminal Justice from Indiana University in 2004. His primary research interest involves applying organizational theories to the study of criminal justice agencies. Specifically, he and his colleagues have tested contingency, resource dependence, and institutional theory explanations of police homeland security preparedness, community policing implementation, and crime analysis unit adoption.
Inhaltsangabe
Section I. Introduction: Why Should We Study Criminal Justice Organizations? Section II. Organizational Structure: How Do We Build Organizations? Reading 1. The Impact of Centralization and Formalization on Correctional Staff Job Satisfaction and Organizational Commitment by Eric G. Lambert, Eugene A. Paoline, and Nancy Lynne Hogan Reading 2. Factors to Consider for Optimal Span of Control in Community Supervision Evidence-Based Practice Environments by Gaylene S. Armstrong Reading 3. The Organizational Structure of International Drug Smuggling by Jana S. Benson and Scott H. Decker Section III. Organizational Theory: How Do We Explain What Organizations Look Like? Reading 4. "McJustice": On the McDonaldization of Criminal Justice by Robert Bohm Reading 5. Maintaining the Myth of Individualized Justice: Probation Presentence Reports by John Rosecrance Section IV. Organizational Deviance and Termination: What Explains Failure in Criminal Justice Agencies? Reading 6. Bureaucracy, Managerial Disorganization, and Administrative Breakdown in Criminal Justice Agencies byClarissa Freitas Dias and Michael S. Vaughn Reading 7. Social Theory and the Street Cop: The Case of Deadly Force by Klinger, David Section V. Interagency Collaboration: Are Two or More Organizations [Combined] Better Than One? Reading 8. The Intelligence Fusion Process for State, Local, and Tribal Law Enforcement by David L. Carter and Jeremy G. Carter Reading 9. A Specialized Domestic Violence Court in South Carolina: An Example of Procedural Justice for Victims and Defendants by Angela R. Gover, Eve M. Brank, and John M. MacDonald Section VI. Unions and Collective Bargaining: United We Stand? Reading 10. Police Employee Organizations by Colleen Kadleck Reading 11. Prison Officer Unions and the Perpetuation of the Penal Status Quo by Joshua Page Section VII. Organizational Socialization: How Does a Person Learn to "Behave" in an Organization? Reading 12. Saying One Thing, Meaning Another: The Role of Parables in Police Training by Robert E. Ford Reading 13. An Officer and a Lady: Organizational Barriers to Women Working as Correctional Officers in Men's Prisons by Nancy C. Jurik Section VIII. Motivation and Job Design: How Do We Light a Fire Under Employees? Reading 14. Motivation as a Predictor of Therapeutic Engagement in Mandated Residential Substance Abuse Treatment by Matthew L. Hiller, Kevin Knight, Carl Leukefeld, and D. Dwayne Simpson Reading 15. Organizational Justice and Police Misconduct by Scott E. Wolfe and Alex R. Piquero Reading 16. Job Design, Community Policing, and Higher Education: A Tale of Two Cities by Charles W. Sherwood Section IX. Occupational Stress and Burnout: Is This Job Killing Me? Reading 17. A Qualitative Assessment of Stress Perceptions Among Members of a Homicide Unit by Dean A. Dabney, Heith Copes, Richard Tewksbury, and Shila R. Hawk-Tourtelot Reading 18. The Nature of Occupational Stress Among Public Defenders by David R. Lynch Reading 19. Factors Contributing to Levels of Burnout Among Sex Offender Treatment Providers by Rebecca A. Shelby, Rebecca M. Stoddart, and Kathryn L. Taylor Section X. Leadership: Are You a Leader or a Follower? Reading 20. The Ineffective Police Leader: Acts of Commission and Omission by Joseph A. Schafer Reading 21. Leadership and Correctional Reform by James B. Jacobs and Elana Olitsky Section XI. Power in Organizations: How are Subordinates, Suspects, Inmates, and Clients Controlled? Reading 22. The Society of Captives: A Study of a Maximum Security Prison by Gresham M. Sykes Reading 23. The Limits of Individual Control? Perceived Officer Power and Probationer Compliance by Hayden P. Smith, Brandon K. Applegate, Alicia H. Sitren, and Nicollette Fariello Springer. Reading 24. Gender, Power, and Reciprocity in the Correctional Setting by Denise L. Jenne and Robert C. Kersting Section XII. Organizational Change: What Causes Organizations to Transform? Reading 25. Lessons from the Battle over D.A.R.E.: The Complicated Relationship Between Research and Practice byGreg Berman and Aubrey Fox Reading 26. Improving Criminal Justice Through Better Decision Making: Lessons From the Medical System by Daniel P. Mears and Sarah Bacon Glossary References Credits and Sources Index About the Author
Section I. Introduction: Why Should We Study Criminal Justice Organizations? Section II. Organizational Structure: How Do We Build Organizations? Reading 1. The Impact of Centralization and Formalization on Correctional Staff Job Satisfaction and Organizational Commitment by Eric G. Lambert, Eugene A. Paoline, and Nancy Lynne Hogan Reading 2. Factors to Consider for Optimal Span of Control in Community Supervision Evidence-Based Practice Environments by Gaylene S. Armstrong Reading 3. The Organizational Structure of International Drug Smuggling by Jana S. Benson and Scott H. Decker Section III. Organizational Theory: How Do We Explain What Organizations Look Like? Reading 4. "McJustice": On the McDonaldization of Criminal Justice by Robert Bohm Reading 5. Maintaining the Myth of Individualized Justice: Probation Presentence Reports by John Rosecrance Section IV. Organizational Deviance and Termination: What Explains Failure in Criminal Justice Agencies? Reading 6. Bureaucracy, Managerial Disorganization, and Administrative Breakdown in Criminal Justice Agencies byClarissa Freitas Dias and Michael S. Vaughn Reading 7. Social Theory and the Street Cop: The Case of Deadly Force by Klinger, David Section V. Interagency Collaboration: Are Two or More Organizations [Combined] Better Than One? Reading 8. The Intelligence Fusion Process for State, Local, and Tribal Law Enforcement by David L. Carter and Jeremy G. Carter Reading 9. A Specialized Domestic Violence Court in South Carolina: An Example of Procedural Justice for Victims and Defendants by Angela R. Gover, Eve M. Brank, and John M. MacDonald Section VI. Unions and Collective Bargaining: United We Stand? Reading 10. Police Employee Organizations by Colleen Kadleck Reading 11. Prison Officer Unions and the Perpetuation of the Penal Status Quo by Joshua Page Section VII. Organizational Socialization: How Does a Person Learn to "Behave" in an Organization? Reading 12. Saying One Thing, Meaning Another: The Role of Parables in Police Training by Robert E. Ford Reading 13. An Officer and a Lady: Organizational Barriers to Women Working as Correctional Officers in Men's Prisons by Nancy C. Jurik Section VIII. Motivation and Job Design: How Do We Light a Fire Under Employees? Reading 14. Motivation as a Predictor of Therapeutic Engagement in Mandated Residential Substance Abuse Treatment by Matthew L. Hiller, Kevin Knight, Carl Leukefeld, and D. Dwayne Simpson Reading 15. Organizational Justice and Police Misconduct by Scott E. Wolfe and Alex R. Piquero Reading 16. Job Design, Community Policing, and Higher Education: A Tale of Two Cities by Charles W. Sherwood Section IX. Occupational Stress and Burnout: Is This Job Killing Me? Reading 17. A Qualitative Assessment of Stress Perceptions Among Members of a Homicide Unit by Dean A. Dabney, Heith Copes, Richard Tewksbury, and Shila R. Hawk-Tourtelot Reading 18. The Nature of Occupational Stress Among Public Defenders by David R. Lynch Reading 19. Factors Contributing to Levels of Burnout Among Sex Offender Treatment Providers by Rebecca A. Shelby, Rebecca M. Stoddart, and Kathryn L. Taylor Section X. Leadership: Are You a Leader or a Follower? Reading 20. The Ineffective Police Leader: Acts of Commission and Omission by Joseph A. Schafer Reading 21. Leadership and Correctional Reform by James B. Jacobs and Elana Olitsky Section XI. Power in Organizations: How are Subordinates, Suspects, Inmates, and Clients Controlled? Reading 22. The Society of Captives: A Study of a Maximum Security Prison by Gresham M. Sykes Reading 23. The Limits of Individual Control? Perceived Officer Power and Probationer Compliance by Hayden P. Smith, Brandon K. Applegate, Alicia H. Sitren, and Nicollette Fariello Springer. Reading 24. Gender, Power, and Reciprocity in the Correctional Setting by Denise L. Jenne and Robert C. Kersting Section XII. Organizational Change: What Causes Organizations to Transform? Reading 25. Lessons from the Battle over D.A.R.E.: The Complicated Relationship Between Research and Practice byGreg Berman and Aubrey Fox Reading 26. Improving Criminal Justice Through Better Decision Making: Lessons From the Medical System by Daniel P. Mears and Sarah Bacon Glossary References Credits and Sources Index About the Author
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