Three Approaches To Management in Criminal Justice - Essay Example

Three Approaches to Management in Criminal Justice Three Approaches to Management in Criminal JusticeIntroduction The system of institutions and practices of governments aims at ensuring social control, mitigating and deterring crime, or enforcing rehabilitation efforts and criminal penalties to individuals who violate the laws is known as Criminal justice. The people accused of any crime whatsoever are protected from abuse of prosecution and investigatory powers. The three approaches to management in Criminal Justice are The Scientific Management Perspective 1900-1940, The Human Relations Perspective1930-1970 and The Open Systems Perspective1965-Present (Kania & Davis, 2011).

The Scientific Management (1900-1940)In his Principles of Scientific Management, Frederick W. Taylor stated that all work organization responsibilities should be assigned to managers but not workers; scientific methods should be used in order to determine job performance, and the person best suited to perform each task should be selected to carry out such a task. Further, the principle states that workers should be trained to perform each task correctly; work performance should be monitored to make sure that specified procedures for a task are being followed correctly and the desired outcome achieved.

Finally, work assignments should be planned, and work interruptions eliminated (Sapru, 2008). Lillian Gilbreth and Frank invented the motion study, which is an approach that reduces jobs to their basic movements. Henry Gantt developed a bonus and task wage plan where workers could be paid a bonus whenever they completed their job within the given time.The Human Relations Management (1930-1970)The Hawthorne Studies used scientific techniques to study the behavior of human beings at work. More experiments saw researchers come into a conclusion that social factors explained the outcomes observed in all the Hawthorne studies.

Douglas McGregor’s Theory X assumes that an average number of human beings dislike work and always avoid it whenever possible. As a result of this dislike of work, majority of persons must be controlled, coerced, directed, or even threatened with punishment prior to putting effort towards achievement of organization’s objectives. An average number of human beings like avoiding responsibility, prefer being directed, has little ambition, and above all, want security. Managers’ responsibility is to organize money, equipment, materials, and people.

In addition, manager’s function is to direct workers’ efforts, motivate them, modify their behavior, and control their actions. Without such managers’ intervention, individuals would be resistant to or passive about organizational needs. For the sake of the company, employees need to be rewarded, persuaded, and punished (Taylor, 2012).Systems Management (1965-present)In the open systems management, each organization is a system; it is an open, unified interrelated subsystems’ structure subject to the surrounding environment’s influence.

Organizations with subsystems that cannot cope with the surrounding environment normally discontinue their business, while organizations with subsystems that can cope and survive (Kania & Davis, 2011). Organizations keep growing and surviving only if they import more energy and material from the environment compared to what they export in the production of the outputs, which they return to the same environment.Bureaucratic ManagementAccording to Max Weber’s Bureaucracy Model, characteristics of bureaucratic organizations include promotion and selection whereby expertise is the basic criterion.

Friendship or other form of favoritism is clearly rejected. Hierarchy of authority; this ensures that seniors have the power to direct their subordinates’ activities. Their responsibility is to ensure that these activities serve to strengthen the bureaucracy. Regulations and rules; the unchanging regulations give members of the bureaucracy consistent and impartial guidance. Labor division; work is normally divided into jobs that members of the bureaucracy can do in a productive, efficient manner.

Written documentation; contains records which provide a basis for evaluation and consistency of bureaucratic procedures (Sapru, 2008). ReferencesKania, R. R. E., & Davis, R. P. (2011). Managing Criminal Justice Organizations: An Introduction to Theory and Practice. Burlington: Elsevier Science. Sapru, R. K. (2008). Administrative theories and management thought. New Dehli: PHI Learning. Taylor, F. W. (2012). The Principles of Scientific Management.

Auckland: The Floating Press.