1. The document discusses organizational effectiveness in criminal justice settings. It examines two models of organization - the goal model and functional system model - and proposes a rational goal model that combines elements of both.
2. The rational goal model results in a depersonalized, hierarchical system with rule-bound leadership aimed at creating predictable, efficient outcomes. Criminal justice administrations are presented as examples of this model.
3. Effective communication and delegation of authority are discussed as methods for exerting control over subordinates in criminal justice organizations. Both verbal and written forms of communication each have benefits and limitations.
1. The document discusses organizational effectiveness in criminal justice settings. It examines two models of organization - the goal model and functional system model - and proposes a rational goal model that combines elements of both.
2. The rational goal model results in a depersonalized, hierarchical system with rule-bound leadership aimed at creating predictable, efficient outcomes. Criminal justice administrations are presented as examples of this model.
3. Effective communication and delegation of authority are discussed as methods for exerting control over subordinates in criminal justice organizations. Both verbal and written forms of communication each have benefits and limitations.
Original Description:
Course Work for University of Phoenix Criminal Justice Administration Management
1. The document discusses organizational effectiveness in criminal justice settings. It examines two models of organization - the goal model and functional system model - and proposes a rational goal model that combines elements of both.
2. The rational goal model results in a depersonalized, hierarchical system with rule-bound leadership aimed at creating predictable, efficient outcomes. Criminal justice administrations are presented as examples of this model.
3. Effective communication and delegation of authority are discussed as methods for exerting control over subordinates in criminal justice organizations. Both verbal and written forms of communication each have benefits and limitations.
1. The document discusses organizational effectiveness in criminal justice settings. It examines two models of organization - the goal model and functional system model - and proposes a rational goal model that combines elements of both.
2. The rational goal model results in a depersonalized, hierarchical system with rule-bound leadership aimed at creating predictable, efficient outcomes. Criminal justice administrations are presented as examples of this model.
3. Effective communication and delegation of authority are discussed as methods for exerting control over subordinates in criminal justice organizations. Both verbal and written forms of communication each have benefits and limitations.
Download as DOCX, PDF, TXT or read online from Scribd
Download as docx, pdf, or txt
You are on page 1/ 4
1
RUNNING HEAD: Organizational Effectiveness
Organizational Effectiveness Steven Griffiths CJA474 11/25/13 Jon Sowers
2
Organizational Effectiveness and You
Where are my keys? I know I put them somewhere! Does anyone know when my deadline for these fiscal reports is? Some of the classic lines that we hear in this day and age, as life get more and more complicated at work and at home, we tend to lose parts of our self in the mix of things. Enter: Organizational Effectiveness, but what is it exactly? The basic model of O.E. is a team building, leadership coaching, culture enhancement, and the opportunity to change managementImprove, plan, assess, and DO!
Clinch and Neubauer (1981) point out that trial courts can be viewed as organizations but they lack the attributes of bureaucracies. Trial courts are relatively autonomous units not closely tied to a larger structure. Their formal rules are often ignored, as demonstrated by the fact that the presumed adversarial nature of the courtroom has often been revealed to be much more cooperative than the rules would suggest. To avoid the risk of being over simplified, let us venture a guess that a fair amount of systematic studies of justice administrations within the United States can be rolled up into two basic models of organization, models which were reformed from Etzionis own models. They are: the goal model, and the functional system model. In the application of the basic typology to the analysis of approaches to the study of criminal justice administration, in specific, it seems most appropriate to unite the goal model with the rational legal model created by Weber for his definition of organizational effectiveness, and produces what can only be defined as the rational goal model, taking the best of both worlds and combining them into a new way to look at O.E. Looking at the rational goal model we see that in terms of pure organization it results in a de-personalized system, with a hierarchy, and rule-bound leadership relationships which tend to create highly predictable efficient, and 3
rationalized results. The administrative system of justice here, is an excellent example of this phenomenon. (Weber, 1954: 350). In a criminal justice setting, one of the best and most basic methods for exerting any kind of control over subordinates is communication, both verbal and non-verbal. Using voice communication allows you to get your point across to others in a way that you are comfortable with, and a way that allows you (as the leader) to be you. You are far more likely to be able to speak to your subordinates in a voice they will receive and understand. The non-verbal method of communication is less people friendly as it revolves around the use of e-mails, memos, and other impersonal communication methods. The bad side to non-verbal communication is that if the original message is not clear and concise then it will only be received with confusion and executed in disarray. When exerting any kind of control in the criminal justice world, one needs to be cautious not to overdo it, you need to be weary of the stress level of those who are under you. Another method for exerting control is to delegate your authority to other senior officers who might be in charge of a group or team. The assignment of duties is done by the delegator as he or she first tries to define the task at hand and the duties that will follow to the subordinate. He or she also has to define the result that should be expected from their subordinates. The clarity of the duty along with the expected result have to be the first step in authority delegation. The granting of authority is what takes place when a manager or supervisor splits their authority with someone under them. To conclude, depending on the setup of your department or organization, it is important to have various models of organization to operate off of, that meet the needs the individuals, and keep in mind what they need in order to further their own career, and at the same time meeting the needs of the department as well.
4
References Weber, M (1954) Rational and Irrational Administration of Justice in Max Rheinstein (ed.) Max Weber on law in Economy and Society. Cambridge: Harvard University Press.
C. Clinch, M. Neubauer. Catalytic Leadership: Strategies for an Interconnected World. San Francisco: Jossey-Bass, 1981.
