Preface |
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xiii | |
Acknowledgments |
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xv | |
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The Evolution of Correctional Management |
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1 | (25) |
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Profile: From The Waban to the California Department of Corrections |
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2 | (1) |
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Fundamentals of Organizational Behavior |
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3 | (1) |
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Organizational Behavior and Correctional Management |
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4 | (1) |
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Traditional Management and Pre-Doc Corrections |
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5 | (3) |
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Scientific Management (1880-1920) |
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8 | (6) |
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The Human Relations Movement (1920s-1940s) |
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14 | (4) |
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The Emergence of the Department of Corrections and the Bureaucratic Warden |
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18 | (3) |
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The Contingency Approach (1950s-1960s) |
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21 | (3) |
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The Human Capital School (1970s-1980s) |
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24 | (2) |
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The ``New Agenda'' (1990s) |
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26 | (1) |
Summary |
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26 | (26) |
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Organizational Strategy, Structure, and Design |
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29 | (23) |
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Profile: The Correctional Organization as a System |
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30 | (1) |
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Organizational Strategy and Structure |
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31 | (3) |
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The Components of Organizational Structure |
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34 | (4) |
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Principles of Organizational Structure |
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38 | (7) |
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An Overview of Organizational Design |
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45 | (5) |
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Organizational Effectiveness |
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50 | (2) |
Summary |
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52 | (25) |
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The Organizational Culture of Corrections |
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55 | (22) |
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Profile: The Bureaucratization of a Probation Department |
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55 | (1) |
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Defining Organizational Culture |
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56 | (1) |
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Values and the Organizational Culture |
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57 | (1) |
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Socialization of Correctional Employees |
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58 | (2) |
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Correctional Officer Subculture |
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60 | (2) |
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Female Officers and the Officer Subculture |
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62 | (4) |
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Minority Officers and the Officer Subculture |
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66 | (1) |
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67 | (7) |
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Organizational Culture and Stress |
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74 | (3) |
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Defining the Organizational Culture of Corrections |
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77 | (1) |
Summary |
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77 | (27) |
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The Political Environment of Corrections |
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79 | (25) |
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Profile: The Legislative Formulation of Drug Control Policy |
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80 | (1) |
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Public Policy, Mission, and Goals |
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80 | (3) |
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Shift from Liberal Realism to the Conservative Revolution |
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83 | (1) |
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The Conservative Revolution and Prison Overcrowding |
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84 | (5) |
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Adaptive Strategies to Manage Prison Overcrowding |
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89 | (6) |
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Prison Overcrowding and the Actuarial Model |
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95 | (3) |
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Modifying the Organizational Design |
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98 | (3) |
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The Manager's Perspective of the Conservative Revolution |
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101 | (1) |
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Role of the Strategic Apex in Public Policy Formulation |
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101 | (3) |
Summary |
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104 | (27) |
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The Fiscal Environment of Corrections |
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107 | (24) |
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Profile: Fiscal Conservatism in the Michigan Department of Corrections |
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108 | (1) |
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Fiscal Conservatism as an Official Goal |
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109 | (1) |
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Development of Cost-Minimization Strategies |
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110 | (1) |
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Strategies of Cost Containment |
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110 | (7) |
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Controlling the Cost of New Prison Construction |
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117 | (3) |
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Strategies of Revenue Enhancement |
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120 | (2) |
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122 | (6) |
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The Privatization Controversy |
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128 | (2) |
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The Correctional Manager's Role in Effective Privatization |
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130 | (1) |
Summary |
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131 | (30) |
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The Special Interests Environment of Corrections |
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133 | (28) |
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Profile: The Evolution of Correctional Health Care Standards |
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134 | (1) |
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Quasi-Judicial Government Regulatory Agencies |
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135 | (1) |
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136 | (1) |
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Americans with Disabilities Act of 1990 |
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136 | (6) |
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Managerial Response to the Americans with Disabilities Act |
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142 | (2) |
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Public Interest Organizations and Corrections |
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144 | (6) |
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Managerial Response to the Media |
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150 | (4) |
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Single-Interest Organizations and Corrections: Employee Unions and Victims' Rights |
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154 | (5) |
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Private Corrections Corporations |
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159 | (1) |
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Special Interest Influences, Goals, and Organizational Structure |
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160 | (1) |
Summary |
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161 | (29) |
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The Legal Environment of Corrections |
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163 | (27) |
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Profile: Judicial Activism and Organizational Behavior in Texas |
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164 | (1) |
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Courts and Pre-Doc Corrections |
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165 | (1) |
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Courts and Doc Corrections |
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165 | (1) |
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The American Bar Association, the American Civil Liberties Union, and the Prisoners' Rights Movement |
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166 | (2) |
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Judicial Review as a Constitutional Control Mechanism |
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168 | (5) |
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Psychological Impact of Judicial Activism |
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173 | (3) |
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Judicial Activism and the Justice Model |
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176 | (9) |
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Judicial Activism and Organizational Structure |
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185 | (4) |
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Legal Training for Managers |
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189 | (1) |
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190 | (1) |
Summary |
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190 | (24) |
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Power Relationships in a Correctional Organization |
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193 | (21) |
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Profile: Three Models of Correctional Management |
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194 | (1) |
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194 | (1) |
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Power Relationships and Organizational Behavior |
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195 | (2) |
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197 | (1) |
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197 | (3) |
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Formal Organizational Power Relationships |
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200 | (8) |
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The Informal Exercise of Power: Organizational Politics |
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208 | (2) |
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The Correctional Manager and Organizational Politics |
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210 | (1) |
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The Inmate as Holder of Power |
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211 | (1) |
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Managerial Strategies of Effective Power Use |
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212 | (2) |
Summary |
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214 | (25) |
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Correctional Management and Leadership |
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217 | (22) |
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Profile: James V. Bennett, Former Director of the Federal Bureau of Prisons |
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218 | (1) |
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219 | (2) |
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221 | (1) |
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Correctional Manager Profile and Preparation for the Job |
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222 | (4) |
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226 | (7) |
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233 | (2) |
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235 | (1) |
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Making the Transition from Correctional Manager to Leader |
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235 | (2) |
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An Effective Correctional Leadership Model |
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237 | (2) |
Summary |
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239 | (37) |
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Decision Making and Planning |
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241 | (35) |
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Profile: Strategic Planning in the Louisiana Department of Public Safety and Corrections |
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242 | (1) |
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Defining the Decision-Making Process |
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243 | (8) |
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Models of Decision Making |
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251 | (3) |
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The Decision as Prediction |
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254 | (3) |
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Prediction Errors in Decision Making |
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257 | (1) |
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258 | (4) |
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262 | (11) |
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The Budget Process and Organizational Structure |
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273 | (3) |
Summary |
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276 | (26) |
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Communication and Motivation: Shaping Employee Behavior |
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279 | (23) |
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Profile: The Communicator |
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280 | (1) |
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Communication: Sending the Message |
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281 | (1) |
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281 | (3) |
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Communication Fundamentals: Direction and Networks |
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284 | (4) |
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The Correctional Manager as a Promoter of Two-Way Communication |
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288 | (2) |
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Motivation: Accepting the Message |
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290 | (4) |
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Empowerment of Correctional Employees |
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294 | (8) |
Summary |
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302 | (35) |
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The Professionalization of Correctional Employees: Selection, Training, and Evaluation |
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305 | (32) |
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Profile: An Overview of American Correctional Association Accreditation |
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306 | (1) |
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A Model of Correctional Employee Professionalization |
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306 | (1) |
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Correctional Employee Selection Process |
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307 | (6) |
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Training: The Foundation of Professionalization |
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313 | (16) |
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Evaluating Individual Performance |
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329 | (3) |
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Evaluating Organizational Performance |
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332 | (5) |
Summary |
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337 | (21) |
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Social Responsibility and Ethical Behavior |
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339 | (19) |
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Profile: Social Responsibility-Contributing to the Greatest Good |
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340 | (1) |
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Morality, Ethics, and the Law |
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340 | (2) |
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Paradox of Professional Ethics |
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342 | (1) |
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343 | (2) |
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345 | (2) |
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Structuring Discretionary Decision Making |
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347 | (3) |
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350 | (1) |
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Promoting an Ethical Organizational Culture |
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351 | (7) |
Summary |
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358 | (30) |
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The Management of Organizational Change |
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361 | (27) |
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Profile: Changing the Mission of Probation |
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362 | (1) |
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Nature of Organizational Change |
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363 | (1) |
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The Correctional Manager as Change Agent |
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364 | (4) |
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368 | (3) |
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Changing the People of the Organization |
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371 | (1) |
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371 | (8) |
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Effective Management of Change |
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379 | (2) |
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Process of Organizational Change |
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381 | (5) |
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Rules of Ethical Change Management |
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386 | (2) |
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The Law of Unintended Consequences |
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388 | (1) |
Summary |
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388 | (14) |
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Future-Oriented Leadership |
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391 | (11) |
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Profile: Looking Toward the Future |
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391 | (3) |
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Current Status of Corrections |
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394 | (1) |
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New Directions in Public Policy |
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395 | (1) |
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Environmental Design of Community Corrections |
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396 | (1) |
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Restorative Justice: Wave of the Future? |
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397 | (2) |
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399 | (1) |
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Changing Workforce Demographics |
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399 | (1) |
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Exercise of Future-Oriented Leadership |
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400 | (2) |
Summary |
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402 | (3) |
References |
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405 | (22) |
Cases Cited |
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427 | (2) |
Index |
|
429 | |