corrections organization and operation the founders of a new colony … recognized it among their...

Corrections Organization and Operation

The founders of a new colony… recognized it among their earliest practical necessities to allot a portion of

the virgin soil as a cemetery, and another portion as the site of a prison.

—NATHANIEL HAWTHORNE

CHAPTER TEN

Justice Administration: Police, Courts, and Corrections Management, 6/eKenneth J. Peak

© 2010 Pearson Higher Education,Upper Saddle River, NJ 07458. • All Rights Reserved.2

LEARNING OBJECTIVES At the conclusion of this chapter, the student will:

be familiar with the general features of a correctional organization

have an idea of the personnel and divisions foundin the central office and their functions

be familiar with prison organization and the different responsibilities of the prison warden

understand the different factors affecting prisonand jail populations




be able to describe what is meant by the term supermax prisons, including method of operation, alleged effects on inmates, constitutionality, and implications for corrections policy

know what is meant by the hands-off era of prison administration, and several U.S. Supreme Court decisions that spelled the demise of that era and generally established prisoners' rights

understand the nature and extent of litigation by prison and jail inmates

(cont.)




know the rationale, provisions, and impact of the Prison Litigation Reform Act

comprehend how the "new-generation" jail differs from the traditional model

be familiar with the means and rationale for accreditation of corrections facilities

know the systems theory of probation and the six categories of probation systems, including their resources, activities, and outcomes

(cont.)




know the three services of parole agencies and the two models used for administering them

know the advantages of the independent and consolidated models of parole

(cont.)



Correctional OrganizationsInmates, Employment, Expenditures

In February 2008, more than 1 of every 100 adults, about 2,320,000, was in jail or prison, at an average annual cost of $24,000 per inmate.

There are now about 748,000 correctional employees in the US.

It now costs nearly $61 billion per year for corrections activities in the US. compared with about $83 billion for police

functions and about $42 billion for courts



Correctional OrganizationsWhy the Increase in Corrections Populations?

Several factors affect prison and jail populations. the nation’s drug problem; truth-in-sentencing laws;

violence on TV & movies, and general deteriorationof morals & the family

A philosophical shift about purposes of incarceration also contributed to prison crowding. in response apparent failures of rehabilitation

policies, the now-prevailing philosophy sees prisons as places to incarcerate/punish inmates to deter crime

This philosophy has resulted in get-tough sentencing practices, contributing to rising prison populations.



Correctional OrganizationsWhy the Increase in Corrections Populations?

Legislators have essentially removed the word rehabilitation from the penal code while focusingon fixed sentences.

Robert Martinson’s well-publicized finding that “almost nothing works” in correctional treatment programs served to ignite a firestorm of debatethat has lasted more than two decades.

Paul Louis & Jerry Sparger noted that “perhaps the most lasting effect of the ‘nothing works’ philosophy is the spread of cynicism and hopelessness” among prison administrators and staff members.



Correctional OrganizationsGeneral Mission & Features

Correctional organizations are complex hybrid organizations that utilize two distinct yet related management subsystems to achieve their goals. one concerned with managing employees the other with delivering correctional services

to a designated offender population. The mission of corrections agencies has changed

little over time, and two different philosophies exist as to what a correctional organization should be: custodial organization treatment organization



Prisons as OrganizationsStatewide Central Offices

The state central organization that oversees prisons is often called the central office.

Some of the personnel & functions typically foundin a central office are:

Office Of The Director - the prison director sets policy for all wardens to follow in terms of how the institutions should be managed.

Administration Division - two major areas of the administrative division of a corrections central office are budget development/auditing and new prison construction.




Correctional Programs Division - a central office will usually have a division to oversees operation of correctional programs.

Medical Or Health Care Division - a complicated & expensive area which develops policy, performs quality assurance& finds ways to make health care more efficient and less expensive for the prison.

Human Resource Management Division - usual personnel functions.



Figure 10.1 Organizational structurefor a correctional central office.(EEO = Equal Employment Opportunity).


Organizationalstructure of acentral officein a state of3 millionpeople.



Prison Organization & Administration

Until the beginning of the 20th century, prisons were administered by state boards of charities, boards composed of citizens, boards of inspectors, state prison commissions, or individual prison keepers. wardens, with absolute control over their domain,

were appointed by a system of political patronage Now wardens or superintendents are civil service

employees who earn positions by seniority & merit. The correctional security department is normally the

largest department in a prison: 50-70% of all staff.



Figure 10.2 Organizational structure for a maximum security prison (AA = Administrative Aide; PE & Rec. = Physical Education and Recreation).

Over time, prison organizational structures have changed to respond to external needs.



Prison Organization & Administration

The unit management concept originated in the 70s is now used in nearly every state to control prisons. unit management breaks the prison into manageable

sections based on housing assignments Units are usually composed of 200 to 300 inmates.

case managers, or social workers unit manager counselors also work with inmates on daily issues the education department operates the academic

teaching, vocational training & library services vocational training can include carpentry,

landscaping/horticulture, food service & office skills



Prison Organization & AdministrationIndustries

In the personnel model, prisoners are employedby the state division of correctional industries, which charges the companies a fixed rate for their labor.

In the employer model, the company employs the inmates, private companies own & operate prison-based businesses, with prison officials providing the space in which the companies operate and qualified labor pool from which companies hire employees.

In the customer model, the company contractswith the prison to provide a finished product at an agreed-on price.



Legislatively chartered as separate governmentcorporations, reporting to the warden.

Figure 10.3 Organizational structure for a prison industry. Source: From Richard P. Seiter, Correctional Administration:Integrating Theory and Practice, p. 199. © 2002. Reprinted by permission of Pearson Education, Inc., Upper Saddle River, New Jersey.

Prison Organization & AdministrationIndustries



Rise of the Supermax PrisonsDefinition & Operation

There are 31 Supermax prisons in the US. their operations justify some discussion about them

The Supermax is known variously as a… special management unit, security housing unit,

high-security unit, intensive management unit,or special control unit

To understand what Supermax prisons are and how they operate, one can look at the Administrative Maximum prison, or ADX, located in Florence, Co. known as the “Alcatraz of the Rockies”

Operations are quite different inside as well.



Rise of the Supermax PrisonsEffect on Inmates

A major concern voiced by critics of supermax facilities is their social pathology and potentialeffect on inmates’ mental health. studies show as inmates face greater restrictions &

social deprivations, their social withdrawal increase women living in high-security units have been found

to experience claustrophobia, chronic rage reactions, depression, hallucinations, withdrawal, and apathy

Some researchers believe available research does not support assertions that Supermax facilities are effective in control of prison violence/disturbances.



Rise of the Supermax PrisonsConstitutionality

Constitutionality of Supermax prisons––whether or not conditions of confinement constitute cruel & unusual punishment––has been tested in few cases.

In the first, Madrid v. Gomez, in 1995, the judge concluded that he lacked any constitutional basisto close the prison.

In the most recent case, in 2004, a federal district court in Wisconsin concluded supermax is not appropriate for seriously mentally ill inmates.” the judge ordered several prisoners to be removed

from the supermax facility



Rise of the Supermax PrisonsPolicy Implications

Given negative psychological effects of many forms of long-term Supermax confinement, some researchers believe there is a strong argumentfor limiting the use of Supermax prisons.

There are very serious psychological, correctional, legal, and even moral issues at the core that are worthy of serious, continued debate.



Inmate Litigation - Increases in Litigation & Frivolous Lawsuits Prior to the 21st Century

In 1980, inmates in state and federal correctional institutions filed 23,287 petitions alleging both civil and criminal violations of their rights and seeking compensatory damages, injunctions, and property claims. by 1990, the number had swollen to nearly 43,000,

and more than 64,000 petitions were filed in 1996 Inmate litigants tend to fall into two categories.

those who file a single suit during their incarceration the other, inmates who make law a prison career

—the so-called jailhouse lawyers



Inmate LitigationSelected Example Cases

Turner v. Safley (1987) - regulations impinging on inmate constitutional rights, “are valid if reasonably related to legitimate penological interests.”

Wilson v. Seiter (1991) - stated when an inmate claims conditions of confinement violate the 8th Amendment, he/she must show a culpable stateof mind on the part of prison officials.

Sandin v. Conner (1995) - emphasized the Court’s desire to give “deference and flexibility to state officials trying to maintain a volatile environment.”



Inmate LitigationThe Prison Litigation Reform Act - 4 Main Parts

Exhaustion of administrative remedies - before they file a suit, inmates must try to resolve their complaint through prison grievance procedures.

Filing fees - prisoners must pay court filing fees. Three-strikes provision - each suit dismissed as

being frivolous, malicious, improper claim is a strike. after 3 strikes, he/she cannot file another lawsuit

unless he/she first pays all fees. (in forma pauperis) Physical injury requirement - an inmate cannot

file a lawsuit for mental or emotional injury unlesshe/she can also show physical injury.



Inmate LitigationEffects of PLRA Since 1996

According to the Administrative Office of the US Courts, the PLRA appears to have resulted in a decrease in the number of civil rights petitionsfiled by state and federal prison inmates. in 1995, before implementation of the act, there

were 63,550 total prisoner petitions in 1997, following implementation of the act, there

were 62,966 petitions, or 8% fewer petitions The indications are positive that frivolous petitions

such as those described earlier are dissipating.



Jails as OrganizationsAdministration

In the US about 3,316 jails are locally administered. Organization and hierarchical levels are determined

by several factors. size, budget, level of crowding, local views on

punishment and treatment, levels of trainingand education of the jail administrator

The administration of jails is frequently one of the major tasks of county sheriffs, a responsibility frequently seen as an unwelcome task. their approach is often said to be at odds with

advanced corrections philosophy and trends



Figure 10.4 Organizational structure for a jail serving a county of 250,000 population (DW = day watch; NW = night watch; MW = mid-watch; CC = conservation camps; CRTS/Trans. = courts

Jails as OrganizationsStructure for a Jail Serving a Population of about 250,000



Jails as OrganizationsThe New-Generation Jail

Term coined to characterize a style of architecture and inmate management totally new & unique to local detention facilities.

The first facility of the new-generation style opened in the 1970s in Contra Costa County, California. quickly became a success, deemed cost effective

to build & safer for inmates and staff endorsed by the American Correctional Association &

Advisory Board of the National Institute of Corrections Studies of these facilities have found significant

benefits for inmates, staff and society at large.



Jails as OrganizationsMaking Jails Productive

The 1984 Justice Assistance Act removed some long-standing restrictions on interstate commerceof prisoner-made goods. today, many inmates are involved in productive work

Some jails have undertaken training programs for their inmates following the recommendations of the American Jail Association.



Corrections Accreditation

Like police organizations, corrections organizations may become accredited by meeting national standards through a series of reviews, evaluations, audits, and hearings.

The American Correctional Association (ACA) utilizes a 28-member private, nonprofit body, the Commission on Accreditation for Corrections, to render accreditation decisions.

There are several benefits to be realized for accredited corrections agencies.



Probation & Parole Agenciesas Organizations - Probation Systems

Probation is the most frequently used sanction; it costs offenders their privacy and self-determination. and usually includes elements of other sanctions:

jail time, fines, restitution, or community service Probation in the US is administered by more than

2,000 different agencies. in about three-fourths of states, adult probation is

part of the executive branch of state government more than half of agencies providing juvenile

probation services are administered in juvenilecourts on the local level



Figure 10.5Organizational structure for a regional adult probation and parole agency.

Probation & Parole AgenciesOrganizational Structure



Probation & Parole6 Categories of System Administration

Juvenile - separate probation services for juveniles administered on a county, municipal, or state level.

Municipal - independent units administered bythe lower courts under state laws and guidelines.

County - a county operates its own agency. State - one agency administers a central probation

system, providing services throughout the state. State combined - probation/parole administered

on a statewide basis by one agency. Federal - probation is administered as an arm of

the federal courts.



Probation & ParoleSystems Theory

The probation department administrator’s goalsmay affect services provided the client, which may have an impact on the client’s request for services. referred to as its “socio-technical environment

Under systems theory, probation is conceptualized as a network of resources, activities, and outcomes. resources include funding, goals, policies, etc. activities are supervision techniques, rewards,

leadership style, contacts, and services provided outcomes are the number of probationers arrested,

incarcerated, and/or cited during a follow-up period



Administration of parole is much less complex than that of probation because parole services are administered centrally on a statewide basis.

A parole agency can provide three basic services: parole release, supervision, & executive clemency

In a number of states that have abolished parole release, parole officers continue to supervise offenders released by the prison on good time. reduction of sentence through good behavior

Probation & ParoleParole Systems



The independent model - a parole board is responsible for making release determinations as well as supervising persons released on parole. independent of any other state agency & reports

directly to the governor The consolidated model - parole board is a

semiautonomous agency within a large department that also administers correctional institutions. supervision of persons released on parole is under

the direction of the commissioner of corrections not the parole board

Probation & Parole2 Basic Models for Providing Services



The parole board is in the best position to promote the idea of parole and to generate public support and acceptance of it.

The parole board in direct control of administration can evaluate & adjust the system effectively.

Supervision by the parole board and its officers properly divorces parole release & parolees fromthe correctional institution.

An independent parole board in charge of its own services is in the best position to present its own budget request to the legislature.

Probation & ParoleAdvantages of the Independent Model



The correctional process is a continuum; all staff, are under a single administration, which avoids competition for public funds and friction in policies.

A consolidated correctional department has consistent administration, staff selection and supervision.

Parole boards’ major focus should be on case decision, not on day-to-day field operations.

Community-based programs such as workrelease, can best be handled by a single,centralized administration.

Probation & ParoleAdvantages of the Consolidated Model



SUMMARY

This chapter presented an overview of corrections as a booming industry, correctional, prison, jail organization and administration; the rise of, and controversies surrounding, supermax prisons; selected inmate rights under the First, Fourth, Eighth, and Fourteenth Amendments as set forth by the U.S. Supreme Court; inmate rightsand litigation in general; and probation and parole.

Also demonstrated was how times have changed with respect to how correctional facilities are organized and administered, and a glimpse into some of the issues & problems that challenge administrators.

Corrections Personnel Roles and Functions

The mood and temper of the public in regard to the treatmentof crime and criminals is one of the most unfailing tests of

the civilization of any country.

—SIR WINSTON CHURCHILL

CHAPTER ELEVEN




know the general duties of prison wardens, prison corrections officers, jail employees, and probation and parole officers

be familiar with the principles of good prison leadership and the training needs of new war-dens for them to be successful

know the basic responsibilities of prison wardens in carrying out executions

understand the responsibilities of middle managers and supervisors




know the duties and eight types of correctional officers

understand how jails are different from prisons be familiar with the causes and effects of job stress

and burnout in correctional facilities be familiar with probation administrators'

management styles

(cont.)



Prisons & Administrators The Warden: a Profile

The warden must take the director’s general policies and put them into effect in the prison while being responsible for the smooth day-to-day operation. a director of prisons once stated the job of prison

warden is the most difficult in all of corrections it is a field that has become more demanding,

consumes an increasing share of public funds, & involves responsibility for lives & safety of others.

The prison director, typically appointed by & serving at the pleasure of the governor, can exert on the warden all manner of political influences at any time.



Prisons & Administrators Preparing New Wardens for Success

Explosive growth of the incarcerated population has need for competent correctional administrators to ensure public safety, that staff & inmates are safe, and spend tax dollars effectively.

New wardens surveyed indicated they would have been better prepared for challenges had they had experience or skills in business administration,fiscal management; labor & other important areas.

Since 1994 there has been a training program for new wardens, available from the National Instituteof Corrections (NIC).



Prisons & Administrators Principles of Good Leadership

Through the 19th & early 20th century, studies of prisons generally focused on administrators rather than inmates. in the 1940s, an ideological shift from studying

administrators to studying inmates occurred The reason for the shift seems to have been that

prisons were poorly managed or were what prison researcher John DiIulio called “ineffective prisons.”

Many writers expressed doubts about efficacy of correctional administrators & stated managerscould do nothing to improve conditions behind bars.



Prisons & Administrators Principles of Good Leadership: Diluio

Successful leaders focus & inspire subordinatesto focus, on results rather than process.

Professional staff members—doctors, psychiatrists, accountants, etc—receive basic prison training & come to think of themselves as correctional officers.

Leaders of successful institutions practice management by walking around (MBWA).

Successful leaders make close alliances with key politicians, judges, journalists, reformers, & others.



Prisons & AdministratorsPrinciples of Good Leadership: Diluio

Successful leaders rarely innovate, but innovations they implement are far-reaching & reasons for them are explained to staff & inmates well in advance.

Successful leaders are in office long enough to understand and, as necessary, modify internal operations and external relations. flies, fatalists, foot soldiers & founders

DiIulio called for a new old penology, a shift of attention from the society of captives to the government of keepers. and “push administrators back to the bar of attention”



Prisons & Administrators The Death Penalty

A major responsibilities of prison administrators in 37 states and in federal prisons, is to carry out the death penalty. by law, the warden or a representative presides over

the execution To minimize the possibility of error, executions are

carried out by highly trained teams. Lethal injection is the predominant method.

9 states authorize electrocution; 4 states, lethal gas; 3 states, hanging; & 3 states, firing squad 17 states authorize more than one method



Prisons & Administrators The Death Penalty

Approximately 3,300 prisoners are now under sentence of death in the US. 56% white, 42% black, 2% other races; 1.4% women

Recently, the US Supreme Court rendered two significant decisions concerning the death penalty. in Roper v. Simmons, the Court abolished the death

penalty for convicted murderers who were less than 18 years of age when they committed their crimes

in Atkins v. Virginia (June 2002), the Court held the execution of mentally retarded persons constituted cruel and unusual punishment



Prisons & Administrators Achieving Racial Balance

Rapid growth of the inmate population, increased oversight by the federal courts, increased demands from the public, and changes in demographic composition of the inmate population all have presented wardens with a new set of challenges. as a result, half of all wardens in maximum-security

prisons now have a policy on racially integratingmale inmates to try to achieve racial balance

about 40 percent of these wardens do not allowtheir inmates to object to their cell assignments



Prisons & Administrators Middle Managers & Supervisors

Supervisors direct work activities, assign tasks, provide employee feedback, & serve as technical experts for the staff reporting to them. boss, adviser, counselor, mentor, coach,

trainer, & motivator Middle managers organize their departments,

plan and develop goals & objectives, oversee efficient use of resources, and develop effective communication networks throughout the organization.



Prisons & Administrators “Thy Brother’s Keeper”: Correctional Officers

The correctional staff itself—in the words of Gordon Hawkins, “the other prisoners” —are particularly important. they provide front-line supervision/control of inmates constitute a level from administrators may be chosen most may have had little knowledge of the job when

they applied In most assignments, COs experience stimulus

overload. COs are not allowed to provide informal counseling

or to aid in the rehabilitative effort.



Prisons & Administrators Typology: Eight Types of Correctional Officers Rule enforcers - rule bound & inflexible in discipline

and have esprit de corps with others sharing their enforcement philosophy.

Hard-liners - a subtype, extreme version of rule enforcer. Hard, aggressive, power hungry, inflexible in applying rules, with little interpersonal skill.

People workers - characterized as “professionals trying to be social, responsible, and trying their very best.” 22 percent of COs



Prisons & Administrators Typology: Eight Types of Correctional Officers Synthetic officers - a synthesis of rule enforcer &

people worker types. They follow rules & regulations closely, yet they try to consider the circumstances.

Loners - similar to rule enforcers, differing in motivation behind strict enforcement. Loners follow rules & regulations because they fear criticism.

The three residual types are officers who reject official values & goals of the formal organization. Their rule enforcement is erratic, inconsistent, or nonexistent. the lax officer, officer-friendly & wishy-washy



Prisons & Administrators Corruption of Prison Personnel

Most COs are decent, hard-working people, but as in any profession, there are the corrupt & unethical.

Prison & jail corruption differs due to uniquenessof the environment, function, opportunities, and patterns of relationships of correctional institutions.

The following are the most often encountered unethical activities in correctional settings: abuse of or inappropriate relationships with inmates introduction of contraband; fiscal improprietie on- and off-duty misconduct; investigative violations



Prisons & Administrators Areas of Corruption

Corruption through friendship - result of absence of traditional devices separating ruler from ruled.

Corruption through reciprocity - COs might ignore infractions due to pressure exerted to keep a smooth-running shift and obtain inmate cooperation.

Corruption through default - indifference, laziness, or naiveté of the officer.

Corruption can thus involve acts of commission, as well as omission, so administrators must articulate their position by enforcing policy statements on corruption and professionalism.



Prisons & Administrators Administrative Acts to Address Corruption

Upgrade the quality of correctional personnel. Establish supervisory techniques, emphasize quality. Strengthen fiscal controls. Emphasize true ethical training with cultural diversity,

sexual harassment, stress reduction, classification techniques, and job satisfaction.



Prisons & Administrators Inappropriate Staff-Inmate Relationships

Prisons are no longer sexually segregated and female security officers work in male institutions. This allows different types of inappropriate staff–

inmate relationships to occur Worley, et al. found three types of “turners”—

offenders identified as developing inappropriate relationships with staff members: heartbreakers, exploiters, hell-raisers

While such are not the norm in penal environments, administrators must understand offenders are very persistent in initiating interactions with employees.



Jail PersonnelJail Purpose and Environment

Jail is the point of entry to the criminal justice system. prisons hold persons who have committed felonies

and been sentenced to at least 1 year in prison jails hold persons arrested & booked, awaiting court

appearance, or serving up to a year for misdemeanors A most neglected area in criminal justice research

concerns individuals employed in local jails, an environment unstable, uncertain, and unsafe.

It would be beneficial for administrators to become knowledgeable about why people choose to workin local jails, employee job satisfaction & turnover.



Jail PersonnelChoosing Jail Work & Type of Facility

Studies have fairly consistently shown male & female workers utilize standard priorities in choosing work: salary, autonomy, prestige, location

Research indicates men & women apparently prefer predominantly male occupations. generally better paying, more prestigious, carry more

authority and offer more opportunities A study of correctional officers found 83% prefer

men’s prisons, as men are perceived as beingeasier to manage & more respectful. overall view of women as prone to irrational outbursts



Jail PersonnelFemale Jail Employees

Primary stimulus for employment of female officers has been to comply with federal guidelines & various court orders to increase female representation.

Several administrative factors have also driventhe need for more female employees. jails must house both male & female inmates;

women are needed to supervise female residents female officers are needed to search female visitors rapid expansion of jail workforce has increased

demand & opened job opportunities for females



Jail PersonnelFemale Jail Employees

Despite increased female presence in jail work, the role of a female jail employee or deputy is different from that in other workplaces.

Studies have shown female deputies believe that male workers don’t see them as equals.

A demoralizing realization for women employed in jails is limited opportunities for advancement.

Supervisors who are biased against women working as COs use performance evaluations to discourage them and keep them in subordinate positions.



Jail PersonnelDetention as a Career Path

Most jails are supervised by a sheriff’s office, where career advancement may be quite limited.

Jails as separate units of local government tend to attract more qualified administrators with greater career commitments. a separate jail-related career path for correctional

workers in jail administration is currently needed Many good officers resign, being unwilling to spend

several years working in detention.



Jail PersonnelDetention as a Career Path

Jail administrators would do well to take one of two approaches:

attempt to create two separate career paths—onein patrol and one in detention. the detention program must be made attractive

enough to pursue detention as a career path Administrative, middle management, & supervisory

personnel can attempt to convince newly hired personnel that only about 20% of their career willbe spent in detention. with the remaining 80% spent as a road deputy



Jail PersonnelEmployee Training

Jail administrators and employees need to be thoroughly trained in all aspects of their job. workers have been criticized as untrained & apathetic although most are highly effective and dedicated

Training should be provided on the the entire scope of the profession. booking, inmate management/security, general liability policies related to AIDS, alcohol and drugs communication/security technology suicide, mental health problems & medication



Correctional Officer Stress & Burnout

A list of potential stressors for officers, which canlead to stress and burnout includes: role ambiguity/conflict, heavy workload understaffing, overcrowding, inmate contact & danger lack of participation in decision making

Such stressors can lead to the following health-related problems for officers: cardiac difficulties, substance abuse, hypertension

problems and an increase in sick leave One implication for corrections administrators is that

regularly scheduled rotations of shift and workstation may help reduce the potential for burnout.



Probation and Parole OfficersPrimary Duties

Probation/parole officers must possess skills similar to a prison caseworker, and operate independently, with less supervision than most prison staff.

Probation officers supervise offenders with a suspended sentence monitoring behavior in the community & compliance

with conditions of probation/suspended sentence Parole officers supervise inmates conditionally

released from prison and returned to the community. officers report violations of release to the body that

authorized community placement & behavior



Probation and Parole OfficersTo Arm or Not to Arm?

Whether such officers should be armed continuesto be an oft-debated topic in corrections. traditionalists believe carrying a firearm contributes

to an atmosphere of distrust between client & office enforcement-oriented officers view it as protection

from violent, serious, or high-risk offenders There is no standard policy for these agencies

regarding weapons & officers themselves arenot in agreement about being armed. the administrator’s decision concerning arming should

focus on need, officer safety, local laws & policies



Probation Management Styles

A study of probation administrators focused on their probation management style was instructive in describing the impact style on department operation.

Few departments had a pure management style administrators vacillated among a variety of styles laissez-faire, democratic, authoritarian

The degree to which administrators included the probation officers in the decision-making process and communicated with officers varied.



SUMMARY

This chapter examined criminal justice employees who work in correctional institutions and probation& parole agencies, with emphasis on administrators.

Substantial pressures are placed on these administrators by external/internal environments, to maintain a secure environment while attempting to offer some treatment to their clients, who should not leave incarceration or probation/parole in a much worse condition than when they entered.

Another challenge is that administrators must strive to maintain a competent, dedicated, non-corrupt workforce to uphold primary tenets of incarceration.

corrections organization and operation the founders of a new colony … recognized it among their...

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