Foreword
Preface
About the Authors
Chapter 1: Criminal Justice Management: The Big, the Bad, and the Beautiful
Scope and Purpose of the Book: The Evidence-Based Practices Route
Fundamental Concepts in Core Criminal Justice Agencies: Police, Courts, and Corrections
Chapter 2: Surveying the Landscape of Criminal Justice Management
Open and Closed Organizations
Competing Values of Government Operation
Government Service Is Different
Chapter 3: Managing Ethical Challenges With Best Practice Solutions
Two Insidious Types of Abuse
Ethics Defined and Discussed
A Warning Sign: Too Much Focus on Ends Over Means
The “Ethics” Remedy to Minimize Abuse, Deviance, Corruption, and Harassment
Exercise: The Student’s Ethics Quiz
Appendix: The Ethics Instrument Version for Jails
Chapter 4: The Administrative State and Management Theories in Perspective
Insights From the Field of Behavioral Economics
Motivating the Creative Class
Exercise: Taylor’s Pig Iron Story
Chapter 5: Communications: What You Say and Do Is What They Think You Mean
The Purpose and Modes of Communication
Communication Within and Across Organizational Boundaries and Complaints
Barriers to Effective Communication
Other Solutions: Grievance Procedures and Whistleblowing Programs
Technology, Inside and Outside Research and Organization Change
Procedural Justice in the Courts
How Trauma-Informed, Workplace Wellness, and Self-Care Messages Apply to Criminal Justice Agencies
How Emotional Intelligence Can Improve Communications
Exercise: The Space Invader
Chapter 6: Socialization, Roles, and Power Issues
The Criminal Justice Role
Exercise: The Role: Ordering People About
Chapter 7: Leadership and Criminal Justice Organizations
Change and Maintenance Leadership and Leadership Styles
The Responsibilities of Leadership
Teaming as a Means of Sharing Group Leadership Responsibilities
The Role of Emotions in Leadership
The Relative Job Satisfaction and Self-Perceived Status of Criminal Justice Leaders/Managers and Supervisors
Criminal Justice Leaders: Success, Failure, and the Dangers of Groupthink
Exercise: The American (leadership) Idols
Chapter 8: Personnel Processes and Practices
Typical Selection Practices
Selection From the Applicant’s Perspective
On the Job, the Selection Process Continues
Chapter 9: Selection Issues: Workforce for the 21st Century, Diversity, and Affirmative Action
Workforce 2000 and 21st Century Work
Selection Processes: Who Wants to Work in Criminal Justice?
Intentional Discrimination
Exercise: Tracking Criminal Justice Employment
Cases Cited and Laws/Statutes
Chapter 10: Reaching Beyond the Expected:
Implementation and Its Challenges
Standards and Accreditation
Exercise: Take an Informal Poll
Chapter 11: Strategic Planning and Budgeting
Strategic Planning: Definition, Benefits, and the Difficulties of Implementation
Recent History of Budgeting and Planning
Exercise: Develop a Criminal Justice Budget
Chapter 12: Decision Making and Prediction
Decisions, Decisions, Decisions: What They Are and Who Makes Them (the decision makers)
Obstacles to Good Decision Making: Let Us Count the Ways
Biology and Cognition (social intelligence): A Possible Undue Influence
The Effect of Trauma on Decision Making and the Benefits of Self-Care
Ways to Improve Decision Making
Exercise: The False Argument
Chapter 13: Model Management Practices
Salvation Through Consilience
Communication, Leadership, and Culture Change
It Is the People and Their Goals That Matter
It Is the People and Their Goals That Matter
