Chapter 3 Case Study - Creating Intelligence Systems in Corrections

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Chapter 3 Case Study - Creating Intelligence Systems in Corrections

  1. How can communication be improved in an organization that is structured in a traditional bureaucratic form?
  2. How might computerized communication be utilized to improve the effectiveness of communication in a bureaucratic organization?
  3. How might computerized communication be ineffective?
  • Answer all of the questions listed in each case study.
  • Incorporate 2 scholarly sources in your original threads, using proper APA formatting.
  • Submit one thread of 500 words in which the forum is assigned.

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Stojkovic/Kalinich/Klofas CRIMINAL JUSTICE Administration and Management Chapter Four PROBLEMS OF COMMUNICATION Basic Theory of Communication ● Encode: Sender determines to send message ● Transmit: Sender conveys the message by a medium ● Decode: Receiver interprets and determines meaning ● Respond: Receiver sends reply to sender Barriers to Communication ● Preconceived ideas ● Denial of contrary information ● Use of personalized meanings ● Lack of motivation or interest ● Noncredibility of the source ● Lack of communication skills ● Poor organizational climate ● Use of complex channels Communication in Organizations Chain of command communications: ● Downward allows clear path to staff ● Upward keeps managers informed ● Horizontal facilitates coordination Informal communications: ● Complex organizations breed “grapevine” ● Informal gatekeepers filter information Organizational communication rules: ● Flow is dictated in in policies, procedures ● Standardized word usage and methods of interaction Communication in Organizations Informal communication networks: ● Within and between official and informal subsystems ● New idea exchange is an “innovation network” ● “Kinship networks” are made up of members of a social group Nonverbal communication: ● Use of symbols ● Uniform, gun, badge are nonverbal messages ● Facial expressions, hand gestures, stance, other physical signals Communication in Organizations Communication is: ● The process of passing information ● The exchange of symbols representing information Communication load: ● Load is rate and complexity of inputs ● Rate is number of pieces received ● Complexity is number of judgments/ factors involved ● Load determinants: Structural stability; individual/system capacity to assimilate; and individual/ system desire to receive Communication in Organizations Absolute v. distributed information: ● Absolute—idea/knowledge expressed in recognized symbolic terms ● Distributed—idea/knowledge disbursed through a system Communication roles for criminal justice practitioners: ● Corrections officer ● Police officer ● Prosecuting attorneys ● Jail administrators Communication in Organizations Likert’s “linking pin” study: ● Productivity is highest in companies coordinated by hierarchy of interlocking groups, rather than traditional chain-ofcommand directed policies/procedures ● Interlocked groups are bound together by “linking pins”—persons serving in or part of the social system of two or more groups ● Linking pins typically become informal coordinators between groups and help overcome communication barriers between units Implications for CJ Management Communications with the environment: ● Criminal justice system must provide sense of personal and psychological safety ● Administrators must routinely provide useful information to the public and to operatives within political systems ● There is deep distrust between criminal justice agencies and the media ● Victims kept apprised of case progress are typically satisfied Implications for CJ Management Intraorganizational communications: ● Intraorganizational relationships and communication within the criminal justice system are, by design, ineffective ● The components of the criminal justice system were historically designed to oppose each other to assure the rights of the criminal defendant ● High quantity and quality of contact between agency staff decreases conflict Implications for CJ Management General considerations: ● There is a link between effective communications and efficiency in human services ● Agency members should be taught the values, priorities, and language of groups they regularly deal with ● Agencies can improve interagency communication by informing staff of conflict issues ● Large organizations should promote and control lateral communications within and between agencies Stojkovic/Kalinich/Klofas CRIMINAL JUSTICE Administration and Management Chapter Three THE CRIMINAL JUSTICE SYSTEM IN ITS ENVIRONMENT Environmental Forces ● Technological ● Legal ● Political ● Economic ● Demographic ● Ecological ● Cultural Environmental Forces As environmental conditions change, public agencies must adapt. ● Forces affect agencies’ missions, policies, and procedures. ● Agencies that fail to adapt lose resources or become extinct. Defining the Criminal Justice Environment Technological change factors: ● The automobile’s impact on public safety ● Community policing has reduced the use of patrol cars ● Computers speed communications ● Video taping reduces guesswork ● New high-tech crimes require investigation Defining the Criminal Justice Environment Legal factors: ● Crimes, sentences directed by legislation ● The impact of the USA PATRIOT Act ● Case law reviews state and federal cases ● Civil litigation filed against CJ agencies ● Federal cases have greatest impact ● Civil Rights Act of 1964 increased number of women, minorities on CJ agency staff ● The Act also significantly increased the numbers of inmate civil suits Defining the Criminal Justice Environment Economic factors: ● Agencies gain resources in good economic times. ● Research on unemployment and crime rates conflicts: o Economic conditions linked to increased rates of incarceration for AfricanAmerican males o Prison populations increase as unemployment rates rise o Income inequity better indicator of crime than poverty or unemployment Defining the Criminal Justice Environment Demographic factors: ● Age, sex, race, ethnicity, and size of community population impact crime rates: o Majority of crime done by people under age 25 o Large cities have higher crime rates ● Migration/immigration impact demography and community organization: o Immigrants converge in urban areas o Merging culture manifest criminal behaviors Defining the Criminal Justice Environment Cultural factors: ● Laws are codified social norms of a culture: o American culture is heterogenous and dynamic o Public expectations of agencies conflict o We lack consistency in norms, values ● Examples: o Prohibition o War on drugs Defining the Criminal Justice Environment Ecological conditions: ● Geographic location ● Climate ● Size of community o Small tend toward homogeneous cultures ● Economic base: o Industrial o Service o Agrarian Defining the Criminal Justice Environment Political conditions: ● Governments react to public opinion ● Political climate can affect court decisions ● Political pressure directed by interest groups o MADD: DUI enforcement o NAACP: Black citizens’ interests o FSC: Humane reform in prisons o Police and corrections officer unions ● Cultural views and values become political Criminal Justice System Political Environment Federal, state, and local legislators: ● Pass laws and allocate resources; ● Convey public demands; and ● Are influenced by interest group pressure. Court system: ● Judges make value-based decisions ● Judges reflect regional or political values Informal pressures: ● Legislatures interfere with operations ● Agencies respond to public pressure Criminal Justice System Task Environment Environmental forces are directly related to agency goals. All elements are interdependent. Environmental States Simple environment: ● External forces or homogeneous and few in number (e.g., small town police agency) Complex environment: ● External forces are heterogeneous and numerous (e.g., large city police agency) Static environment: ● Constant and stable over time (e.g., jails with same number and type of inmates) Dynamic environment: ● Unpredictable and changing over time (e.g., urban police work) Organizational Response to Environment Environmental uncertainty: ● Dynamic and complex environments have greater uncertainty : o Lack of information to guide decision making o Unknown cost of incorrect decisions o Inability to estimate how probabilities will affect a decision ● An organization’s ability to appropriately respond to its environment is pivotal. Organizational Response to Environment ● Large organizations may become decoupled (face multiple environments and interact with each at different organizational levels). ● Environments may have sub-environments: o Political-legal (dominant coalition—small group that oversees activities and dictates policy decisions) o Service-delivery (work processors— majority of employees) ● Cues, pressures, and constraints of dominant coalition may differ from those of work processors. Organizational Response to Environment ● Decentralizing large bureaucracies is done so work processors have flexibility to deal with local clientele and respond to demands of local constituents. ● Decentralization effectively recognizes that local environmental dimensions may differ at various levels, and that the organization may face more than one environment. Managing Environmental Forces Organizations are open systems dependent on environmental systems for direction and resources: ● CJ agencies get direction and resources from political-legal and cultural systems ● CJ agencies protect their boundaries by: ○ invoking bureaucratic power in both formal and informal political systems, or ○ conforming/appearing to conform to environmental demands through symbols and rhetoric. Managing Environmental Forces Influencing input: ● Legislators get input from agency heads ● Agencies argue their positions based on their expertise, and gather public support to influence political system ● News media act as conduit between agencies and environment Using symbols: ● Agencies use symbols to make it appear they are conforming with public’s needs Managing Environmental Forces Responding to client demands: ● Agencies go beyond or simply ignore goals to meet clients’ needs ● Police are given great discretion to get the job done ● Organizations seek to control staff through procedural controls, but it is typically difficult to accomplish ● The operational boundaries of CJ agencies are permeable Managing Environmental Forces Decreasing vulnerability to pressure: ● Agencies that are dependent on their environments, or that have limited resources, or that function within turbulent environment are forced to adapt or fail ● Agencies must be open to interaction with the community Implications for Administrators ● Administrators must protect the agency against improper environmental intrusions. ● Administrators must be in tune with the environment to allow them to: o predict environmental changes and initiate planned changes, and o resist proposals to work in a closed system. ● The administrator bears responsibility for the agency’s relationships with its environment .
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Running Head: COMMUNICATION

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CREATING INTELLIGENCE SYSTEMS IN CORRECTIONS
Student’s name:
Institution affiliates:

COMMUNICATION

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How can communication be improved in an organization that is structured in a traditional
bureaucratic form?
Communication in most of the situations is troublesome. Some of these cases include
traditional bureaucratic structure. Most of the state offices are structured as a bureaucratic
company and communication is not in between the offices meant for criminal justice sector. The
five levels of communication are translating, accepting, channel, transmitting and encoding.
Communication within the legal authorization may be improved by applying particular tools
which receive messages that will be used by the least level human resources (Miller, & Barbour,
2014). The usage of this kind of messages that are communicated to...


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