Maslow’s hierarchy of needs is just one of several motivational theories discussed in this unit. It is a foundational concept in the role of a criminal justice administrator, whether in law enforcemen
MCJ 5390, Critical Analysis of Criminal Justice Administration 1 Cou rse Learning Outcomes for Unit II Upon completion of this unit, students should be able to: 1. Examine the core theories of criminal justice administration. 1.1 Summarize various leadership theories that can influence criminal justice administration. 1.2 Discuss motivational theories that a criminal justice administrator can utilize to engage employees. 3. Explain factors for organizational effectiveness in criminal justice. 3.1 Examine effective communication as a leader in criminal justice organizations. 3.2 Discuss the need for criminal justice administrators to be aware of employee rights. Course/Unit Learning Outcomes Learning Activity 1.1 Unit Lesson Chapter 2, pp. 31 –46 Unit II Essay 1.2 Unit Lesson Chapter 2, pp. 31 –46 Unit II Essay 3.1 Unit Lesson Chapter 3, pp. 54 –71 Unit II Essay 3.2 Unit Lesson Chapter 3, pp. 54 –71 Unit II Essay Required Unit Resources Chapter 2: Organization and Administration: Principles and Practices, pp. 31 –46 Chapter 3: Rights of Criminal Justice Employees, pp. 54 –71 Unit Lesson Welcome to Unit II. In Unit I, we discussed and reviewed three specific leadership ranks and job resp onsibilities of each role (administrator, manager, and supervisor). We further learned about the criminal justice model as well as how a criminal justice nonsystem compares to a criminal justice system. In this unit, we will turn our attention to Chapter 2 and Chapter 3 of our textbook, which cover organization administration and employee rights. As we dig deeper into the readings, we will explore and learn about Maslow’s hierarchy of needs in relation to criminal justice administration responsibilities. W e will also examine effective communication as a leader in criminal justice organizations. Finally, we will learn about various leadership and motivational theories that can influence the success of criminal justice administrators. As you have likely learne d throughout your educational journey, theories are often the underpinnings of how we understand specific aspects of the U.S. criminal justice system. Theories can help us better understand crime and criminal behavior as well as social and professional int eractions in the workplace. Let’s take a deeper dive into various theories that help us understand the dynamics of administration and leadership within criminal justice agencies. UNIT II STUDY GUIDE Theories in Criminal Justice Administration MCJ 5390, Critical Analysis of Criminal Justice Administration 2 UNIT x STUDY GUIDE Title Organizational Theory As a leader within the crim inal justice system, you will find that you are a part of an organizational structure, whether this is in corrections, courts, and/or law enforcement agencies. Organizations are comprised of “entities of two or more people who cooperate to achieve an objec tive(s)” (Peak & Giacomazzi, 2019, p. 22). Often, these organizations have a common goal. W ithin the criminal justice system, these goals are presented as mission and/or vision statements. All law enforcement agencies have a mission and/or vision statement available to the public. If you are a part of any type of organization, especially a criminal justice organization, you need to explore organizational theory in a bit more detail. Organizational theory is the study of organizational designs and structur es —including the behavior of administrators and managers within an organization (Peak & Giacomazzi, 2019). Before we move on, what are some administrative behaviors that you think are important for administrators, managers, and supervisors to possess in or der to have a successful and thriving organization? Consider this question in general, but also try to relate it to your own organization. In the Suggested Unit Resources section for this unit, you can further explore the four management styles discussed by the t extbook authors: scientific management, bureaucratic management, human relations management, and systems management (Peak & Giacomazzi, 2019). Input/output model: Review the figure below, which is a portion of Figure 2.2 on p. 2 7 in your textbook. Input/ output model (Peak & Giacomazzi, 2019) (Artistashmita, n.d.) MCJ 5390, Critical Analysis of Criminal Justice Administration 3 UNIT x STUDY GUIDE Title The excerpted portion of the figure shows how feedback relates to the law enforcement agency and the court system. (Note: Be sure to review the probation/parole agencies and the correctional institution portion s of the figure in your textbook). Feedback is derived from each of the inputs, processes, and outputs of an organization. As you have built on your knowledge of organizational theory, you should now be able to better correlate how it helps shape the input /output model. Effective Administration Requires Communication Let’s now turn our attention to communication within an organization. Before we go any further, let’s take a few minutes to think about some communication skill sets that are important in le adership within a criminal justice agency and organization. What skills do you think are valuable in order to be a successful leader in your future criminal justice professional career? Communication , according to Peak and Giacomazzi (2019), is “the use of words, sounds, signs, bodily cues, or other actions to convey or exchange information, or to express ideas, to another person or group” (p. 461). One aspect that should be noted that is not discussed in your textbook is the use of technology in communicat ion and how technological advancements have reshaped the criminal justice system. While there are positive attributes and outcomes of information that is easily and readily available, there are also challenges for many criminal justice organizations. Leadership and Motivational Theories Next, we will explore more prominent theories that relate to criminal justice administration. W e will briefly discuss trait theory, style theory, situational leadership theory, and Maslow’s hierarchy of needs. It is your responsibility to read over these and other theories presented in the textbook. It will help you understand the underpinnings of each theory as they relate to criminal justice administration. Trait theory , as presented by Peak and Giacomazzi (2019), is a theory based on the notion that “good leaders possessed certain character traits that poor leaders did not” (p. 37). What would be some positive character traits that you believe are necessary to be an effective leader in criminal justice? Ca n you think of any traits that are unique to leadership in our profession? Going one step further, do you think it is possible to measure these character traits? Situational leadership theory proposes that leaders are most effective when they are adaptab le. Adaptability or the ability to adapt to various situations is a positive behavior trait of a successful leader in criminal justice agencies. Do you consider yourself an individual who can adapt to various work environment situations? If so, you have an important leadership behavior trait that could help you with success in your criminal justice professional career. Next, we will briefly examine style theory. Peak and Giacomazzi (2019) tell us that style theory focuses on what leaders do, and they argue that leaders engage in two distinct types of behaviors —those relating to tasks and those relating to relationships. Below are some factors that contribute to style theory that you should keep in mind. It is important for leaders to clearly identify task objectives such as appropriate times for tasks. Good leaders will work closely with their employees to produce positive outcomes for the task objectives. Effective leadership of employees requires a humble perspective. Administrators are only as good as their employees; therefore, they must invest quality time with their workforce. This builds trust and Mass media exposure and social media usage pose many challenges for law enforcement. What are these challenges? (Iqoncept, n.d.) MCJ 5390, Critical Analysis of Criminal Justice Administration 4 UNIT x STUDY GUIDE Title confidence with the criminal justice agency. Leaders must set organizational goals that are directly related to the task objectives. In your opinion, what a re some positive attributes about style theory? Would you utilize some of these examples if you were in the position of a criminal justice leader? To wrap up our discussion on theories, we will explore Maslow’s hierarchy of needs. You may have read about this theory in your criminal justice theory course and may already be familiar with this theory as it relates to criminal behavior. However, this th eory also applies to criminal justice administration. The premise of Maslow’s hierarchy of needs encompasses human behavior in general and how people function in life.Maslow’s hierarchy of needs suggests that people’s basic and primary needs or drives are based on physiological (survival) needs, safety or security, social needs, ego - related needs (self -esteem), and self -realization or actualization (Peak & Giacomazzi, 2019). Consider the five levels in Maslow’s hierarchy of needs.
Which of the needs is m ost important for leadership to understand and recognize as it relates to their employees?
Physiological needs refer to air, food, water, and shelter.
While many criminal justice professionals enjoy their career, there is a monetary value of their career t hat provides for financial stability for them and their families. Next in the hierarchy of needs chain is safety and security. This element is the protection against danger.
Although law enforcement and criminal justice agencies are within our community to protect, they must also keep their own safety in mind. Third in the hierarchy of needs chain is belonging and love. This is an important aspect of criminal justice administrators to understand as it relates to their employees. A sense of brotherhood and b elonging is a key component found within many paramilitary organizations such as law enforcement agencies. Also needed is the ability to trust one’s partner and having a sense of belonging to something bigger than oneself. Fourth is esteem, and this would directly relate to job satisfaction. Job satisfaction is something that must be met for criminal justice employees. The stressors of criminal justice job responsibilities can be quite high; therefore, making sure employees are recognized and are happy/fulf illed in their line of work is imperative for a healthy work environment. Lastly, self -actualization is a high -ranking need. According to Peak and Giacomazzi (2019), self -actualization includes self -fulfillment and having room for creativity and to become all that one is capable of being. This will wrap up our Unit II discussion. Make sure you read over the required readings in Chapters 2 and 3 as the information in the chapters will help you with your unit assignments and discussions. You are encouraged to read the Suggested Readings for this unit to learn additional information on this unit’s concepts. Also, make sure to thoroughly review Maslow’s hierarchy of needs. In the following unit, we will explore how our law enforcement agencies evolved to their current state, which will help us better understand our role as criminal justice administrators. Maslow’s hierarchy of needs (Experimental, n.d.) MCJ 5390, Critical Analysis of Criminal Justice Administration 5 UNIT x STUDY GUIDE Title References Artistashmita. (n.d.). Organizational structure [Graphic]. Retrieved from https://www.dreamstime.com/stock - photo -organizational -structure -image26385670 Experimental. (n.d.). Hierarchy of needs of Maslow [Graphic]. Retrieved from https://www.dreamstime.com/stock -image -hierarchy -needs -maslow -image192686 31 Iqoncept. (n.d.). What do you think survey poll question [Illustration]. Retrieved from https://www.dreamstime.com/royalty -free -stock -photo -what -do -you -think -survey -poll -question - image20602105 Peak, K. J., & Giacomazzi, A. L. (2019). Justice administr ation: Police, courts, and corrections management (9th ed.). New York, NY: Pearson. Suggested Unit Resources You are strongly encouraged to read the following pages in your textbook for a deeper look into this unit’s concepts. Chapter 2: Organization and Administration: Principles and Practices, pp. 21 –30, 47 –50 Chapter 3: Rights of Criminal Justice Employees, pp. 72 –79 In order to access the following resource, click the link below. The following article reviews what the idea of leade rship means, how it relates to competing accounts of management in the public service, and what value it adds. Spicker, P. (2012). "Leadership": A perniciously vague concept. The International Journal of Public Sector Management, 25 (1), 34 –47. Retrieved f rom https://search -proquest - com.libraryresources.columbiasouthern.edu/abicomplete/docview/9159733 06/fulltext/23AEF61D82C6 48DFPQ/11?accountid=33337 Learning Activities (Nong raded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Your textbook offers opportunities to apply each chapter’s concepts to real -world scenarios. F or this unit, examine and answer the questions in the “Learn by Doing” section on p p. 78 -79 of the textbook.
