Lectures for weeks 2-3
ORGANIZATIONAL THEORY
 Max WEBER 1864-1920

Looked at organizational structure and

"dynamics related to bureaucracy"-originator

of term BUREAUCRACY

1. Rules and policies to guide organizational workers-

• desirable outcome: consistency, predictability
• undesirable: inflexibility, oppressive to workers 
  who desire to be creative, impersonality
  Example of rule application: 'No-fly list' keeps infants off planes (Rules become more important than common sense)

2. Division of labor:

• Desirable outcome: Greater efficiency and expertise by focusing on smaller number of activities/functions -repetition results in greater accuracy and speed.
• Undesirable: Work can become boring, lack of challenges, loose sight of big picture

3. Hierarchy of authority: Chain of command principle-
decisions appealable to next higher level

• Desirable outcome: Orderly decision making process. 
  Effective control and supervision
• Undesirable: Communication problems

4. Expertise: Workers hired for their qualifications Training given to workers, Hiring and promotion based on merit alone.
Can you think of disadvantages?
Are government officials always selected based on merit or ability?
At what levels should merit or ability become less important?

5. Written rules/orders: Decisions, orders and rules are all recorded in writing.

• Desirable outcome: accountability, lack of ambiguity, efficiency
• Undesirable: Paperwork consumes large amounts of energy and resources of organization. (can be counterproductive)

this is also costly for clients/recipients of government services:

The government bureaucracy is costing businesses 46 Billion Euros per year. This cost is the result of the paperwork and application process with the government. Costs for dealing with the government have increased by 50% since 1994.

Bureaucratic rules can also inhibit the provision of services it is designed to deliver:
Firefighting gear stockpile unused
New Orleans paper rips federal response

6.Lifetime employment: Work/job viewed as career for life.    Permanence in position brings stability to organization

TODAY MOST CRIMINAL JUSTICE AGENCIES
ARE BUREAUCRACIES

LEVEL OF BUREAUCRACY DEPENDENT ON:

Size of agency

Organizational hierarchy

Nature of Organization

CRIMINAL JUSTICE ORGANIZATIONS:

POLICE-Difficult to measure input vs. output-no profit/loss statement
Inability to achieve success by any measure-results in request for increased funding to do better-though success is not totally dependent on police agency activities.

PRIVATE SECTOR-Inability to make profit results in bankcruptcy and end of business. Existence generally contingent upon continued profitability.

ORGANIZATIONAL STRUCTURE and PRINCIPLES IN TEXT:

• objective-organized for purpose
• specialization-activities confined as far as possible 
  to single function
• authority-clear line
• responsibility-of superior for acts of subordinates- 
  absolute (link to documentation)
• definition-content and duties of position clearly defined in writing
• correspondence-responsibility and authority should 
  correspond

	What is management?
	What is Leadership?

Management

• Getting things done through subordinates
• Enforcing policies & procedures-rule by book
• Follows existing practices-rules/plays it safe
• Mechanistic in nature

Leadership

• Making people enthusiastic about their job
• Risk taking
• Breaking rules and creating new ones
• LAO-TZU- (640 B.C.)Leader is a catalyst

Machiavelli studied leaders throughout past history to determine which leaders were successful (stayed in power) and why.

Machiavelli on Leadership

1469-1527

	Leaders rule through Love and Fear
	Fear preferable to Love if using only one method Danger: Fear can turn to hate
	The most difficult task for leaders:Discipline someone they care for
	Leaders need not necessarily be moral to be successful
	Great leadership usually comes about during crisis or during formation of a new state.
	Treaties are broken if they no longer serve a useful purpose
	Surround yourself with loyal & knowledgeable people

"How to" primers on Leadership>ephemeral existence

Can you identify a leader who conforms to Machiavelli's description?

TRAIT THEORY

Based on study of 468 administrators in 13 companies researchers
concluded that successful leaders showed the following traits:

• Intelligence
• Initiative
• Extroversion
• Sense of Humor
• Enthusiasm
• Fairness
• Sympathy
• Self-confidence
  Basic assumption: Leadership cannot be taught..

Inability to measure above-led to demise of theory.

Can you identify a NON-LEADER "type" who attended or completed leadership training and as a result became a great leader?

STYLE THEORY
Three principles of leadership behavior

• Ldrs must assume leadership role and give task direction
  to followers
• Closeness of supervision-high production/less supervision
• Employee orientation by leaders

QUESTION: Is every person in a leadership role necessarily a leader?
Why or why not?

Textbook comments:

• Communication skills most important to be effective
• 50% of CJ managers time spent communicating
• First line supervisors-50% with subordinates

INSTRUCT0R'S COMMENTS BASED ON RESEARCH & EXPERIENCE:

• Percentages cannot be applied across the board.
• Examples: Highway patrols-first line supervisors too far away
• Managers: Bureaucratic paperwork demands have priority over communicating
  with subordinates.
• Some managers lament not having more time to spend with
  their subordinates.
  Add'l issue: communicate about what?

THEORIES OF MOTIVATION

MOTIVATIONAL THEORY AND PRACTICE

Biggest problem in organizations found by SCHWEIZER:

• Lack of communication
• Inconsistency

BARRIERS TO EFFECTIVE COMMUNICATION:

• Distance
• Organizational complexity (Stratification, size, extent of responsibilities, etc.)
• Ability/inability to communicate with higher ups
  (Perceived inaccessibility of leader, reluctantcy to accept "bad" news or criticism

PROBLEM: The grapevine (rumors) Real reactions to incorrect unverified information

F.W.TAYLOR
Father of Scientific Management

1856-1915

Scientific Management Theory

• Economic man (every man has an economic self interest, hence can be motivated by money)
• Soldiering (laziness)
  • Systematic (Impact of group pressure on individual performance)
    Performing more than the group norm makes the group look bad,
    management can see that more is possible and consequently demand more of
    everyone
    Conversely, if a worker performs below the standards of the group, group exerts
    pressure for that worker to carry his/her part of the work..
  • Individual (natural laziness)
    QUESTIONS:
    How much of your time at work is spent NOT working?
    Are there SOME unpleasant tasks in your job you try to avoid?
    How much work would get done if supervisors did not check on the workers?

  READ ABOUT LEADERSHIP IN TODAYS MILITARY AND CIVILIAN WORLD

  MANAGEMENT LITERATURE: Largest theft in industry is theft of TIME by employees.

• Time and Motion Studies (Scientifically evaluate every step of a task to determine the fastest, most efficient and least arduous method of performing the task. Such studies are still conducted today.
  
  In Europe the new term used for Time and Motion Studies is WORK STUDY.
  Review European information on working conditions
  Time and Motion Studies contributed to the Success of Henry Ford.
  
• Division of Labor-Specialization (Breaking up of work into smaller components so workers can learn the task quicker and become more efficient-greater expertise)
  In Law Enforcement-specialized units like detectives/investigations and subcategories like
  Crimes against Property>Burglary & Theft; Fraud; Arson; Autotheft; Pawn Detail, etc.
  Crimes against Persons>Robbery; Homicide; Sex Crimes; etc.
  
  
• Span of Control (More than 5-7 workers directly under one supervisor is usually too much)
• Exception Principle (management should only concern itself with the unusual and not micromanage)
• Evaluation of good day’s work is most difficult for management
• Selection of best man for the job
• Theory is task oriented
  

HUMAN RELATIONS MANAGEMENT
Elton Mayo

1880-1949

Motivation Theory Elton Mayo's Hawthorne Experiments

Hawthorne Studies

Findings from the Studies

The Hawthorne Studies

• Productivity affected more by social than physical
  Considerations
• Importance of non-economic rewards
• Informal groups
• Employee centered vs. production centered supervisor

MASLOW’S HIERARCHY OF NEEDS

As a chief of police or warden, how would you address each of the above needs among your subordinates?

HERZBERG’S MOTIVATION HYGIENE

• Maintenance Factors-work environment-Hygiene factors
  -comfort/safety/Impact of absence?
• Motivational Factors-work itself
  intrinsic satisfaction Achievement/ recognition/
  Impact of absence?

Douglas McGregor

1906-1964

McGREGOR'S THEORY X AND Y

Theory X managers-assumptions about average worker

• Dislikes work & avoids it whenever possible
• Most must be coerced, controlled, threatened
  with punishment..
• Prefers to be directed wishes to avoid responsibility

Above View held by many managers

Theory Y managers-assumptions about average worker

• Does not dislike work
• External control and means other than punishment
  are also effective
• Self-actualization can be direct result of efforts at work
• Seeks responsibility

Chris Argyris-

Argyris' Immaturity/Maturity Model

• Organizations can help or keep workers from
  maturing.
• Unproductive worker is not lazy, just immature
• Organization can erect barriers to growth
  • Chain of command
  • Division of Labor
  • Close supervision

Worker responses to barriers to growth:

• Seek promotion for greater control
• Justify less than adequate performance
• Leave the organization

INSTRUCTOR:

It is difficult to refute that a worker's maturity level
has a bearing on motivation and performance. Since
we all operate at different maturity levels, managers
must address these differences in their management
decisions.

American Society for Training and Development

	Free On Line Business Training

Important Concepts/Information:

Each of the three components of the CJ system affect each other.

Agencies within a component, i.e. courts, police or corrections, affect each other.

It is important to study all three components since they all affect each other

It is important to study all three components since all can experience similar problems.

Individual goals and objectives of in each component may conflict with those of other components.

There can be no mission for the entire C.J. system since no one is in charge of it.

Policing in the United States is highly fragmented with more than separate 18,000 agencies

The goals of one C.J. component may conflict with those of another

Uniformity among all law enforcement agencies, corrections, and the courts is not possible

Funding sources differ for most agencies, hence differences in operation, effectiveness, goals, etc.

Some Public Sector jobs can have benefits and rewards similar to private sector jobs

Some Public Sector jobs simply are not intrinsically rewarding

Our C.J. System is not much of a system

There are six crucial elements to a bureaucracy, according to Max Weber

A bureaucratic structure provides stability and continuity even as leaders change

Rules in a bureaucracy can conflict with common sense and impede effectiveness

The level of bureaucracy may differ depending on the type and nature of an organization

Management is following and applying rules

Leadership is breaking them and making new ones

Leaders may become ineffective if they have a strong need to be liked

Leaders have great difficult disciplining those they care for

Rule based on fear is more stable/better than rule based on love of the leader

Scientific Management Theory used science/math to assess what a worker should do and how

Under S.M.T. all workers are naturally lazy

Under S.M.T. workers can be motivated by money

Under S.M.T. Management should only involve itself in routine decision making

Under S.M.T. it is not possible to determine how much someone can really work.

Under Maslow's Hierarchy of Needs, workers can be motivated by satisfying those needs

It is not possible to satisfy all five needs in every organization

Managers make different assumptions about their workers, which affects their leadership style

Most managers believe their workers do not like to work and must be coerced or threatend to do their job

Under the Immaturity/Maturity Model of Chris Argyris, unproductive workers are not lazy, but immature.

An organization can make workers more or less mature.