H1: INTRODUCTION: CRIMINAL JUSTICE MANAGEMENT
1. What is criminal justice management?
Een sociale institutie die criminele activiteiten reguleert om mensen te beschermen tegen onrecht. Wie?
Police, prosecution, court and prison. Er zijn evoluties op komst. De ‘wie’ wordt uitgebreid. Er ontstonden 2
nieuwe manieren om met criminal justice om te gaan. Waarom? Omdat de politie onvoldoende is om crime
in all its manifestations aan te pakken: NEED for partners.
1. Whole of government approach: repressie, iedereen (verschillende governmental organisations:
social inspectorate services, private police, douane, …) werkt samen om één crimineel te vatten.
2. Holistic approach: aan de hand van een integraal beleid (integral policy) aan criminal justice doen.
Er ligt een focus op preventie en nazorg.
Something in society is changing… Increased focus on the prevention of crime -> inclusion of partners such
as intelligence services, private security companies, custom authorities, …
2. Door welke evolutie on de literatuur ging de studie van management?
Evolution from PA to PM.
3. Why is change important for public managers?
Managers beïnvloeden hun omgeving en hun omgeving beïnvloed hun. Elke beslissing die een manager
maakt is gebaseerd op de huidige culturele context (values en institution). Bij elke keuze moet gekeken
worden naar 4 zaken: Political, Economical, Social and Technological. Deze moeten bij elke keuze in
rekening genomen worden, want veranderingen in de omgevingen zullen een invloed hebben op
beslissingen van een manager. By checking PEST, you’ll realize whether or not changes happend, which
you need to anticipate on. If you’re not anticipation: you might make mistakes, like releasing a big bling
bling car in a economical crisis.
De samenleving verandert. Industriële revolutie: meer productie, waardoor meer personeel nodig was. De
samenleving werd zeer complex, organisatie was nodig.
4. Wat is het verschil tussen PA en PM?
Gelijkenis: interdisciplinaire and focus op governance (OH is no stand alone monolithic actor, di erent
organizations are imbedded in webs of competing interests: a netwerk environment. Di erent organizations
achieving their goals by working together in the same eld, but with di erent interests.) and government
(government is alleen maar gewoon politicians en civil services: het developing van policies én executing
these policies).
Verschil: Public administration = old fashioned, traditional and introverted: only looking at own procedures
and ways. It had static hierarchies and procedures (ongeacht noden en wensen van de burger, de
procedures veranderen niet). Focus on following rules, compliance and accountability. Machinery of
government.
Public management = modern and outward-looking. It’s dynamic, there is room for innovation and
leadership. They focus on managing resources, e ciency and performance. Multi-stakeholder governance.
5. To what extent is difference between PA and PM important?
PA is very tiresome, complex, problematic, has limitations (the procedures etc) and does not connect to
social sciences. PM is transparant, predictable and governance. BUT: di erences tend to be exaggerated.
1
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,2
, H2: ORGANIZATIONS AND ORGANIZATIONAL STRUCTURES
1. What is an organization?
An organization is a 1) consciously coordinated 2) social entity, with relatively clear identi able 3) boundaries
that seeks to accomplish common 4) objectives.
2) Social entities are composed of people who interact: working with and for people.
4) Goal-oriented -> no objectives, no reason to exist.
1) Consciously coordinated: in order to accomplish the objectives, coordination will be necessary.
Coordination is developing, structuring, and putting the division in departments.
3) Identi able boundaries: what belongs to the competences of the organization and what does not?
= these 4 decide what an organization can and cannot do.
2. What kind of organizations are there? How can we distinguish the different
organizations?
There are closed and open organizations.
- Closed: an independent organization, shielded from it’s environment and the outside world. Society
changes, develops, new issues rise etc. Managers and leaders should ght those, yet a closed system
won’t even notice the changes. The organizations won’t change or anticipate to match the new changes.
- Open: an organization who interacts continuously with the environment to achieve the objectives. They
turn input from the outside (stakeholders, politics, customers, lobby groups, …) into output (this way they
create a continued relationship with the environment). They adopt to the external surroundings and nd a
balance between in & outside. They have boundaries.
3. Why is this distinguishment important?
Een organisatie heeft 2 doelen
1) Creating value
2) Distribute the created value to customers and stakeholders.
De gecreëerde value hangt af van het type organisatie. Onderscheid wordt gemaakt op basis van de
doelen:
- Pure public/social organizations: focus on solving societal problems -> creating and distributing societal
value. Prison, court, police, … are doing this (not 100% tho). S
- Social economic organizations: social and economic objectives, but creation and distribution of societal
value is more dominant. I.e. Sheltered companies, social welfare hospitals. S>E
- Economic social organizations: creation and distribution of economic value is dominant. Vb. Private
retirement home, private childcare centre. E>S
- Companies: economic value creation and distribution is the main objective. E
Er zijn 4 manieren om societal value te creëren:
1. Politieke mandaten bereiken
2. Professionele standaarden bereiken
3. De uitkomst van analytische technieken
4. Klanttevredenheid
3
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, 4. What is organizational structure?
Organizational structure is the deciding of a central mission into various task, and then recreates it through
mutual coordination (herschept door onderlinge afstemming: coordination). Breaking down missions into
specialization and expertise.
The organizational structure answers the question: how does the organization deal with the problem of labor
specialization (experts) and the problem of labor coordination? Every organization needs experts. This
specialization’s needs to be reconnected to the overnachting objective of the organization. SO:
specialization and coordination need to go hand in hand, anders heeft specialisatie geen toegevoegde
waarde.
Organizational structure is an instrument to achieve strategies. Vanaf een organisationele structuur bereikt
is, kan men overgaan tot het werken aan de strategie. Zonder een goeie structuur kan een goeie strategie
niet bereikt worden. Je moet eerst ervoor zorgen dat er sprake is van alignment with external environment
and expectations of stakeholders.
5. In which different ways can you organize the structure of an organization?
1. Formal structure
2. Informal structure
3. Horizontal structure (functional classi cation, product layout, geographic classi cation, target group
classi cation and channel classi cation)
4. Vertical structure (deconcentration, decentralisation, empowerment).
6. What are the differences between formal and informal structures, horizontal and vertical
divisions of labour?
1. Formal structure: a structure developed by top management and de ned by a mandate. It describes
how the organization should look like: the structure. I.e. presented through an organizational chart. It’s
relatively static.
2. Informal structure: an uno cial structure created by working relations between members of the
organization. It’s a spontaneous, social and based on friendships, knowledge, breaks, lunch, …
Sometimes this is stronger than the formal structure. It goes beyond the borders of the organization.
They are tacit (stilzwijgend), intangible (ongrijpbaar), self-organizing, emergent, temporary, dynamic,
complex and a contextual bound.
Horizontale en verticale structuren gaan over hoe labor devision/coordination zullen gebeuren.
3. Horizontal structure: when tasks are grouped
- Functional classi cation: obv de taak: verkoop, koop, productie
- Product layout: obv het product of soorten, vb. Fietsen, brommers, steps, …
- Geographic classi cation, vb. Oost-Vlaanderen, West-Vlaanderen, Antwerpen, …
- Target group classi cation: obv the needs of the costumer, vb. FOD economie, FOD justitie, …
- Channel classi cation: obv distribution channels who make the products or services available.
4. Vertical structure: speci es the hierarchal relationship between employees and functions top-bottom. It’s
about decision-making. How atter an organization, the better. Steep (veel levels) vs. at organizations
- Centralize: decision-making power is concentrated at the top of the organization. Simpli es
coordination.
- Decentralize: lower-level managers have decision-making authority = elegation of authority.
Managers can spend more time on strategic decisions. It encourages exibility and sense of
responsibility. Complete decentralization is unmanageable.
- Deconcentralization: no elegation of decision power.
Momenteel zijn er meer en meer at, decentralized organizations, door de trend van ‘empowerment’.
4
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1. What is criminal justice management?
Een sociale institutie die criminele activiteiten reguleert om mensen te beschermen tegen onrecht. Wie?
Police, prosecution, court and prison. Er zijn evoluties op komst. De ‘wie’ wordt uitgebreid. Er ontstonden 2
nieuwe manieren om met criminal justice om te gaan. Waarom? Omdat de politie onvoldoende is om crime
in all its manifestations aan te pakken: NEED for partners.
1. Whole of government approach: repressie, iedereen (verschillende governmental organisations:
social inspectorate services, private police, douane, …) werkt samen om één crimineel te vatten.
2. Holistic approach: aan de hand van een integraal beleid (integral policy) aan criminal justice doen.
Er ligt een focus op preventie en nazorg.
Something in society is changing… Increased focus on the prevention of crime -> inclusion of partners such
as intelligence services, private security companies, custom authorities, …
2. Door welke evolutie on de literatuur ging de studie van management?
Evolution from PA to PM.
3. Why is change important for public managers?
Managers beïnvloeden hun omgeving en hun omgeving beïnvloed hun. Elke beslissing die een manager
maakt is gebaseerd op de huidige culturele context (values en institution). Bij elke keuze moet gekeken
worden naar 4 zaken: Political, Economical, Social and Technological. Deze moeten bij elke keuze in
rekening genomen worden, want veranderingen in de omgevingen zullen een invloed hebben op
beslissingen van een manager. By checking PEST, you’ll realize whether or not changes happend, which
you need to anticipate on. If you’re not anticipation: you might make mistakes, like releasing a big bling
bling car in a economical crisis.
De samenleving verandert. Industriële revolutie: meer productie, waardoor meer personeel nodig was. De
samenleving werd zeer complex, organisatie was nodig.
4. Wat is het verschil tussen PA en PM?
Gelijkenis: interdisciplinaire and focus op governance (OH is no stand alone monolithic actor, di erent
organizations are imbedded in webs of competing interests: a netwerk environment. Di erent organizations
achieving their goals by working together in the same eld, but with di erent interests.) and government
(government is alleen maar gewoon politicians en civil services: het developing van policies én executing
these policies).
Verschil: Public administration = old fashioned, traditional and introverted: only looking at own procedures
and ways. It had static hierarchies and procedures (ongeacht noden en wensen van de burger, de
procedures veranderen niet). Focus on following rules, compliance and accountability. Machinery of
government.
Public management = modern and outward-looking. It’s dynamic, there is room for innovation and
leadership. They focus on managing resources, e ciency and performance. Multi-stakeholder governance.
5. To what extent is difference between PA and PM important?
PA is very tiresome, complex, problematic, has limitations (the procedures etc) and does not connect to
social sciences. PM is transparant, predictable and governance. BUT: di erences tend to be exaggerated.
1
ffi fi ff ff ff ff
,2
, H2: ORGANIZATIONS AND ORGANIZATIONAL STRUCTURES
1. What is an organization?
An organization is a 1) consciously coordinated 2) social entity, with relatively clear identi able 3) boundaries
that seeks to accomplish common 4) objectives.
2) Social entities are composed of people who interact: working with and for people.
4) Goal-oriented -> no objectives, no reason to exist.
1) Consciously coordinated: in order to accomplish the objectives, coordination will be necessary.
Coordination is developing, structuring, and putting the division in departments.
3) Identi able boundaries: what belongs to the competences of the organization and what does not?
= these 4 decide what an organization can and cannot do.
2. What kind of organizations are there? How can we distinguish the different
organizations?
There are closed and open organizations.
- Closed: an independent organization, shielded from it’s environment and the outside world. Society
changes, develops, new issues rise etc. Managers and leaders should ght those, yet a closed system
won’t even notice the changes. The organizations won’t change or anticipate to match the new changes.
- Open: an organization who interacts continuously with the environment to achieve the objectives. They
turn input from the outside (stakeholders, politics, customers, lobby groups, …) into output (this way they
create a continued relationship with the environment). They adopt to the external surroundings and nd a
balance between in & outside. They have boundaries.
3. Why is this distinguishment important?
Een organisatie heeft 2 doelen
1) Creating value
2) Distribute the created value to customers and stakeholders.
De gecreëerde value hangt af van het type organisatie. Onderscheid wordt gemaakt op basis van de
doelen:
- Pure public/social organizations: focus on solving societal problems -> creating and distributing societal
value. Prison, court, police, … are doing this (not 100% tho). S
- Social economic organizations: social and economic objectives, but creation and distribution of societal
value is more dominant. I.e. Sheltered companies, social welfare hospitals. S>E
- Economic social organizations: creation and distribution of economic value is dominant. Vb. Private
retirement home, private childcare centre. E>S
- Companies: economic value creation and distribution is the main objective. E
Er zijn 4 manieren om societal value te creëren:
1. Politieke mandaten bereiken
2. Professionele standaarden bereiken
3. De uitkomst van analytische technieken
4. Klanttevredenheid
3
fi fi fi fi
, 4. What is organizational structure?
Organizational structure is the deciding of a central mission into various task, and then recreates it through
mutual coordination (herschept door onderlinge afstemming: coordination). Breaking down missions into
specialization and expertise.
The organizational structure answers the question: how does the organization deal with the problem of labor
specialization (experts) and the problem of labor coordination? Every organization needs experts. This
specialization’s needs to be reconnected to the overnachting objective of the organization. SO:
specialization and coordination need to go hand in hand, anders heeft specialisatie geen toegevoegde
waarde.
Organizational structure is an instrument to achieve strategies. Vanaf een organisationele structuur bereikt
is, kan men overgaan tot het werken aan de strategie. Zonder een goeie structuur kan een goeie strategie
niet bereikt worden. Je moet eerst ervoor zorgen dat er sprake is van alignment with external environment
and expectations of stakeholders.
5. In which different ways can you organize the structure of an organization?
1. Formal structure
2. Informal structure
3. Horizontal structure (functional classi cation, product layout, geographic classi cation, target group
classi cation and channel classi cation)
4. Vertical structure (deconcentration, decentralisation, empowerment).
6. What are the differences between formal and informal structures, horizontal and vertical
divisions of labour?
1. Formal structure: a structure developed by top management and de ned by a mandate. It describes
how the organization should look like: the structure. I.e. presented through an organizational chart. It’s
relatively static.
2. Informal structure: an uno cial structure created by working relations between members of the
organization. It’s a spontaneous, social and based on friendships, knowledge, breaks, lunch, …
Sometimes this is stronger than the formal structure. It goes beyond the borders of the organization.
They are tacit (stilzwijgend), intangible (ongrijpbaar), self-organizing, emergent, temporary, dynamic,
complex and a contextual bound.
Horizontale en verticale structuren gaan over hoe labor devision/coordination zullen gebeuren.
3. Horizontal structure: when tasks are grouped
- Functional classi cation: obv de taak: verkoop, koop, productie
- Product layout: obv het product of soorten, vb. Fietsen, brommers, steps, …
- Geographic classi cation, vb. Oost-Vlaanderen, West-Vlaanderen, Antwerpen, …
- Target group classi cation: obv the needs of the costumer, vb. FOD economie, FOD justitie, …
- Channel classi cation: obv distribution channels who make the products or services available.
4. Vertical structure: speci es the hierarchal relationship between employees and functions top-bottom. It’s
about decision-making. How atter an organization, the better. Steep (veel levels) vs. at organizations
- Centralize: decision-making power is concentrated at the top of the organization. Simpli es
coordination.
- Decentralize: lower-level managers have decision-making authority = elegation of authority.
Managers can spend more time on strategic decisions. It encourages exibility and sense of
responsibility. Complete decentralization is unmanageable.
- Deconcentralization: no elegation of decision power.
Momenteel zijn er meer en meer at, decentralized organizations, door de trend van ‘empowerment’.
4
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