Online Instructor’s Manual with Testbank
@
for
Correctional Administration:
A
Integrating Theory and Practice
pl
Third Edition
us
Richard P. Seiter, Ph.D.
Saint Louis University
stu
vi
Boston Columbus Indianapolis New York San Francisco
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
a
@Aplusstuvia
, CHAPTER 1
Correctional Administration: Past to Present
CHAPTER OVERVIEW
Chapter 1 is the introduction to correctional administration and provides students a good
background and a foundation for their study going forward. The chapter begins with a
description of what correctional administration is, and defines administration, leadership, and
management as they will be used in this textbook. The chapter includes why it is important to
@
study correctional administration today, citing the growth in corrections and the continually
developing complexities of managing a correctional agency. The chapter then provides
management development from the private to public sector, and how the evolution of
correctional philosophy has influenced correctional administration. Finally, the chapter
A
describes commonly accepted goals of corrections (which administrators must balance to
accomplish) and explains how contemporary correctional agencies are organized.
CHAPTER OBJECTIVES
pl
At the end of this chapter you should be able to:
Define correctional administration and describe the four levels of staff in a correctional
us
agency.
Summarize the impact that private sector management has on public sector
administrative practices.
Outline how the development of correctional philosophy and practice is integrated with
stu
various approaches to correctional administration.
Define the “hands off” doctrine taken by federal courts regarding correctional issues and
summarize how its collapse has impacted corrections.
Identify the reasons for the death of the medical model in corrections.
Describe the two recent developments that have influenced correctional policy maker to
vi
renew their support for rehabilitation as a correctional goal.
Compare the trends in the growth of correctional populations over the period of the
1980s and 1990s to the growth since 2000.
Compare and contrast specific deterrence with general deterrence.
a
Summarize the two ways to define and view the correctional goal of incapacitation.
Describe the general environment in which correctional administrators must function
today.
LECTURE OUTLINE
1
@Aplusstuvia
, 1. What is correctional Administration? Correctional administration is guiding and directing
an agency responsible for the of criminal offenders, and includes the traditional
management functions of planning, organizing, staffing, directing and controlling. It
requires a thorough substantive knowledge of corrections and correctional issues. And, it
includes showing leadership by empowering staff and guiding them toward the future.
Guiding and directing an agency are used herein to convey a unique aspect of
administration. Administration is very complex, as an organization must have a vision,
mission and goals, it must have a focus, and staff must work together to move the
organization toward accomplishing the goals. Administrators have the very challenging
@
task of bringing together the resources of an agency (staff, budgets, facilities) in a
coordinated fashion to put the organization in the best position to accomplish their
mission.
2. For purpose of definition, there are four levels of correctional staff.
A
Line staff are employees or personnel responsible for carrying out
the prescribed procedures and activities of the agency.
Supervisors are the next level of staff that oversee and direct the
pl
work of line staff. Their specific duty is to assure the work of staff
is within required procedures while promoting efficiency and
compliance with agency policies.
The third level of staff are managers, responsible for setting their
us
department or division goals and objectives, and ensuring their
successful completion.
The final level are leaders, who provide direction, empower staff,
and deal with external agencies and political leadership. Their
stu
external interactions are critical to gain support for allocation of
resources and establishment of the authorities under which the
agency functions.
3. Why is it Important to Study Correctional Administration? Over the past twenty years,
vi
corrections is the most rapidly growing public sector function and perhaps, other than
information technology, the most rapidly growing “business” in the American economy.
Corrections is growing in the number of offenders it handles, it is growing in the staff
required to carry out the functions, it is growing in the quantity of tax dollars directed to
a
its operation, and it is growing in public interest. Consequently, the administration of
correctional agencies is also becoming more complex, and this complexity may require a
need to rethink the traditional ways correctional agencies operate, and our long held
beliefs on how we manage and punish criminal offenders. The future challenges for
correctional administrators mandates that future correctional leaders will have to be
innovative, aggressive and bold as they approach their roles and responsibilities.
2
@Aplusstuvia
, 4. The Background of Correctional Administration: It is easily argued that corrections is
both influenced by the broader approaches to private and public management, and by
public opinion and political reaction regarding the issue of crime. Throughout history,
public sector governments have copied the private sector in terms of styles of
management and organization. Most private sector companies can trace their work styles
and organizational roots back to the prototypical pin factory that Adam Smith described
in The Wealth of Nations, published in 1796. From his studies of industry, Smith
developed what he called the principle of division of labor. Smith's principle embodied
@
his observations that some number of specialized workers, each performing a single step
in the manufacture of a pin, could make far more pins in a day than the same number of
generalists, each engaged in making whole pins.
Another development in the way in which organizations operate resulted when
A
Americans began to build railroads in the 1920s. To prevent collisions on single-track
lines, railroad companies invented formalized operating procedures and organizational
structure and mechanisms to carry them out. Management created a rule for every
pl
contingency they could imagine, and lines of authority and reporting were clearly drawn.
The railroad companies literally programmed their workers to act only in accordance
with the rules. Requiring workers to conform to established procedures remains the
essence of bureaucracy even today.
us
Another development came from Alfred Sloan, head of General Motors, creating a
management system for Ford to efficient manage a diverse factory system. Sloan created
smaller, decentralized divisions that managers could oversee from a small corporate
stu
headquarters simply by monitoring production and financial numbers. The final
evolutionary step in the development of corporations came about in the United States
between the end of World War II and the 1960's. Through elaborate planning exercises,
senior managers determined the various types of businesses in which they wanted the
corporation to be involved, how much capital they should allocate to each, and what
vi
returns they would expect the operating manager of these businesses to deliver. Most
corporations were organized as a pyramid, well suited to expansion by simply adding
workers to the bottom of the organizational chart, and then filling in the management
layers above them. This type of organization is also well suited to control and planning,
a
and therefore proliferated through much of the 20th Century.
Following the private sector models, government similarly developed its organization
and structure. Government is based on a bureaucratic model with a top-down hierarchy.
However, we now live in an era of rapid change. In this rapidly changing environment,
bureaucratic institutions often are ineffective. Today's environment demands
organizations that are extremely flexible and adaptable, that deliver high quality goods
3
@Aplusstuvia
@
for
Correctional Administration:
A
Integrating Theory and Practice
pl
Third Edition
us
Richard P. Seiter, Ph.D.
Saint Louis University
stu
vi
Boston Columbus Indianapolis New York San Francisco
Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto
Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo
a
@Aplusstuvia
, CHAPTER 1
Correctional Administration: Past to Present
CHAPTER OVERVIEW
Chapter 1 is the introduction to correctional administration and provides students a good
background and a foundation for their study going forward. The chapter begins with a
description of what correctional administration is, and defines administration, leadership, and
management as they will be used in this textbook. The chapter includes why it is important to
@
study correctional administration today, citing the growth in corrections and the continually
developing complexities of managing a correctional agency. The chapter then provides
management development from the private to public sector, and how the evolution of
correctional philosophy has influenced correctional administration. Finally, the chapter
A
describes commonly accepted goals of corrections (which administrators must balance to
accomplish) and explains how contemporary correctional agencies are organized.
CHAPTER OBJECTIVES
pl
At the end of this chapter you should be able to:
Define correctional administration and describe the four levels of staff in a correctional
us
agency.
Summarize the impact that private sector management has on public sector
administrative practices.
Outline how the development of correctional philosophy and practice is integrated with
stu
various approaches to correctional administration.
Define the “hands off” doctrine taken by federal courts regarding correctional issues and
summarize how its collapse has impacted corrections.
Identify the reasons for the death of the medical model in corrections.
Describe the two recent developments that have influenced correctional policy maker to
vi
renew their support for rehabilitation as a correctional goal.
Compare the trends in the growth of correctional populations over the period of the
1980s and 1990s to the growth since 2000.
Compare and contrast specific deterrence with general deterrence.
a
Summarize the two ways to define and view the correctional goal of incapacitation.
Describe the general environment in which correctional administrators must function
today.
LECTURE OUTLINE
1
@Aplusstuvia
, 1. What is correctional Administration? Correctional administration is guiding and directing
an agency responsible for the of criminal offenders, and includes the traditional
management functions of planning, organizing, staffing, directing and controlling. It
requires a thorough substantive knowledge of corrections and correctional issues. And, it
includes showing leadership by empowering staff and guiding them toward the future.
Guiding and directing an agency are used herein to convey a unique aspect of
administration. Administration is very complex, as an organization must have a vision,
mission and goals, it must have a focus, and staff must work together to move the
organization toward accomplishing the goals. Administrators have the very challenging
@
task of bringing together the resources of an agency (staff, budgets, facilities) in a
coordinated fashion to put the organization in the best position to accomplish their
mission.
2. For purpose of definition, there are four levels of correctional staff.
A
Line staff are employees or personnel responsible for carrying out
the prescribed procedures and activities of the agency.
Supervisors are the next level of staff that oversee and direct the
pl
work of line staff. Their specific duty is to assure the work of staff
is within required procedures while promoting efficiency and
compliance with agency policies.
The third level of staff are managers, responsible for setting their
us
department or division goals and objectives, and ensuring their
successful completion.
The final level are leaders, who provide direction, empower staff,
and deal with external agencies and political leadership. Their
stu
external interactions are critical to gain support for allocation of
resources and establishment of the authorities under which the
agency functions.
3. Why is it Important to Study Correctional Administration? Over the past twenty years,
vi
corrections is the most rapidly growing public sector function and perhaps, other than
information technology, the most rapidly growing “business” in the American economy.
Corrections is growing in the number of offenders it handles, it is growing in the staff
required to carry out the functions, it is growing in the quantity of tax dollars directed to
a
its operation, and it is growing in public interest. Consequently, the administration of
correctional agencies is also becoming more complex, and this complexity may require a
need to rethink the traditional ways correctional agencies operate, and our long held
beliefs on how we manage and punish criminal offenders. The future challenges for
correctional administrators mandates that future correctional leaders will have to be
innovative, aggressive and bold as they approach their roles and responsibilities.
2
@Aplusstuvia
, 4. The Background of Correctional Administration: It is easily argued that corrections is
both influenced by the broader approaches to private and public management, and by
public opinion and political reaction regarding the issue of crime. Throughout history,
public sector governments have copied the private sector in terms of styles of
management and organization. Most private sector companies can trace their work styles
and organizational roots back to the prototypical pin factory that Adam Smith described
in The Wealth of Nations, published in 1796. From his studies of industry, Smith
developed what he called the principle of division of labor. Smith's principle embodied
@
his observations that some number of specialized workers, each performing a single step
in the manufacture of a pin, could make far more pins in a day than the same number of
generalists, each engaged in making whole pins.
Another development in the way in which organizations operate resulted when
A
Americans began to build railroads in the 1920s. To prevent collisions on single-track
lines, railroad companies invented formalized operating procedures and organizational
structure and mechanisms to carry them out. Management created a rule for every
pl
contingency they could imagine, and lines of authority and reporting were clearly drawn.
The railroad companies literally programmed their workers to act only in accordance
with the rules. Requiring workers to conform to established procedures remains the
essence of bureaucracy even today.
us
Another development came from Alfred Sloan, head of General Motors, creating a
management system for Ford to efficient manage a diverse factory system. Sloan created
smaller, decentralized divisions that managers could oversee from a small corporate
stu
headquarters simply by monitoring production and financial numbers. The final
evolutionary step in the development of corporations came about in the United States
between the end of World War II and the 1960's. Through elaborate planning exercises,
senior managers determined the various types of businesses in which they wanted the
corporation to be involved, how much capital they should allocate to each, and what
vi
returns they would expect the operating manager of these businesses to deliver. Most
corporations were organized as a pyramid, well suited to expansion by simply adding
workers to the bottom of the organizational chart, and then filling in the management
layers above them. This type of organization is also well suited to control and planning,
a
and therefore proliferated through much of the 20th Century.
Following the private sector models, government similarly developed its organization
and structure. Government is based on a bureaucratic model with a top-down hierarchy.
However, we now live in an era of rapid change. In this rapidly changing environment,
bureaucratic institutions often are ineffective. Today's environment demands
organizations that are extremely flexible and adaptable, that deliver high quality goods
3
@Aplusstuvia
