Chapter 10 Administraton of Correctional Programs

1. Chapter 10 Administraton of Correctional Programs What is administration and management and how are they important to corrections? How do bureaucracies work and leaders lead? What issues face corrections managers? What must managers do to make corrections work? Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

2. Administration Act Administrators Top-level executives Policy makers Strategic goals Management Process Managers: Staff in all positions and ranks Service providers Tactical goals Administration and Management Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

3. Managing Corrections • Inmate management • Focus is on taking care of institutions, programming efforts & discipline • Organizational management • Focus is on taking care of finances and personnel Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

4. Bureaucracy • Weber’s Ideal Type • Rationality • Rules & regulations as a means of limiting discretion Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

5. Strengths 1. Efficiency 2. Standards of conduct 3. Develop & maintain written records Weaknesses 1. Routinization 2. Efficiency 3. Inflexibility 4. Size & complexity 5. Group think vs. individuality Bureaucracies: Strengths and Weaknesses Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

6. Traditional Sociological Approach 1. Authoritarian leaders 2. Laissez faire leaders 3. Democratic leaders National Advisory Commission Approach 1. Bureaurcratic leaders 2. Technocratic leaders 3. Idiosyncratic leaders 4. Participative leaders Leadership Styles Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

7. Issues Facing Managers • Budgets and Personnel • Trends in local, state & federal expenditures • Employee types • Status of Managers • Factors contributing to status • Backgrounds of Managers • Recruitment, selection & promotion • Question of Centralization • How much is just right? Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

8. Modern Management Tasks • Recruiting and Retaining Staff • Negotiating with Employee Unions • Building Facilities • Managing Inmate Populations • Containing Costs • Dealing with the Courts Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10

9. Inmate Management • Conflicting View • Inmates as obstinate, uncooperative and resistant to change • Inmates as responding to expectations of others • Consequences for Managers Mays & Winfree--Contemporary Corrections (2nd ed.)--Chapter 10