San Francisco Pretrial Organizational Structure

In criminal justice organizational settings the effectiveness of the department solely relies on the managers understanding of organizational effectiveness, its measurements, theories, and how to manage their employees. Given that Marion County is the biggest county in the state of Indiana, there are numerous departments and personnel that are involved in its criminal justice system. Within the Marion County Superior Courts, there are different entities used to help supervise offender pre and post-trial. Some of these entities consist of Marion County Community Corrects, Marion County Probation Department, and Marion County Jail. This paper will review the Marion County Probation Department’s organizational design, its effectiveness and recommendations

Stojkovic, Kalinich, & Klofas. (2012). Criminal justice organizations: Administration and management (5 ed.). Belmont, CA: Wadsworth Cengage Learning.

Each branch has a distinct function to play in the administration of justice and consists of many agencies which allows for discretion in the performance of their duties. But with this discretion, there comes the chance for abuse. Initially, the first point of contact with the criminal justice system

The provision of adequate health care services to the inmate population is essential in the effective management of a correctional facility. The organizational structure in which a correctional health care delivery system operates, directly impacts the agency’s ability

With my current job working for Missouri Department of corrections we have a ranking system similar to the military. A correction we start out with a custody and non-custody supervisory system. Warden directs the entire correctional facility and has a deputy warden oversees the non-custody employees and a major who oversees custody/officers. These would be considered middle level management according to business management principles. The non-custody consists of office staff, personnel, human resources and secretarial staff. The major oversees all officers for example captains, lieutenants, sergeants and corrections officers. Captains lieutenants and sergeants are considered first level management and corrections officers are at the bottom

The strength of my organizational chart is more accountability. Each position will oversee and supervise an important aspect of the day to day operations. The span of control will be proper and the duties will be evenly split amongst the command staff and first line staff. The chain of command has its checks and balances and each position responds to a supervisor. The weakness of the current organizational chart is that the Patrol Lieutenant basically oversees the entire department and responds to the Captain. There are not much accountability and lacks standards.

Although there are many varying definitions of what case management is; the roles and characteristics of case management are the same. The role of a case manager can be said to “ to undertake assessment, monitoring, planning, advocacy and linking of

According to Marquis and Huston (2014), matrix structures merge product and function in a particular fashion. The manager of a unit that follows a matrix structure reports to a service line manager in addition to reporting to a functional manager. As depicted in figure 1, the top of the chart is led by the President of the Hospital, Robert Kelly. Underneath him are the Senior Vice President and Chief Nursing Officer Wilhemina Manzano and the Senior Vice President and Chief Operating Officer, Cam Patterson. As Senior VP and CNO, Ms. Manzano’s responsibility is to promote nursing leadership and guarantee the integration and implementation of initiatives that promote excellence and innovation in nursing throughout the New York Presbyterian hospital system. In addition, Ms. Manzano is also responsible for research, quality, and nursing education. She works in conjunction with NYP’s leaders to improve service delivery outcomes and patient care (NYU, 2015). As Senior VP and COO, Mr. Patterson is responsible for the management and strategic direction of NYP Weill Cornell medical Center. He has the responsibility to design, promote, and implement a successful business strategy that will support the institution’s growth. He evaluates cost control, conducts system and productivity analysis, and oversees supply chain management in order to

The City and County of Denver as a whole runs under a traditional organization structure. I work for the City Attorney’s Office or CAO as it is often referred. Our organization used to fall under the traditional structure, however, that recently changed when they re-evaluated the efficiency in which our department was ran. Now we fall under a horizontal organization structure which is comprised of a team, network, and boundaryless structures, “Boundaryless structures eliminate internal and external boundaries (Schermerhorn Jr., J.R. and Bachrach, D.G., 2015, p. 253). It creates teamwork and communication, making information sharing continuous. When we switched to this structure it created a stronger, cohesive team that worked together towards

This team paper will in which analyze organizational behavior concepts associated with common managerial practices involved in day-to-day operations within criminal justice settings. This team paper will be sure to identify professional standards and values that apply across various components of the criminal justice system on a national level. In addition this paper will mention some of the new technology that benefits and helps the criminal justice settings.

The Department of Rehabilitation and Correction (DRC) has traditionally operated under a function organization structure within state government that clearly separated services provided into two primary categories: prisons and parole services with both categories reporting to the agency Director. An organization structure based on functions provides a clear direction for job requirements, allows the opportunity for staff to become experts in their field of assignment, which increases productivity. Although this structure was successfully utilized by the DRC for many years, unintentionally, it created a separation between levels of management and their subordinates and division and a division between the agency’s prison and parole services.

This paper will describe my understanding of the text and of the lectures provided in the class. Unlike most classes, where I understood only my view of the text, this class was geared so each student would understand each other’s view. 3 An organization is a collective that has some boundary and internal structure that engages in activities related to some complex set of goals. Members of organizations attempt to meet their psychological, ego and emotional needs within the organization. Criminal justice organizations are particularly unique compared to other public or private sector organizations because of the governmental granted authority. Management within these organizations can be defined as the process by

To the untrained eye it might appear that most criminal trails are simple in nature. However even the most mundane case is a well-managed event even though may it lack the drama of a high profile case. No matter the importance, all cases require a number of participants, each of who has a different role to fulfill. These participants are divided into two categories: professional and outsiders. The professional are the official courtroom-working group, such as the judge and lawyers. While the outside participants are those members who are temporary such as the jurors and witnesses.

Effective organizational structures define how job tasks are subdivided, grouped, coordinated, and managed. Six key components of organizational structures include division of labor, departmentalization, chain of command, span of control, centralization, and formalization (Remme, Jones, Van der Heijden, & De Bono, 2008, p. 79). Each element influence how employees interact with each other to reach organizational goals. Different structures are common in similar organizations among high performing organizations (Reimann, 1974, p. 707). The most appropriate structure will depend on the unique needs and culture of the organization.

From the table we can interpret the perception of the managers. Here store managers seem interesting in most of the portfolio. Store manager given equal ranking for HR function and conceptual part where as HR manager given high priority for staffing only and performance management only. The strategy of the organisation is directed towards change management but HR manager is more concentrate in the staffing and performance only. So as per my view the store manager is more aware in the change process. The turn over is high in organisation but both the manger are not giving it high importance because they rank compensation and safety in low. Store manger seems interested in giving training but HR manger not giving high importance. So in this table what we can say that the coordination is weak and the focus is different. Event though the focus