chapter two - blackboard learn in 1930, people began to see negative ... abraham maslow, douglas...

Organization and Administration

We are born in organizations, educated by organizations, and most of us spend much of our lives working for organizations. We spend much of our leisure time paying, playing, and praying in organizations. Most

of us will die in an organization, and when the time comes for burial, the largest organization

of all—the state—must grant official permission.

—AMITAI ETZIONI

CHAPTER TWO

Principles and Practices

Justice Administration: Police, Courts, and Corrections Management, 6/e

Kenneth J. Peak

© 2010 Pearson Higher Education,

Upper Saddle River, NJ 07458. • All Rights Reserved.2

LEARNING OBJECTIVES

At the conclusion of this chapter, the student will:

be able to define organizations and be familiar with

their elements

know the evolution of organizational theory,

including scientific, human relations, systems,

and bureaucratic management

understand the major components of organizational

structure, such as span of control and unity of

command

comprehend the primary leadership theories and

skills, including the characteristics and skills of

America's best leaders


Kenneth J. Peak



LEARNING OBJECTIVES


comprehend the primary leadership theories and

skills, including the characteristics and skills of

America's best leaders

be familiar with the components of communication,

including its process, barriers, role, cultural cues,

and the uniqueness of communication within

police organizations

know the kind of world and related challenges and

organizational implications of persons of three

younger generations who are now in, or will

soon be entering, the workplace

(cont.)


Kenneth J. Peak



LEARNING OBJECTIVES


know the kind of world and related challenges and

organizational implications of persons of three

younger generations who are now in, or will

soon be entering, the workplace

understand the impact of the socialization and

lifestyle of the three younger generations now

entering the workplace

describe the rights and interests --& legal aspects--

concerning both employees and employers

regarding employees' personal appearance

at the workplace

(cont.)


Kenneth J. Peak



Defining Organizations

The word organization has a number of meanings

and interpretations that have evolved over the years.

We think of organizations as entities of two or more

people who cooperate to achieve an objective(s).

The first were likely primitive hunting parties.

Organization and a high degree of coordination

were required to bring down huge animals.

revealed in fossils from as early as 40,000 years ago


Kenneth J. Peak




The word organization may be defined as ―a

consciously coordinated social entity, with a relative

identifiable boundary, that functions on a relatively

continuous basis to achieve a common goal or set

of goals.‖

Social entity refers to the fact that Organizations

are composed of people who interact with one

another & people in other organizations.

Relatively identifiable boundary alludes to the

organization‘s goals and the public served.


Kenneth J. Peak




Four different types of formal organizations have

been identified by asking ―Who benefits?‖

mutual benefit associations, (police labor unions)

business concerns, (General Motors)

service organizations, such as community mental

health centers

commonweal organizations, such as criminal justice

agencies, where beneficiaries are the public at large

It is important to note that no two organizations are

exactly alike.

nor is there one best way to run an organization


Kenneth J. Peak



Evolution of Organizational Theory

Organizational theory studies organizational

designs & structures, relationship of organizations

with their external environment, and behavior of

administrators and managers within organizations.

The history of management can be divided into three

approaches and time periods:

scientific management (1900–1940)

human relations management (1930–1970)

systems management (1965–present)

Another important element may be added:

bureaucratic management.


Kenneth J. Peak



Evolution of Organizational TheoryScientific Management

Frederick W. Taylor is known today as the father of

scientific management.

He became interested in methods for getting greater

productivity from workers.

Taylor recommended giving workers hourly breaks,

going to a piecework system and other adjustments.

Productivity soared, the number of employees

needed dropped, worker earnings increased, and

production costs were reduced.


Kenneth J. Peak




Taylor was highly criticized by unions for his

management-oriented views.

but proved administrators must know their employees

His views, published in The Principles of Scientific

Management in 1911, caught on.

soon, emphasis was placed entirely on the formal

administrative structure

Terms such as authority, chain of command, span

of control, and division of labor were coined.


Kenneth J. Peak




In 1935, Luther Gulick formulated POSDCORB, an

acronym for planning, organizing, staffing, directing,

coordinating, reporting, and budgeting.

Application of scientific management to criminal

justice agencies was heavily criticized.

It viewed employees as passive instruments whose

feelings were completely disregarded.

in addition, employees were considered to be

motivated by money alone


Kenneth J. Peak



Figure 2.1 Gulick‘s POSDCORB. Source: Luther Gulick and Lyndall Urwick, Papers on the

Science of Administration (New York: Institute of Public Administration, 1937).



Kenneth J. Peak



Evolution of Organizational TheoryHuman Relations Management

Beginning in 1930, people began to see negative

effects of scientific management on the worker.

Movement toward human relations management

began with studies by the Harvard Business School

at the Hawthorne plant of Western Electric Co.

In the 1940s & 50s, police departments recognized

effects of the informal structure on the organization.

democratic/participatory management appeared

Many police managers saw this trend as unrealistic.

employees began to give less & expect more in return


Kenneth J. Peak



Evolution of Organizational TheorySystems Management

In the 60s, human relations & scientific management

combined in the systems management approach.

This approach recognized it was still necessary to

have hierarchical arrangement for coordination.

authority & responsibility were essential

overall organization was required

Systems management combined the work of

Abraham Maslow, Douglas McGregor, and

Robert Blake & Jane Mouton.


Kenneth J. Peak



Evolution of Organizational TheorySystems Management

The approach holds that to be effective, the

manager must be interdependent with other

individuals & groups and have the ability to

recognize and deal with conflict and change.

Managers require knowledge of people, money,

time, and equipment

team cooperation is required to achieve these goals

Several theories of leadership also have evolved

over the past several decades.

trait theory, leadership styles, and situational

approaches


Kenneth J. Peak



Evolution of Organizational TheoryBureaucratic Management

Criminal justice agencies fit the description of an

organization.

They are managed by being organized into a

number of specialized units.

Administrators, managers, and supervisors exist to

ensure that these units work toward a common goal.

They agencies consist of people who interact within

the organization and with external organizations,

and they exist to serve the public.

Criminal justice organizations are bureaucracies, as

are nearly all large organizations in modern society.


Kenneth J. Peak




Idea of pure bureaucracy was developed by Max

Weber, German sociologist & ―father of sociology‖.

Weber argued that if a bureaucratic structure is to

function efficiently, it must have these elements:

Rulification and routinization

rules save effort by eliminating need for deriving

a new solution for every problem

facilitate standard, equal treatment of similar situations

Division of labor

performance of functions by parts of an organization

along with authority to carry out these functions


Kenneth J. Peak




Hierarchy of authority

each lower office is under control & supervision

of a higher one

Expertise

specialized training is necessary

Written rules

administrative acts, decisions, & rules

are formulated and recorded in writing

Most police & prison organizations are based on

traditional, pyramidal, quasi-military organizational

structure containing elements of a bureaucracy.


Kenneth J. Peak




Bureaucracies are often criticized on two grounds.

they are said to be inflexible, inefficient, and

unresponsive to changing needs and times

also said to stifle the individual freedom, spontaneity,

and self-realization of their employees

James Q. Wilson referred to this discontent as the

―bureaucracy problem,‖ where the key issue is

―getting the frontline worker . . . to do ‗the right thing.‘‖

In short, bureaucracies themselves can create

problems.


Kenneth J. Peak



Figure 2.2

The organization

as an input–output

model.

Another way to view organizations is as systems

that take inputs, process them, and produce

outputs.

Evolution of Organizational TheoryOrganizational Inputs/Outputs

A police agency processes reports of crimes and

attempts to satisfy the customer (crime victim).


Kenneth J. Peak



Organizational Structure

All organizations have an organizational structure

or table of organization.

written or unwritten, very basic or highly complex

The size of the organization depends on demands

placed on it and resources available to it.

Growth precipitates need for more personnel,

greater division of labor, specialization, written

rules, and other such elements.


Kenneth J. Peak




In building the organizational structure, the following

principles should be kept in mind:

Principle of the objective

every part of every organization must be an

expression of the purpose of the undertaking

Principle of specialization

activities of every member should be confined

to performance of a single function

Principle of authority

there should be a clear line of authority to every

person in the group


Kenneth J. Peak




Principle of responsibility

responsibility of the superior for the acts of his/her

subordinates is absolute

Principle of definition

content of each position, duties involved, authority

and responsibility contemplated, and relationships

with other positions should be clearly defined

Principle of correspondence

responsibility & authority should correspond

Span of control

no person should supervise more than six direct

subordinates


Kenneth J. Peak




A major principle of hierarchy of authority is

unity of command, placing one superior officer in

command/control of every situation and employee.

The unity-of-command principle ensures that

multiple and/or conflicting orders are not issued.

Every person in the organization should report to

one and only one superior officer.

When the unity-of-command principle is followed,

everyone involved is aware of the actions initiated

by superiors and subordinates.


Kenneth J. Peak



Figure 2.3 Chain of command.

A simple structure

indicating the direct

line of authority in a

chain of command

Organizational

Structure


Kenneth J. Peak



Figure 2.4 Organization pyramid. Source: Adapted R. Human Behavior in Organizations, p. 349.

© 1966. Reproduced by permission of Pearson Education, Inc., Upper Saddle River, New Jersey.

The classic pyramidal design, shown here, has the

following characteristics:


Kenneth J. Peak



Organizational StructurePyramidal Design

Nearly all contacts take the form of orders going

down and reports of results going up the pyramid.

Each subordinate must receive instructions and

orders from only one boss.

Important decisions are made at the pyramid top.

Superiors have a specific span of control,

supervising only a limited number of people.

Personnel at all levels except at the top and bottom

have contact only with their boss above them and

their subordinates below them.


Kenneth J. Peak



Communication in the OrganizationImport and Consequences

Communication is very important in our society.

People consider language an index of culture,

breeding, personality, intelligence, integrity.

Ignorance or improper use of language can easily

interfere with your success and advancement.

Communication becomes exceedingly important

and sensitive in criminal justice organizations, as

practitioners often see people at their worst, when

they are in embarrassing, compromising situations.

To communicate what is known could be

devastating to parties concerned.


Kenneth J. Peak



Communication in the OrganizationDefinition and Characteristics

Today we communicate via e-mail, fax, video, cell

phones, satellite dishes, and many other forms.

also written letters and memos, body language,

TV & radio, newspapers and meetings

Studies have shown communication is the primary

problem in administration.

lack of communication is employees‘ primary

complaint about their immediate supervisors

Estimates vary, but all studies emphasize the

importance of communications in everyday law

enforcement operations.


Kenneth J. Peak



Communication in the OrganizationCommunication Process Elements

Encoding

to convey an experience or idea, we translate,

or encode, that experience into symbols

Transmission

translation of the encoded symbols into some

behavior that another person can observe

Medium

communication must be conveyed through

some channel or medium


Kenneth J. Peak



Communication in the OrganizationCommunication Process Elements

Reception

verbal & nonverbal symbols reach the senses of the

receiver and conveyed to the brain for interpretation

Decoding

the individual who receives the stimuli develops some

meaning for the verbal and nonverbal symbols and

decodes the stimuli

Feedback

after decoding transmitted symbols, the receiver

usually provides response or feedback to the sender


Kenneth J. Peak



Communication in the OrganizationDefinition and Characteristics

Systems of communication are usually created with

formal areas of responsibility & delegation of duties.

Most criminal justice administrators prefer a formal

system.

Several human factors affect communication.

employees typically communicate with those persons

who can help them to achieve their aims

they avoid communicating with those who do not

Communication within a criminal justice organization

may be downward, upward, or horizontal.


Kenneth J. Peak



Communication in the Organization

Five Types of Downward Communication

Job instruction

relating to the performance of a certain task

Job rationale

relating a certain task to organizational tasks

Procedures and practice

organizational policies, procedures, rules & regulations

Feedback

appraising how an individual performs assigned tasks

Indoctrination

designed to motivate the employee


Kenneth J. Peak



Communication in the OrganizationUpward Communication

Communication is often difficult and infrequent when

superiors are isolated and seldom seen or spoken to.

In large organizations, administrators may be located

in headquarters far from operations personnel.

complexity of the organization may also cause

prolonged delays of communication

Communication delays are inherent in bureaucracy.

the more levels the communication passes through,

the more it is filtered and diluted in its accuracy

Many problems could be minimized or eliminated

if superiors took time to listen to employees.


Kenneth J. Peak



Communication in the OrganizationHorizontal Communication

Thrives when formal communication channels are

not open.

A disadvantage is that it is easier and more natural,

and often replaces vertical channels.

It is essential if subsystems within a criminal justice

organization are to function in an effective and

coordinated manner.

Horizontal communication may also provide

emotional and social bonds that build morale

and feelings of teamwork among employees.


Kenneth J. Peak



Communicating in Police OrganizationsConsequence, Jargon and the Grapevine

Officers must possess the ability to communicate

internally and externally regarding policies and

procedures that affect daily operations.

Like people in other occupations, police have their

own jargon, dialect, and slang used on a daily basis.

they help officers to communicate among themselves

The police also communicate with one another by

listening and talking on the squad car radio.

generally with codes in use since the 1920s

The police also use of a phonetic alphabet, designed

to avoid confusion between letters that sound alike.


Kenneth J. Peak



Communicating in Police OrganizationsConsequence, Jargon and the Grapevine

Added to other barriers to effective communication,

the grapevine can hinder communications.

It is fast, operates mostly at the workplace &

supplements regular, formal communication.

On the positive side, the grapevine can be a tool for

management to gauge employees‘ attitudes, spread

useful information, and help employees vent

frustrations.

it can also carry untruths and be malicious

Without a doubt, the grapevine is a force for

administrators to reckon with on a daily basis.


Kenneth J. Peak



Oral and Written Communications

Our society tends to place considerable confidence

in the written word within complex organizations.

Often, in spite of the writer‘s best efforts, information

is not conveyed clearly.

Criminal justice organizations seem to rely

increasingly on written communication, with

tendency toward written rules, policies & procedures

has been caused by three developments:

the requirement for administrative due process

civil liability

the accreditation movement


Kenneth J. Peak



Oral and Written Communications

In recent years e-mail has proliferated as a

communication medium in criminal justice

organizations.

easy-to-use, almost instantaneous, in upward,

downward, or horizontal directions

E-mail messages can lack security and can be

ambiguous—not only with respect to content

meaning but also with regard to what they

represent.

Are such messages, in fact, mail, to be given the

full weight of an office letter or memo, or should

they be treated more as offhand comments?


Kenneth J. Peak



Other Barriers to Effective Communication

Several other potential barriers to effective

communication exist.

Some people, for example, are not good listeners.

Other things obstruct communication, including time

constraints, inadequate or excessive information,

prejudices, strained sender–receiver relationships.

Subordinates do not always have the same ―big

picture‖ viewpoint that superiors possess and do not

always communicate well with someone in a higher

position who is perhaps more fluent and persuasive

than they are.


Kenneth J. Peak



Other Barriers to Effective CommunicationCultural Cues

At least 90 percent of communication is nonverbal

in nature, involving posture, expressions, gestures,

tone of voice.

People learn to interpret these nonverbal messages

by growing up in a particular culture, but not every

culture interprets nonverbal cues in the same way.

Criminal justice practitioners must possess cultural

empathy and understand the cultural cues of

citizens from other nations.


Kenneth J. Peak



Primary Leadership TheoriesWhat is Leadership?

Probably since the dawn of time administrators have

received advice on how to do their jobs from those

around them.

To understand leadership, the term must first be

defined, an important & fairly complex undertaking.

Perhaps the simplest definition is to say leading is

―getting things done through people.‖


Kenneth J. Peak



Primary Leadership TheoriesOther Definitions of Leadership

―Influencing activities of an individual or group in

efforts toward goal achievement in a given situation‖

―Working with and through individuals & groups to

accomplish organizational goals‖

―The activity of influencing people to strive willingly

for group objectives‖

―The exercise of influence‖

In criminal justice organizations, the role might be

defined as ―influencing organizational members to

use their energies willingly and appropriately to

facilitate the achievement of the [agency‘s] goals.‖


Kenneth J. Peak



Primary Leadership TheoriesTrait Theory

Popular until the 1950s, based on the contention

that good leaders possessed certain character

traits that poor leaders did not.

Has lost much support since the 1950s, partly

because of the basic assumption of the theory

that leadership cannot be taught.

Quantifiable means to test trait theory were limited,

and inability to measure these factors was the real

flaw in and reason for the decline of trait theory.


Kenneth J. Peak



Figure 2.5 Traits and skills commonly associated with leadership effectiveness. Source: Adapted

from Gary A. Yukl, Leadership in Organizations, pp. 70, 121–125, Table 3-6. © 1981. Reproduced

by permission of Pearson Education, Inc., Upper Saddle River, New Jersey.

Primary Leadership TheoriesTrait Theory


Kenneth J. Peak



Primary Leadership TheoriesStyle Theory

A study investigated how leaders motivated

individuals/groups to achieve organizational goals.

Three principles of leadership behavior emerged:

leaders must give task direction to their followers

Closeness of supervision directly affects employee

production

leaders must be employee oriented

The major focus of style theory is the adoption of a

single managerial style by a manager based on his

or her position in regard to initiating structure and

consideration.


Kenneth J. Peak



Primary Leadership TheoriesStyle Theory

Autocratic leaders are leader centered and have a

high initiating structure.

A democratic leader tends to focus on working

within the group and strives to attain cooperation

from group members by eliciting their ideas and

support.

Laissez-faire is a hands-off approach in which the

leader is actually a nonleader.

this may not be a leadership style at all

it may be an abdication of administrative duties


Kenneth J. Peak



Figure 2.6 Style theory. Source: Richard N. Holden, Modern Police Management (Upper Saddle

River, NJ: Prentice Hall, 1986), p. 40.

Three pure

leadership styles

were thought to

be the basis for

all managers:

autocratic,

democratic,

laissez-faire.


Kenneth J. Peak



Situational Leadership®

Recognizes that the workplace is a complex setting

subject to rapid changes.

states the best way to lead depends on the situation

The model emphasizes the leader‘s behavior in

relationship to followers‘ behavior and requires that

the leader evaluate follower readiness in two ways.

willingness (motivation) and ability (competence)

Situational Leadership® takes into account worker

readiness; readiness is defined as the capacity to

set high but attainable goals, the willingness to take

responsibility, and the education and/or experience

of the individual or the group. c


Kenneth J. Peak




R1 followers are neither willing nor

able to take responsibility for task

accomplishment.

R2 followers are willing but are not


accomplishment.

R3 followers are not willing but are


accomplishment.

R4 followers are willing and able

to take responsibility for task

accomplishment.

Figure 2.7a Situational Leadership®. Source: Copyright 2006. Reprinted with permission of the

Center for Leadership Studies, Inc., Escondido. CA, 92025. All rights reserved.


Kenneth J. Peak




S1-Telling. High task/low relationship

one-way communication

leader defines roles of followers

S2-Selling. High task/high relationship

Two-way communication

Socioemotional support to get

followers to accept decisions

S3-Participating.

High relationship/low task style

indicates that both the leader and

followers have the ability and

knowledge to complete the task.

S4-Delegating.

Low relationship/low task style

followers ―run their own show‖

Figure 2.7b Situational Leadership®. Source: Copyright 2006. Reprinted with permission of the

Center for Leadership Studies, Inc., Escondido. CA, 92025. All rights reserved.


Kenneth J. Peak




The style-of-leader portion of Fig 2.7 means that, as

the readiness level of followers develops, the

appropriate style of leadership moves

correspondingly.

a police supervisor who has a subordinate whose

maturity is in the R3 range (able but unwilling) would

be most effective when employing an S3

(participating) style of leadership

Hersey and Blanchard asserted that leaders could

reduce their close supervision and direction of

individuals and increase delegation as followers‘

readiness to complete tasks increased.

c


Kenneth J. Peak



The Managerial Grid

In 1964, Blake and Mouton developed their

managerial grid from the studies done by Edwin

Fleishman and others at Ohio State University.

The Ohio team used two variables, focus on task

(initiating structure) and focus on relationships

(consideration), to develop a management

quadrant describing leadership behavior.

The managerial grid (Figure 2.8) includes five

leadership styles based on concern for output

(production) and concern for people.


Kenneth J. Peak



Figure 2.8 Managerial grid. Source: Reprinted by permission of Harvard Business Review. Exhibit

from ―Breakthrough in Organizational Development‖ by Robert R. Blake, Jane S. Mouton, Louis B.

Barnes, and Larry E. Greiner, Harvard Business Review, November–December 1964. Copyright ©

1964 by the Harvard Business School Publishing Corporation; all rights reserved.

Authority–compliancemanagement (9,1)

Country clubmanagement (1,9)

Middle-of-the-roadmanagement (5,5)

Impoverishedmanagement (1,1)

Teammanagement (9,9)

The five leadership styles can be summarized as:


Kenneth J. Peak



Characteristics and Skills of America’s

Best Leaders

Given today‘s skepticism and distrust of leaders,

it may seem there is a dearth of leadership.

A survey found that twenty-first-century authentic

leaders know who they are; they do not feel a need

to impress or please others.

they inspire those around them & bring people

together around shared purposes & common values

Usually authentic leaders demonstrate five traits:

pursuing their purpose with passion; practicing solid

values; leading with hearts as well as heads;

establishing connected relationships; self-discipline


Kenneth J. Peak



Characteristics and Skills of America’s

Best Leaders

Robert Katz identified three skills leaders should

possess, each resulting in the achievement of

objectives and goals, the primary management task.

Technical skill - those a manager needs to ensure

specific tasks are performed correctly.

Human skill - involve working with people, including

being thoroughly familiar with what motivates

employees and how to utilize group processes.

Conceptual skill - ―coordinating & integrating

activities and interests of the organization toward

a common objective.


Kenneth J. Peak



Motivating Employees

Some have sought to do so through justice (Plato),

others through psychoanalysis (Freud), some

through conditioning (Pavlov), some through

incentives (Taylor), and still others through fear

(any number of dictators and despots).

From the Industrial Revolution to the present,

managers have been trying to get a full day‘s

work from their subordinates.

Many theories have attempted to explain motivation.


Kenneth J. Peak



Motivating EmployeesThe Hawthorne Studies

An important theory that criminal justice leaders must comprehend is that of the Hawthorne effect.

which essentially means that employees‘ behavior may be altered if they know they are being studied

The Hawthorne studies revealed people work for many reasons, not just for money and subsistence.

for the first time, clear evidence was gathered to support workers‘ social and esteem needs

At least three major new areas of inquiry evolved: what motivates workers

leadership

organizations as behavioral systems.


Kenneth J. Peak



Motivating EmployeesMaslow’s Hierarchy of Needs

Abraham H. Maslow (1908–1970), founder of the

humanistic school of psychology, conducted

research on human behavior at the Air University,

Maxwell Air Force Base, Alabama, during the 1940s.

The behavior patterns analyzed were those of

motivated, happy, and production-oriented people—

achievers, not underachievers.

He studied biographies of historical and public

figures and also observed and his contemporaries—

none of whom showed psychological problems or

signs of neurotic behavior.


Kenneth J. Peak



Figure 2.9 Maslow‘s hierarchy of human needs. Source: A. H. Maslow, Motivation and

Personality, 2nd ed. (New York: Harper & Row, 1970).

Maslow‘s observations coalesced

into a hierarchy of needs

He suggested needs should

be filled in sequential order

to prevent frustration

Maslow‘s research indicated

that once a person reaches a

high state of motivation, he/she

will remain highly motivated,

will have a positive attitude

toward the organization, and

will adopt a ―pitch in and help‖

philosophy


Kenneth J. Peak



Motivating EmployeesExpectancy and Contingency Theories

The 1960s, expectancy theory, states employees will

do what managers or organizations want if:

the task appears to be possible

the reward (outcome) offered is seen as desirable

employees believe performing the task will bring

the desired outcome

there is a good chance that better performance

will bring greater rewards

The theory will work for an organization that specifies

behaviors it expects the rewards or outcomes for

those who exhibit such behaviors.


Kenneth J. Peak



Motivating EmployeesExpectancy and Contingency Theories

In the 70s, Morse & Lorsch described their

contingency theory, with these basic components:

among people‘s needs is a central need to achieve a

sense of competence

ways in which people fulfill this need will vary

competence motivation is most likely to be achieved

when there is a fit between task and organization, an

a sense of competence continues to motivate people

even after competence is achieved

This tells managers to tailor jobs to people or give

people skills, knowledge, and attitudes they need.


Kenneth J. Peak



Gamers, Tattoos, and AttitudesGenerations X, Y, and Next Employees

Many articles and books are being written about

understanding and motivating those persons of four

younger generations who are now entering or will

soon enter the workplace.

Generation X - persons born between 1965 & 1975

Generation Y - between 1976 & 1980.

The Next generation - between 1990 &1995

Millennials - also termed Generation 2.0––

extremely tech-savvy and digitally literate 20-

somethings preparing to enter the workplace


Kenneth J. Peak




These generations grew up amid rising crime rates,

violence & terrorism; structured lives; multicultural

society & resurgence of the ―American hero‖.

police officers & firefighters commonly in the news

Almost 90 percent have use the Internet; more than

half send text messages daily and use social

networking sites, have a tattoo or body piercing,

or have dyed their hair a nontraditional color.

They have an emerging sense of patriotism and

political interest, feel special, connected, confident,

hopeful, goal/achievement oriented, and inclusive.


Kenneth J. Peak




Their television viewing habits are unique as well.

Dragnet vs CSI; Starsky and Hutch vs 24; &

Three’s Company vs The Simpsons

An entire generation grew up in a game world––

where reward is everywhere.

gaming offers everyone the opportunity to be in

charge, succeed, and be a star

With respect to tattooing, while a member of these

generations might not look twice at exposed ink or

metal, administrators of the baby boomer generation

might find it offensive.


Kenneth J. Peak



Implications for the Criminal Justice

Workplace

How might criminal justice integrate such individuals

into a work environment with a strong hierarchy and

no reset button?

The American workplace will increasingly become

a playing field of competing viewpoints and values.

The implications for criminal justice administrators

are several.

they should think of ways in which they can take

advantage of the motivations of these younger

generations as they enter the field


Kenneth J. Peak



Implications for the Criminal Justice

Workplace

It is also recommended these leaders attempt to

understand the younger employee‘s preferred work

environment.

Such leaders should avoid judging those whose

work ethic is slightly different from theirs.

Regarding tattooing, administrators are given some

control over their employees‘ appearance––and

may find guidance in that arena––in a 1976 U.S.

Supreme Court decision, Kelley v. Johnson.

the Court said appearance regulations are generally

valid unless so irrational that they are arbitrary

chapter two - blackboard learn in 1930, people began to see negative ... abraham maslow, douglas...

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