Organizational_Behavior_in_a_Criminal_Justice_Agency

Organizational Behavior in a Criminal Justice Agency Most criminal justice agencies are organized in a militaristic, hierarchical manner. Each section of a department has its own individual chain of command. These individual sections fall under the umbrella of an overall command element with some type of commander; Chief, DA, Head judge, Warden, etc., who sets policy and has general administrative control over all the departmental areas. For the past 25 years, a major effort has been made to professionalize US police forces. The growth of administrative and management skills has improved the quality of justice organizations and paved the way for further reforms. Most justice agencies operate on the principles of a rational organized framework that encourages the free flow of communication, a clear chain of command, and strict guidelines and regulations enforced on its membership. In recent years many justice agencies have attempted to go to a more democratic style of decision-making to better address the needs of all involved, specifically giving lower ranking individuals a voice. This however has not caught on as a very often practiced approach to organizing a department’s decision-making process (Bohm, 2000). One part of police organizations that receives a great deal of attention is the “police personality” often referred to as the “blue wall, or blue line.” This is the personality that many officers assume when they join the ranks of a police force. Police personality has been described as dogmatic, authoritarian, suspicious, racist, hostile, insecure, and a host of other negative qualifiers. This is believed to cause police officers to bond into a secretive and isolated group with an us vs. them view of outsiders. This is just one aspect of an organizational behavior that exists within criminal justice agencies. The “blue line” behavior serves to help officers feel more secure in their jobs, but ultimately is detrimental to the overall effectiveness of the organization (Bohm, 2000). Key Elements There are six key elements within an organization that specifically relate to the effectiveness of that organization. All elements must be present and functioning in order for an organization to be successful; if they are all present at a high-level than the organization will experience a high degree of success. Altruism is the first of the six elements that have an impact on an organizations behavior. It is the degree individuals are ready to sacrifice benefits to them for the overall good of the organization. This is one of the core founding principles in the Air Force: service before self. The second element of organizational behavior is shared values. This is the degree that members of the organization share values, particularly the idea that they belong to a common entity that is greater than the personal interests of its membership, part of the greater good. Communication is the third of the key elements in organizational behavior. Effective communications within an organization, both internally and external, is essential to maintaining relationships. Communication is the fuel that both drives and maintains relationships. Communication is also essential to all other elements of the organization. Additionally, there must be effective communication within the organization. Trust is a required element of organizational behavior. Trust is the degree that members of an organization trust one another, especially their leadership, which is a reflection of the degree of integrity within the organization. The fifth element of organizational behavior is unity, meaning a shared sense of belonging to the organization. The degree to which the membership is willing to tolerate their differences and variations and their willingness to cooperate and work together, a sense of a common purpose, shared values. The final element of organizational behavior is leadership. Leaders have power, affect, and the ability to move an organization. The more effective an agency’s leadership, the more strength it has as an organization. The most effective and sustainable leadership operates so as to follow the decisions and desires of the organization as a whole, while enabling and facilitating its membership. Conclusion The six key elements involved in organizational leadership determine the success or failure of that organization. If the elements are present and functional then an organization has a good chance at success. If they are not present then the likelihood of failure for that organization is high. Keeping these key elements balanced and constantly adapting to the changing environment is the key to having a successful organization. Resources Bohm, (2000). Introduction to Criminal Justice Second Edition. Retrieved November 26, 2006, from Introduction to Criminal Justice Web site: http://www.glencoe.com/ps/cj/intro/