Scientific Management In Criminal Justice

Abstract

Within criminal justice organizations three main styles of management exist: the scientific management approach, human relations management, and systems management. Scientific management as outlined by Frederick Taylor emphasizes increasing the efficiency of labor through the fragmentation of work, use of time motion studies, and motivation through pay incentives and leisure time. Human relations management, in contrast with Taylor’s scientific management, emphasizes the values, feelings, and the needs of workers as important elements of any organization. Systems management focuses on a holistic approach which involves not only management of personnel, but also puts emphasis on organizational knowledge.

Management in Criminal Justice

These three styles of management each have their advantages and disadvantages. Scientific management is probably the most recognized and well-studied of the three. This style of management probably best works in criminal justice fields such as police and correctional facilities where a hierarchical system of organization is more dominant. Some of the benefits using this approach include a wider scope for specialization, lesser costs, better quality, and timely delivery. The downfall of scientific management tends to be its de-emphasis on the perspectives and experience of workers. The basis of scientific management is that people are replaceable. Treating employees as nothing more than springs in a machine takes value away from their work and gives them the impression that what they do has no higher purpose. Under the theory of scientific management the presumption is that those at the top of the hierarchical pyramid know how things should be done and why, while those at the bottom should do as they are told without question or explanation. To me, this is not a way to motivate your subordinates and it certainly does not make an organization more functional.
Human relations management was developed after scientific management and has been referred to as democratic management because this theory focuses on supervisors acting as mentors and leaders rather than micromanaging and stiff relationships within an organization. This management style is more concerned with how employees fit into organizations aside from simply being workers. The movement toward human relations management began with the pivotal studies conducted in the 1920’s-1930’s by the Harvard Business School. These studies found that worker productivity is more closely connected to social capacity rather than physical capacity, and that noneconomic rewards play a major role in motivating employees. This model understands that motivation is a process in which both managers and employees work together to create a well-functioning organization. Within the criminal justice field, this theory of management would probably work best at a courts level where an individual approach and personal discretion is needed for the courts system to run smoothly overall. While this approach sounds like the key to a harmonious work environment, it has had its limitations. Within this approach the primary goal becomes social awards while attention to task accomplishment holds less value. This approach looks pretty, and I’m sure most employees would initially look at this as the best approach, but from an organizational standpoint this approach could lead to a competitive work environment in which it is better to help yourself by allowing others to fail rather than lift a finger to help them. A mentality of, “if you do bad, I look better, and have a better chance of receiving praise” may ensue.
The third approach to management in the criminal justice field is known as systems management.

This approach takes concepts from both scientific management and human relations management to include not only management of personnel, but also management of organizational knowledge. In my opinion systems management is probably the most effective style of management in criminal justice agencies because it promotes unity and mutual respect in the workforce without undermining the need to accomplish goals for the sake of production. In a field like criminal justice where there are vast numbers of specialized divisions, open communication and cooperation between these units can be highly beneficial. Scientific management, while technically efficient, is too tedious and inattentive of workers physical and emotional needs. Human relations, while attentive to employees feelings, is too lax for the criminal justice system wherein accomplishment is not just for production, but for the safety and effectiveness of society as a

whole.
Karl Ludwig von Bertalanffy, coined as one of the founders of systems theory, attempted to provide alternatives to conventional models of organization by affecting a theory of management that holds both to task efficiency and turnout, as well as focusing on leadership rather than dictatorship. The three major aspects of systems theory include goal optimization, a systems perspective, and emphasis on behavior within the organization. Although systems management was developed later, it is quickly being implemented into the criminal justice system. Traditionally criminal justice agencies have been hierarchical in structure, more linear in evolution, and slower to adjust to change. However, the implementation of systems management has become more and more popular within criminal justice agencies.
The best managers are also leaders.

Leaders do not have subordinates, they have followers. Managing in any business organization is stressful, managing in an already stressful environment, such as the criminal justice field, takes so much more. In following the systems management approach, managers in the criminal justice field recognize interdependence of personnel, the impact of environment on organizational structure and function, and effects of outside stakeholders on the organization. This approach implements an open door policy, allowing employees the opportunity to participate in decision-making processes and incorporate their ideas into the system. It also encourages task accomplishment not just by incentive, but through motivation. This style of management tends to place emphasis on the idea that an organization operates based on the information and data accessible to its employees. It expects that the proper management of these elements will in essence lead to success and efficiency on the part of the

organization.
There are dozens of management theories out there, with more being founded every day. Right now we have found a good approach to management within criminal justice agencies, however, it is important to be considerate of new ideas and angles in order to stay innovative. It is important that managers in a criminal justice setting understand the vital need to develop organizations that meet the expectations of their community members as well as those of their workers. A good manager knows that what works right now may not always work in the future. As long as they are willing to lead and motivate their subordinates, and keep an open line of communication they shouldn’t fail. There is no one size fits all when it comes to management styles, therefore organizations need to implement the management theory that best compliments the sector at hand. Key considerations should be flexibility and awareness, as well as the overall picture.