The type of job design that future criminal justice organizations create must be predicated on differing ideas of how they collect and analyze information, use technology, recruit and train personnel, and meet 21st century organizational goals. Research has found that these progressive job designs have created employee perceptions of innovation, autonomy, and empowerment that can lead toward reduced job stress and absenteeism, increased job satisfaction, greater organizational commitment among employees, and better service to the public.
Another major issue facing criminal justice organizations is the lack of quality leaders. Although research has stressed the importance of leadership within criminal justice agencies, few agencies have created leadership development programs. Additionally, few of the existing theoretical models of leadership, created in other disciplines, have been applied to criminal justice organizations.
Finally, the current attempts at restructuring police organizations, court systems, and correctional organizations have focused on questions of how employees should be supervised, evaluated, and how such a concept must be placed within the context of multiple and competing goals.
After reviewing the assignments, module notes, PowerPoint presentations, and videos in the Required Readings page, you will have a better understanding of the importance, as well as impact, that good job design, effective leadership, and the major role that organizational structure has on personnel evaluation and supervision.
Before addressing this question, you must view the following video files:
Films Media Group. (2011). Management styles explained. Situational/Contingency Approach to Management. Links to an external site. Films On Demand. [Video file – 2 min 25 sec] Retrieved from https://vlib.excelsior.edu/login?url=https://fod.infobase.com/PortalPlaylists.aspx?wID=103647&xtid=44682&loid=117270
Seven Dimensions (Producer). (2019). 4 skill sets for successful leadership. Links to an external site. [Video File – 1 min] Seven Dimensions. Retrieved from https://video-alexanderstreet-com.vlib.excelsior.edu/watch/4-skill-sets-for-successful-leadership
INSTRUCTIONS:
Reference:
Stojkovic, S., Kalinich, D., & Klofas, J. (2015). Criminal justice organizations: Adminstration and management (6th ed.).Belmont, CA: Wadsworth
In this module you will participate in some table top “brainstorming” exercises requiring collaboration with your classmates, therefore, you do NOT have to respond to at least two other classmates, because your responses will be shared with your collaboration team:
You must generate ideas for ALL THREE exercises in your initial post by Thursday, at the latest, earlier is better.
Then you must select at least two other students’ posts to form a “collaborative team” of at least three students.
You must then collaborate on ALL THREE exercises
You will select a team leader who will submit a final post, to the Instructor, with your teams’ final ideas, for all three exercises, and identify each of your team members — for grading purposes.
Be sure your “ideas” incorporate some of the relevant key terms and precepts studied in Module 4.
Click on “Collaborations” under “Discussions” in your course menu (tool bar) to see the resources, like Google Docs, that you can use to work collaboratively on these exercises. However, in addition to “Google Docs, you may prefer to meet with your team using Zoom, Google Meet, Facetime on your smart phone, or merely collaborate within the discussion board forum.
This exercise is a great way for you to get to know your classmates and experience the real-world value of collaboration. Have fun with these table top exercises!
Chapter 6: Job Design
Exercise #1: Chapter 6: Job Design
National Institute of Justice. (2020, March 4). Promising practices in police recruitment, selection, training, and retention Links to an external site.. [Video]. YouTube. https://www.youtube.com/watch?v=wrl3M-4pGs0#:~:text=https%3A//youtu.be/wrl3M-4pGs0
Criminal Justice organizations need to make changes to meet the needs of a different type of employee entering 21st century criminal justice organizations. As a professional law enforcement consultant, hired by the Mayor, you have been asked to develop a job design that will attract a more diverse, educated, analytical/problem-solving, and team/collaborative-oriented employees. What specific “employee job design” ideas would you advance to the Mayor to fully address and attract these sorts of employees?
Exercise #2 – Chapter 7: Leadership
National Institute of Justice. (2020, March 25). Key points about stress and wellness for law enforcement leadership Links to an external site.. [Video]. YouTube. https://www.youtube.com/watch?v=jfoqi7–6hA#:~:text=https%3A//youtu.be/jfoqi7–6hA
After retiring as a NYPD officer, you have decided to write a book entitled: Leadership in Turbulent Times. In your book you identify and discuss some of the best practices, theories, and models, and ideas regarding how 21st century leaders can effectively define their mission, structure this mission into their hierarchy, maintain the values of the organization that give it its identity, and control conflicts among competing interests within the organization despite the politicization of criminal justice policy and practice.
Exercise # 3 – Chapter 8: Personnel Evaluation and Supervision
Finest’s Professional Development ( 2021). Police leadership development – police excellence Links to an external site.. YouTube. https://youtu.be/q1pngJAJZrQ
You are the Field Training Officer (FTO) for a large criminal justice organization and tasked with the responsibility of training newly promoted supervisors. Your boss has asked for you to provide How do supervisors maintain control of employees so that their behaviors are consistent with organizational goals? A corollary question is the following: What specific changes need to be implemented to enhance the supervision and evaluation of employees?