Criminal Justice Organizations Administration and Management 5th International Edition by Stan Stojkovic

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Sample Test

TEST BANK

Chapter 3

MULTIPLE CHOICE

1. The __________ dramatically expanded the power of law enforcement vis-á-vis constitutional constraints.

2. Civil Rights Act of 1871

3. Volstead Act

4. USA PATRIOT Act

5. Civil Rights Act of 1964

ANS: c REF: p. 54 OBJ: LO1

2. The __________ made prohibition the law of the land.

3. Civil Rights Act of 1871

4. Volstead Act

5. USA PATRIOT Act

6. Civil Rights Act of 1964

ANS: b REF: p. 64 OBJ: LO1

3. The __________ opened the door to civil litigation against criminal justice agencies.

4. Civil Rights Act of 1871

5. Volstead Act

6. USA PATRIOT Act

7. Civil Rights Act of 1964

ANS: d REF: p. 60 OBJ: LO1

4. The major body of law that provided limited constitutional rights to prisoners and dramatically changed the operations of corrections results from civil litigation that is often based upon the:

5. Civil Rights Act of 1871.

6. Volstead Act.

7. USA PATRIOT Act.

8. Civil Rights Act of 1964.

ANS: a REF: p. 60 OBJ: LO1

5. In __________, the U.S. Supreme Court effectively ended capital punishment in the United States for more than a decade.

6. Tennessee v. Garner (1985)

7. Fuhrman v. Georgia (1972)

8. Blakely v. Washington (2004)

9. Roberson v. Texas (1991)

ANS: b REF: p. 59 OBJ: LO2

6. In __________, the U.S. Supreme Court restricted the ability of a police officer to shoot a fleeing felon.

7. Tennessee v. Garner (1985)

8. Furman v. Georgia (1972)

9. Blakely v. Washington (2004)

10. Roberson v. Texas (1991)

ANS: b REF: p. 59 OBJ: LO2

7. The _______________, passed in 2002, allowed law enforcement officers much more latitude in securing search warrants.

1. Volstead Act

2. USA Patriot Act

3. Civil Rights Act of 1964

4. Hobbs Act

ANS: b REF: p. 59 OBJ: LO2

8. As an organization’s environmental conditions change, __________ also change.

9. demands for goods and services

10. legal and resource limitations

11. support for and opposition to the programs

12. all of these

ANS: c REF: p. 56 OBJ: LO1

9. The advent of the automobile into our society impacted the criminal justice system by:

10. expanding the range of operations for thieves.

11. creating a public safety problem.

12. increasing the efficiency of police patrols.

13. all of these

ANS: d REF: p. 57 OBJ: LO2

10. The use of computer technology in the judicial system may:

11. cause judges to suffer a case law information overload.

12. hold judges to higher standards.

13. serve to slow the process and create confusion.

14. all of these.

ANS: d REF: p. 57 OBJ: LO2

11. Researchers using large data sets to analyze the impact of the three-strikes sentencing laws observed __________ on crime reduction in jurisdictions where it is applied.

12. no significant impact

13. moderate positive impact

14. significant positive impact

15. moderate negative impact

ANS: a REF: p. 59 OBJ: LO2

12. Perhaps the most dramatic legislation to affect the operations of the criminal justice system is:

13. the Violent Crime Control and Law Enforcement Act of 1994.

14. the USA PATRIOT Act of 2001.

15. the Comprehensive Crime Control Act of 1984.

16. the Crime Control Act of 1990.

ANS: b REF: p. 54 OBJ: LO2

13. According to __________, the research on unemployment rates and crime rates is conflicting.

14. Thompson, Svirdoff, and McElroy

15. Belknap

16. Meyers and Simms

17. Fearn

ANS: a REF: p. 61 OBJ: LO2

14. __________ suggests that income inequality may be a better indicator of crime rate than poverty or unemployment.

15. Thompson, Svirdoff, and McElroy

16. Belknap

17. Meyers and Simms

18. Fearn

ANS: a REF: p. 61-62 OBJ: LO2

15. __________ finds that offenders in communities with high income inequality typically receive harsher sentences than offenders in other jurisdictions.

16. Thompson, Svirdoff, and McElroy

17. Belknap

18. Meyers and Simms

19. Fearn

ANS: d REF: p. 62 OBJ: LO2

16. __________ contend that the increasing rate of incarceration of African Americans may be linked to labor market conditions.

17. Thompson, Svirdoff, and McElroy

18. Belknap

19. Meyers and Simms

20. Fearn

ANS: c REF: p. 62 OBJ: LO2

17. Case law:

18. a review of criminal court cases by state and/or federal appellate courts.

19. can emanate from civil litigation against criminal justice agencies.

20. impacts powerfully on criminal justice agencies.

21. all of these

ANS: d REF: p. 61 OBJ: LO2

18. Cases that most dramatically impact criminal justice agencies are:

19. federal cases claiming violation of the Fifth, Sixth, or Eighth Amendments.

20. state cases claiming violation of the Fifth, Sixth, or Eighth Amendments.

21. federal cases pled under United States Code, section 1983.

22. state cases pled under United States Code, section 1983.

ANS: c REF: p. 60 OBJ: LO2

19. A public agency that fails to maintain successful relationships with its environment will:

20. fail to be responsive to demands.

21. not appropriate adequate resources and support for its activities.

22. be unable to adapt to significant environmental change.

23. all of these

ANS: d REF: p. 76 OBJ: LO3

20. __________ found that while we are incarcerating offenders at a high rate, most citizens are not supportive of allocating funds for more prison construction.

21. Warren

22. Rosch

23. Benton and Silberstein

24. Cohn, Rust, and Steen

ANS: d REF: p. 64 OBJ: LO4

21. __________ found that conservatives viewed the civil disobedience, rioting, and looting of the 1960s and 1970s simply as lawless conduct and advocated the increased use of coercive force to deal with it.

22. Warren

23. Rosch

24. Benton and Silberstein

25. Cohn, Rust, and Steen

ANS: b REF: p. 64 OBJ: LO5

22. __________ suggests that our present attempts to control the consumption of recreational drugs resembles our efforts to prohibit the use of alcohol in the 1920s and 1930s.

23. Warren

24. Rosch

25. Benton and Silberstein

26. Cohn, Rust, and Steen

ANS: a REF: p. 64 OBJ: LO2

23. __________ found that an increase in the population of a state generally indicates that the state will soon be building additional prisons.

24. Warren

25. Rosch

26. Benton and Silberstein

27. Cohn, Rust, and Steen

ANS: c REF: p. 62 OBJ: LO5

24. A current example of symbolism at work can be found in the program known as ___________________________________

1. Sexually Violent Predator Registry

2. American Missing Broadcast Emergency Response, or AMBER

3. Three Strikes Law

4. Truth in Sentencing Laws

ANS: b REF: p. 66 OBJ: LO7

25. __________ found that influence is gained only through concerted interest group effort.

26. He, Zhao, and Lovrich

27. Trojanowicz, Steele, and Trojanowicz

28. Lauffer

29. Olsen

ANS: d REF: p. 70 OBJ: LO6

TRUE/FALSE

1. Criminal justice agencies have become especially effective at public relations and influencing public opinion by using the media, especially with ad campaigns encouraging citizens to take steps to prevent crime.

ANS: F REF: p. 82 OBJ: LO7

2. In large systems, work processors become “street-level bureaucrats” who negotiate rules for the allocation of scarce agency resources with clients.

ANS: T REF: p. 76 OBJ: LO4

3. Catecholamine, dopamine, norepinephrine, and endorphins are examples of polydrugs.

ANS: F REF: p. 76 OBJ: LO5

4. The news media act as a conduit between agencies and the environment.

ANS: T REF: p. 82 OBJ: LO3

5. Agency boundaries, especially those of decoupled agencies, are permeable at the operational level.

ANS: T REF: p. 84 OBJ: LO5

6. Administrators must respond to all inputs, particularly when environmental demands are contradictory or capricious.

ANS: F REF: p. 87 OBJ: LO6

7. A society utilizes its political-legal system to perpetuate its most basic values.

ANS: T REF: p. 67 OBJ: LO3

8. In large organizations, the dominant coalition is the bulk of the organization’s members.

ANS: F REF: p. 76 OBJ: LO1

9. Civil litigation can only be filed in state courts.

ANS: F REF: p. 60 OBJ: LO2

10. Technology impacts the inner workings of the criminal justice system and changes the demands it must face.

ANS: T REF: p. 57 OBJ: LO2

FILL-IN

1. Large organizations tend to become __________, that is, to face multiple environments and interact with each environment at different organizational levels.

ANS: decoupled REF: p. 76 OBJ: LO5

2. Recent economic crises, such as the great recession of 2008, can cause major budget shortfalls in __________________ budgets.

ANS: governmental REF: p. 61 OBJ: LO1

3. Cultural views and values become political when we try to operationalize them or make them part of the official domain of __________.

ANS: government REF: p. 67 OBJ: LO2

4. ________________have dramatically increased the efficiency of our ability to communicate and store enormous amounts of information

ANS: Smartphones REF: pp. 53 OBJ: LO2

5. __________ relief is, in effect, a court order requiring a criminal justice agency to make changes in its practices.

ANS: Injunctive REF: pp. 59 OBJ: LO3

6. Successful __________ against a criminal justice agency may result in an order of monetary and/or injunctive relief against the agency.

ANS: litigation REF: p. 60 OBJ: LO2

7. The legal definition of crime is __________.

ANS: statutory REF: p. 58 OBJ: LO1

8. __________ and court decisions provide the basic rules and authority for the criminal justice system.

ANS: Legislation REF: p. 59 OBJ: LO2

9. Computer technology enable judges to do a __________ search from the bench while court is in session.

ANS: case law REF: p. 59 OBJ: LO2

10. We may define an organization’s __________ as any external phenomenon, event, group, individual, or system.

ANS: environment REF: p. 56 OBJ: LO1

ESSAY

1. Discuss the major environmental influences on the agencies of the criminal justice system.

ANS:

There are a number of environmental influences affecting the criminal justice system and they include: Technology, Law, Economic conditions, Demographic factors, Cultural conditions, Ecological conditions, and Political conditions.
Technology can have both direct and indirect influence upon the criminal justice system, while the law, and particularly, case law, provide the basic rules and authority for the system itself.
Economic conditions can control the amount and the flow of resources to public bureaucracies. Demographic factors, such as age of offenders or inmates can have a great impact on criminal justice agencies.
Cultural conditions reflect the norms, values, symbols, behaviors and expectations of society, and, as a result, they are reflected within the criminal justice system. Ecological factors, on the other hand, can affect the efficiency and effectiveness of public bureaucracies.
Finally, political conditions have an effect on organizations by bringing pressures from both clients and constituents

REF: pp. 56-65 OBJ: L01

2. Describe the political environment of the criminal justice system.

ANS:

Fairchild and Webb suggest that we view the political environment of the criminal justice system as a complex decision-making apparatus. This apparatus contains both formal and informal overlapping subsystems.
The formal system includes legislatures at federal, state and local levels. These legislative bodies play a large role in determining how criminal justice agencies formulate policy and procedure.
The informal system is comprised of sources that seek to apply pressures and demands on bureaucratic systems. These sources may support or oppose existing programs.
The political environment can vary greatly in its size and influence. Smaller, rural communities often provide agencies with constant community input as they are tied so closely with the local social system. Larger, more urban communities tend to be shielded from such direct influence as citizen complaints may be handled through formal channels.

REF: pp. 67-70 OBJ: LO3

3. Explain the major relationships between environmental uncertainty and decoupled organizations.

ANS:

Duncan posits that environmental uncertainty arises when organizations are unable to estimate how probabilities will affect a decision; and when a lack of information concerning the cost of an incorrect decision occurs.
A decoupled organization is one that faces multiple environments and interacts with each environment at different levels of the organization. These levels include a dominant coalition and work processors, as described by Nokes.
These types of organization often face unique challenges, as the demands and pressures placed upon the dominant coalition may vary from those faced by work process groups.
Decentralizing large bureaucracies is one way to deal with the decoupling issue. As an agency decentralizes, the work processors are given enough flexibility to deal with local clientele.

REF: pp. 76-77 OBJ: LO4

4. Using the terrorist attack on September 11, 2001 as an example, explain how changing conditions can affect an organization.

ANS:

As a result of the attacks on September 11, 2011, organizations were forced to react to a new political culture that would affect the practices of law enforcement and security agencies.
Spurred by the nation’s fear of its inability to prevent such an attack, coupled with the panic that another attack may occur, an overriding agency, now known as Homeland Security was created by Congress.
In 2002, the controversial Patriot Act was passed and allowed security agencies and police personnel to detain and question suspicious persons with unprecedented freedom. Airline and airport security completely changed as a result of new legislative initiatives.

REF: pp. 53-54 OBJ: LO1

5. Explain how an organization may use symbols and slogans to protect its boundaries.

ANS:

Symbolism can be a powerful communication tool for criminal justice organizations. Agencies may use general symbolic statements that provide them with the appearance of conforming to the demands of clients and constituents.
Examples of the use of symbolism include the use of specific terminology while discussing players within the corrections systems. Guards have become corrections officers, and inmates are now being called clients. Police no longer simply fight crime, they serve and protect.
Another example is the use of the American Missing Broadcast Emergency Response, or AMBER alerts. This program was developed after public outcry regarding the seemingly alarming increase in the number of child abductions. However, Griffin and Miller have shown that little empirical evidence exist to support the effectiveness of this program.

REF: pp.66-70 OBJ: LO7

TEST BANK

Chapter 5

MULTIPLE CHOICE

1. Proponents of the __________ school of organizational theorists were concerned about how employees fit into organizations beyond simply being workers.

2. behavioral

3. process

4. development

5. human relations

ANS: d REF: p. 131 OBJ: LO3

2. Proponents of the __________ school of organizational theorists emphasize the importance of manager and leader behavior to motivation and other critical administrative actions.

3. behavioral

4. process

5. development

6. human relations

ANS: a REF: p. 131 OBJ: LO3

3. __________ theory includes the process of viewing people simplistically as either winners or losers.

4. Need

5. Achievement-power-affiliation

6. Equity

7. Expectancy

ANS: b REF: pp. 137-138 OBJ: LO3

4. __________ theory is a rational approach to motivation.

5. Need

6. Achievement-power-affiliation

7. Equity

8. Expectancy

ANS: d REF: p. 139 OBJ: LO3

5. __________ theory is the most recognized theory of motivation.

6. Need

7. Achievement-power-affiliation

8. Equity

9. Expectancy

ANS: a REF: p. 132 OBJ: LO3

6. __________ theory stresses the importance of fairness in the organization.

7. Need

8. Achievement-power-affiliation

9. Equity

10. Expectancy

ANS: d REF: p. 143 OBJ: LO3

7. A basic concept of _________ theory is that performance equals motivation times ability.

8. need

9. achievement-power-affiliation

10. equity

11. expectancy

ANS: d REF: p. 139 OBJ: LO3

8. The second concern of __________ theory is that human beings must feel safe in their environments and free from any threat of attack by aggressors.

9. need

10. achievement-power-affiliation

11. equity

12. expectancy

ANS: a REF: p. 133 OBJ: LO3

9. An examination of both inputs and outputs is critical to understanding and applying __________ theory.

10. need

11. achievement-power-affiliation

12. equity

13. expectancy

ANS: c REF: p. 143 OBJ: LO3

10. __________ theory was originally developed by David McClelland.

11. Need

12. Achievement-power-affiliation

13. Equity

14. Expectancy

ANS: d REF: p. 137 OBJ: LO3

11. __________ theory was originally developed by Abraham Maslow.

12. Need

13. Achievement-power-affiliation

14. Equity

15. Expectancy

ANS: a REF: p. 133 OBJ: LO3

12. The evolving discussion of __________ theory’s applicability to the criminal justice system involves consideration of the concepts of procedural justice and interactional justice.

13. need

14. achievement-power-affiliation

15. equity

16. expectancy

ANS: c REF: p. 143 OBJ: LO3

13. __________ theory includes consideration of valences, or the level of satisfaction or dissatisfaction produced by various outcomes.

14. Need

15. Achievement-power-affiliation

16. Equity

17. Expectancy

ANS: d REF: p. 139 OBJ: LO3

14. __________ suggests that management must come to grips with the fact that organizations, either private or public, can no longer exist in a social vacuum.

15. Theory X

16. Theory Y

17. Theory Z

18. Need theory

ANS: c REF: p. 146 OBJ: LO3

15. __________ has been the norm in traditional criminal justice organizations.

16. Theory X

17. Theory Y

18. Theory Z

19. Need theory

ANS: a REF: p. 137 OBJ: LO3

16. __________ posits that management has a responsibility to structure a work environment that promotes the highest level of employee motivation.

17. Theory X

18. Theory Y

19. Theory Z

20. Need theory

ANS: c REF: p. 137 OBJ: LO3

17. McGregor considered the three fundamental assumptions of __________ to be the conventional views of management.

18. theory X

19. theory Y

20. theory Z

21. need theory

ANS: a REF: p. 137 OBJ: LO3

18. __________ has had limited application in public organizations.

19. Theory X

20. Theory Y

21. Theory Z

22. Need theory

ANS: c REF: p. 139 OBJ: LO3

19. __________ suggests, fundamentally, that management has a crucial role to play in motivating employees.

20. Theory X

21. Theory Y

22. Theory Z

23. Need theory

ANS: b REF: p. 137 OBJ: LO3

20. Proponents of the ______ ________ ________ are concerned about how employees fit into organizations beyond simply being workers.

21. behavioral adaptation school

22. human relations school

23. Theory X school

24. Theory Z school

ANS: b REF: p. 139 OBJ: LO3

21. __________ suggests that there is a definite relationship between job satisfaction among employees and management style.

22. Theory X

23. Theory Y

24. Theory Z

25. Need theory

ANS: b REF: p. 137 OBJ: LO3

22. Supporters of __________ propose a team approach to policing.

23. theory X

24. theory Y

25. theory Z

26. need theory

ANS: c REF: p. 139 OBJ: LO3

23. The _________ ______________ of motivation, developed by the California Department of Corrections, has six basic elements.

24. hybrid model

25. manger’s model

26. integrated model

27. quality model

ANS: c REF: p. 153 OBJ: LO4

24. Quality circle programs are based on the assumptions that:

25. interactions among employees should maximize individual growth, and such growth will maximize organizational effectiveness.

26. limited management participation will enhance employees’ sense of program ownership and commitment to program success.

27. organizational goals should establish the structure of growth opportunities.

28. all of these

ANS: a REF: p. 150 OBJ: LO4

25. The differing theoretical positions on employee motivation are linked by employees’:

26. needs.

27. perspectives.

28. viewpoints.

29. all of these

ANS: d REF: p. 129 OBJ: LO4

TRUE/FALSE

1. The behavioral school of management emphasizes workers’ behavior in relation to the pursuit of organizational goals.

ANS: F REF: p. 132 OBJ: LO2

2. The field of organizational development has its roots in the behavioral school of management.

ANS: F REF: p. 132 OBJ: LO2

3. Equity theory holds that an individual’s motivation level is affected by her or his perception of fairness in the workplace.

ANS: T REF: p. 143 OBJ: LO3

4. Theories of motivation evolved over the last century concurrent with the industrial revolution.

ANS: T REF: p. 132 OBJ: LO2

5. The developer of theory X considered its fundamental assumptions to be the conventional views of management.

ANS: T REF: p. 137 OBJ: LO3

6. With respect to the power motive and criminal justice personnel, research has been done primarily within large urban police departments.

ANS: F REF: p. 138 OBJ: LO4

7. Expectancy theory posits that police work, for example, relies on the belief among police officers that their efforts will produce a reduction in crime.

ANS: T REF: p. 139 OBJ: LO4

8. Theory Y views the human condition optimistically.

ANS: T REF: p. 137 OBJ: LO3

9. Researchers have found no useful purpose for quality circle programs within criminal justice.

ANS: F REF: p. 150 OBJ: LO4

10. The most recognized theory of motivation is McGregor’s need theory.

ANS: F REF: p. 137 OBJ: LO3

FILL-IN

1. __________ theory, developed by Maslow, is the most recognized theory of motivation.

ANS: Need REF: p. 133 OBJ: LO2

2. The highest order of need is __________.

ANS: self-actualization REF: p. 134 OBJ: LO2

3. Theory X can be summed up by saying that __________ consists of getting things done through other people.

ANS: management REF: p. 137 OBJ: LO3

4. __________ theory is based on the belief that if a certain amount of effort is put forth, a calculated outcome will result

ANS: expectancy REF: p. 139 OBJ: LO2

5. _________ needs are the most basic needs in accordance with Maslow’s hierarchy.

ANS: Physical REF: p. 134 OBJ: LO2

6. __________ theory stresses the importance of fairness in the organization and how employees perceive its application in the workforce.

ANS: Equity REF: p. 143 OBJ: LO5

7. Theory Z suggests that __________ can no longer exist in a social vacuum.

ANS: management REF: p. 139 OBJ: LO3

8. Supporters of theory Z propose a __________ approach to policing, with emphasis on the collective responsibility of officers.

ANS: team REF: p. 139 OBJ: LO3

9. ________ ________ are defined as small groups of employees who meet regularly to identify and recommend solutions to problems in the workplace.

ANS: quality circles REF: p. 150 OBJ: LO4

10. The __________ model of motivation emphasizes personal motives and values, and employs processes that support members’ goals.

ANS: integrated REF: pp. 153-154 OBJ: LO5

ESSAY

1. Discuss the six theories of motivating personnel.

ANS:

The most recognized theory of motivation derives from the work of Abraham Maslow, who developed Need theory, based upon human’s physical and psychological needs. Maslow argued that these needs affect human behavior patterns. His list of needs include, physical, safety and security, social or belonging, self-esteem, and self-actualization.
The second theory of motivation is called Theory X and Theory Y. This theory was developed by Douglas McCregor in the late 1970s. Theory X maintains that management must direct the efforts of personnel and must motivate and control their actions. The belief is that people would ignore organizational needs if left to their own devices. Theory Y posits that people have only become ignorant or resistant to organizational needs due to prior bad experiences. As a result, it is management’s job to arrange organizational conditions so that people can achieve their own goals by working towards organizational objectives.
The third theory of motivation is Achievement-Power-Affiliation Theory, originally developed by David McClelland. This theory argues that workers seek to achieve success through their own efforts, not necessarily based on other factors. The theory also posits that people like to work on projects that are challenging, but not impossible. Finally, proponents of this theory would argue that people like to receive identifiable and recurring feedback about their work.
Fourth is Expectancy theory, which posits that if a certain amount of work or effort is put forth, a calculated outcome will result. That is to say, there is a certain expectation that hard work will produce a predictable result.
The fifth theory is called Equity theory. This theory holds that an individual’s motivation level is affected by her or his perception of fairness in the workplace. Individual motivation must be understood in relation to how other employees are treated by management and/or the organization.
Theory Z is the final theory of motivation. Theory Z is actually an extension of Theory Y and posits that management must come to grips with the fact that organizations, both private and public, can no longer exist in a social vacuum. Management must learn to deal with employee motivational problems in unique and diverse ways.

REF: pp. 132-145 OBJ: L03

2. Explain need theory and relate it to a criminal justice personnel scenario.

Abraham Maslow, who developed Need theory, based motivational factors upon human’s physical and psychological needs. Maslow argued that these needs affect human behavior patterns. His list of needs include, physical, safety and security, social or belonging, self-esteem, and self-actualization.
Research in criminal justice has supported some tenets of Maslow’s theory. It has been demonstrated that older police officers and those with higher levels of education perceive control of their environments and some autonomy as critical to their job satisfaction.
It has also been demonstrated that corrections officers report leaving their positions due to the inability of management to improve their working conditions, which may also include their safety and security.
Bennet has argued that the structuring of police work makes it difficult for some officer’s needs to be met. For example, some departments have shifts that run twelve hours and involve a lot of waiting or idle time. Bennet has also found that some police departments had difficulty dealing with self-esteem needs of their officers.

REF: pp. 133-135 OBJ: L03

3. Define and discuss quality circle programs.

ANS:

Quality circle programs are defined as small groups of employees, usually non-management personnel from the same work unit, who meet regularly to identify and recommend solutions to workplace problems.
Quality circle programs are based upon two assumptions. First, interactions among employees should provide for the maximum growth of the individual. Second, by providing conditions for the growth of employees, the organization will become more effective. In other words, it is in the best interest of the organization to promote the well being of the employee.
Some probation and police departments have implemented quality circle programs with great success. Researchers have discovered that these types of programs serve those completing “people work”, well.
While the research literature has been positive in regards to the implementation of quality circles into criminal justice settings, it would be naïve to suggest that they can be applied to all areas of the criminal justice system.

REF: pp. 150-152 OBJ: L03

4. Explain management by objectives.

ANS:

It is likely that no other innovation within management circles since the 1950s has had as much influence on organizations as management by objectives (MBO). It can be defined as a process whereby individual managers and employees identify goals and work toward their completion and evaluation within a specified time period.
Among criminal justice organizations, Angell was the first researcher to suggest that MBO could have a positive influence on police agencies. Angell saw the democratization of police organizations as a step towards improving the delivery of services.
Some researchers, however, have posited that MBO could be detrimental to police agencies. Sherman argued that this democratic model would be deleterious to police organizations because it grants decision-making authority to teams of police, thereby ignoring the traditional police hierarchy.

Archambeult and Archambeault believed that in order for MBO to work in any correctional setting, certain conditions must exist. First, administrative personnel must truly be committed to MBO. Second, administrative staff must be able to receive criticism and suggestions from employees. Third, any MBO program must take into consideration the organization’s power structure.

REF: pp. 151-153 OBJ: L03

5. Explain equity theory and relate it to criminal justice agencies.

ANS:

Equity theory posits that an individual’s motivation level is affected by her or his perception of fairness in the workplace. Individual motivation must be understood in relation to how other employees are treated by management and/or the organization. The theory rests on two fundamental assumptions: individuals evaluate their own interpersonal relationships as they would any other commodity; and second, individuals develop expectations about their evaluation in the organization equivalent to the amount of individual contribution they make.
For criminal justice organizations, the perception of inequity is fostered by a number of factors beyond the control of administrators. For example, the rigid structure of public contracts limits the ability of criminal justice administrators to deal with inequities. As such, employees may perceive a disjuncture between their work performance and the pay of other similarly situated employees.
Within criminal justice organizations, employees perform a number of duties that go beyond typical pay considerations. Pay incentives, such as those seen in private industries with performance bonuses, simply do not exist within a criminal justice position.
Equity theory can be applied, however, when one considers that being treated fairly and with respect goes a long way in positions where the primary motivation to perform is limited and appeals to more intrinsic rewards.

REF: pp. 145-147 OBJ: L03

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