Organizational behavior and environment
Change management refers to organizational practices that gear towards realization of desirable ideals and aspirations that suffice with regard to individuals, groups, or organizational entities (Fryer, 2011). In most cases, change management guarantees propagation of practices that create impetus for appropriate action in institutional contexts. Change management necessitates scrutiny and approval by stakeholders in order to ensure compliance and sustenance of organizational ideals.
Change management is an important aspect with regard to organizational management because it addresses issues that recur within institutions (Fryer, 2011). In order to ensure success in change management, there is need for strategic measures that ultimately bolster realization of core ideals that characterize the overall process of change management (Fryer, 2011). Change management is a crucial facet of operation within the criminal justice system.
This reality necessitates proper management and strategic planning in order to promote the delivery of justice in contemporary society. There are numerous strategies that suffice with regard to change management in criminal justice systems (Fryer, 2011). Evaluation is an example of such strategies that enhance overall realization of desirable change within institutional context. Under this strategy, criminal justice managers identify areas that require adjustments (Fryer, 2011). This accords them opportunity to implement policies that guarantee positive results.
Assessment and classification are also important because they ensure appropriate implementation of policies that are relevant to criminal justice in contemporary society (Fryer, 2011). Change management is critical and sensitive in criminal justice because it creates impetus for realization and propagation of ideals that embody delivery and sustenance of justice in social context (Fryer, 2011).
Group behavior and processes
Conflict is a ubiquitous reality in contemporary organizational setting. Due to its recurrent nature, it is important for organizational leaders to guarantee appropriate response whenever it suffices in institutional jurisdiction. Accommodating also suffices as an example of conflict management styles (Kania, 2008). Under this premise, organizational leaders cooperate in order to facilitate diffusion of difficult situations.
This conflict management style enables either party to consider contrarian positions with regard to contentious issues that arise in the work place (Kania, 2008). Although this style is preferable, it requires expertise because it heralds inherent complexities and contradictions that could derail conflict resolution. Another conflict management style involves collaboration in the workplace. Under this premise, both parties pursue recurrent goals with regard to conflicts (Kania, 2008).
This style does not give room for compromise because both parties strive to ameliorate their chances of getting fair deal (Kania, 2008). This style is appropriate whenever there is urgent need for a solution in complex situations. Criminal justice managers are responsible for conflict management because they coordinate operations in the workplace. It is easier for them to identify areas that require attention in their jurisdiction (Kania, 2008).
Individual behavior and processes
Employee motivation is an important aspect with regard to organizational leadership and management. In most cases, employee motivation creates impetus for productivity and overall desire for excellence among individuals in organizations (Schein, 2010). It is important for managers to pursue appropriate avenues that guarantee productivity and progress. Numerous theories contextualize employee motivation in contemporary organizational setting. An example of such paradigms is goal setting theory.
According to George Odiorne, employees are motivated whenever they set goals that define appropriate threshold of operation in the workplace (Schein, 2010). Whenever there are elaborate goals within an organization, employees strive to actualize them through constant efforts that gear towards their realization. This supports recurrent desire for progress and accomplishment in organizations. On the other hand, it gives employees purpose for action with regard to designated areas of interest.
This theoretical premise accentuates individual efforts that ultimately contribute to organizational success (Schein, 2010). Devoid of employee motivation, organizations cannot inspire positivity among individuals. Management experts contend that employee motivation entails recurrent pursuit of issues that improve basic working conditions in organizational context (Schein, 2010). Expectancy theory is another example of employee motivation theories.
According to Victor Vroom, employees are motivated if they harbour expectations of success with regard to efforts that they undertake in the workplace. Under this premise, employees desire appropriate outcomes that precipitate success in all undertakings that suffice in their areas of interest (Schein, 2010). Organizational leaders should allow employees to engage in activities that bolster individual industry and performance at all times.
If employees lack such opportunities, they develop low esteem that could ultimately injure their ability to perform vital duties in the workplace. Individual motivation and coaching is sensitive and important because it helps in identification of individual qualities with regard to employees (Schein, 2010). It is important for employees to understand qualities and attributes that increase their worth in the organization.
Criminal justice personnel management entails monitoring and evaluation of diverse issues that manifest in the workplace. Therefore, it is important for leaders to institute measures that accentuate realization of basic ideals and aspirations in the criminal justice system. This can only be achieved through appropriate motivation and coaching (Schein, 2010).
Communication is an important aspect with regard to operations within organizational settings. Through communication, organizational leaders enhance interaction and delivery of cues among employees (Robbins & Judge, 2009). There are formal and informal channels of communication that suffice within organizational context. Formal channels of communication support passage of information through elaborate institutional frameworks that define operations within specific entities.
Formal communication is usually elaborate and intentional (Robbins & Judge, 2009). It is officially structured in order to guarantee propagation of information in the workplace. This form of communication suffices through official channels that are acceptable within specific institutional frameworks. An example of formal communication is organizational publications (Robbins & Judge, 2009). This avenue of communication involves published materials that enhance propagation of internal and external information.
It is advantageous because it promotes sustenance of authority interaction within organizational entities. However, it is disadvantageous because it precipitates distortion of information (Robbins & Judge, 2009). On the other hand, informal channels of communication suffice outside the structured realms of organizational hierarchy of management.
Overheard comments suffice as informal communication. Advantages of this form of communication include the ability to support unanimous decisions because it involves many people within organizations. However, it is disadvantageous because it encourages propagation of unclear information that ultimately leads to conflict among individuals in organizations (Robbins & Judge, 2009).
Organizational diversity refers to overall composition of the workforce and diverse realities that manifest with regard to operations in an organization. It embodies various differences that relate to parameters such as age, gender, racial orientation, religious background, and level of education (Peak, 2010). Such qualities play an important role in determining progress and productivity in organizational entities. On the other hand, a multicultural organization is one that comprises people from diverse socio-cultural backgrounds.
Such organizations guarantee adequate integration of minorities. They also operate devoid of discrimination with regard to internal and external engagements (Peak, 2010). Diversity is advantageous because it bolsters innovation in organizations. It also addresses cultural differences that manifest with regard to operations in organizational entities. However, it precipitates tension and discord due to cultural incongruence (Peak, 2010).
Fryer, M. (2011). Ethics and Organizational Leadership: Developing Normative Model. London: OUP Oxford.
Kania, R. E. (2008). Managing Criminal Justice Organizations: An Introduction. Newark: Lexis Nexis Matthew Bender.
Peak, K. (2010). Justice Administration: Police, Courts, and Corrections Management. Upper Saddle River: Pearson/Prentice Hall.
Robbins, S. P., & Judge, T. A. (2009). Organizational Behavior. Upper Saddle River: Pearson/Prentice Hall.
Schein, E. (2010). Organizational Culture and Leadership. Newyork: John Wiley & Sons.