Instructors Manual - for Correctional Administration: Integrating Th...

Instructor’s Manual for

Correctional Administration:

Integrating Theory and Practice Third Edition Richard P. Seiter, Ph.D. 1 / 4

CONTENTS

Chapter 1 – Correctional Administration: Past to Present 1

Chapter 2 – Theories of Leadership and Management 9 Chapter 3 – Leadership and Management of Corrections 15

Chapter 4 – Setting the Tone: Vision, Mission, and Strategic Planning 20

Chapter 5 – The Role of Staff in Corrections 25 Chapter 6 – Human Resource Management for Corrections 33 Chapter 7 – Staff Organization and Functions 39 Chapter 8 – Supervising and Empowering Employees 46 Chapter 9 – Fiscal Management and the Challenge of Cost Containment 47 Chapter 10 – Managing Risk through Offender Classification 57 Chapter 11 – Managing the External Environment 64 Chapter 12 – Managing Security in Prisons 68 Chapter 13 – Managing Programs in Prisons 75 Chapter 14 – Managing Basic Services in Prisons 80 Chapter 15 – Critical Issues for Correctional Administrators 8 7 Chapter 16 – The Future of Correctional Administration 95 2 / 4

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CHAPTER 1

Correctional Administration: Past to Present

CHAPTER OVERVIEW

Chapter 1 is the introduction to correctional administration and provides students a good background and a foundation for their study going forward. The chapter begins with a description of what correctional administration is, and defines administration, leadership, and management as they will be used in this textbook. The chapter includes why it is important to study correctional administration today, citing the growth in corrections and the continually developing complexities of managing a correctional agency. The chapter then provides management development from the private to public sector, and how the evolution of correctional philosophy has influenced correctional administration. Finally, the chapter describes commonly accepted goals of corrections (which administrators must balance to accomplish) and explains how contemporary correctional agencies are organized.

CHAPTER OBJECTIVES

At the end of this chapter you should be able to:

• Define correctional administration and describe the four levels of staff in a correctional agency.• Summarize the impact that private sector management has on public sector administrative practices.• Outline how the development of correctional philosophy and practice is integrated with various approaches to correctional administration.• Define the “hands off” doctrine taken by federal courts regarding correctional issues and summarize how its collapse has impacted corrections.• Identify the reasons for the death of the medical model in corrections.• Describe the two recent developments that have influenced correctional policy maker to renew their support for rehabilitation as a correctional goal.• Compare the trends in the growth of correctional populations over the period of the 1980s and 1990s to the growth since 2000.• Compare and contrast specific deterrence with general deterrence.• Summarize the two ways to define and view the correctional goal of incapacitation.• Describe the general environment in which correctional administrators must function today.

LECTURE OUTLINE 3 / 4

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• What is correctional Administration? Correctional administration is guiding and directing

an agency responsible for the of criminal offenders, and includes the traditional management functions of planning, organizing, staffing, directing and controlling. It requires a thorough substantive knowledge of corrections and correctional issues. And, it includes showing leadership by empowering staff and guiding them toward the future.Guiding and directing an agency are used herein to convey a unique aspect of administration. Administration is very complex, as an organization must have a vision, mission and goals, it must have a focus, and staff must work together to move the organization toward accomplishing the goals. Administrators have the very challenging task of bringing together the resources of an agency (staff, budgets, facilities) in a coordinated fashion to put the organization in the best position to accomplish their mission.

• For purpose of definition, there are four levels of correctional staff.

• Line staff are employees or personnel responsible for carrying out the prescribed procedures and activities of the agency.• Supervisors are the next level of staff that oversee and direct the work of line staff. Their specific duty is to assure the work of staff is within required procedures while promoting efficiency and compliance with agency policies.• The third level of staff are managers, responsible for setting their department or division goals and objectives, and ensuring their successful completion.• The final level are leaders, who provide direction, empower staff, and deal with external agencies and political leadership. Their external interactions are critical to gain support for allocation of resources and establishment of the authorities under which the agency functions.

• Why is it Important to Study Correctional Administration? Over the past twenty years,

corrections is the most rapidly growing public sector function and perhaps, other than information technology, the most rapidly growing “business” in the American economy.Corrections is growing in the number of offenders it handles, it is growing in the staff required to carry out the functions, it is growing in the quantity of tax dollars directed to its operation, and it is growing in public interest. Consequently, the administration of correctional agencies is also becoming more complex, and this complexity may require a need to rethink the traditional ways correctional agencies operate, and our long held beliefs on how we manage and punish criminal offenders. The future challenges for correctional administrators mandates that future correctional leaders will have to be innovative, aggressive and bold as they approach their roles and responsibilities.

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