Organizational Behavior in Criminal Justice
Organizational Behavior in Criminal Justice
CJA/510
January 10, 2011
Brian Robinson Organizational behavior in a criminal justice agency is the way in which employees and their superiors interact amongst themselves and with one another both positively and negatively. Organizational behavior itself is the study of social conduct as it relates to the confines of a specific group. It is the study of how an individual or group interacts with one another and the dynamics of the personal relationships that evolve from that contact (Duan, Lam, Chen, & Zhong, 2010).
The shifting paradigm trends describe by Schermerhorn, Hunt, and Osborn (2008) can be used to delve further into the understanding of the organizational behavior that exists in most criminal justice agencies. The archetypical performance falls into one of seven categories; commitment to ethical behavior, importance of human capital, demise of command-and-control, emphasis on team work, pervasive influence of information technology, respect for new workforce expectations, and changing careers. From these trends both positive and negative characteristics of criminal justice agencies can be identified.
“Commitment to ethical behavior: Highly publicized scandals involving unethical and illegal business practices prompt concerns for ethical behavior in the workplace; there is growing intolerance for breaches of public faith by organizations and those who run them” (Schermerhorn, Hunt, & Osborn, 2008, para. 14). In criminal justice agencies ethical violations often are handled with little fan fair. Any level of impropriety introduced in the prying public eye can have innumerous repercussions. The loss of public support and trust can be a huge problem, but it affects the internal structure too. Depending on how fairly and swiftly the situation is handled determines whether or not those in charge gain or lose respect. Judgments will be passed on how the situation was controlled, and how it should have been
CJA/510
January 10, 2011
Brian Robinson Organizational behavior in a criminal justice agency is the way in which employees and their superiors interact amongst themselves and with one another both positively and negatively. Organizational behavior itself is the study of social conduct as it relates to the confines of a specific group. It is the study of how an individual or group interacts with one another and the dynamics of the personal relationships that evolve from that contact (Duan, Lam, Chen, & Zhong, 2010).
The shifting paradigm trends describe by Schermerhorn, Hunt, and Osborn (2008) can be used to delve further into the understanding of the organizational behavior that exists in most criminal justice agencies. The archetypical performance falls into one of seven categories; commitment to ethical behavior, importance of human capital, demise of command-and-control, emphasis on team work, pervasive influence of information technology, respect for new workforce expectations, and changing careers. From these trends both positive and negative characteristics of criminal justice agencies can be identified.
“Commitment to ethical behavior: Highly publicized scandals involving unethical and illegal business practices prompt concerns for ethical behavior in the workplace; there is growing intolerance for breaches of public faith by organizations and those who run them” (Schermerhorn, Hunt, & Osborn, 2008, para. 14). In criminal justice agencies ethical violations often are handled with little fan fair. Any level of impropriety introduced in the prying public eye can have innumerous repercussions. The loss of public support and trust can be a huge problem, but it affects the internal structure too. Depending on how fairly and swiftly the situation is handled determines whether or not those in charge gain or lose respect. Judgments will be passed on how the situation was controlled, and how it should have been
Cited: Duan, J., Lam, W., Chen, Z., & Zhong, J.A. (2010). Leadership justice, negative organizational behaviors, and the mediating effect of affective commitment. Social Behavior & Personality: An International Journal, 38(9), 1287-1296. Retrieved from http://biere.louisiana.edu:2092/ehost/detail?hid=17&sid=5d563aca-ec9a-43c49e42db48b73a6784%40sessionmgr4&vid=4&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=sih&AN=54018927 Schermerhorn, J.R., Hunt, J. G., & Osborn, R. N. (2008). Organizational Behavior. Available from https://ecampus.phoenix.edu/content/eBookLibrary2/content/eReader.aspx.