Administration of Corrections Organizations: CCJ5700_0316_18111
Textbook: Carlson, P. M., & Garrett, J. S. (2008). Prison and jail administration: Practice and theory (2nd ed.). Burlington, MA: Jones and Bartlett Pub. (ATTACHED)
DIRECTIONS: a minimum of 300-600 words and two scholarly sources (APA) no cover sheet needed
- Compare legitimate power, reward power, and coercive power. As a correctional worker, give examples of each and explain when each type of power should be used.
DIRECTIONS: a minimum of 300-600 words and two scholarly sources (APA) no cover sheet needed
- Outline the steps that should be taken to develop an institution culture that creates an atmosphere among staff members that supports a reasonable and effective use of force policy. Explain the steps that are critical to this developmental process and consider the factors that will work against the implementation of this effort.
DIRECTIONS: a minimum of 300-600 words and two scholarly sources (APA) no cover sheet needed
- Consider the critical need to prepare for the full range of possible emergent events that require emergency plan implementation. What are the impediments to preparation? How can a proactive leader overcome these challenges?
DIRECTIONS: There is an attachment for this question. A minimum of 500 words and two scholarly sources (APA) no cover sheet needed
Question 1
Power is neither good nor bad as it the wielder that regulates if force is used to help or to weaken organizational goals. However, if used well, the use of power can realize results and gain respect. O n the other hand, if misused, the ill use of force can constrain an organization and lead to stagnation. As a result, a leader needs to understand how to wield power and when to use it. There are three types of control I will compare in this case. First is legitimate power that is in all organizations. It is derived from one’s formal position or office held in the organization’s hierarchy of authority (Steiner & Wooldredge,2018). However, like most power, it is based on reality and perception. It is based on the perception of a workforce that someone holding that position has authority to exert control over him or her. Also, it is based on the reality that a person holds a particular place in an organization. Besides, when a person changes or loses position within a company, he or she does not move with him or her. For example, the manager of a prison has certain powers because of the office he holds in prison. The second one is reward power, which is the second weakest form of control. However, it is the use of rewards to get a worker to follow an order or instruction, with power coming from one’s ability to withhold the award for nonconformity (Raven,2017). It is a concept of do this and get something in return. In many cases, the workers feel frustrated when the reward does not grow larger. For instance, giving a trophy to the highest performer with the lowest number of mistakes. As a correctional worker I can uses this form of power to in rewarding prisoner who are following the prison’s rules. Finally, is coercive power which is least effective but most employed type of power. It is forcing a worker to follow an order or instruction, where power comes from one’s ability to punish the noncompliance employee. Though, coercive leaders rely on bullying, threats or language to “motivate” those who are beneath. For example, when employees follow an instruction under fear of losing their jobs. As a correctional worker I can use coercive power when inmates are not following my orders.
Question 2
There are five steps to develop an institution culture that creates an atmosphere among staff members that supports a reasonable and effective use of force policy. The first step is the top management to lead by example. Employees tend to follow the behaviors of their top managers and leaders as a kind of behaviors that is acceptable in the workplace. When senior leaders display ethical behavior, it sends a positive message to workers (Henrich,2017). As a result, top executives ought to be aware of the fact that they are being observed and be certain to exercise what they speak. The second step is to communicate clear expectations of good morals. A code of conduct should clearly frame the company’s moral rules and primary values that everyone should follow. The code should indicate that it applies to attitudes, behavior, and attire. Nevertheless, it means nothing to have a clear record of morals and top executives fail to model them. Employees are always observant and they do take note of whether the organization is adhering to the set principles or it is only paying lip service. The third step is to offer formal ethics training (Gorodnichenko & Roland,2017). Ethical training programs, seminars, and workshops play a critical role in reinforcing the company’s standards of conduct. The also help to clarify the types of behaviors that the organization deems permissible or out of bounds. For instance, workshops can help workers to work on their problem-solving skills. The fourth step is the company to emphasize the behavior it wants while leaving the others. Employees who act ethically should be rewarded for their behavior. On the contrary, those who fail to behave morally ought to have penalties for immoral behavior. However, rather than firing the employees who violate a single moral, the company may provide correct feedback for the action. Finally, is to protect the employees. It can be difficult for workforce to report unethical behavior of someone in a top management position. Hence, a company should have ways that can assure their workers that they can safely report immoral behaviors with no fear of getting punishment or losing their job.
Question 4
Emergent events such as riots in prisons are increasing day by day. They range from food or work strikes by inmate to violent acts against staffs, properties or other prisoners. However, the correctional leaders should prepare the full range of probable emergent events that necessitate emergency plan implementation. Alternatively, this preparation has some impediments which leader should overcome (Carlson & Garrett,2008). In preparing these events there are some that are large and they destroy a high percentage of the jail’s property such as riots. They occur quickly relative to leader’s ability to avert or avoid them. To overcome this challenge, the leaders can provide an insight into the nature and extent of changes wrought by riots. Secondly, it is hard to identify and understand some emergent event since they are undefined with respect to their existence and their consequences. To overcome this, the top leaders can predict the locations, times and the damage those events can cause so that leader can prepare them better. The third hindrance is that some events’ risks are difficult to assess and compare. For example, injury of a worker by inmates cannot be assessed. As a result, to overcome this, the leaders should minimize the exposure of correctional workers to the inmates. The fourth hindrance is that some emergent events are dynamic in nature (Hopkin, 2018). Emergent events evolve as they progress and they change in response to human actions; thus, preparing these events can be technical requiring specialized expertise for both policy management and implementation. To overcome this in particular, prisons’ expertise data and tools can help incident leaders to envision the event over time and forecast the consequences of several courses of action. The fifth impediment is that some events are relatively rare. Most, prisons experience few, if any, emergent events over the average period of five year. Thus, many jails are unlikely to have recent experience with emergent events hence leaders may pay little attention to them. However, to overcome this, the leaders should be ready to prepare a list of all emergent event regardless of their occurrence.
References
Carlson, P. M., & Garrett, J. S. (2008). Prison and jail administration: Practice and theory (2nd ed.). Burlington, MA: Jones and Bartlett Pub
Gorodnichenko, Y., & Roland, G. (2017). Culture, institutions, and the wealth of nations. Review of Economics and Statistics, 99(3), 402-416.
Henrich, J. (2017). The secret of our success: how culture is driving human evolution, domesticating our species, and making us smarter. Princeton University Press.
Hopkin, P. (2018). Fundamentals of risk management: understanding, evaluating and implementing effective risk management. Kogan Page Publishers.
Raven, B. H. (2017). The comparative analysis of power and power preference. In Social power and political influence (pp. 172-198). Routledge.
Steiner, B., & Wooldredge, J. (2018). Prison officer legitimacy, their exercise of power, and inmate rule breaking. Criminology, 56(4), 750-779.