Criminal Justice Workforce

Criminal Justice Workforce

Criminal Justice Workforce

Define Management, organization, and leadership

Management explains all activities involve in establishing an organizational strategy alongside the coordination of worker efforts to achieve its goals by using the available technological, human, natural, and financial resources.  An organization describes a group of individuals having a specific objective. According to Basran et al. (2019), leadership is the act of motivating people towards accomplishing a common purpose. In the business environment, leadership is giving directions to employees and colleagues with the required strategy to meet company goals.

Criminal Justice Workforce

Roles of Manager and Leader in Criminal Justice

A manager executes duties including organizing, planning, directing, controlling, and staffing. These functions are necessary for the effective operation of criminal justice and achieving their goals. Planning is an essential step for establishing goals and strategies for the coordination of tasks. The organizing function determines the tasks to be completed, the method of execution, grouping the tasks, and areas where decisions are made. Directing functioning is about giving directives and motivation of subordinates to achieve their objectives. In the criminal justice system, the leader sets the vision. When the team members understand the goals and vision of the criminal justice system, they are focused and understand the way their duties help to accomplish success. A leader also delegates tasks and ensures that everyone is on the same page. A leader is responsible for ensuring that all workers work towards ensuring that people receive justice and fairness.

Criminal Justice Workforce

Need for Learning Organizations in Criminal Justice Agencies

A learning organization has a learning culture that is vital for all criminal justice agencies. A learning culture explains where the organizational systems, practices, and values encourage and support both the organization and individual to increase competence, performance levels, and knowledge. In turn, it ensures the criminal organizations have continuous improvement and support the accomplishment of the agencies’ objectives, innovativeness, and ability to address changes. A learning organization in the criminal justice system challenges workers to change their status quo, think critically, and ensure that the steam is not always stuck in its thinking approaches (Basran et al. 2019). Instead, it advocates for the creation of capacity and adaptability that is necessary for change. The criminal justice system is evolving, and new cases come up every day. Technology has changed the landscape, and the way decisions are made. This explains why a learning organization must be in place. More specifically, a learning organization increases efficiency, productivity, and profit while also reducing employee turnover rates because it increases their satisfaction levels.

Criminal Justice Workforce

Different Generations in today’s changing criminal justice organization

A generation explains people who are born in a particular era and are defined by their age limitations. In the United States, there are four main generations in the workforce. These are the baby boomers, veterans, millennials, and the Generation X. in the modern-day criminal justice organizations, and each generation has its distinct trait, behavioral patterns, values, personalities, attitudes, and beliefs towards work. The veterans are very loyal to their vocation, are highly dedicated, conformist, and security-conscious (Skibba, 2018). They have a strong dedication to teamwork and collaboration. Baby boomers work effectively and are optimistic, loyal to their employers, results-oriented, and self-reliant. They exert much effort into their personal life and work. When it comes to their leadership styles, they must be directed by their managers and follow a given chain of command.

However, they hate changes in their companies and are not technologically updated. Independent needs often drive Generation X, and they dissent leaders. They are loyal to their employers and have strong technical prowess. They are also tech-savvy and very interested in their technologies and knowledge at work. Generation Y is ready to work hard but are also collaborative and non-conformist (Vargas, 2016). They are always happy to be involved with a team, resilient to changes and can multi-task. Besides, they are also tech-savvy and still keep up with the modern trend, which is suitable for the criminal justice system.

What aspects of leadership and management would be successful with the different generations?

Millennials are the workforce’s largest demographic, and their needs are driven by the desire to have fulfillment and purpose. Leaders must define all the roles that are assigned to the millennials based on their mission. The leaders must look at an individual holistically. Their concerns and needs outside work influence their work performances. Millennials also require employers to handle issues that impact their families, such as maternity and paternity leave and medical insurance (Hunt & Fitzgerald, 2018). Baby boomers need servant leaders. This is because they are goal-oriented, loyal, and resistant to change. A servant leader will recognize all these aspects and understand the best way to cultivate and turn them into people who embrace change. Generation X and veterans require transformative leaders. These groups need leaders who can influence them about the need to adapt to the changing market trends, which they will follow without complaining. A transformative leader is not imposing. The age of the veterans needs a leader who understands the workers and not imposing himself on them.

Criminal Justice Workforce

References

Basran, J., Pires, C., Matos, M., McEwan, K., & Gilbert, P. (2019). Styles of leadership, fears of compassion, and competing to avoid inferiority. Frontiers in psychology9, 2460.

Hunt, J., & Fitzgerald, M. (2018). Styles of Leadership. Leadership: Regional and Global Perspectives, 62.

Skibba, M. E. (2018). Recommendations for law enforcement retention practices and the impact of generational differences.

Vargas, M. A. (2016). Generational supervisory gaps in law enforcement.

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