1st Edition

Correctional Administration and Change Management

    224 Pages 8 B/W Illustrations
    by Routledge

    Change is an inevitable part of any correctional institution, as new trends and initiatives constantly bombard the system. However, as budgetary constraints increasingly require correctional agencies to do more with less, a paradigm shift in the way they operate is imperative to ensure success. Correctional Administration and Change Management examines leadership, management, and organizational culture and how they apply to correctional agencies, enabling administrators to identify the changes that can be successfully implemented within the organizational context.

    The book begins by defining the construct of change management in corrections. It reviews management theory and discusses why change is so difficult in correctional environments. It also introduces the concept of organizational capacity and examines its importance. After providing this fundamental background as a starting point, the authors discuss:

    • The role of administration and guidance in driving and implementing change
    • The importance of effective communication
    • How correctional leaders can improve communication channels within their organizations
    • Information capital (the collection, access, and storage of facts and figures necessary for informed, data-driven decision making)
    • The human element of change within the organizational context
    • Choosing staff with the requisite knowledge, skills, and abilities to manage and implement change initiatives
    • Proven strategies to improve correctional outcomes
    • The concept of evidence-based practice and its relevance within the correctional context
    • The role of evaluation and outcome assessment in the process of improving correctional practice

    Correctional organizations struggle to keep abreast with the constant influx of change propagated by internal and external forces. Steeped in research, this volume highlights proven methods that can be utilized by any correctional organization to establish the capacity to adapt to change, and to make these changes successful.


    Learning objectives, key terms, discussion questions, references for additional reading, and web links appear throughout the book. Instructors have access to PowerPoint® lecture slides with graphics from the text. An accompanying solutions manual allows correctional administrators to work through current issues that their agency is faced with in each topical area, and instructors can use it as part of a management simulation program.

    Introduction to Change Management in Correctional Organizations
    Change Management
    Why Is Change Difficult in Corrections?
    Organizational Theory and Change
    The Management of Change
    Managing for Results in Corrections

    Administration and Guidance
    Distinguishing Leaders from Managers
    Roles of the Leader/Administrator
    Characteristics of Effective Leaders
    What Is It That Effective Leaders Do When Trying to Initiate Change?

    Defining Communication
    Methods of Communicating
    Team Building
    Communication and Change Management Success
    Obstacles to Effective Communication

    Information Capital
    Components of Information Capital
    Types of Automated Management Information Systems
    Advantages of Strategic Information Systems
    Disadvantages of Information Technology
    Differing Levels of Management and Information
    What Constitutes "Good" Information?
    Designing a Quality System
    What Does Quality Information Provide to Leaders
    Examples from the Field

    Human Resource Capital
    Organizational Culture
    Methods for Investing in Staff

    Evidence-Based Practice
    Defining Evidence-Based Practice
    Advantages of Evidence-Based Practice (EBP) in Corrections
    Disadvantages of EBP in Corrections
    Key Steps to Implementing EBP
    What Works to Reduce Crime?
    Eight Evidence-Based Principles of Effective Interventions
    Turning Research into Practice

    Evaluations and Outcomes
    Disadvantages and Advantages to Outcome-Based Evidence
    Difference between Evaluation and Outcome Monitoring
    Utilizing Results
    Evaluability: A Major Concern

    Step 1: Assessment
    Step 2: Identify Mission, Goals, and Objectives
    Step 3: Effectively Communicate
    Step 4: Enhance Technology
    Step 5: Invest in Human Resources



    Martha Hurley, Ph.D., received her doctorate in criminal justice from the University of Cincinnati in 2000, Dr. Hurley is currently an associate professor at The Citadel in the Department of Political Science and Criminal Justice in Charleston, South Carolina.

    Dena Hanley, Ph.D., received her doctorate in criminal justice from the University of Cincinnati in 2002. She is currently an associate professor in the Department of Political Science at the University of Akron, Ohio.