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.
Table of Contents
Introduction to Change Management in Correctional Organizations
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?
Methods of Communicating
Communication and Change Management Success
Obstacles to Effective Communication
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
Methods for Investing in Staff
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
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.