This book, first published in 1983, examines in detail the training of the key group of people within the British prison system: prison governors. It shows how problems, endemic to the prison system, influences their training; how staff seek to construct a coherent training course and how recruits struggle to come to terms with their ambiguous new role. It describes how attitudes towards the job changed during the training period and argues that the lack of a clear role-image prevented the adoption of a common occupational culture.
Table of Contents
1. Socialization Theory and Prison Governors 2. Identification and Idealism: Patterns of Attitude Change Amongst AGs 3. The Organisation and Management of Training 4. Recruit’s Response to Training 5. Socialisation ‘Failures’, Reference Groups and the Self 6. Summary and Conclusions