Correctional Administration: Integrating Theory and Practice / Edition 2

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Overview

Offering a blend of theory and practice, CORRECTIONAL ADMINISTRATION, 2/e provides an authentic look at the field of correctional administration–from its historical roots to the management of the correctional staff, environment, and facility. Organized into five sections, it provides a comprehensive understanding of the critical issues facing correctional administrators and the important functions of correctional operations. This edition includes the latest information on leadership, mentoring, empowerment, budgeting, external environments, special offenders and current issues. Case studies, experiential exercises and group assignments appear throughout and help students understand leadership theories and supervisory practices.

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Product Details

  • ISBN-13: 9780135113622
  • Publisher: Prentice Hall
  • Publication date: 1/19/2011
  • Edition description: New Edition
  • Edition number: 2
  • Pages: 512
  • Sales rank: 736,056
  • Product dimensions: 7.30 (w) x 9.00 (h) x 0.70 (d)

Meet the Author

NASHVILLE , Tenn. Richard P. Seiter, Ph.D., CCA executive vice president and chief corrections officer, has been awarded the 2011 E.R. Cass Correctional Achievement Award by the American Correctional Association (ACA). This honor is awarded to only two people annually from the nation's oldest and highly regarded corrections organization, and represents the most distinguished recognition in the field.

Dr. Lannette C. Linthicum, director, Health Services Division, of the Texas Department of Criminal Justice was also honored.

The award is named after Edward R. Cass, whose career in corrections spanned more than half a century and who devoted more than 40 years to the ACA in the role of general secretary and, later, as president emeritus. According to the ACA, awardees of the E.R. Cass honor display "utmost devotion and distinction to the work and interests of the American Correctional Association" and demonstrate "service above and beyond the call of duty."

Seiter was recognized due to his years of accomplishments and contribution to the field of corrections in many different ways and with several different agencies. He was a professor in the Department of Sociology and Criminal Justice at Saint Louis University from 2000 to 2005. During that time, he authored several articles and two textbooks on corrections, Corrections: An Introduction (2005/2008/2011) and Correctional Administration: Integrating Theory and Practice (2002/2011), both published by Pearson Prentice Hall.

Dr. Seiter worked for the Federal Bureau of Prisons (BOP) for over 20 years, serving as a warden of two facilities and as assistant director. With the BOP, he also was the chief operating officer of Federal Prison Industries. From 1983 to 1988, he also served as director of the Ohio Department of Rehabilitation and Correction (DRC). In Ohio, he was a cabinet member and supervised an agency with 25,000 inmates and 8,000 staff.

Seiter was also the first director of the National Institute of Corrections' National Academy of Corrections in Boulder, Colo. And he joined CCA in his current role in January 2005, and has served in his current position since that time. In this role, he oversees the operation of 66 prisons holding 80,000 inmates with 17,000 staff.

"Dr. Rick Seiter has made an immeasurable and long-lasting imprint on corrections as we know it today," said Damon Hininger, CCA president and CEO. "His research, instruction and guidance have shaped the delivery, function and philosophy of corrections in our society."

"Rick Seiter is known as a leader and administrator who supports the people who work for him, at all levels," said Art Leonardo, executive director, North American Association of Wardens and Superintendents (NAAWS). "His wardens are all enthusiastic supporters."

"Generations of young students and scholars have learned from his unique blend of policy, practice and attention to scientific data," said Joan Petersilia, Adelbert H. Sweet Professor of Law at Stanford Law School. "Quite frankly, I know of no other correctional administrator who has been able to successfully traverse correctional administration with academia and policy reform. His correctional career has bridged public and private corrections, federal and state facilities, and university and practitioner education."

Seiter will be formally honored by the ACA in August at the 141st Congress of Correction, which will be held in Kissimmee, Fla.

About CCA

CCA is the nation’s largest provider of partnership corrections to federal, state and local government, operating more than 60 facilities, including more than 40 company-owned facilities, with approximately 90,000 beds, in 19 states and the District of Columbia. In addition to providing the residential services for inmates, CCA facilities offer rehabilitation and educational programs, including education, vocation, religious services, life skills and employment training and substance abuse treatment. For more, visit www.cca.com and www.ccacommunities.com.

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Read an Excerpt

This textbook has been written to help you understand the past, present, and future of corrections; the functions of correctional administrators; and the issues that drive administrators as they create new operational approaches to respond to new challenges. It is organized into five sections, each providing readers with essential history and background, an understanding of critical issues, the important functions of correctional operations, and projections for future needs and adjustments to correctional administration. The goal of the textbook is to provide a framework for understanding and action. As correctional practitioners confront some of the issues and critical functions presented in this text, they should be able to put them in both historical and managerial perspective, and avoid mistakes that might occur without such an orientation.

Part I of the text (Correctional Management and Administration) provides a discussion of the correctional surroundings from past to present. The information presented includes a description of management development in the private sector and how that management expertise was transferred and reorganized to meet public sector bureaucracies. There is a presentation of the specific development of correctional administration and how the evolving theories and criminal justice philosophies resulted in certain management practices.

Part I also includes a description of management as it differs from leadership and how the complex issues of the future will require leaders to modify traditional styles of leadership. Finally, the section includes a discussion of how administrators can guide their organizations through planning exercises toidentify future challenges and appropriate responses. By the end of Part I, you have a solid background of management and leadership, the issues that drive correctional administration, and the approaches to "reach ahead" and proactively confront their agencies' futures.

In Part II (Managing Offenders), you learn the history of various correctional goals and philosophies that influenced the development of correctional administration. Correctional goals often seem almost contradictory to one another, because administrators must try to balance the need to punish, deter, and rehabilitate criminal offenders. Key elements enabling administrators to reduce criminals into smaller, and somewhat homogeneous groups include risk assessment and offender classification. During the past several decades, corrections has progressed beyond subjective and even judgmental approaches to handling offenders. More recently, offender classification is "actuarial" and attempts to quantify risk or dangerousness and chances for success for criminal offenders.

With the help of objective classification instruments, correctional administrators create and offer offenders a variety of programs and services to meet their individual needs, and it is hoped, prepare them for a crime-free future. The variety of programs provided by correctional agencies is described and examined. These programs may address individual offender needs, such as substance abuse and lack of education; they may be critical in reducing idleness and peacefully managing prisons, or they may have some positive affect on both of these areas. At this point, you realize the difficulty correctional administrators face in meeting conflicting correctional goals, but you understand the methods used to maintain balance in the operations.

In Part III (Managing the Environment—The Prison Setting), you learn the organization and activities critical for creating a safe and secure prison environment. Prisons are complex organizations, with difficult missions and a variety of client groups, many of whom have different goals and objectives for their involvement with the organization. There are a multitude of components (such as physical security, ,inmate disciplinary programs, contraband control, and inmate accountability) that must be effectively administered to achieve a safe and secure prison. Today, more than ever, there are many violent and dangerous individuals in prisons. The correctional administrator must, therefore, understand the tools available to manage this population in order to protect staff and other inmates.

No correctional administrator can be successful in managing offenders or the environment without paying particular attention to the development and performance of their most important resource—correctional staff. In Part IV (Managing Correctional Staff), you learn the functions of human resource management within correctional agencies, including how agencies recruit, hire, train, and develop staff. One of the keys to effectively using human resources in a correctional environment is supervision, which involves how supervisors assign work, monitor and evaluate performance, and prepare staff for upward mobility. Finally, in this section, there is a thorough description of the various jobs available to those who choose correctional careers. These descriptions include the type of work required, pay and working conditions, and opportunity for advancement. Also, there is a presentation of the critical role of leadership and how it affects staff throughout a correctional organization.

Finally, the study of correctional administration is concluded with a look toward the future. Many issues that will confront correctional administrators over the next decade are presented and discussed. You will realize that correctional administration is not a static event; it evolves in response to issues that must be confronted. One critical issue involves managing tightened budgets under increasing fiscal pressure. Many approaches to fiscal administration are considered, and there is an in-depth review of the current role of the private sector contracting for the delivery of correctional services. Our study of correctional administration ends with a look to new issues of the future and to new approaches that are likely to evolve as corrections continues to change.

This text was written with several goals in mind, but the most important goal was to give those who are considering corrections a realistic appraisal of it as a career opportunity. It is important to convey the difficulty of the work in this arena, as well as the potential enjoyment and fulfillment that can accompany doing a challenging job well, while contributing to the public good. With the combination of background, philosophy, policy, and current practice, you get an authentic and pragmatic understanding of the world of correctional administration.

This text includes a variety of learning tools and aids. Practical Perspectives present real case studies of correctional administrators, the challenges they faced, and the decisions they made to handle a situation in a certain manner. In the Problems and Solutions you have the opportunity to discuss how to deal with certain issues and challenges that are likely to confront correctional administrators. In the feature You're the Correctional Administrator, you must use knowledge and resources to respond to a problem and develop a solution. The Web Link Exercises provide you with Web site addresses that relate to the topics being studied. Not only are you instructed to visit the Web sites but you are also assigned learning activities to complete. The Key Terms reinforce your understanding of the terminology of corrections and correctional administration. Like any discipline, correctional administration has a language unto itself, and familiarity with the terms and their uses helps you learn and become comfortable in your study.

Overall, this text is geared toward building a knowledge of correctional administration that can be used throughout your careers. The examples and case studies not only convey the types of substantive issues that must be addressed but also the thought processes that are often used in considering optional solutions to problems. Corrections is not a career for those who do not want to be challenged, who do not want to be in a "people business," and who do not want to contribute to the protection and safety of society. It is for those who are willing to expose themselves to public scrutiny, second-guessing, and even life-and-death decision making. This text is designed to help you consider whether correctional administration is the right career for you.

Richard P. Seiter, Ph.D.

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Table of Contents

PART 1: CORRECTIONAL MANAGEMENT AND ADMINISTRATION

Chapter 1: Correctional Administration: Past to Present

Chapter 2: Theories of Leadership and Management

Chapter 3: Leadership and Management of Corrections

Chapter 4: Setting the Tone: Vision, Mission, and Strategic Planning

PART 2: MANAGING CORRECTIONAL STAFF

Chapter 5: The Role of Staff in Corrections

Chapter 6: Human Resource Management for Corrections

Chapter 7: Staff Organization and Functions

Chapter 8: Supervising and Empowering Employees

PART 3: MANAGING THE ENVIRONMENT

Chapter 9: Fiscal Management and the Challenge of Cost Containment

Chapter 10: Managing Risk through Offender Classification

Chapter 11: Managing the External Environment

PART 4: MANAGING PRISONS

Chapter 12: Managing Security in Prisons

Chapter 13: Managing Programs in Prisons

Chapter 14: Managing Basic Services in Prisons

PART 5: ISSUES FOR NOW AND THE FUTURE

Chapter 15: Critical Issues for Correctional Administration

Chapter 16: The Future of Correctional Administration

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Preface

This textbook has been written to help you understand the past, present, and future of corrections; the functions of correctional administrators; and the issues that drive administrators as they create new operational approaches to respond to new challenges. It is organized into five sections, each providing readers with essential history and background, an understanding of critical issues, the important functions of correctional operations, and projections for future needs and adjustments to correctional administration. The goal of the textbook is to provide a framework for understanding and action. As correctional practitioners confront some of the issues and critical functions presented in this text, they should be able to put them in both historical and managerial perspective, and avoid mistakes that might occur without such an orientation.

Part I of the text (Correctional Management and Administration) provides a discussion of the correctional surroundings from past to present. The information presented includes a description of management development in the private sector and how that management expertise was transferred and reorganized to meet public sector bureaucracies. There is a presentation of the specific development of correctional administration and how the evolving theories and criminal justice philosophies resulted in certain management practices.

Part I also includes a description of management as it differs from leadership and how the complex issues of the future will require leaders to modify traditional styles of leadership. Finally, the section includes a discussion of how administrators can guide their organizations through planningexercises to identify future challenges and appropriate responses. By the end of Part I, you have a solid background of management and leadership, the issues that drive correctional administration, and the approaches to "reach ahead" and proactively confront their agencies' futures.

In Part II (Managing Offenders), you learn the history of various correctional goals and philosophies that influenced the development of correctional administration. Correctional goals often seem almost contradictory to one another, because administrators must try to balance the need to punish, deter, and rehabilitate criminal offenders. Key elements enabling administrators to reduce criminals into smaller, and somewhat homogeneous groups include risk assessment and offender classification. During the past several decades, corrections has progressed beyond subjective and even judgmental approaches to handling offenders. More recently, offender classification is "actuarial" and attempts to quantify risk or dangerousness and chances for success for criminal offenders.

With the help of objective classification instruments, correctional administrators create and offer offenders a variety of programs and services to meet their individual needs, and it is hoped, prepare them for a crime-free future. The variety of programs provided by correctional agencies is described and examined. These programs may address individual offender needs, such as substance abuse and lack of education; they may be critical in reducing idleness and peacefully managing prisons, or they may have some positive affect on both of these areas. At this point, you realize the difficulty correctional administrators face in meeting conflicting correctional goals, but you understand the methods used to maintain balance in the operations.

In Part III (Managing the Environment—The Prison Setting), you learn the organization and activities critical for creating a safe and secure prison environment. Prisons are complex organizations, with difficult missions and a variety of client groups, many of whom have different goals and objectives for their involvement with the organization. There are a multitude of components (such as physical security, ,inmate disciplinary programs, contraband control, and inmate accountability) that must be effectively administered to achieve a safe and secure prison. Today, more than ever, there are many violent and dangerous individuals in prisons. The correctional administrator must, therefore, understand the tools available to manage this population in order to protect staff and other inmates.

No correctional administrator can be successful in managing offenders or the environment without paying particular attention to the development and performance of their most important resource—correctional staff. In Part IV (Managing Correctional Staff), you learn the functions of human resource management within correctional agencies, including how agencies recruit, hire, train, and develop staff. One of the keys to effectively using human resources in a correctional environment is supervision, which involves how supervisors assign work, monitor and evaluate performance, and prepare staff for upward mobility. Finally, in this section, there is a thorough description of the various jobs available to those who choose correctional careers. These descriptions include the type of work required, pay and working conditions, and opportunity for advancement. Also, there is a presentation of the critical role of leadership and how it affects staff throughout a correctional organization.

Finally, the study of correctional administration is concluded with a look toward the future. Many issues that will confront correctional administrators over the next decade are presented and discussed. You will realize that correctional administration is not a static event; it evolves in response to issues that must be confronted. One critical issue involves managing tightened budgets under increasing fiscal pressure. Many approaches to fiscal administration are considered, and there is an in-depth review of the current role of the private sector contracting for the delivery of correctional services. Our study of correctional administration ends with a look to new issues of the future and to new approaches that are likely to evolve as corrections continues to change.

This text was written with several goals in mind, but the most important goal was to give those who are considering corrections a realistic appraisal of it as a career opportunity. It is important to convey the difficulty of the work in this arena, as well as the potential enjoyment and fulfillment that can accompany doing a challenging job well, while contributing to the public good. With the combination of background, philosophy, policy, and current practice, you get an authentic and pragmatic understanding of the world of correctional administration.

This text includes a variety of learning tools and aids. Practical Perspectives present real case studies of correctional administrators, the challenges they faced, and the decisions they made to handle a situation in a certain manner. In the Problems and Solutions you have the opportunity to discuss how to deal with certain issues and challenges that are likely to confront correctional administrators. In the feature You're the Correctional Administrator, you must use knowledge and resources to respond to a problem and develop a solution. The Web Link Exercises provide you with Web site addresses that relate to the topics being studied. Not only are you instructed to visit the Web sites but you are also assigned learning activities to complete. The Key Terms reinforce your understanding of the terminology of corrections and correctional administration. Like any discipline, correctional administration has a language unto itself, and familiarity with the terms and their uses helps you learn and become comfortable in your study.

Overall, this text is geared toward building a knowledge of correctional administration that can be used throughout your careers. The examples and case studies not only convey the types of substantive issues that must be addressed but also the thought processes that are often used in considering optional solutions to problems. Corrections is not a career for those who do not want to be challenged, who do not want to be in a "people business," and who do not want to contribute to the protection and safety of society. It is for those who are willing to expose themselves to public scrutiny, second-guessing, and even life-and-death decision making. This text is designed to help you consider whether correctional administration is the right career for you.

Richard P. Seiter, Ph.D.

Read More Show Less

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