Criminal Justice Management: Theory and Practice in Justice-Centered Organizations

by Mary K. Stohr, Nicholas Lovrich

Overview

All career paths in Criminal Justice require a competent understanding of organizational management. Criminal Justice Management: Theory & Practice in Justice-Centered Organizations bridges the gap between theory and practice for students learning the nuances of managing within the criminal justice field. Stohr and Lovrich offer approachable coverage of developing research, including the importance of Organizational Management, ethical standards, and staff/client interactions. Through examples, research stories, and real experiences from leaders in the field, readers will gain valuable insight into the challenges and opportunities of managing justice-centered organizations. The unique staff/client interaction focus addresses trauma and emotional labor, providing readers with practical tools for implementing a trauma-informed approach and self-care in their own careers.

Product Details

ISBN-13:	9781071926512
Publisher:	SAGE Publications
Publication date:	01/27/2026
Edition description:	Third Edition
Product dimensions:	8.50(w) x 11.00(h) x (d)

About the Author

Mary K. Stohr is a professor in the Department of Criminal Justice at Washington State University. She earned her Ph D in political science, with specializations in criminal justice and public administration, from Washington State University. Previously she worked at Missouri State, Boise State, and New Mexico State Universities for a total of 23 years. Before entering academe Stohr, worked in an adult male prison in Washington state as a correctional officer (for less than a year) and as a correctional counselor (for about two years). Stohr has published seven books and a total of over 150 other academic works of one sort or another in the areas of correctional organizations and operation, correctional personnel, client needs and assessment, program evaluation, drug policy and victimization. She is both a Founders and Fellows Award winner from the Academy of Criminal Justice Sciences.

Nicholas P. Lovrich is an Emeritus Regent Professor in the School of Politics, Philosophy and Public Affairs at Washington State University. He earned his Ph D in Political Science (public administration specialization) at the University of California, Los Angeles (UCLA). He has held academic appointments at Metropolitan State University, the University of Denver, and De Pauw University before going to Washington State University in 1977 to assume the position of Director of the Division of Governmental Studies and Services. For 25 years he taught courses in public administration and evaluation research and included many graduate students in political science and criminal justice in applied policy and program research on police, corrections, and court agencies in Washington and federal agencies. He supervised the Ph D dissertations of 30 students, most of whom developed dissertation projects from work done in DGSS. Among his former students are many academics and leaders in police, corrections, and court agencies. He has published over 200 peer-reviewed articles in journals in political science, public administration, and criminal justice.

Table of Contents

Foreword
Preface
About the Authors
Chapter 1: Criminal Justice Management: The Big, the Bad, and the Beautiful
Introduction
Scope and Purpose of the Book: The Evidence-Based Practices Route
Fundamental Concepts in Core Criminal Justice Agencies: Police, Courts, and Corrections
Conclusions
Discussion Questions
Key Terms
Web Link
Cases Cited
References
Chapter 2: Surveying the Landscape of Criminal Justice Management
Introduction
Key Terms and Concepts
Open and Closed Organizations
Competing Values of Government Operation
Government Service Is Different
Conclusions
Discussion Questions
Web Links
Key Terms
References
Chapter 3: Managing Ethical Challenges With Best Practice Solutions
Introduction
Public Distrust
Deviance Explained
Two Insidious Types of Abuse
Ethics Defined and Discussed
A Warning Sign: Too Much Focus on Ends Over Means
The “Ethics” Remedy to Minimize Abuse, Deviance, Corruption, and Harassment
Conclusions
Exercise: The Student’s Ethics Quiz
Discussion Questions
Key Terms
Notes
Appendix: The Ethics Instrument Version for Jails
References
Chapter 4: The Administrative State and Management Theories in Perspective
Introduction
The Administrative State
Management Theories
Insights From the Field of Behavioral Economics
Motivating the Creative Class
Conclusions
Exercise: Taylor’s Pig Iron Story
Discussion Questions
Key Terms
Note
References
Chapter 5: Communications: What You Say and Do Is What They Think You Mean
Introduction
The Purpose and Modes of Communication
Communication Within and Across Organizational Boundaries and Complaints
Barriers to Effective Communication
Improving Communications
Other Solutions: Grievance Procedures and Whistleblowing Programs
Technology, Inside and Outside Research and Organization Change
Procedural Justice in the Courts
How Trauma-Informed, Workplace Wellness, and Self-Care Messages Apply to Criminal Justice Agencies
How Emotional Intelligence Can Improve Communications
Conclusions
Exercise: The Space Invader
Discussion Questions
Web Links
Key Terms
References
Chapter 6: Socialization, Roles, and Power Issues
Introduction
Socialization
The Criminal Justice Role
Power and Authority
Conclusions
Exercise: The Role: Ordering People About
Discussion Questions
Key Terms
Appendix
Note
References
Chapter 7: Leadership and Criminal Justice Organizations
Introduction
Leadership Defined
Leadership Theories
Change and Maintenance Leadership and Leadership Styles
The Responsibilities of Leadership
Teaming as a Means of Sharing Group Leadership Responsibilities
The Role of Emotions in Leadership
The Relative Job Satisfaction and Self-Perceived Status of Criminal Justice Leaders/Managers and Supervisors
Criminal Justice Leaders: Success, Failure, and the Dangers of Groupthink
Conclusions
Exercise: The American (leadership) Idols
Discussion Questions
Key Terms
Note
References
Chapter 8: Personnel Processes and Practices
Introduction
Selection
Typical Selection Practices
Selection From the Applicant’s Perspective
On the Job, the Selection Process Continues
Training
Performance Appraisals
Retention Strategies
Conclusions
Exercise: Job Design
Discussion Questions
Key Terms
References
Chapter 9: Selection Issues: Workforce for the 21st Century, Diversity, and Affirmative Action
Introduction
Workforce 2000 and 21st Century Work
Selection Processes: Who Wants to Work in Criminal Justice?
Qualifications
Civil Rights Legislation
Intentional Discrimination
Conclusions
Exercise: Tracking Criminal Justice Employment
Discussion Questions
Key Terms
Cases Cited and Laws/Statutes
Note
References
Chapter 10: Reaching Beyond the Expected:
Introduction
Implementation and Its Challenges
Treatment Programming
Use of Force
Standards and Accreditation
Conclusions
Exercise: Take an Informal Poll
Discussion Questions
Key Terms
Notes
References
Chapter 11: Strategic Planning and Budgeting
Introduction
Strategic Planning: Definition, Benefits, and the Difficulties of Implementation
What Is a Budget?
Recent History of Budgeting and Planning
Budget Strategies
Conclusions
Exercise: Develop a Criminal Justice Budget
Discussion Questions
Key Terms
References
Chapter 12: Decision Making and Prediction
Introduction
Decisions, Decisions, Decisions: What They Are and Who Makes Them (the decision makers)
Obstacles to Good Decision Making: Let Us Count the Ways
Logical Fallacies
Biology and Cognition (social intelligence): A Possible Undue Influence
The Effect of Trauma on Decision Making and the Benefits of Self-Care
Prediction
Ways to Improve Decision Making
Conclusions
Exercise: The False Argument
Discussion Questions
Key Terms
References
Chapter 13: Model Management Practices
Introduction
Salvation Through Consilience
Communication, Leadership, and Culture Change
It Is the People and Their Goals That Matter
It Is the People and Their Goals That Matter
Conclusions
Discussion Questions
Key Terms
References

Editorial Reviews

"How well the criminal justice system works in a democratic society is a good measure of the health of democracy in that society. . . . I can't imagine a more appropriate foundational book than this one for preparing students to take up the challenges of making our criminal justice system the best it can be."—From the Foreword by Nicholas P. Lovrich, Washington State University-Pullman

"The use of humor and personal descriptions is a great strength of the book. This is a topic that is hard for students because it is to some degree dry and can be overly formalistic. A book that can engage and teach in this area is a unique commodity."—Thomas Hughes, University of Louisville

"As I read the manuscript and continued to see the authors addressing all of the seminal literature, I became more impressed with their ability to weave organization theory into a very approachable presentation. This is a good, solid book and I would adopt it for an undergraduate class."—Willard M. Oliver, Sam Houston State University

From the Publisher