Organizations presently face diverse management challenges. Leadership inefficiency is one of the fundamental constraints confronting most agencies. The pattern is notable within all organizations, including those dealing in criminal justice. I have experienced a variety of issues as a former employee of an organization dealing in criminal justice. Ideally, several factors manipulate the climate of operation of a criminal agency. Some of these elements range from aspects of organizational factors and dynamics (Griffin & Moorehead, 2012). The kind of leadership in a criminal justice organization has remarkable impacts on employee behavior. Consequently, these manipulations also affect integration and socialization amongst employees. In my former organization, these highlighted elements played a fundamental role. Principally, this relates to the general performance of the organization. Indicatively, various issues affect the level of efficiency and effectiveness within teams. Therefore, it is crucial to examine some of these distinct aspects. This paper analyzes vital elements that influence welfare of criminal justice organizations. In addition, it provides critical insights concerning the best practices. For effective minimization of the negative impacts, the management must consider some of these best practices.
The type of leadership applied in my previous organization seemed to have influenced everything. Bureaucratic leadership practiced by the upper management had negative implications on all workers. Decision processes were made at the top level (Kania & Davis, 2011). Such undertakings were devoid of employee engagement and active participation. It is crucial to indicate that no agents were pleased with this system of management and leadership. The leadership strategy affected several other categories of organizational domain. For instance, the management adopted an ineffective organizational culture. Most of the regulatory frameworks were dictatorial and autocratic. Moreover, the laws were inconsiderate of employee welfare. Observably, there was minimal protection of the minority or disadvantaged groups. Field operations were conducted without proper guidelines. This made most of the agents to lose their lives. Gradually, these detrimental impacts trickled down to the lower levels of implementation.
Transformative leadership ensures that employees are regarded and involved within all decision processes. Accordingly, this is also evident in the practice of basic principles of strategic management (Stojkovic, Kalinich & Klofas, 2012). The criminal justice agency failed to consider that workers are the foremost internal stakeholders. Additionally, the organization evaded external influence and directive from other potential stakeholders. The community groups are other significant stakeholders that might provide critical directions to all organizations. However, for the case of my organization, external stakeholders were totally sidelined from the mainstream.
This notable negligence compromised community-policing initiatives. Consequently, the agency failed to curb the increased rates of criminal operations within the society. Instead, leaders focussed on bureaucratic systems. This practice continued to compromise organizational efficiency and employee welfare. Lack of adequate linkage and cooperation with other likeminded organizations minimized the capacity of the agency to achieve its objectives. It is evident that multi-sector action increases the ownership of operations. Apart from this, such collaborations might enhance capacity-building initiatives. Indicatively, knowledge transfer and experience sharing are transformative considerations. This is because they help to widen the competency of individuals. Such merits are also applicable to the entire organization (Griffin & Moorehead, 2012). However, the agency lacked the initiative to engage in such useful associations. Critical lessons can be drawn from these illustrations. For examples, it is imperative to note that poor leadership affects all organizational aspects.
In order to rejuvenate their performance, every management must consider novelty and innovativeness in their operations. With respect to my organizations, there are several considerations to be undertaken by the responsible authorities (Kania & Davis, 2011). These initiatives must focus on empowering all stakeholders. For instance, all stakeholders must be involved in decision-making initiatives. A shift to innovative and transformative leadership will enable the management to attain exceptional performance standards. Employees must be empowered and motivated. More so, these must be accompanied with proper and integrative regulatory frameworks. Systems must also be transparent. This means that all communication and feedback processes must be clearly stated.
An organizational culture determines the level of its performance. It also ensures adequate satisfaction of all employees. Therefore, the management must collectively indulge the workers and stakeholders in the definition and establishment of an active organizational culture. Rebranding the agency’s mission, vision and strategic policy statement is an urgent undertaking. Therefore, the management must champion it (Griffin & Moorehead, 2012). There must be interventions aimed at attracting the attention and involvement of the external community groups. Some of these include the foundation of corporate social responsibility programs. These are achievable through organization of productive sporting and competition activities, sponsorship and civic education.
The management is charged with transformative obligations that focus on attaining high level of performance and efficiency. There is need for capacity building and employee orientation on effective leadership. Additionally, effective communication and feedback processes are critical components of change. The human resources department must strive to develop competitive programs that ensure employee welfare. These considerations must be given urgent priority in order for the organization to realize adequate results.
References
Griffin, R. W., & Moorehead, G. (2012). Organizational behavior: Managing people and organizations. Mason, OH: South-Western/Cengage Learning.
Kania, R. R. E., & Davis, R. P. (2011). Managing Criminal Justice Organizations: An Introduction to Theory and Practice. Burlington: Elsevier Science.
Stojkovic, S., Kalinich, D. B., & Klofas, J. (2012). Criminal justice organizations: Administration and management. Belmont, CA: Cengage Learning – Wadsworth.