Chapter 13 Institutional Management Clear & Cole, American Corrections, 8th “Formal Organization” a structure established for influencing behavior to achieve particular ends 1.) 2.) The Organizational Structure The Impact of the Structure Clear & Cole, American Corrections, 8th why governing prisons is different from other public institutions the defects of total power power is limited; depends on inmate cooperation prison unlike other authoritarian organizations inmates don’t recognize legitimacy of their keepers no sense of duty propels them to compliance limited system of rewards & punishments job assignment, housing, parole report, good time available punishments not severe, confer status co-opting of correctional officers officers forced into inmate trade-offs must maintain ‘surface order’ forced to ‘buy’ compliance or tolerate rule breaking strength of inmate leadership Clear & Cole, American Corrections, 8th Correctional Officers: The Linchpin of Management Who Becomes a Corrections Officer Role Characteristics Job assignments Problems with the Officers Role Job Stress and burnout Boundary Violations Use of Force Collective Bargaining Clear & Cole, American Corrections, 8th Strategies of influence “compliance” obedience to an order or request types of power for gaining compliance remunerative power obtaining compliance in exchange for material resources normative power obtaining compliance by manipulating symbolic rewards coercive power obtaining compliance by the application or threat of physical force Clear & Cole, American Corrections, 8th Goals of the “Confinement Model” of prisons keep them in facility must be secure inmates & staff must be protected from each other, as well as environmental hazards keep keep them safe them in line rules must exist and be enforced inmates must have medical care constructive activity through work, recreation, education, treatment programs keep keep them healthy them busy Clear & Cole, American Corrections, 8th Formal Prison Organization warden deputy warden Management deputy warden deputy warden deputy warden budgets/accts inst. security guard forces education vocational training industry farm purchasing building & grounds clothing & laundry food service canteen Custody inmate discipline investigations visiting Programs Industries classification counseling medical serv. recreation religion Clear & Cole, American Corrections, 8th “Unity of Command” management principle that a subordinate should report to only one supervisor deputy warden Management deputy warden Custody inst. security deputy warden Programs deputy warden Industries investigations guard forces visiting inmate discipline Clear & Cole, American Corrections, 8th “Chain of Command” management principle that orders organization as a series of hierarchical positions of authority, so that each person in hierarchy receives orders from one immediately above and issues orders to one immediately below himself or herself warden deputy warden Management deputy warden Custody deputy warden Programs deputy warden Industries captain lieutenant sergeant Clear & Cole, American Corrections, 8th “span of control” management principle that a supervisor can effectively oversee only a limited number of subordinates deputy warden Management deputy warden Custody education Programs budgets/accts inst. security investigations guard forces purchasing deputy warden inmate discipline deputy warden Industries recreation classification farm visiting industry food service Clear & Cole, American Corrections, 8th “Line Personnel” Employees who are directly concerned with furthering the institution’s goals; workers in direct contact with clients Clear & Cole, American Corrections, 8th “Staff Personnel” Employees who provide services in support of line personnel (e.g., clerks, purchasing officers, accountants, training officers, maintenance, laundry, food service) Clear & Cole, American Corrections, 8th “Governance” the sound and firm management of inmates and staff “governance” is what distinguishes a well-run prison from a substandard prison. Clear & Cole, American Corrections, 8th factors affection quality of life in prison quality of life Order absence of individual or group misconduct that threatens safety of others amenity anything that enhances comfort of the inmates (e.g., good food, clean cells, recreation) service programs designed to improve the life prospects of inmates (e.g., education, training, work) “A good prison “provides as much order, amenity, and service as possible, given the human & financial resources.” --John DiIulio Clear & Cole, American Corrections, 8th Prison Discipline inmates are given set of rules on arrival rule violations can be major or minor violations of rules are handled by staff minor violations result in warning, counseling major violations may result in sanctions criminal prosecution loss of “good time” time in punitive segregation (the “hole”) loss of privileges (e.g., visits, mail, commissary, 1/2 recreation inmates charged with ≥ 1 violation 90% of those charged are found ‘guilty’ Clear & Cole, American Corrections, 8th prison disciplinary process officer writes inmate a ‘ticket’ for violation minor ticket major ticket: goes to a semi-formal hearing summary judgment by hearing officer counseling; reprimand disciplinary committee 3 - 5 correctional staff (custody, treatment, classification) inmate rights: notice of complaint, help preparing case, fair hearing, confront witnesses, written statement of decision hearing officer sometimes case investigated by hearing officer-- conducts hearing, makes decision (in absence of a committee) decision appealed ‘up’ chain of command to captain, warden, commissioner of corrections Clear & Cole, American Corrections, 8th prison directors a formula for effective leadership: be in office long enough to learn job, make plans, & implement them. project an appealing image to a wide range of people, both inside & outside of the organization. be dedicated & loyal to the department; see oneself as engaged in a noble & challenging profession. be ‘hands-on’ & proactive; prevent problems; be politically astute. Clear & Cole, American Corrections, 8th the correctional officer counsel officers’ duties maintain and deliver supplies supervise write and administer reports protect train process & control inmates Clear & Cole, American Corrections, 8th it’s a tough job, but ... long hours low pay disadvantages of correctional officer job potentially dangerous conflicting roles: custody - treatment seen as ‘dead end’ job high turnover low entry requirements low public image Clear & Cole, American Corrections, 8th … it does have its benefits advantages of the job ‘growth’ industry job security limited alternatives (where prisons are located) easy to supplement with overtime or part-time low entry requirements Clear & Cole, American Corrections, 8th correctional officer employment opportunities Clear & Cole, American Corrections, 8th paramilitary organization & duties of custody staff captain lieutenant sergeant correctional officer administrative responsibilities; link between custody and top management supervises sergeants within areas of the prison; principle disciplinarians supervises complement of officers within one area of the prison (e.g., housing unit, hospital, kitchen, yard, industries, reception & release, etc. line staff responsible for daily operation of a specific area of prison Clear & Cole, American Corrections, 8th correctional officer job assignments block officer oversee unit maintenance, security, safety, inmate problems & needs, enforce rules work detail supervisor supervise inmate workers who provide food services & maintenance, outside work details industrial shop & school officer maintenance & security of work & school areas yard officer (order & security on yard) administrative building assignment gate security, supervise visiting, public information wall or tower post (observe, minimal inmate contact) relief officer (fills in for absent staff) Clear & Cole, American Corrections, 8th use of force: circumstances justifying reasonable force self-defense when threatened with physical attack defense of third persons to protect a threatened inmate or officer to maintain safety and security upholding prison rules prevention prevention law of a crime of escapes allows deadly force to prevent an escape, but policies vary across states Clear & Cole, American Corrections, 8th collective bargaining 1st unions for correctional employees 1956: Washington, DC & New York City 1970s: many states passed enabling legislation 1981: unions in 29 of 52 jurisdictions custodial, program, support staff wages, hiring, conditions of employment support expansion of prison facilities oppose private prisons support victims’ rights legislation tougher sentencing laws who is represented (often separate unions) issues and concerns Clear & Cole, American Corrections, 8th