The Effective Corrections Manager : Correctional Supervision For The Future

Foreword xi Introduction xiii About the Authors xix Acknowledgments xxi Part I The Setting Evolving in a Changing Environment 3(8) Dimensions of Change 3(3) Paradigm Shifts 6(2) Motivation and Empowerment 8(3) Is Corrections Really Different? 11(14) Process Versus Environment 11(2) The Nature of the Correctional Organization 13(2) Identifying the Real Differences 15(3) The Real World: Parts of Both Systems 18(2) External Pressure: An Area of Increasing Concern 20(1) Your Supervisory Approach 21(4) The Nature of Supervision: Corrections and Everywhere 25(12) Born to Work or Watch? 25(1) The Supervisor's Two Hats 26(2) The Peter Principle Revisited 28(1) The Working Trap 29(1) Nothing To Do? 30(1) The Responsibilities of Correctional Management 31(1) The Nature of Supervision 32(5) Definitions, Titles, and Other Intangibles 37(10) In Search of Definitions 38(1) A Practical Definition 39(1) Organizational Labels 40(1) Line and Staff Functions 41(2) A Title as More Than a Label 43(4) The Basic Management Functions 47(16) Categorizations 48(1) Management Functions in Brief 49(1) Planning 50(2) Organizing 52(1) Directing 53(1) Coordinating 54(1) Controlling 54(9) Part II The Supervisor and Self Delegation: How To Form the Habit 63(22) Taken for Granted 64(1) The Nature of Delegation 65(1) What About ``Empowerment''? 66(1) Why Delegate? 67(1) Failure to Delegate 68(3) Looking Upward: The Other Side of Delegation 71(4) The Nuts and Bolts of Delegation 75(5) Building the Habit 80(5) Time Management: Expanding the Day Without Stretching the Clock 85(18) Time and Time Again 86(1) The Time Wasters 87(3) The Time Savers 90(7) How to Respond to Time-Wasting Pressures 97(1) The Unrenewable Resource 98(5) Self-Management and Personal Supervisory Effectiveness 103(20) It Starts with You 104(1) Initiative 105(1) Barriers to Effectiveness 106(1) Organization 107(2) Stress and the Supervisor 109(3) Effective Use of Time 112(1) How Well Are You Suited to the Supervisory Role? 112(5) How Well Do You Fit? 117(6) Part III The Supervisor and the Employee Interviewing: The Hazardous Hiring Process 123(18) The Supervisor and the Interview 124(1) Candidates: Outside and Inside 125(1) Preparing for the Interview 126(2) Guidelines for Questioning 128(6) The Actual Interview 134(3) Follow-Up 137(4) The One-to-One Relationship 141(14) The Transfer of Meaning 142(2) The Two-Way Street 144(1) Barriers to Effective Communication 145(3) Guidelines for Effective Interpersonal Communication 148(1) The Open-Door Attitude 149(6) Leadership: Style and Substance 155(14) Introducing Leadership 156(1) Patterns of Leadership 157(2) Some Assumptions about People 159(1) Style and Circumstances 160(1) Outmoded Views 160(1) Leadership's Primary Characteristic 161(1) Word Play: Leadership Versus ``Management'' 162(1) Can You Lead ``By the Book''? 163(1) An Employee's View 164(1) The Visible Supervisor 165(1) True Leadership 166(3) Organizational Communication: Looking Up, Down, and Laterally 169(12) What Goes Down May Not Come Up 170(3) The Manager's Role in Organizational Communication 173(2) Nuts and Bolts 175(2) The Grapevine 177(1) Which Way Do You Face? 178(3) Motivation: Intangible Forces Working For and Against Management 181(12) Satisfaction in Work 182(1) The Real Reasons People Quit 183(1) Demands on the Organization 183(1) Motivating Forces: The Basic Needs 184(1) What Makes Them Perform? 185(2) Money as a Motivator 187(1) Motivation and the First-Line Supervisor 188(5) Performance Appraisal: Cornerstone of Employee Development 193(26) The Manager's Darkest Hour? 195(3) Why Appraise at All? 198(1) The Objectives of Appraisal 198(2) Traditional Appraisal Methods 200(6) Common Appraisal Problems 206(1) Why Appraisal Programs Often Fail 206(2) Legal Aspects of Performance Appraisal 208(1) Standard-Based Appraisal: A Long-Range Target 209(2) Constructive Appraisal 211(2) The Appraisal Interview 213(1) Living with an Existing System 213(2) A Simple Objective 215(4) Criticism and Discipline: Guts, Tact, and Justice 219(16) The Need for Rules 221(1) Criticism 222(3) Discipline 225(4) Guidelines for Fair and Effective Discipline 229(2) Guts, Tact, and Justice 231(4) The Problem Employee and Employee Problems 235(16) Is There Such a Person? 236(2) Dealing with the Problem Employee 238(2) Seven Guidelines 240(1) A Special Case: The Dead-End Employee 241(2) Absenteeism 243(2) The Troubled Employee 245(2) The Real ``Problem'' 247(4) The Supervisor and the Human Resource Department 251(18) ``Personnel'' Equals People 252(1) A Vital Staff Function 253(2) Learning About the Human Resource Department 255(3) Putting the Human Resource Department to Work 258(4) Wanted: Well-Considered Input 262(1) Understanding Why as Well as What 263(1) Emphasis on Service 264(5) Part IV The Supervisor and the Task Ethics and Ethical Standards 269(20) Honesty 272(1) Correctional Ethics Framework 273(11) Additional Issues 284(5) Decisions, Decisions 289(16) A Fact of Life 290(1) The Basic Decision-Making Process 291(5) Constraints 296(3) Risk, Uncertainty, and Judgment 299(1) The No-Decision Option 300(1) The Range of Decisions 300(1) Responsibility and Leadership 301(1) No Magic Formula 302(3) Managing Change: Resistance Is Where You Find It 305(10) The Nature of Change 306(2) Inflexibility or Resistance? 308(1) Why Resist Change? 309(1) The Supervisor's Approach 310(5) Communication: Not by Spoken Word Alone 315(14) The Written Word 316(1) Sources of Help 317(1) Guidelines for Better Letters and Memos 317(3) Changing Old Habits 320(2) Sample Letter 322(2) Other Writing 324(1) A Matter of Practice 325(4) How To Arrange and Conduct Effective Meetings 329(12) Meetings Are Here to Stay 330(1) Types of Meetings 331(1) Meeting Preparation 332(2) Leading a Meeting 334(3) Use or Abuse? 337(4) Budgeting: Annual Task and Year-Long Implications 341(18) Introducing the Budget 341(4) The Total Budget 345(4) The Budgeting Process 349(3) Using a Budget Report 352(1) Control: Awareness Plus Action 353(1) Staffing and the Budget 354(5) Quality and Productivity: Sides of the Same Coin 359(10) The Total Quality Movement: ``Excellence'' All Over Again? 359(6) Productivity in Corrections 365(1) Sides of the Same Coin 366(3) Teams, Team Building, and Teamwork 369(20) Types of Teams 370(1) The Project or Employee Team 371(7) The Departmental Team 378(1) Team Building and Its Purposes 378(1) Recognizing Employee Potential 379(1) The Stages of Team Building 380(2) The Power of the Team: The Individual 382(1) Team Building and Leadership Style 383(1) Guidance for the Team Builder 384(5) Methods Improvement: Making Work---and Life---Easier 389(22) Edison-Plus 390(1) Room for Improvement 391(2) The Methods Improvement Approach 393(4) The Tools and Techniques of Methods Improvement 397(5) Example: The Information Request 402(2) Implementing Methods Improvement 404(3) The Methods-Minded Attitude 407(4) Reengineering and Reduction in Force 411(16) Reengineering: Perception, Intent, and Reality 412(3) Reduction in Force and Beyond 415(6) Coping with Expanding Responsibilities and Ongoing Change 421(6) Training and Continuing Education 427(12) Why Training and Continuing Education? 428(2) Commitment 430(1) Many Options 430(2) The Employee Role 432(4) Training and You 436(3) The Supervisor and the Law 439(18) Offender Litigation 441(1) Non-Inmate-Related Supervisory Legal Issues 442(10) Sexual Harassment 452(1) Who Needs More Rules? 453(4) Unions: Building Constructive Relationships 457(14) The Setting 458(1) Can Unionization Be Avoided? 459(1) Corrections and Unions 460(1) The Supervisor's Position 461(1) The Organizing Approach 462(1) Unequal Positions 463(1) The Manager's Active Role 464(3) The Bargaining Election 467(1) If the Union Wins 468(3) Suggested Reading 471(14) Index 485