Transcript Chapter 13 Institutional Management Clear & Cole, American Corrections, 6th “formal organization” definition a structure established for influencing behavior to achieve particular ends Clear & Cole, American Corrections, 6th.

Chapter 13
Institutional
Management
Clear & Cole, American Corrections, 6th
“formal
organization”
definition
a
structure established for
influencing behavior to
achieve particular ends
Clear & Cole, American Corrections, 6th
Strategies of influence
“compliance”
obedience to an order or request
types of power for gaining compliance
remunerative
power
normative
power
coercive
power
obtaining
compliance in
exchange for
material
resources
obtaining
compliance by
manipulating
symbolic
rewards
obtaining
compliance by
the application
or threat of
physical force
Clear & Cole, American Corrections, 6th
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, 6th
Formal Prison Organization
warden
deputy warden
deputy warden
deputy warden
deputy warden
budgets/accts
purchasing
building &
grounds
clothing &
laundry
food service
canteen
inst. security
guard forces
inmate
discipline
investigations
visiting
education
vocational
training
classification
counseling
medical serv.
recreation
religion
industry
farm
management
custody
programs
industries
Clear & Cole, American Corrections, 6th
“unity of
command”

definition
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, 6th
“chain of
command”

definition
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, 6th
“span of
control”
definition
 management
principle that a supervisor
can effectively oversee only a limited
number of subordinates
deputy warden
management
deputy warden
custody
programs
budgets/accts
education
inst. security
investigations
guard forces
purchasing
deputy warden
inmate
discipline
deputy warden
industries
recreation
classification
farm
visiting
industry
food service
Clear & Cole, American Corrections, 6th
“line personnel”
definition
 employees
who are directly
concerned with furthering the
institution’s goals; workers in
direct contact with clients
Clear & Cole, American Corrections, 6th
“staff personnel”
definition
 employees
who provide services
in support of line personnel (eg,
clerks, purchasing officers,
accountants, training officers,
maintenance, laundry,
food service)
Clear & Cole, American Corrections, 6th
“governance”
definition
 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, 6th
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 (eg,
good food, clean
cells, recreation)
service
programs
designed to
improve the life
prospects of
inmates (eg,
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, 6th
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, 6th
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 (eg, visits, mail, commissary,
 1/2

recreation
inmates charged with ≥ 1 violation
90% of those charged are found ‘guilty’
Clear & Cole, American Corrections, 6th
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, classfication)
 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, 6th
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, 6th
the correctional officer
counsel
officers’
duties
maintain
and deliver
supplies
supervise
write and
administer
reports
protect
train
process &
control
inmates
Clear & Cole, American Corrections, 6th
it’s a tough job, but ...
long hours
low pay
seen as
‘dead end’
job
disadvantages
of correctional
officer job
high
turnover
potentially
dangerous
conflicting roles:
custody - treatment
low entry
requirements
low public
image
Clear & Cole, American Corrections, 6th
… 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, 6th
correctional officer
% of all correctional officers in U.S.
employment opportunities
35%
30%
34%
25%
20%
22%
15%
10%
5%
0%
minority group members
female
Clear & Cole, American Corrections, 6th
correctional officers & inmates
% of all officers or inmates
racial/ethnic composition
70%
67%
60%
46%
50%
40%
30%
33%
24%
18%
20%
10%
8%
3%
2%
0%
officers
White
Afr. Amer.
inmates
Hispanic
Other
Clear & Cole, American Corrections, 6th
paramilitary organization & duties
of custody staff
captain
administrative responsibilities; link
between custody and top management
lieutenant
supervises sergeants within areas of
the prison; principle disciplinarians
sergeant
supervises complement of officers
within one area of the prison (eg,
housing unit, hospital, kitchen, yard,
industries, reception & release, etc.
correctional
officer
line staff responsible for daily
operation of a specific area of prison
Clear & Cole, American Corrections, 6th
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, 6th
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, 6th
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, 6th