Introduction
Criminal justice is the system and practices that government institutions maintain social control, mitigate and deter crime, and sanction law violators (Stojkovich, Kalinich & Klofas, 2008). Decisions in any criminal justice organization follow certain models all of which must be educated and analyzed. Therefore, in this presentation the organization analyzed is the National Sheriffs Association.
Background
NSA was chartered in 1940 and headquartered in Alexandria, Virginia and provides law enforcers with programs to perform their tasks in the best way and to serve better cities, counties, or jurisdictions (NSA).
Models of Decision Making
There are 6 models that criminal justice organizations use in making decisions (Fox, Tost, & Wade, 2010). They are: Synergistic, POSDCORB (Planning, Organizing, Staffing, Cordinating, Reporting, and Budgeting), Autocratic, Pros & Cons, and Experimental.
Decision Making in NSA
The executive committee and Board of Directors are the top most decision organs in the organization. Their decisions are governed by the company’s by-laws. Other members are: officers, executive sub-committee, standing and other committees. Executive committee uses POSDCORB, autocratic, and synergistic model all according to article III of NSA by-laws. BoD uses product conflict model according to article VI of NSA by-laws. Executive Sub-committee uses POSDCORB and autocratic model according to article VII of by-laws. Officers mainly follow the autocratic model according to article VIII of by-laws. Article X is followed when other and standing committees make decisions. They mainly use four models, which are productive conflict, pros and cons, experimental, and synergistic.
Conclusion
Criminal Justice Organizations have certain models that they follow when making decisions. The major models followed in National Sheriffs Association are: synergistic, productive conflict, pros and cons, experimental, autocratic, and POSDCORB. Each department in the organization uses certain models to make decisions all according to NSA by-laws
References
Buerger, M. (2010). Futures Orientation in Police Decision-Making Practices. FBI Law Enforcement Bulletin, 79(4), 14-18.
Cole, G.F., & Smith, C. E. (2007). The American System of Criminal Justice (11th ed.). Ohio: Cengage Learning.
Criminal Justice System, available at:
jyates.myweb.uga.edu/new_ch1.ppt
Fox, M., Tost, L., & Wade-Benzoni, K. A. (2010). The Legacy Motive: A Catalyst for Sustainable Decision Making in Organizations.Business Ethics Quarterly, 20(2), 153-185.
Gelsthorpe, L., & Padfield, N. (2003). Exercising discretion: decision-making in the criminal justice system and beyond. Portland: Willan Publishing
National Sheriffs Association Website at:
http://www.sheriffs.org/
National Sheriff Association: Sheriff of the year. Available at: www.shelby-sheriff.org//SheriffoftheYear.pdf
Stojkovich, S., Kalinich, D., & klofas, J. (2008). Criminal Justice Organizations: administration and management. Ohio: Cengage Learning
