Frederick Taylor and Scientific Management. NetMBA Business Knowledge Center. Retrieved on January 4, 2006 from: http://www.netmba.com/mgmt/scientific/
chnically efficient but too monotonous for most workers to handle, in addition to being too highly specified for criminal justice, which requires workers to make split-second decisions and develop creative responses to unique situations. Human relations management results in an organization that is too lax for criminal justice, where the supervisor is a buddy instead of an authority. Although criminal justice work requires good interpersonal relations like most other work, it cannot be built on informal ˘buddy÷ connections that could compromise its power and integrity.
McGregor, D., Likert, R. (2004). The Human Relations Movement. Retrieved on January 4, 2006 from: http://faculty.ncwc.edu/toconnor/417/417lect05.htm
A fourth option, the ˘post-managerial style of organization,÷ is rapidly coming to the forefront in criminal justice organizations as a more effective approach than any managerial style has previously offered (Raine & Wilson). In post-managerialism, criminal justice is treated more as a regulatory institution than a service industry, increasing the emphasis on crime preventi