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 ôbuddyö 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 ôpost-managerial style of organization,ö 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 |