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Administration in Probation and Parole (From Social Work in Juvenile and Criminal Justice Settings, Third Edition, P 300-316, 2007, Albert R. Roberts and David W. Springer, eds. -- See NCJ-217866)

NCJ Number
Frank B. Raymond III; Johnny M. Jones
Date Published
17 pages
This chapter discusses the effectiveness of social-work education in preparing graduate students for management positions in probation and parole departments, with attention to the contingency (situational) perspective on management theory.
The social worker's role as administrator of a probation or parole agency is discussed in terms of operational functions. Management theory is addressed in terms of the five basic functions of all managers: planning, organizing, staffing, directing and leading, and controlling. This approach assumes that management fundamentals are universal in their application to all kinds of enterprises, including probation and parole agencies. These five managerial functions are examined for a case that involves a probation and parole agency. This case shows that the five managerial functions are interrelated. Sound planning, including the establishment of clear objectives, is necessary in order for the probation and parole administration to know what kind of organization is needed to achieve the objectives. The establishment of objectives and the development of an organizational structure will help the administrator to know what kind of people must be hired to do the work, the type of training they will need, and how their performance will be evaluated. The probation or parole agency's objectives, the organizational structure, and the people hired will determine the kind of leadership and direction provided by the administrator. Standards of control can be established only after measurable objectives have been planned. The administrator keeps the agency goal-directed through changes in the organizational structure, changes in personnel, and changes in methods of leadership and directing. 68 references