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Executive Summary

Executive Summary

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EXECUTIVE SUMMARY

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Executive Summary

Organizational behaviour can be stated as the attitudes and actions related to people of the organization. It is the duty of managers of the organization to understand organizational complexity, problem identification, correcting the identifying problems using best approaches and maintain check and balance of the changes made so that changes can have a significant impact.

In the criminal justice agency, the pivotal role is played by the manager of the organization in setting organizational behaviour of agencies related to the criminal justice system. Providing a vision of an organization is one of the major element of an organization(Viehhauser, 2010). It is the manager's duty to ensure that efforts should be made by all employees to achieve what is intended.

Organizational culture is another important element in an agency of criminal justice system which is important for the whole community(Ali et al., 2014). It determines the sort of communication that an agency should have. The criminal justice system has a lot of communication involved so it is a crucial element to make sure that the community runs happily and peacefully.

Final outcome also plays an important role in setting good behaviour in criminal justice agency, which is usually evaluated by the performance of workers, therefore, it is necessary to satisfy people working in criminal justice agencies. For this, it should be ensured that workers should be given ample opportunities for their carrier development(Vigoda & Golembiewski, 2001). Rewards are another efficeient way to make sure that workers stay motivated.

Conclusively, organizational behaviour can be managed by using addressing above techniques that help in achieving goal setting standards which would serve the community well.

References

Vigoda, E., & Golembiewski, R. T. (2001). Citizenship behavior and the spirit of new managerialism: A theoretical framework and challenge for governance. The American Review of Public Administration, 31(3), 273-295.

Ali, S. A. M., Said, N. A., Kader, S. F. A., Ab Latif, D. S., & Munap, R. (2014). Hackman and Oldham's job characteristics model to job satisfaction. Procedia-Social and Behavioral Sciences, 129, 46-52.

Viehhauser, A. (2010). Self-managed teams as company structure and its effect on motivation, job satisfaction, empowerment and perceived performance.

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