Leadership and Management.

Leadership and management are vital skills to any profession. Managers and leaders play a crucial role in the organization system, but their characters vary. They are defined according to the tasks that they are responsible for in the organization. Management is planning goals and specifying the purpose of the agency (Allen & Sawhney). They control and organize the personnel of the organization in attaining the organizational goals. Leadership mostly arises where people combine forces to achieve a specific target. It is to inspire or motivate people in achieving long-term goals and are born with the qualities of leading(Allen & Sawhney). They keep an eye on the subordinates and take part in the job subjected to the workers. The main distinguishing characteristic between a leader and a manager is that a leader is part of the team while the manager only controls the group. Those in criminal justice organizations must have the above skills to enforce their services to the public effectively.

Leaders pull employees to achieve organizational goals and objectives, while managers push employees to achieve them. Leaders influence, inspire and drive people, while managers make sure the day-to-day activities are executed effectively. When an individual has both leadership and management skills it gives, continuity of government operations maintains the government's reputation and erodes the citizens with trust in their government (Kapucu & Ustun). In a criminal justice organization, to attain the desired goal, all the personnel, including the management personnel, should work as a team regardless of their position. A manager should also be a leader at all times to ease the tension that was created between subordinates and superiors.

An open system is characterized by exchanging and having feedback from the community in which the system works to represent the external environment. The system is essential to a firm as it allows the interaction of both internal and external environments, thus providing the firm with a chance to evaluate the feedback. The feedback considered provides for the adjustment of the internal structures, enhancing the productivity of the firm. On the other hand, a closed system represents a case where the organization's setup does not change as the internal setting is reliable and is not exposed to change (Zucchella, & Previtali,2019).  I n the system, the operation is done through specialization on each individual's task where the procedures are directed by set rules and guidelines outlining everyone’s role. The process, despite the profession, is controlled by a central control where control is in the hand of the few in the management.

            The closed system is more applicable in the criminal justice system when the organization is involved in making policies in the cooperation where the interaction with the environment is not needed. In this, the staff and management are the only ones required to smoothly develop the organization's procedure. The associations are directed by the managers as the head of the organization; in this case, the chief justice responsible for the justice department.  An open system is usually applicable when the organization offers justice to the community to demonstrate its stand on justice delivery (Park, & Kim, 2018). The same procedure is done when they want to gain the citizen's trust and ensure that the community views them as a source of justice for all despite the races, religions, or ethnicity. Similarly, civil education on people's rights and civil rights is done by the justice system through an open system to allow citizens to get an education on their rights and responsibility.

 

 

 

Reference

Allen, J. M., & Sawhney, R. (2018). Administration and management in criminal justice: a service quality approach.

Jang, Y., Kim, D., Park, J., & Kim, D. (2018). Conditional effects of open-street closed-circuit television (CCTV) on crime: A case from Korea. International Journal of Law, Crime and Justice, 53, 9-24.

Kapucu, N., & Ustun, Y. (2018). Collaborative crisis management and leadership in the public sector. International Journal of Public Administration, 41(7), 548-561.

Zucchella, A., & Previtali, P. (2019). Circular business models for sustainable development: A “waste is food” restorative ecosystem. Business Strategy and the Environment, 28(2), 274-285.