Criminal Justice Case Study

The criminal justice emphasis on Client-Oriented service owes its start to Thomas J. Peters and Robert H. Waterman Jr. as in their work, In Search of Excellence, they studied 62 private sector companies that were well managed and had achieved their objectives (Cronkhite, 2013). They analyzed companies such as IBM, 3M, McDonalds and Delta Airlines (Cronkhiite, 2013). From the study emerged 8 characteristics that created excellence in each of the companies: “a bias for action; close to the customer; autonomy and entrepreneurship; productivity through people; hands-on, value driven; sticking to knitting; simple form, lean staff, and simultaneous loose/tight properties” (Cronkhite, 2013, p. 72). The excellence achieved by these companies

We are very big on close to the customer. Every officer is encouraged to get out in the community and learn as much as they can about the residents. That way the officer knows who lives in the area and can provide quality service and not be accused of racial profiling when he gets out with a suspicious person. Hands on, value driven is also stressed as first line supervisors and command staff are encouraged to come out into the field and observe to keep in touch with the department’s goals and values. Simultaneous loose/tight properties is an important factor in the success of my department as each day officers are encourage to protect and serve our community and treat others as we would want to be treated. Mistakes are to be made and as long as the officers follow these values during their daily duties, tolerance will be given. This proves that the ideas in Peters’ and Waterman’s study can be adapted to any organization, whether it be public or

In the study of the Alameda Naval Depot, “Peters found: (1.) Accountability was a function of employees feeling ownership at all levels of the organization. (2.) Good management was a two-way process: a top-down/bottom-up police ensured communication and efficiency. (3.) Trust was an integral part of successful management. Trusted employees contributed more and derived greater satisfaction from the job. (4.) Empowerment at all levels was a function of trust and accountability. (5.) There was such a thing as too many rules; overregulation did not engender efficiency (Cronkhite, 2013, p. 74). At the city of Phoenix, Peters found: “(1.) Participative management that ensured input at all levels of city government. (2.) Customer service as the hallmark of a well-run city. (3.) Citizen input and expectations have a direct effect on the bottom line. (4.) Quality is a necessary focus at every level of government. (5.) Listening to the employees; the person closest to the job is the best resource (Cronkhite, 2013, p. 75). These are all characteristics adapted to the public sector from his first