To Prepare · Refer to the “Population-Focused Nurse Practitioner Competencies” found in the Week 1 Learning Resources and consider the quality measures or indicators advanced nursing practice nurses must possess in your specialty of interest. · Refer to your “Clinical Skills Self-Assessment Form” you submitted in Week 1 and consider your strengths and opportunities for improvement. · Refer to your Patient Log in Meditrek and consider the patient activities you have experienced in your practicum experience and reflect on your observations and experiences. In 450–500 words, address the following: Learning From Experiences  · Revisit the goals and objectives from your Practicum Experience Plan. Explain the degree to which you achieved each during the practicum experience. · Reflect on the three most challenging patients you encountered during the practicum experience. What was most challenging about each?   · What did you learn from this experience?   · What resources were available?  · What evidence-based practice did you use for the patients?  · What would you do differently?   · How are you managing patient flow and volume?   Communicating and Feedback  · Reflect on how you might improve your skills and knowledge and how to communicate those efforts to your Preceptor.  · Answer the questions: How am I doing? What is missing?   · Reflect on the formal and informal feedback you received from your Preceptor.  C H A P T E R T H I R T E E N ORGANIZATIONAL EFFECTIVENESS Criminal Justice Organizations: Administration and Management Learning Objectives  Be able to define organizational effectiveness  Understand the issues underpinning measuring organizational effectiveness  Discuss the difficulties of the goal model  Be able to briefly discuss the three significant elements of the process approach  Understand variable analysis  Understand why ethical problems arise out of attempts to measure effectiveness What is Organizational Effectiveness?  Effectiveness – the degree of congruence between organizational goals and some observed outcome.  Alternative views of organizational effectiveness, is it: o Organizational survival, o Environmental adaptability, o Based on multiple indicators, or o Based on multiple perspectives? What is Organizational Effectiveness? Cameron (1981) Reasons for confusion o There are important differences in the way scholars conceptualize organizations. o Goals are often complex, multiple, and conflicting. o Researchers often use multiple and overlapping measurement criteria.  Effectiveness cannot be measured as a single phenomenon. What is Organizational Effectiveness?  Why assess organizational effectiveness? o Scholars • Account for the growth or decline of an organization • Investigate interactions between organizations and their environments • Seek to understand the antecedents of effectiveness o Practitioners • Effectiveness influences how organizations ar.

1. To Prepare
· Refer to the “Population-Focused Nurse Practitioner
Competencies” found in the Week 1 Learning Resources and
consider the quality measures or indicators advanced nursing
practice nurses must possess in your specialty of interest.
· Refer to your “Clinical Skills Self-Assessment Form” you
submitted in Week 1 and consider your strengths and
opportunities for improvement.
· Refer to your Patient Log in Meditrek and consider the patient
activities you have experienced in your practicum experience
and reflect on your observations and experiences.
In 450–500 words, address the following:
Learning From Experiences
· Revisit the goals and objectives from your Practicum
Experience Plan. Explain the degree to which you achieved each
during the practicum experience.
· Reflect on the three most challenging patients you encountered
during the practicum experience. What was most challenging
about each?
· What did you learn from this experience?
· What resources were available?
· What evidence-based practice did you use for the patients?
· What would you do differently?
· How are you managing patient flow and volume?
Communicating and Feedback
· Reflect on how you might improve your skills and knowledge
and how to communicate those efforts to your Preceptor.
· Answer the questions: How am I doing? What is missing?
· Reflect on the formal and informal feedback you received
from your Preceptor.

2. C H A P T E R T H I R T E E N
ORGANIZATIONAL
EFFECTIVENESS
Criminal Justice Organizations:
Administration and Management
Learning Objectives
organizational effectiveness
he three significant
elements of the process approach
attempts to measure effectiveness
What is Organizational Effectiveness?
– the degree of congruence
between organizational goals and some
observed outcome.

3. effectiveness, is it:
o Organizational survival,
o Environmental adaptability,
o Based on multiple indicators, or
o Based on multiple perspectives?
What is Organizational Effectiveness?
o There are important differences in the way
scholars conceptualize organizations.
o Goals are often complex, multiple, and
conflicting.
o Researchers often use multiple and overlapping
measurement criteria.
phenomenon.
What is Organizational Effectiveness?
o Scholars

4. • Account for the growth or decline of an organization
• Investigate interactions between organizations and
their environments
• Seek to understand the antecedents of effectiveness
o Practitioners
• Effectiveness influences how organizations are
managed.
• Accountability
• Can lead to the redistribution of resources within the
agency
What is Organizational Effectiveness?
political context.
o The organization, program, and offices are creatures of a
political process.
o The results of the study feed into the political processes that
sustain or change the organization
o The studies themselves are political because they involve
implicit statements about the legitimacy of goals and interests
within the organization (Lovell, 2004).
udies reflect the perspective of the
organization’s dominant coalition.

5. Theories of Organizational Effectiveness
any discussion of effectiveness (Hannan and
Freeman, 1977).
an
organization is regarded as succeeding or
failing will depend on theory.
assessing organizational effectiveness.
Theories of Organizational Effectiveness
Goal Model
organization achieved its goals
o There are limitations to the rationality of organizations.
o Cannot differentiate between official and operative goals
o Activities not related to goals are not measured.
o The relationship between goal attainment and consequences is
not straight forward.

6. Theories of Organizational Effectiveness
Alternative Models
– effective organizations work efficiently
-satisfaction or strategic-constituency –
effective organizations serve the interests of the key
constituencies.
– effectiveness is a process, not an result
– incorporates concern for change in the
environment
hasis – focuses on attentiveness to the
contributions of individual employees
– extent to which the
organization can attain the resources it needs
Methods of Assessing Effectiveness
o Highly related to the goal model
o Studies involve the identification and
measurement of some goal or goals
o Most common method used to assess
organizational effectiveness

7. o Attempts to examine causal links in the
attainment of some goal
Methods of Assessing Effectiveness
-malfunctioning analysis
o The target of inquiry is failed of failing organizations.
o The analysis examines the reasons behind the failure
o Usually done following a major event (e.g. prison riot)
o Asks who is getting what from an organization
o How organizations are used by internal and external groups.
Variable Analysis in Criminal Justice
assessment?
o Using a single dimension is difficult because criminal justice
agencies do so many different things.
o Performance appraisal – processes central to the
evaluation of an individual’s performance
o Performance measurement – the relationship between

8. performance and actual goal accomplishment
Variable Analysis in Criminal Justice
stop is to identify the variables that will be used
to measure performance.
o Validity in variables is the key consideration – does the
variable measure what it purports to measure?
consideration.
o Levels of measurement
o Other measurement rules and procedures (e.g. recidivism)
Variable Analysis in Criminal Justice
o Process measures – measure the activities
assumed to cause effectiveness within
organizations
o Structure measures – measure the
organizational features or participant
characteristics that are presumed to have an
impact on effectiveness

9. Variable Analysis in Criminal Justice
o Overcome the difficulties associated with single measures
of effectiveness
-goal/multi-measure designs give a more
comprehensive view of organizational effectiveness
that single measures.
o Intervention – level of effort involved
o Mechanism – how the program is to affect the outcome
o Outcomes – anticipated outcomes of the program
Ethical Considerations
organization is effective.
o Fear of reprisal
o Competition for resources (internal and external)
o The assessment must make sense

10. o The goals (evaluative criteria) are realistic
o Reduce fear of reprisal
o Judge managers within their domain
Chapter Summary
congruence between organizational goals and some
observed outcomes.
conflicting goals.
o organizational goals can be identified,
o members work toward goals,
o and that goal attainment can be achieved.
Chapter Summary
e significant elements of the
process approach are:
o Multiple goal attainment must be
optimized
o Changes in the organization’s environment
and goals will change,

11. o Considers the contribution of employees.
Chapter Summary
:
o Selecting separate domains,
o Finding variables that provide measures of success within
each
domain, and
o Finding variables that are specific to effectiveness within each
domain.
because it is relatively easy to produce numbers that
make an individual or group look good, like the goals
have been attained.
Thinking Point and Question
recently created a Fusion Center designed to collect
and disseminate information relating to potential
terroristic activities.
intelligence analysts.
for assessing the Fusion Center’s organizational

12. effectiveness.
C H A P T E R T W E L V E
DECISION MAKING
Criminal Justice Organizations:
Administration and Management
Learning Objectives
criminal justice practitioners
making
justice decision makers
justice decisions
What is a Decision?
ecision is a judgment, a choice between
alternatives (Houston, 1999).

13. theory or broad framework (paradigm).
o An awareness of the alternatives
o An awareness of the possible consequences of
each alternative
o The subject of the decision
What is a Decision?
decision are combined.
based on the decision makers education, training,
and experience.
outcomes.
previously made decisions.
What is a Decision?

14. Decision Making Theory
Rationality to Garbage Cans
itially, decision making was thought to be a rational
process.
decisions are based on bounded rationality
o Decision makers are unable to collect all the information they
need to make a completely rational decision.
o The result is satisfycing – taking the first acceptable solution
that comes along.
– decision makers keep
previously made decisions and use them as needed.
Decision Making Theory
Organizational Culture
ions are often influenced by the
organizational culture.
o “We’ve always done it that way.”
o “It worked in the past.”
o “If it ain’t broke, don’t fix it.”
identify solutions to problems based on
deeply rooted values and beliefs.

15. Decision Making Theory
Politics
decision making.
o Internal politics – processes by which interested parties
within the organization express their concern and seek
implementation and acceptance of their ideas and practices.
o External politics – consist of the influence that outside
parties exert on the organization’s definition of mission, the
appropriate types of operations the organization exhibits, and
the directions it takes.
Characteristics of Decision Makers
– use their experience to determine
what items of information are the most important to
the decision.
– collect large amounts of information and
search for patterns in that information.
– reduces complex problems to their
simplest form.
– wait for comments by someone else and
then associate themselves with that person’s
viewpoint.

16. Decision Making Styles
– make decisions and announce them,
highly task oriented and a low tolerance for ambiguity.
– high tolerance for ambiguity and tend to
overanalyze situations.
– work well with people and rely on
discussion with others to consider the problem and
possible solutions.
– like to interact with others and
welcome open discussions.
Decision Making Styles
from
o Autocratic – boss makes and announces the decision, to
o Laissez-faire – totally subordinate centered.
participative and encourage input from
subordinates.
o Be autocratic,
o Be directive, and
o Rely on traditional beliefs and assumptions

17. Characteristics of Information
– most important, but often least
attainable because information is;
o Complied from numerous sources,
o From people with a vested interest in the outcome,
and
o Often only summarizes information about groups.
– affects sequentialist
the most, but overall does affect the outcome of a
decision.
– often there are
only two possible outcomes. Additional
alternatives complicate the process.
Discretion
icial has latitude to make
authoritative choices not necessarily specified within the
source of authority which governs his decision making”
(Atkins and Pogrebin (1992:1).
o Complicated nature of job
o Incomplete information

18. making”.
making through weighted questionnaires.
Discretion
Prediction
ences criminal
justice decision making.
o The decision to arrest or not arrest
o Criminal sentencing
o Probation conditions
have improved this, but have not removed
all unintended outcomes.
Prediction
Improving Criminal Justice Decisions

19. o Equity – similar decisions for similar situations
o Accuracy – making correct decisions
o Consistency with theory – adhering to a
consistent paradigm or framework
o Consistency with resources – pragmatism
o Contribution to future decisions – use prior
decisions and their outcomes to influence future
decisions
Ethical Considerations
o Time constraints,
o During conflict, and
o With personal bias.
o Will the decision violate Constitutional rights?
o Does the decision treat individuals as mean?
o Is the decision illegal?
o Does the decision violate policy or a professional code of
ethics?

20. Chapter Summary
making a choice between alternative paths toward
the goal.
ecision rules are clinical in nature.
education, training, and experience.
Chapter Summary
“garbage can” and pull the solutions out as when they
encounter a problem.
makers.
o Sequentalist – make decisions based on experience
o Ah yes – search for patterns in large amount of information
o Simplifier – reduces complex problems to simplest form
o Ratifier – waits for comments and feedback from others

21. Chapter Summary
making are:
o Equity – similar dispositions across similar cases
o Accuracy – separating the guilty from the innocent
o Consistency – applying the same decision rules over time
decisions.
Thinking Point and Question
an asset forfeiture fund. This money may be spent in
any way the department chooses.
how this money should be spent. During the
meeting your four supervisors make the following
statements.
sequentialist, ah yes!, simplifier, or ratifier.
Thinking Point and Question

22. to upgrade our radios. That was ten years ago. I
think it is time we do that again.”
uncil, mayor and
maybe even have a town hall meeting before we
decide.”
day.”
years and identify a need that we have not yet
addressed.”