Articles included in the book represent fundamental ways of examining criminal justice organizations and individuals who work in them. These organizations are considered to be complex, with unique characteristics and themes. They employ and serve people, are concerned with productivity, sometimes have conflicting goals, face complex external constituencies, and have important internal constituencies. Book chapters are organized according to five sections. The first section on the nature of criminal justice organizations examines the desirability of goal conflict in the criminal justice system, the impact of drugs on the criminal justice system, trial courts as organizations, and the loss of local control over prison administration. The second section looks at the role of the individual in criminal justice organizations. Particular attention is paid to police officers and leadership styles of police managers and to correctional officers. The third section explores group behavior in criminal justice organizations, especially in terms of official deviance in the legal system, conflicts in court management, the basis for legitimate power in prison social systems, and the exercise of power in coercive organizations. The fourth section reviews processes in criminal justice organizations, including Uniform Crime Reporting, sentencing guidelines, tactical choices of police patrol officers, case routinization in investigative police work, negotiation, and plea bargaining. The final section addresses change in criminal justice organizations, focusing on dangers of criminal justice reform, community policing, police expertise mobilization, and judicial review. References, footnotes, tables, and figures