APPLICABILITY OF THE STANDARDS TO A GIVEN CORRECTIONAL AGENCY DEPENDS ON THE AGENCY'S SIZE, COMPLEXITY, AND LEVEL OF GOVERNMENT. THE STANDARDS ARE ACCOMPANIED BY DESCRIPTIONS OF THE STATUS OF THE UTAH CORRECTIONAL SYSTEM AND BY SUGGESTED METHODS FOR IMPLEMENTING THE STANDARDS. THE STANDARD FOR PROFESSIONAL CORRECTIONAL MANAGEMENT DEALS WITH THE REDESIGN OF THE CORRECTIONAL ORGANIZATIONAL STRUCTURE IN ORDER TO DISTRIBUTE TASKS MORE RATIONALLY. THE STANDARD ON PLANNING AND ORGANIZATION IS DESIGNED TO PROMOTE THE DEVELOPMENT OF LONG-RANGE, INTERMEDIATE, AND SHORT-RANGE PLANNING THROUGH THE ESTABLISHMENT OF GOALS AND OBJECTIVES. THE ELEMENTS OF GOOD EMPLOYEE-OFFENDER-MANAGEMENT RELATIONSHIPS ARE ADDRESSED IN A STANDARD CONCERNING EMPLOYEE TRAINING, EVALUATION OF EMPLOYEES' INTERPERSONAL RELATIONSHIP SKILLS, FORMAL GRIEVANCE PROCEDURES, AND USE OF OMBUDSMEN. THE STANDARD CONCERNING WORK STOPPAGES AND JOB ACTIONS IN CORRECTIONAL AGENCIES SUGGESTS THAT CORRECTIONAL ADMINISTRATORS DEAL WITH SUCH SITUATIONS BY PREPARING A FORMAL POLICY AND BY OFFERING EMPLOYEES ALTERNATIVE MEANS OF SETTLING GRIEVANCES.