OPENING CHAPTERS ESTABLISH CRIMINAL JUSTICE AS A POTENTIALLY MANAGEABLE SYSTEM, ISOLATE THE CONCEPT OF MANAGEMENT (I.E., MANAGEMENT OF JUSTICE AS A SPECIFIC TASK DISTINCT FROM THE PRACTICE OF JUSTICE), AND EXAMINE THE VALUE OF THE SYSTEMS APPROACH IN THE MANAGEMENT OF JUSTICE. A SYSTEMS MODEL IS DEVELOPED FROM A VARIETY OF MANAGEMENT THEORIES FOR SPECIFIC APPLICATION TO THE MANAGEMENT OF CRIMINAL JUSTICE. PARTICULAR ATTENTION IS DIRECTED TO THE CLARIFICATION OF MANAGERIAL FUNCTION, AS OPPOSED TO MANAGERIAL ROLES. PROBLEMS IN THE EXISTING ALIGNMENT OF FUNCTIONS WITHIN JUSTICE ORGANIZATIONS ARE EXAMINED. APPLICATION OF THE SYSTEMS MODEL TO THE MANAGEMENT OF POLICE, PROBATION AND PAROLE, PRISONS AND JAILS, AND PROSECUTION AND DEFENSE IS DESCRIED. THE USE OF CONSULTANTS TO ASSIST IN IMPLEMENTING THE MODEL, THE RELATIONSHIP BETWEEN THE MODEL AND POLITICAL INFLUENCES ON JUSTICE ORGANIZATIONS, AND THE IMPORTANCE OF RETAINING EMPHASIS ON THE OUTCOME OF MANAGERIAL DEVELOPMENT ARE DISCUSSED. EACH CHAPTER IS FOLLOWED BY REVIEW QUESTIONS AND AN ANNOTATED LIST OF REFERENCES.