The model views managerial decisions and actions as learned responses to three societal mandates that are communicated through images of offenders as criminals, persons, and citizens. These mandates are treated as competing criminal justice and correctional goals which define the primary objectives are roles of the line staff as the following: to control criminals, to help inmates as individuals, and to protect rights afforded them as citizens. According to the model, efficient performance of this complex role depends upon knowledge and skills related to three conceptually distinct behavioral processes or sequential steps. Step one is effective use of cues associated with images of criminals to be controlled, of persons with needs, and of citizens with rights. Step two is the accurate classification or labeling of offender behavior, requests, and needs. Step three is the appropriate management of behavior that is coordinated with organizational developments and systems supports. Based on this model, several appropriate management techniques should be adopted by line personnel. Immediate positive reinforcement should follow positive or improving behavior. Impermissible behavior may be handled by punishment, nonreinforcement, or assistance in developing acceptable alternatives. Legitimate requests should receive immediate positive reinforcement. The line staff should immediately meet inmate needs that are within the role of competence of the particular employee. Inmate needs which are beyond the employee's competence may be handled by referral, advocacy, or consultation. Uncertainties associated with procedural ambiguities or role conflicts should be handled by referral, advocacy, or consultation. Four footnotes, 2 tables, 4 reference notes, and 39 references are provided. (Author abstract modified)