THE ADMINISTRATION AND MANAGEMENT OF CORRECTIONS, NOT THE PRACTICE OF CORRECTIONS, IS THE SUBJECT OF CORRECTIONAL ADMINISTRATION. BY ISOLATING THE MANAGEMENT FUNCTIONS, THE WIDE VARIETY IN ORGANIZATION WHICH APPEARS IN CORRECTIONS FROM STATE TO STATE IS MINIMIZED. THREE FUNCTIONAL LEVELS OF CORRECTIONAL MANAGEMENT ARE EXAMINED, ADMINISTRATIVE MANAGEMENT, EXECUTIVE AND MIDDLE MANAGEMENT, AND SUPERVISORY MANAGEMENT. AGAINST THE BACKGROUND OF THESE THREE LEVELS, THE OPERATIONS OF PRISONS, PROBATION, PAROLE, AND COMMUNITY-BASED CORRECTIONS ARE EXPLORED. CORRECTIONAL ADMINISTRATION, AS OPPOSED TO MANAGEMENT OR SUPERVISION, IS VIEWED AS CREATING A RESULTS-ACHIEVING SYSTEM OUT OF A CORRECTIONAL ORGANIZATION. KEY ADMINISTRATIVE RESPONSIBILITIES ARE GOAL DEFINITIONS, PLANNING, BUDGET-ACCOUNTING, AND RESEARCH. THE FUNCTION OF CORRECTIONAL MANAGEMENT IS VIEWED IN TERMS OF CONCERN WITH PRODUCTION VERSUS THE EMPLOYEES WHO DO THE PRODUCING. MANAGERIAL METHODS ARE ELABORATED IN TERMS OF THE DISTINCTIONS BETWEEN ROLE AND FUNCTION AS WELL AS BETWEEN EFFICIENCY AND EFFECTIVENESS. THE NATURE OF CORRECTIONAL SUPERVISION IS EXPLAINED IN RELATION TO LEADERSHIP, MOTIVATION, TIME MANAGEMENT, CONTROL, COMMUNICATION, AND ON-THE-JOB TRAINING. ALSO TREATED IN THIS BOOK ARE THE ADMINISTRATIVE RESPONSIBILITIES OF STAFFING THE CORRECTIONAL FIELD. INCLUDED ON THE DISCUSSION ARE TRAINING, THE ROLE OF VOLUNTEERS, AND THE EXAMINATION OF PERSONNEL QUALIFICATIONS. (SNI ABSTRACT)