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NCJRS Abstract

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NCJ Number: 50860 Find in a Library
Title: RESPONSIBILITY CHARTING IN CORRECTIONS
Journal: FEDERAL PROBATION  Volume:42  Issue:2  Dated:(JUNE 1978)  Pages:19-25
Author(s): T GILMORE; R NELSON
Corporate Author: Administrative Office of the United States Courts
United States of America
Date Published: 1978
Page Count: 7
Sponsoring Agency: Administrative Office of the United States Courts
Washington, DC 20544
National Institute of Justice/
Rockville, MD 20849
Sale Source: National Institute of Justice/
NCJRS paper reproduction
Box 6000, Dept F
Rockville, MD 20849
United States of America
Document: PDF
Publisher: https://www.uscourts.gov 
Language: English
Country: United States of America
Annotation: RESPONSIBILITY CHARTING IS A TECHNIQUE FOR NEGOTIATING ROLE CLARITY AND DEALING WITH AMBIGUITY OR CONFLICT AMONG ROLES IN A COMPLEX ORGANIZATION. USE OF THE CHART IS DISCUSSED.
Abstract: THE CONCEPT OF THE RESPONSIBILITY CHART AROSE OUT OF EFFORTS TO RESOLVE THE PROBLEMS RESULTING FROM UNCLEAR LINES OF RESPONSIBILITY IN RAPIDLY CHANGING AND INCREASINGLY COMPLEX ORGANIZATIONAL SETTINGS. THE CORRECTIONS SYSTEM IS VIEWED AS SUCH A SETTING, WHERE DECENTRALIZED OPERATIONS, PROGRAM REVISIONS, AND NEW PROGRAMS REQUIRE CLEAR UNDERSTANDINGS BY STAFF PERSONNEL OF THE RESPONSIBILITIES CARRIED BY EACH IN SPECIFIC OPERATIONS. RESPONSIBILITY CHARTING IS VIEWED AS A PROCESS WHICH CONSISTS OF THE FOLLOWING STEPS: (1) THE CREATION OF THE CHART BY IDENTIFYING KEY DECISIONS AND THE RELEVANT PARTICIPANTS FOR A GIVEN OPERATION, (2) THE DEVELOPMENT OF A COMMON LANGUAGE TO DESCRIBE DEGREES OF PARTICIPATION, (3) INDIVIDUAL BALLOTING BY RELEVANT PERSONNEL TO EXPRESS PERCEPTIONS OF THE CHAIN OF RESPONSIBILITY AND THE TABULATION OF RESULTS, (4) FEEDBACK AND DISCUSSION, AND (5) ACTION STEPS AND FOLLOWUP. TO ILLUSTRATE THE USE OF THESE STEPS, THE DECENTRALIZATION OF FIELD SERVICES IN THE MICHIGAN DEPARTMENT OF CORRECTIONS IS DESCRIBED AS A CASE STUDY. IT IS ARGUED THAT ONE OF THE MOST POWERFUL ADVANTAGES OF RESPONSIBILITY CHARTING IS TO PROVIDE A FRAME OF REFERENCE FOR DETERMINING ACCOUNTABILITY, THUS REDUCING THE LIKELIHOOD OF MISUNDERSTANDINGS AND SCAPEGOATING. SAMPLES OF THE CHARTS TO BE USED IN THE DEVELOPMENT PROCESS ARE SUPPLIED. (RCB)
Index Term(s): Corrections management; Decisionmaking; Michigan; Planning
To cite this abstract, use the following link:
http://www.ncjrs.gov/App/publications/abstract.aspx?ID=50860

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