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Police, Courts, and Corrections Management Fall 2014


Police,Courts, and Corrections Management


TheConcept that Every Correction Officer is a Supervisor

Inderiving an enabling working environment in a prison, the correctionofficers have to be intelligent enough to realize the inmateperception so that they would strategize in a way that would enhancegood rapport and enabling environment for correction. The essay willbe based on correction officers as supervisors to the inmates.

Correctionofficers like any manger are obligated to perform their duties withdue diligence and passion. (Brough&amp Williams, 2007)Thiscould only be accomplished if the respective correction officersderive appropriate measures that create conducive atmosphere forcorrection. Having positive perception on inmates just like any othersupervisor may be required of, correction officers tend to workclosely with inmates so that they may realize their respectivebehavior change (Peak,2012).The wholesome prisons management entrusted the correction officerswith a challenging task of restoring lost glory to the inmates. As asupervisor, any task assigned to the inmates have to be delegated andwell monitored, the correction officer is capable of delegating duties to inmates to manage the allocated duty with close supervisionfrom the officer (Brough&amp Williams, 2007).The kind of reports from the in charge would enhance the officer’srealization of the kind of inmates housed within the disciplinaryinstitution. This affirms that correction officers in prisons aresupervisors though they are faced with tough decision makingprocesses from both team mates and the whole prison management (Peak,2012).

TheMeaning of the Concept to Inmates and Prison Management

Theinmates recognize correction officers as their supervisors, althoughit takes time to realize this fact. When new correction officers areintroduced to the inmates, they could hardly tell of the kind ofpersons they would encounter in their daily corrective processes. Butonce they realize the attitude of the officer, and ability to createa good rapport with them they would regard the officer as adetermined personality who empathizes with them in their quest tocomply and finalize their jail terms (Peak, 2012). This is achallenge to the inmates hence they would always tend to respondpositively when dealing with the correction officer.

Theprison management entrust the correction officers with full mandateof managing inmates. This affirms that the officers should work withpositive perception towards rehabilitating the inmates this kind ofwork is often compared to a supervisory tasks. The management reliesentirely on reports from the correction officers in determining thekind of inmates that the prison hosts. Hence the correction officerswould obligatorily be regarded as supervisors by the prisonsmanagement (Brough&amp Williams, 2007).

Howa Prison Operates to Accomplish its Mission.

In a prison set up, there are strategies that have to be adopted byevery inmate and staffs respectively, for example, waking up timeand taking roll call to affirm that all inmates and intact. Theroutine schedule of the prison system inclusive of manual work,training on skills and learning of new ideas, church services,disciplinary, sports, health and assessment of safety and correctionlevels among other areas of concern as stipulated in the prisoncurriculum (Peak, 2012).

Inconclusion, the correction officers in a piston set up doubles assupervisors. Inmates can recognize the correction officers assupervisors only if the staff develops a positive perception towardsthe inmates. However, prison management entrusts the correctionofficers with the responsibilities hence regarded as supervisors. Theprison management duties differs with country’s constitutional makeup, but the management have to uphold the dignity of the prison andwork towards achieving better security and ways of handling inmatesrespectively.


BroughP., Williams J. (2007).Managing occupational stress in a high risk industry:Measuring the job demands of correctional officers. CriminalJustice and Behavior, 34, 555-567.

Peak,K. J. (2012). Justice administration: Police,courts, and corrections management(7th ed.). Upper Saddle River, NJ: Prentice Hall.