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CSI Today Series, Is a blog that has been transgressed into a readable book. Some blog related items remain to make this book have an interesting look. All expressed attributes are copy written under Amazon.com and the author Ron Damon Young, MSCJ. If you have any questions or would like to contact the Writer, they can be reached at ryoung114@yahoo.com.

 

 

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Justification for the Probation Sanction Among residents of Virginia Cool and Un-cool

Justification for the Probation Sanction Among residents of Virginia Cool and

Un-cool

By Ron Young 

Justification for the Probation Sanction Among residents of Virginia Cool and

Un-cool

Ron Young

The study, “Justification for the Probation Sanction Among Residents of Virginia Cool and Un-cool”, was performed by Norfolk University in Virginia, (Payne et al, 2003). This report analyzes probation and how comfortable the residents of Virginia are with it, (Payne et al, 2003). The study deals with sentencing justification, deterrence, in-compacitation , and rehabilitation. The study was provided as a telephone survey of 840 registered voters to acquire information on three topics. The first question asks,” How often would they recommend the probation sanction in comparison to other forms of sanctions, (Payne et al, 2003). The second question asks,” How do they justify the sanction relative to justifications for other sanctions?”. The third question asks,” Are their justifications and sentencing recommendations consistent across crimes”, (Payne et al, 2003). The aim for these three questions is to prove that probation sanctions are the correct decision for the justification of sentencing laws that are provided by the state, (Payne et al, 2003). Justifications of punitive measure for the crimes include specific deterrence, general deterrence, retribution, and rehabilitation, (Payne et al, 2003). The punitive measures include keeping the offender from committing another crime, keep others from committing the same crime, punish the offender, and treatment of the offender to prevent them from committing the crime, (Payne et al, 2003).  Justification for the study, “Probation Sanction Among Residents of Virginia Cool and Un-cool”, allots for Virginia residents to choose whether or not the judicial system is doing their job, (Payne et al, 2003). The major question is if sentencing laws are making a mark in stopping and preventing crime, (Payne et al, 2003).

Criminals usually think they can get away with specific crimes because they are not as serious as other crimes committed by most offenders. The “Justification for the Probation Sanction Among Residents of Virginia Cool and Un-cool”, study follows proper laws and procedures, sentencing rules for these laws include safety laws given to corporations to keep them true to violations that oppose the quality of work, other laws include drunk driving and drug usage, (Payne et al, 2003). Is the sentencing proper across the board for corporations that do not follow proper OSHA laws that enforce safety for those that work on job sites that require helmets, welding shields, chemical outfits, and debris clearance, such as moving trash is one of the question asked in the study, (Alarid, 2013), p. 325, para. 5. Other justifications of crime include drug usage and the sentencing regulations for enforcing regulations for usage and distribution. Are these regulations enforced properly or do they need to make the regulations more strict.  The citizens are queried to answer if the current laws actually keep recidivism away or do they need rehabilitation services to complete the sentencing before probation is offered. In many cases such as the cause of death, sentencing laws are not standardized because death is a more serious offence than that of someone who has simply committed a crime that no one else is hurt by. 

Looking into data can explain about how the area is doing. In the case of the state doing well or not the state happens to be funded by the federal government this means that the federal government actually provides sentencing laws that do not relate to each other. The reasoning behind the sentencing is that drug, driving, and white-collar crimes are treated differently by the courts. The differences between the levels of punishment for sentencing of the crime vary because of the veracity of the crime. If death is involved this automatically turns what may seem to be a low-level crime into a high-level crime. The example used is drunk driving and death caused by drunk driving the penalty for drinking and driving may be a max of five years. The penalty for drinking and driving and manslaughter could be a max of forty-five years. Knowing that the act was not intentional then they may lower the penalty by allowing work programs and possible probation. They could lower the penalty to twenty-five years and work service as a speaker that explains to High school students about how drunk driving can kill.

The evaluators also want to find out how the public’s cultural values, beliefs, morals, and norms affect the sentencing procedure, (Payne et al, 2003). They have  found by other studies that the values seem to change in states with big cities and other states that mostly consist of rural and country areas. For example, New York State being larger than Virginia and having a larger population would have lower stipulations for lesser crimes. Crimes such as drug usage in New York would have lower punishments because of its large metropolis being New York City. In New York the fines and probation regulations would be lesser than the ones of Virginia simply because New York is a larger state than Virginia. Virginia has a couple of smaller cities that are not as large as New York City is, such as Arlington and Richmond, this means the values in New York of course would be lower than the ones in Virginia because of the surplus populace of New York. Having a larger state with more residence changes the ratio that in turn usually lowers the cultural values, beliefs, morals, and norms.

Graphs included with the study that show results

Table 3.      

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003)

Sample Demographics

 

Table 4.

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003)

Recommended Sanctions

Table 5.

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003)

Sanctions by Punishment

References

Alarid , Leanne F. (2013). Community Based Corrections Ninth edition, University of Texas, San Antonio, Wadesworth, Cengage  Learning  20 Davis Drive Belmont , CA 94002-3098 USA, p. 325, para 5.

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003). Justifications for the probation sanction among residents of virginia-cool or un-cool?*. Federal Probation, 67(3), 42-48. Retrieved from http://search.proquest.com/docview/213981149?accountid=34544

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003) Table 3. Sample Demographics

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003) Table 4. Recommended Sanctions

Payne, B. K., Gainey, R. R., Triplett, R., & Danner, M. J. E. (2003) Table 5. Sanctions by Punishment 

Organization Conflict

                                                                      Organization Conflict

Ron Young

Organizational Behavior

May 13, 2014

Organization Conflict 

Traditional view of conflict was that conflict is considered to be  bad and needed to be resolved as soon as possible. Conflict was considered to be negative viewed by bad attitudes destructive actions and irate actions that made organizations dysfunctional. According to Robbins, Stephen P. & Judge, Timothy A., Organized Behavior 15^th edition,” Conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees”, this means that a lack of corporate intervention causes conflict. Conflicts can end up in dangerous interactions such as fights, threats, public disorder and all other kinds of trouble. When faced with conflict the Management should be included in the problem, this way you have a mediator who can solve your problems. Conflict is difficult to avoid, in most cases when there is a situation that cannot be resolved both parties are removed from their area of work and placed at different time schedules or in different areas of the work place. Conflict causes people in the workforce to become uneasy and uptight with each other. In specific instances the employees click up into a team that goes against the other employee or manager that they dislike. In extreme instances, people are fired and then they have to find a place of employment. Improved group and organization performance may help against traditional conflict in the work place Robins & Judge (2013).Poorly paid employees may have more problems with conflict than employees that are paid more.

Human Relations Conflict involves relations between humans. The environment can produce personnel conflict that effect the corporation as a whole. An example of human relations conflict would be the conflict between a high ranked Police Officer who works nights and a lower ranked Police Officer works days. The high ranked Corporal Police Officer asked the lower ranked PFC Police Officer to change shifts. The lower ranked PFC told the higher ranked Corporal that he was not willing to change shifts. This made the higher ranked Corporal Police Officer angry at the lower ranked PFC Police Officer. In return for not exchanging shifts, the Corporal poured bleach into the lower PFC’s locker and ruined his uniform. The two knew who did it, but the Police Officers at the Police station thought that the Corporal took the correct choice of action. The PFC thought this was not the proper way for the higher ranked Corporal to display his anger at him so he broke the Corporals window to his SUV. Yesterday they saw each other in the locker room and got into a pushing match. The Chief saw them get into it with each other and called them in the office for counseling. 

According to Robbins, Stephen P. & Judge, Timothy A., Organized Behavior 15^th edition,” The Interactionist view that conflict can stimulate active discussion without spilling over into negative, disruptive emotions is incomplete”, p.448, p. 449.This theory assumes that all conflict is good and produces a positive outcome after the parties involved have settled their differences.

An example of interaction conflict is a Police trainer the shows the Police Officers the best way to handle a house check. Jimmy the SWAT team leader warned Jay about teaching the cadets to first look through a window to find out where sealants would be in the house. Jimmy used to follow that process and look through the window first. One time a gun man was at the window and Jimmy got stuck under the window  ceil while the sealant fired at the other two SWAT members Jimmy said he was never so embarrassed in his life. Jay called a conference with Jimmy and they are talking over new procedures for handling house checks for sealants. After  talking to Jimmy now the SWAT team keeps a person at the rear of the house just in case a back door is involved. The other change, which was the one that Jimmy wanted was no looking through windows during a house entry. 

A functional conflict is one where everyone profits from the conflict. A the Police Chief named  Paul finds out that the Police squad car  that is being bought next month has only 1/8 inch thick steel and it needs to be 4/8 inch thick to protect against gun shots. They figure that the Police Officer that is requesting the change is the Chief but the Commander is the head of the department that purchases vehicles for Annandale County Police department. The Captain said he would not buy the 4/8 inch thick steel vehicles because it is 3 square feet larger and has a higher grade engine, with a larger wheel base. The 4/8 inch thick medal will cost the department 3 million more dollars to maintain and buy. The Captain also complained about the fact if he buys a bigger Police cruiser it would cost 1.2 million dollars more in gas alone. The Police cruisers are sold from Chevy so the Commander called a meeting with the auto dealer Fitzgerald Chevy in Annandale County. They made a deal for five years 12 million dollars Chevy gives them the 4/8 thick steel and V8 engine for 3 million less than cost.

An example of a dysfunctional conflict is one where a vest maker named Marksmanship Corporation  they make nylon teflon bulletproof vests but have a problem merchandising them to hunters. They only sold them at gun shops when the Marksmanship Corporation stock went to an all time low the corporate manager Robert Dewy started to hire instead of fire employees. Robert Dewy owner of the corporation hired merchandising experts to push his product to retail stores, Police forces, and Government contractors. After making changes to the vest to including velcro name and badge information placers they reconstructed the bullet-proofed jackets to possibly have sappy plates installed to stop high powered rifles. This hiring of marketing professionals was a major conflict with the executives because the corporation was losing money at the time they were hired. They thought this would make the corporation loss more money but instead Marksmanship Corporation has become one of the largest tactical corporations in the world.

References

Robbins, Stephen P. & Judge, Timothy A. (2013). Organized Behavior 15^th edition, p. 379, p. 382 Pearson Education, Inc. Published as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey, 07458

Jones, Med (2005). International Institute of Management (IIM), Executive White Paper retrieved from http://www.iim-du.org/dysfunctionalleadershipdysfunctionalorganizations/index.htm

                                                                                          

Leadership: Organizational Behavior

 Leadership

Ron Young

Organizational Behavior

May 06, 2014

According to Robbins, Stephen P. & Judge, Timothy A., Organized Behavior 15^th edition, “The Fiedler contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control”, P. 373. The foundation of the Fiedler’s contingency model is set around three fundamental traits leader, task structure, and position power Frydenberg & Reevy (2011), p.29. The first being leader, the leader represents the degree of witch confidence, trust, and respect members have in their leader Robbins & Judge, p.372. Confidence separates good from great leaders.

An example would include an analysis of Ronald Regan and  Barack Obama, they are both political figures that both deserve respect for their leadership skills if the President was not confident in their social and media skills then they would not be able to speak well thus communicating with the public in a format that sounds unsure. If the President is unsure during a major disaster then their followers and Government officials would not take orders from the higher politicians. The Secretary of Defense, Military, Senate, Congress, and Presidential Advisory Board all would develop a inattentive style of treating the President as if he is not in charge of his own Government. This not being sure in serious situations can be disastrous for the President when time is an element of true virtue.

In order to be an effective leader your siblings must trust you. Without trust you cannot be an effective leader the group will not meet expectations and goals. An effective leader is one that is very trust worthy understanding. Those that do not allow others to conference their work to evaluate which systematic processes are engineered better than others make it hard to achieve team goals and proper end results. Efficiency has much to do with effective leadership and trust. Making sure that projects are assigned to the correct personnel such as a Police Chief assigning informative confidential information to a Detective that needs to know what an informer said to the Secret Police. If the Detective was not trusted, they wouldn’t be involved and their not being involved could cause a major problem when they go to make an arrest, the arrest could possibly go wrong if the Detectives did not know that the suspects were heavily armed. Lack of trust can lead Police Officers down a dangerous road that can put their whole team in grave danger.

Respect is earned when dealing with leadership. The aspect of leadership allows for others to respect your decision making. Being respected by others is a necessary trait the leader must be respected by others before they are able to lead. Bad leaders lose respect because they do disrespectful acts. Holding your head up high makes a big difference in the way people perceive who you are. Being disrespected by the ones that work under you takes away from your status as a leader. Leaders must maintain a certain degree of precedence that they are assigning tasks that require being done and the group as a whole has to be able to finish all of their assigned tasks. If they do not respect the leader of the group then the tasks that you have assigned may not be held to as high of a standard as what the supervisors would think of as acceptable.  

Explaining low stress situation and which would be the best method for dealing with a problem either intelligent or experienced I choose experienced because they have most likely already dealt with the problem at hand.

During the issue of finding, a person that has stolen a car an intelligent person would be the best to solve such a crime. During criminal analysis fingerprints, evidence, hair, DNA and other aspects have to be analyzed. The spot of where the vehicle was sitting, what was used to break into the vehicle, how many people participated in the breaking in to the car. When, where, what, how, who, and why all have to be answered before finding the missing vehicle. So the Project Leader or lead Detective would first ask the owner for his license and vehicle registration. Second they would ask when was the last time they saw the vehicle. Third what kind of descriptive information can they provide about the vehicle. Fourth the Detective would ask if there were witnesses to find out how many people were involved with the stealing of the vehicle. Fifth the Detective would ask who would steal the vehicle and find out who is responsible for stealing the vehicle in order to find the suspect. Sixth the Detectives would find out why did they take the vehicle this information would most likely be explained in court.  In this situation, an intelligent person would need to analyze the information while the rest of the team searches for the vehicle. In order to have a complete knowledge of what stage your team is on one must have some kind of overall intelligence. Another case comes up and it happens to be a chase of a robber. In this case having driving experience would help the situation, the Police Office could figure out how to capture the suspect. Experience would tell the Police Officer that is in charge, to chase the suspect forcing them to go to well known roads that they may be able to place spikes or road blocks on. While the Police Officer was radioing in, the car goes toward the interstate and the Police Office in the chase calls ahead to block the entrance to the high way and then has them put spikes in front of a closed in area just ahead. This maneuvering is all form experience that came from training camp and real life chase experiance. 

An example of Transformational Leadership would be a Senor Officer such as a Sergeant teaching a young Cadet Private the ropes of being a Police Officer. They would take them out and then teach them the way to fill out reports, handle situations, and finish his or her rout safely. Transformation is taking on a new cadet and teaching them to do your job by example, such as showing them exactly what to do thus transferring information and skill to the new employee. 

References

Robbins, Stephen P. & Judge, Timothy A. (2013). Organized Behavior 15^th edition, p. 379, p. 382 Pearson Education, Inc. Published as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey, 07458

Frydenberg, E., & Reevy, G. (2011). Personality, Stress, and Coping : Implications for Education. p. 29 Charlotte, N.C.: Information Age Pub.