Effective management of the Criminal Justice System requires direct involvement of all integer parts of the system: law enforcement, court, and the corrective system. As all parts of the system are interdependent: jail admissions and releases are determined by the laws, whereas decisions are being carried out by courts – the management style to be selected must by adjusted to the system overall. At the same time, it should also consider the uniqueness of operations of every part of the system. So, what management style is the most appropriate for law enforcement, courts, and corrections? In order to answer this question, we critically evaluate the three management styles: scientific management, human relations management, and systems management. We then analyze those in terms of the environment in which criminal justice system function and then choose the most beneficial solution that satisfies every part.

Scientific management emerged in 1912 with contribution from Taylor. Even though the principles of scientific management were first published in 1911, the theory became influential with the contribution from Taylor. The core principle that distinguishes scientific management style is the task idea. In accordance with this principle, every employee has a set of tasks every day beforehand in the form of written instructions he or she must follow directly upon which performance will be judged.

Overall, scientific management is compromised on the four objectives. Firstly, this is the development of science for each element of employee’s work in order to replace the old traditional methods of work. In accordance with the second objective, employees must be trained and developed instead of simply allowing them do the best they can. The role of scientific research should be emphasized in this case. The third principle refers to development of the spirit of cooperation between employees and management. When employees understand the purpose of the scientifically designed procedures, the mutual goal will be achieved easily and at a lower cost. Finally, the work is divided between all employees and management into equal parts, which the opposite of the traditional model when responsibility for work was largely on workers. Overall, organization functions in a strict hierarchy with every employee having his or her task to be completed.

The human relations trend, as noted by Heneman, Tansky , Camp initiated in late 1930 and came as a protest to dehumanizing working conditions and previously practiced management styles. The basic principle of which the theory is rooted is that in case if company employees prosper, organization will prosper as well. The movement has been particularly wide spread within the last two decades. The reason for this is attributed to research linking employee work satisfaction, organizational performance, and customer satisfaction and loyalty. There is a positive correlation between group behavior, worker’s feelings and organizational performance. Going even further, human relations management style is most effective in companies that concentrate on highly skilled and professional labor in contrast with regular production and manufacturing activities.