ABSTRACT
Organizing the workforce is one of the essential responsibilities of a criminal justice manager. Bureaucracy is an essential element to consider as we study organization in contemporary criminal justice organizations. While bureaucracy has become tainted by its abuses, done right, it works better than most means for managing a large organization. When an entire unit from one organization takes its direction from another organization that is not normally part of its chain of command, it can be considered to be under operational control. The organizational structure should change to overcome problems or facilitate better practices. The division of labor in a criminal justice organization must reflect functional, temporal, and spatial demands placed on it by its mission. The span of control refers to the number of individuals routinely supervised by an officer of the agency. Tight control exists when a supervisor oversees only two or three subordinates.
