Quality Management In Corrections: Implementation Issues and Potential Policy Implications

Abstract

In recent years, correctional managers have become subject to what has been characterized as "micro-management" by state legislatures seeking to appease public demands for punitive measures ranging from chain gangs to striped uniforms. Although such measures may not necessarily be supported by professionals in the field, neither has correctional leader ship taken collective action to oppose legislative interference with internal practices. But while correctional administrators may not be exerting a substantial impact on externally-generated public policy, many have begun to reshape the internal nature of their organizations in keeping with current "total quality management" (TQM) trends. In fact, the National Institute of Corrections since 1993 has been offering such training pro grams for teams of participants from institutional and community-based correctional agencies throughout the country. This post-training follow- up explores the extent to which TQM concepts subsequently have been transferred from the classroom to the workplace, and reveals the strategies used to overcome implementation obstacles faced by the participants upon return. Moreover, it raises issues concerning the applicability of TQM driven leadership to the external arena of future public policy-making.

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