CADSR Criminal Justice

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https://udspace.udel.edu/handle/19716/21696

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Browsing CADSR Criminal Justice by Subject "Court system"

Now showing 1 - 3 of 3
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    Prosecution Management in Georgia 2001
    (Jefferson Institute for Justice Studies, 2001-10) Jacoby, Joan E.; Ratledge, Edward C.
    It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.
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    Prosecution Management in Michigan 2001
    (Jefferson Institute for Justice Studies, 2001-09) Jacoby, Joan E.
    It is important to maintain offices at reasonable staffing levels. However, when resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.
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    Prosecution Management in Missouri 2001
    (Jefferson Institute for Justice Studies, 2001-07) Jacoby, Joan E.; Ratledge, Edward C.
    Good managers recognize that it is important for offices to have reasonable staffing levels. However, they also recognize that if resources are strained, it is more important to manage them efficiently and effectively. Although good management is a goal for all prosecutors, it raises a set of questions. What is good management and how does one know when it has been achieved? If management needs to be improved, then how is this diagnosed and what are the performance measures that should be used? Finally, is there a need for additional funding and other resources to bring the management of prosecutors' offices up to an acceptable level? Some answers may be obtained by surveying prosecutors to identify the existence of good management practices throughout the state.