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A Project plan for breaking the glass ceiling within the California Department of Corrections and Rehabilitation (CDCR): hiring and advancement of minorities and women
A PROJECT FOR BREAKING THE GLASS CEILING WITHIN THE CALIFORNIA DEPARTMENT OF CORRECTIONS AND REHABILITATION (CDCR): MINORITIES AND WOMEN HIRING AND ADVANCEMENT The California Department of Corrections and Rehabilitation (CDCR) is the organization that will be analyzed in this paper. CDCR has 34 adult state prisons and 10 Youth Authority Facilities under its jurisdiction. The executive level starts at the level/rank of Captain and promotes upward to Associate Warden (AW) and then to Chief Deputy Warden (CDW) and ending at the Warden of each individual institution. There are also numerous executive positions held at Headquarters in Sacramento. In order to gain insights as to why and how ethnic minorities and women are prevented from reaching the top level of the organization, the etiology of the glass ceiling was explored. The study identified the key patterns and factors which may result in the gender and racial imbalance at the upper echelons of CDCR. The Executive Service (ES) was established by the Civil Service Reform Act (CSRA) of 1978 and became effective in July 1979. CSRA envisioned a senior executive corps with solid executive expertise, public service values, and a broad perspective of government. In addition, executives would be held accountable for their performance. The ES positions were designed to overcome some key issues. The department’s goal is for each individual institution is to enforce the safety and security of the institution, while rehabilitating incarnated felons and returning them back into their community. In keeping with these goals, the department is committed to conducting its business in a conscious socially responsible and ethical manner. The mission of the department would be to offer a positive professional environment, and build a diverse, well-trained human resource poll for potential custody and non-custody staff. The mission and vision are achieved by the growth in the department’s ever changing programs. The organization of the future will be completely refined from the organization of today. Strategic planning is a management tool, used to help an organization do a better job and focus its energy, to ensure that members of the organization are working toward the same goals, and adjust the organization’s direction in response to a changing environment. Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future. Therefore, it ensures the most effective use is made of the organization’s resources by focusing the resources on the key priorities. It also provides a base from which progress can be measured. In creating the ES, CSRA established a distinct personnel system that applies the same executive qualifications requirements to all of its members. It also shifted to a rank-in-person concept to facilitate executive mobility.
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