Conflict in a workplace is common in today's high-profile area of business.

There are conflicts within a

multicultural organization, but the most important part of the conflict has been the personnel's mindset.
Therefore, the generational differences within a Criminal Justice System workforce such as police,
courts, or correctional centers cannot be overlooked. This paper will discuss the need for criminal justice
organizations to learn the need to balance the working culture of the four-generation workforce and
suggest the features of management and leadership to bridge the gap.

Different generations of people have their own sense of culture and values, and their style of working
often comes in conflict with each other. To illustrate, Baby Boomers and the Millennials have their own
version of loyalty, where the former is known to show loyalty towards their organization, but the latter
are loyal to themselves only. "Millennials' are supportive of the progressive policies, and favor corrective
measures to be taken for rehabilitating the inmates in the felony system" (Lee et al., 2021). The
differences in opinion in the criminal system caused due to the gap in the ages of the officials have
provided skewed views on the judgment of the case. A generational change in the decision-making will
be a good measure to improve the decision-making, but each person from a generation carries specific
culture, which can provide a learning experience to people from other generations. The perception of a
traditionalist cannot be changed by views of other generations, as the focus is on right and wrong.
Furthermore, the conviction on punishment is high with these people, and they are known to stick to
rules and regulations. Conversely, a Generation X employee believes in working hard just when on duty
and takes time off for vacations and family activities. Thus, balancing work by identifying the group an
employee belongs to will help resolve differences between them and bring the right attitude from the
employee.

"Criminal justice systems in developed Western countries are similar in form, structure, and function; all
personnel must understand rules and written codes to be followed in implementing the programs"
(Tonry, 2011). The criminal justice system does not run on a clear motive of whom to serve and has
vague considerations of serving a particular customer base. A sound justice system like Courts must not
compromise on the quality of personnel and services. However, the criminal justice system in the United
States is suffering from a considerable burden, and improvements within the system are of immediate
concern. "One of the most glaring issues in the current context has been maintaining the prison
population, as a $50 billion expense is estimated to maintain the cost of running prisons annually in the
US" (Zager et al., 2001).

The duplication of services and higher management costs are the primary concerns of the criminal
justice system running in the United States. Similarly, the administrative function of the courts has not
understood the interdependence of the costs and the services. Therefore, integrating multiple agencies
into the current crop of the justice system can be an effective solution to lower the responsibilities taken
by a single entity in the past years. Consequently, the costs will be cut significantly by the efficient
utilization of multi-stakeholder objectives.

In managing the court's resources, proper planning, organizing, staffing, and directing have to be
followed in the best possible way to efficiently manage the organization's budget. "Management is
described as the fundamentals to achieve the organizational objectives by planning, organizing, leading
and staffing to control the organizational budget" ( Kinicki & Williams 2018, p. 5). However, the set of
procedures does not have any meaning without organization. So, in view of achieving the objectives of
the business, an organization is a set of duties and responsibilities that have to be fulfilled by personnel.
In addition to organization and management, the role of leadership in an organization is indispensable in
achieving the goals of a business. Moreover, a leader is a motivator who promotes teamwork and
fosters a sense of purpose and direction for the business. Therefore, the role of a leader is very
important to provide directions for the management of an organization. When people visit high courts
or a supreme court, they have huge expectations of justice within a timeframe, but faulty management
of the justice system has marred people from getting good service. In the periphery within the Justice
System, a need for a good manager and leader cannot be compensated very easily, especially when the
times are challenging to provide swift services, including the decision by a court. For example, a criminal
charge of theft cannot stay in a lockup for a long time, and if there is a slight delay in filing a case in the
court, a significant amount of expenses can accumulate for the courts to bear.

In conclusion, the most difficult part of any 21 st century organization is in the retention of good
employees, and the court and justice system are sensitive area of business. Management principles
need to be implemented in organization of the justice system, and strong leadership group should
channel the resources and personnel. As Millenials do not like authority imposed on them, a manager
must be prepared to look after them so that the latter find enough reason to respect the former. To be
able to do this, flexibility in work and rules can be used by the supervisors, and training will play a bigger
role in allowing employees to adapt to their work environment.
Lee, H., Cullen, F. T., Burton, A. L., & Burton, V. S. (2021). Millennials as the Future of Corrections: A
Generational Analysis of Public Policy Opinions. Crime & Delinquency, 001112872110226.
https://doi.org/10.1177/00111287211022610

Zager, M. A., MCGaha, J., & Garcia, L. (2001). Symposium: Prison privatization and public budgeting: A
meta-analysis of the literature. Journal of Public Budgeting, Accounting & Financial Management, 13(3),
222-244.

Kinicki, Angelo/Williams, Brian K. (2018): Management – A Practical Introduction (8th edition); New
York: McGraw-Hill 2018

Tonry, M. (Ed.). (2011). The Oxford Handbook of Crime and Criminal Justice. Oxford University Press.
https://doi.org/10.1093/oxfordhb/9780195395082.001.0001