Criminal Justice A Brief IntroductionThirteenth Edition

Criminal Justice: A Brief
Introduction
Thirteenth Edition
Chapter 1
What Is Criminal Justice?
Copyright © 2020, 2018, 2016 Pearson Education, Inc. All
Rights Reserved
Rights Reserved
Introduction
• Crime
– Conduct in violation of the criminal laws of a state, the
federal government, or a local jurisdiction, for which
there is no legally acceptable justification or excuse
• Procedural fairness
– The process by which decisions that feel fair to those
involved are made

• Procedural justice
– The application of procedural fairness to the criminal
justice system
Rights Reserved
A Brief History of Crime in America
(1 of 3)
• 1850-1880
– Civil War; widespread immigration; crime epidemic
• 1920-1933
– Prohibition; organized crime
• 1940s-1960
– Crime rates remained stable after WWII
• 1960-1970
– Civil rights movement; increase in reported crime
Rights Reserved

(2 of 3)
• 1980s
– Increase in sale and use of illicit drugs; President
Reagan declared a “war on drugs”
• 1990s
– “Get tough on crime” era
• 2001
– September 11 attacks
– USA PATRIOT Act increases investigatory authority of
federal, state, and local police agencies
Rights Reserved
(3 of 3)
• Early 2000s
– Focus on corporate and white-collar crime;
Sarbanes–Oxley Act; Madoff’s Ponzi scheme
• 2012–2018

– Declining rates of “traditional crimes; epidemic of
mass shootings; inner-city murders; random violence
sweeps public venues across the United States
• 2019–Present
– Cybercrimes threaten national security
Rights Reserved
Figure 1.2 The Theme of This Book
Rights Reserved
Individual Rights vs. Public Order
(1 of 2)
• 1960s and 1970s
– Civil rights era—strong emphasis on individual rights
– Focus on guaranteeing the rights of defendants,
attempting to understand root causes of crime and
violence

• Twenty-first century
– Shift away from seeing offenders as victims toward
viewing offenders as dangerous social predators
Rights Reserved
Individual Rights vs. Public Order
(2 of 2)
• Individual-Rights Advocates
– Seek to protect personal freedoms within society and
the criminal justice process
• Public-Order Advocates
– Believe that under certain circumstances involving a
criminal threat to public safety, the interests of society
should take precedence over individual rights
Rights Reserved
Criminal Justice and Basic Fairness
(1 of 2)

• Justice
– The principle of fairness; the ideal of moral equity
• Social justice
– An ideal that embraces all aspects of civilized life
– Linked to fundamental notions of fairness and to
cultural beliefs about right and wrong
Rights Reserved
Criminal Justice and Basic Fairness
(2 of 2)
• Civil justice
– A component of social justice concerned with fairness
in relationships between citizens, government
agencies, and businesses in private matters
• Criminal justice
– The aspects of social justice that concern violations of
the criminal law
• Administration of justice

– The performance of basic activities within the criminal
justice system
Rights Reserved
Figure 1.3 The Core Components of the American
Criminal Justice System and Their Functions
Rights Reserved
Models of Criminal Justice
• Consensus Model
– Assumes justice system components work together to
achieve justice
– Criticized for implying more organization and
cooperation than actually exists
• Conflict Model
– Assumes justice system components function to
serve their own interests

– Justice results from conflict rather than cooperation
Rights Reserved
American Criminal Justice Process
(1 of 6)
• Investigation
– Evidence collected, reconstruction of criminal event,
attempts to identify suspects
• Arrest warrant
– Issued by judge, provides legal basis for
apprehension of suspects by police
Rights Reserved
(2 of 6)
• Arrest
– Act of taking a person into custody
– Arrestee’s freedom is limited

• Booking
– Taking pictures, fingerprints, personal information
from suspect
Rights Reserved
(3 of 6)
• First Appearance
– Suspects brought before a magistrate
– Suspects are notified of the charges, advised of their
rights, may have opportunity for bail
• Preliminary Hearing
– Establishes whether there is sufficient evidence to
continue the justice process; gives prosecutor the
opportunity to test the strength of the evidence
Rights Reserved

(4 of 6)
• Information or Indictment
– Information—filed by prosecutor seeking to continue
the case
– Indictment—returned by grand jury
• Arraignment
– Defendant hears information or indictment, is advised
of rights, and is asked to enter a plea
Rights Reserved
(5 of 6)
• Adjudication
– Trial is an adversarial process before a judge and/or
jury to decide guilty or innocence
– Not held if defendant decides to enter a guilty plea
• Sentencing
– Punishment determined by judge
– Sentencing hearing may be held to allow both sides

to present information to influence the judge’s
decision
Rights Reserved
(6 of 6)
• Corrections
– Period following sentencing, involves imposition of
sentence imposed on the defendant
• Reentry
– Following corrections, an offender may be returned to
the community
Rights Reserved
Due Process and Individual Rights
• Due process is procedural fairness
– Recognizes individual rights of defendants facing

prosecution
– Underlies the Bill of Rights
– Specifically guaranteed by the 4th, 5th, 6th, and 14th
Amendments
– Due process standard was set in the 1960s by the
Warren Court
Rights Reserved
The Role of the Courts in Defining
Rights
• Rights are open to interpretation.
• Modern rights would not exist in practice if Supreme
Court had not recognized them in cases
• Supreme Court decisions have far-reaching
consequences
– Become, in effect, the law of the land
– May carry as much weight as legislative action

Rights Reserved
The Ultimate Goal: Crime Control
through Due Process (1 of 2)
• Crime-control model
– Emphasizes the efficient arrest and convictions of
offenders
• Due process model
– Emphasizes individual rights at all stages of the
justice system processing
• These are often assumed to be opposing goals
Rights Reserved
The Ultimate Goal: Crime Control
through Due Process (2 of 2)
• American system of justice should be representative of
crime control through due process
– A system of social control that is fair to those it

processes
– Law enforcement infused with the recognition of
individual rights
Rights Reserved
Evidence-Based Practice in Criminal
Justice
• Evidence-based practice
– Crime-fighting strategies that have been scientifically
tested and are based on social science research
– A major element in the increasing professionalization
of criminal justice
• Increasing demand for the application of evidence-based
practices throughout criminal justice
Rights Reserved
The Start of Academic Criminal

Justice
• Began in the late 1920s
– Early criminal justice education was practice oriented
– Focused on applying general management principles
to police administration
– Organizational effectiveness
• By 1960s, criminal justice began to apply social science
research techniques
Rights Reserved
Multiculturalism and Diversity in
Criminal Justice (1 of 2)
• Multiculturalism
– Society containing diverse groups that maintain
unique cultural identities while accepting and
participating in the larger society’s legal and political
systems

– American society is truly multicultural
• Social diversity
– Differences between individuals and groups in the
same society
– Characterizes immigrant and U.S.-born individuals
Rights Reserved
Multiculturalism and Diversity in
Criminal Justice (2 of 2)
• Multiculturalism is one form of diversity
• Diverse values, perspectives, and behaviors
characteristic of various groups in society affect the
justice system
• Cultural competence
– Ability to interact effectively with people of different
cultures
– Helps ensure the needs of all community members
are addressed

– Necessary for anyone working in the justice system
Rights Reserved
Copyright
Executive summary
2022
Chaotic conditions and
cresting costs
In last year’s State of Logistics Report, we said the
COVID-related challenges of 2020 signaled a new era
in which companies must simply learn to expect
continual change. This turbulence was only extended
and amplified in 2021, as the stubbornly durable and
adaptable pandemic kept intense pressures on the
entire logistics sector.
As services spending gave way further to the
purchase of goods by consumers adjusting to new
norms of work and social life, clogged ports and
paltry capacity failed to meet surging and often
desperate demand. Inventory-to-sales ratios dropped
to near-record lows and capacity adds from carriers
were in no way near the levels required by shippers.

Disruptions in all logistics networks effectively
destroyed capacity, as ships loitered at ports;
equipment waited to be unloaded; and trucks rushed
out half-empty, dashing off to the next high-paying
load with little regard for backhauls.
Even as companies furiously added capacity in
trucking, parcel, air freight, and warehousing, it was
just as quickly snapped up—with the partial and
promising exception of the motor sector, in which the
infusion of more vehicles and drivers did alleviate
some pressure on ground transports.
But even such glimmers of hope were overshadowed
by the larger reality facing the logistics sector in 2021:
persistently rising costs. United States business
logistics costs (USBLC) rose by 22.4 percent and
came to represent 8 percent of the nation’s entire
GDP, a level not seen since 2008 (see figure).
Notes: USBLC is United States business logistics costs. YoY is
year-over-year. WACC is weighted average cost of capital.
Includes 5.4% inflation for 2021 numbers
Source: CSCMP's 33rd Annual State of Logistics Report (see
report appendix)
Figure
USBLC rose by 22.4 percent, and came to represent 8 percent of
the nation’s GDP ($ billion)
Transportation costs
Full truckload
Less-than-truckload
Private or dedicated
Motor carriers

Parcel
Carload
Intermodal
Rail
Air freight (includes domestic, import, export, cargo, and
express)
Water (includes domestic, import, and export)
Pipeline
Subtotal
Inventory carrying costs
Storage
Financial cost (WACC x total business inventory)
Other (obsolescence, shrinkage, insurance, handling, others)
Subtotal
Other costs
Carriers' support activities
Shippers' administrative costs
Subtotal
Total US business logistics costs
77.1
2021
332.2
83.0
415.2
830.5
134.5
71.9
16.4
88.3
52.7
32.4

67.3
1205.7
186.4
164.5
150.4
501.3
62.9
140.0
1,847.02
2020
301.6
73.3
298.0
672.9
116.8
60.2
14.1
74.3
44.2
25.7
56.9
990.9
155.4
123.3
119.4

398.1
62.4
57.7
120.1
1,509.09
YoY 2021/2020
10.2%
13.2%
39.3%
23.4%
15.2%
19.4%
15.9%
18.8%
19.2%
26.3%
18.2%
21.7%
19.9%
33.4%
25.9%
25.9%
23.6%
9.1%
16.6%
22.4%
5-year CAGR

4.5%
7.8%
9.6%
7.2%
11.4%
4.5%
–1.0%
3.3%
–6.4%
–4.1%
8.7%
6.1%
7.6%
2.4%
5.0%
5.0%
7.9%
5.6%
6.8%
5.8%
1Executive summary | State of Logistics Report 2022
Like so much else that occurred in 2021, logistics
inflation was at least partly attributable to the
lingering pandemic. COVID was sidelining logistics
workers as it disrupted their supply chains, and those
who remained on the job saw their wages shoot
up even as overall capacity flatlined or suffered

further depletion.
Business inventories dropped near historic lows, but
the costs to store, handle, and finance them spiked.
Inventory carrying costs rose by 25.9 percent, and
transportation costs—driven by increases in all
modes and nodes—were up by 21.7 percent.
As a result of these factors, producers struggled with
availability and put customers on allocation (limiting
what each customer could purchase) even as they
raised prices to compensate for soaring materials,
logistics, and labor expenses while also expanding
production. As Rick McDonald, chief supply chain
officer at The Clorox Company, related, great feats
were accomplished as hard lessons were learned.
“The pandemic created demand for products that
could help stop the spread of infection. As an essential
business, we responded by doubling capacity of
disinfecting wipes, going from an empty space to a
high-speed automated line in nine months, and that
meant our carriers also had to respond. We got a
much closer look at what our transportation partners
could and couldn’t do, which informed who we’re
going to be working with.”
Rising costs were not the only sources of agitation.
Operationally, the sector’s pain seemed to grow
throughout the year as logistics and materials
shortages created a vicious cycle of failed arrivals of
materials and goods. Shippers started to pull orders
forward to meet seasonal and holiday demand, which
made capacity shortages more acute as increasing
demand chased congested and shrinking supply.
Stepping back for a moment, it may sound a bit odd

to speak of “agitation” and “pain” in the context of a
year in which the logistics industry grew by 22.4
percent, to $1.85 trillion. But this was growth accom-
panied by chaos and high costs—and so far, 2022
seems to be offering little respite. Russia’s invasion
of Ukraine and massive pandemic shutdowns in
China have created new pressures on the global
supply chain.
Then there are the uncertainties facing the US
national economy. It grew at a healthy clip in 2021,
expanding by 5.7 percent to $23 trillion, but that
growth rate is slowing to an estimated 2.8 percent in
2022—still hot by historical standards. That’s
obviously good news at the bottom-line level, but it
also means relief on the demand side of the logistics
is not coming fast enough.
In addition, there is a possibility that anyone seeking
such demand relief might be about to get a little too
much of it. As the inflation rate hit 8.5 percent in
the spring of 2022, pressures for fiscal tightening
became more acute. While hospitality, restaurants,
and airlines were recovering strongly, the
booming sectors of durable goods, retail, housing,
home improvement, and e-commerce saw a
slowdown as rising interest rates and expectations
of lower future inflation began to bite into current
demand. In short, the logistics sector must
simultaneously contend with the hangover of red-hot
demand and worries of a revenue-diminishing and
inventory-swelling downturn.

A rundown of main sectors
Turbulent circumstances and rising cost pressures
were the story of 2021 in all major logistical sectors.
Here’s a summary of how these forces played out
across each one.
Air. Air freight costs increased by 19.2 percent, as
demand continued to exceed supply throughout the
year. Shippers made major moves to obtain more air
capacity as ocean capacity proved insufficient. More
planes were converted to cargo carriers, and cargo
firms took in more plane deliveries, but air freight
hubs were clogged by the surge in cargo demand,
and this spilled over into secondary airports.
Passenger routings did not recover substantially in
2021, putting a lid on the return of capacity, but 2022
sees passenger traffic returning and with it the
belly-freight capacity.
Parcel and last mile. The explosive growth of
last-mile delivery volumes continued, driven by the
increased popularity of work-from-home and other
social-distancing behaviors. E-commerce grew by 10
percent to $871 billion—13 percent of all US retail
sales. The parcel sector was a direct beneficiary,
growing by 15.6 percent and turning in the highest
five-year compound annual growth rate (CAGR) of
any of the cost components, at 11.4 percent.
However, there is evidence that e-commerce growth
has begun slowing a bit as shoppers return to stores.
Third-party logistics (3PLs). Amid all the uncertain-
ties roiling the logistics sector, shippers increasingly
turned to 3PLs to address scarce capacity, supply

chain complexity, service disruptions, and surging
customer demands.
Freight forwarding. The freight forwarding market
expanded significantly in 2021 as shippers scrambled
for available capacity and contended with wide-
spread port congestion. Sustained high demand
helped forwarders drive their gross margins high
above historical standards.
Water/ports. US water shipment costs surged 23.6
percent, with ocean carriers earning more profit in
2021 than in the previous 20 years combined. Note
international ocean expenditures, which grew much
faster, are not reflected in this report as those
revenues are earned by non-US carriers. Much as in
the trucking sector, sea-dependent shippers
expressed growing frustration with logjams and rising
costs. Yet while ocean carriers did indeed hold back
on adding capacity in 2021, it’s hard to see how even
a radical increase in ships would have made much of
a difference, given continued port congestion.
Shippers increasingly turned to private and dedicated
fleets and had to pay more for their drivers and the
trucks, driving captive fleet costs up 39.3 percent.
Motor. Road freight, the biggest segment of US
logistics expenditure, rose powerfully in 2021, growing
by 23.4 percent to $831 billion. Carriers that had cut
or delayed capacity early in the pandemic went into
overdrive, spending at unprecedented levels to attract
new hires and buy new trucks. Shippers worried about
lost sales proved more than willing to pay ever-in-
creasing spot rates. This sustained high demand at
high prices powered profits, with top US carriers

seeing profits rise by 50 percent, 100 percent, or
more even as their own costs of operation continued
to surge. However, troubles may be looming. Shippers
miffed by low service levels increasingly see the
development of their own “captive” truck fleets as a
more reliable alternative that has become more
affordable and the drop in demand and rates
underway in Q2 of 2022 will squeeze carrier margins.
As Andy Moses, SVP sales and solutions at Penske
Logistics, observed, “Captive fleets rose to the
occasion as they became more valued, driving an
accelerated adoption that remains with us today.
We’ve seen shippers that have gone 10 years without a
private or dedicated fleet get into them.”
Rail. Rail costs in the US were up 18.8 percent overall,
but network speeds and service levels worsened
due to the same kinds of disruptions seen by other
modes, including port congestion, chassis shortages,
and tight labor markets. Intermodal volumes were up
modestly thanks to high prices and scarcity in
trucking, and intermodal prices shot up accordingly.
While carloads were up in both volume and price,
leading railroads invested heavily to position for
intermodal growth in such areas as infrastructure,
visibility, and end-to-end solutions.
Warehousing. Consumers kept up their demand for
ever-faster deliveries for a wider range of goods, and
companies responded by buying more warehousing
space, especially high-end facilities close to urban
and suburban consumers.

Pipeline. The pipeline sector was up 18.2 percent,
amid rising pressure on a variety of fronts, including
an increasingly hostile regulatory environment, more
frequent severe weather events, and geopolitical
turmoil that could soon pose severe tests for the
North American network.
Seeking sync: new game, new rules
As mentioned in last year’s report, COVID-19 showed
that turmoil in logistics is the new rule of the game.
But if getting back in sync still seemed out of reach as
this current report went to print, shippers were
already acting to build new resilience and agility in
the face of a “no normal” context.
One way this has manifested is through merger and
acquisition (M&A) activity—historically a popular way
for railroads, trucking companies, and other logistics
players to beef up capacity. But many have sought to
address the current challenges at a deeper, more
intrinsic level—by evolving their delivery offerings and
seeking to bring greater efficiency to capabilities that
had been stood up rapidly or accelerated at the onset
of the epidemic in 2020.
Beyond such continuous plan redevelopment and
adaptation, logistics must be permanently about
embedding resilience and agility into its capabilities
before shifting its focus back to such questions as
cost minimization and efficiency. Relative stability
may or may not return, so the logistics sector must
invest now in controlling what factors it can.
This includes the further development of technology,

especially in parcel tracking and automation. But it
also means a deepening commitment to multi-
shoring or friend-shoring, which in turn requires
greater optionality as companies coordinate a more
complex array of transit modes and facilities. Such
enhancements of resilience and agility require better
and more collaborative relationships among
customers, suppliers, and third-party providers.
Finally, a true commitment to resilience will also
incorporate sustainability—not only as a market-
friendly signal to increasingly environment-minded
customers and corporations, but also as a means of
reducing fuel-cost vulnerabilities and abating the risk
of future weather-related disruptions even more
severe than the ones that rocked supply networks
in 2021.
To sum up, 2021 was a flush year for the logistics
sector—but also a deeply unsettled and trying one.
For the industry to get back in sync and return to a
more balanced long-term growth trajectory, it will
need to invest in the ideas and capabilities that will
make it more resilient—come what may.
Relative stability
may or may not
return, so the
logistics sector
must invest now in
controlling what
factors it can.
https://www.kearney.com/operations-performance-

transformation/us-reshoring-index
https://www.kearney.com/operations-performance-
transformation/us-reshoring-index
The authors would like to thank the following Kearney
colleagues for their valuable contributions: Jared Angin,
Sameer Bajaj, Amanda Bettenhausen, Kristin Boswell, Lynn
Chen, Jade Christensen, Brittany Cohen, Zackary
Coley, Lori Couto, Stephanie Dotterer, Robert Downey, Haley
Dunbrack, Colin Etienne, Gennie Faber, Alex Frank,
Frank Gao, Vipul Garg, Rebecca Grenham, Daniel Harder,
Melissa Herman, Nandan Katte, Elise Kerner, Puneet
Khurana, Maria Kisker, Samantha Klein, Michelle Kolkevich,
Yuri Kopylovski, Kruthika Kumaraguru, Ben Kuo, Julien
Lacroix, Kerry MacKenzie, Ansley Marks, Klara Mateju,
Stanislav Matuszny, Amir Maymay, Elly Noh, Alvaro Nunez,
Marc Palazzolo, Erik Peterson, Vito Prasad, Mridul Reddy,
Gelila Reta, Jeremy Richardson, Rachael Rinchiuso,
Steve Solano, Yan Sun, Franca Tam, Mihir Tamhankar, Marcus
Uhthoff, Sarah Wang, Noah Wintman, Kevin Wolfe,
Alexander Yu, Aaqil Zakarya, Qing Zhou.
The author team would also like to thank the following external
colleagues for their valuable contributions:
Josh Garrison, Cisco; Rick McDonald, The Clorox Company;
Rick Kaglic, Federal Reserve Bank of Cleveland;
Simon Cohen, Henco; Mania Flaskou, IHS Markit; Mark
Ribbing, Nascent Wave; Andy Moses and Alen Bejin,
Penske Logistics; Tom Varian, Strategic Communications
Services; Harsit Patel, Walmart.
Michael Zimmerman
Partner, New York
[email protected]
Alberto Oca

Partner, Atlanta
[email protected]
Balika Sonthalia
Partner, Chicago
[email protected]
Arsenio Martinez-Simon
Partner, Washington, D.C.
[email protected]
Authors
Korhan Acar
Principal, Chicago
[email protected]
For more information, permission to reprint or translate this
work,
and all other correspondence, please email [email protected]
A.T. Kearney Korea LLC is a separate and independent legal
entity
operating under the Kearney name in Korea. A.T. Kearney
operates
in India as A.T. Kearney Limited (Branch Office), a branch
office of
A.T. Kearney Limited, a company organized under the laws of
England and Wales. © 2022, A.T. Kearney, Inc. All rights
reserved.
About Kearney
As a global consulting partnership in more than
40 countries, our people make us who we are.
We’re individuals who take as much joy from those
we work with as the work itself. Driven to be the

difference between a big idea and making it happen,
we help our clients break through.
kearney.com
About CSCMP
Since 1963, the Council of Supply Chain Management
Professionals (CSCMP) has been the preeminent
worldwide professional association dedicated to
the advancement and dissemination of research
and knowledge on supply chain management.
With CSCMP members located around the world,
representing nearly all industry sectors, government,
and academia, CSCMP members receive unparalleled
networking opportunities, cutting-edge research,
and online and on-site professional educational
opportunities. To learn more, visit cscmp.org and find
CSCMP on social media: Twitter, Facebook, LinkedIn,
CSCMPtv, and Instagram.
cscmp.org
About Penske Logistics
Penske Logistics is a Penske Transportation
Solution
s
company with operations in North America, South
America, Europe and Asia. Penske Logistics provides

supply chain management and logistics services to
leading companies around the world. Penske Logistics
delivers value through its design, planning and
execution in transportation, warehousing and freight
management. Visit www.penskelogistics.com to
learn more.
penskelogistics.com
http://kearney.com
https://cscmp.org/
https://twitter.com/cscmp
https://www.facebook.com/CSCMPorg/
https://www.linkedin.com/groups/100178/
https://videos.cscmp.org/home?_ga=2.124241167.404061635.15
67525295-758956585.1558447816
https://www.instagram.com/cscmporg/
http://cscmp.org
http://penskelogistics.com
kearney.com

Criminal Justice A Brief IntroductionThirteenth Edition

Criminal Justice A Brief IntroductionThirteenth Edition

Recommended

Recommended

More Related Content

Similar to Criminal Justice A Brief IntroductionThirteenth Edition

Similar to Criminal Justice A Brief IntroductionThirteenth Edition (20)

More from CruzIbarra161

More from CruzIbarra161 (20)

Recently uploaded

Recently uploaded (20)

Criminal Justice A Brief IntroductionThirteenth Edition