“Organizations pursue goals, but these are complex, multiple and often contradictory” (Criminal Justice Organizations 5). In the American criminal justice system, there are several different organizations; all are different, these organizations do not have exactly the same goals, and with all these different organizations there is a slight divergence in structure where some may be mechanism based (bureaucratic/hierarchical) or organic (professional/horizontal) , size – some may be larger or smaller, and so on. But yet, everyone needs to communicate (whether between organizations or with other organizations). Within an organization, one of the key tools they use is that of communication. Communication is the main key of any organization and without it there is no cohesion, no leadership and no functionality. As communication begins to decrease, so does organization – as one article puts it: “These new economies…. These imperatives have contributed significantly to the disappearance of the old classic command and control bureaucracy…” (Tiernan et al, 2002, 47-48). From what this article says, lack of communication has led to a semi-collapse of the mechanistic structure of an organization. Although communication seems to be an important factor in an organization, communication does not occur without problems within inter-organizations; if there is communication in a business, there will also be a lack of communication. When a company has employed thousands of people (or perhaps just a small number), it hires a whole selection of individuals to work as a whole group in the unit – although this seems like an amazing idea, these groups of individuals will be quite... .... middle of paper ...... changing. They mainly rely on communication, rules and regulations and equality/fairness. Without these three elements, an organization will be woefully lacking due to lack of employee morale and workplace cohesion. Works Cited Bell, R. and Martin, J. (2012). The relevance of scientific management and equity theory in daily managerial communication situations. Journal of Management Policy and Practice, 13(3), 106-115. doi: 1021381509 Siobhan D. Tiernan, Patrick C. Flood, Eamonn P. Murphy & Stephen J. Carroll (2002) Employee reactions to flattening organizational structures, European Journal of Work and Organizational Psychology, 11:1, 47 -67, DOI: 10.1080/13594320143000843Stojkovic, S., Kalinich, D. and Klofas, J. (2012). Criminal justice organizations: administration and management. (5 ed.). Belmont, CA: Cengage Learning.