The survey, conducted in 1986, yielded 598 responses from police supervisors. Respondents provided information on the most common and serious managerial problems among police, factors associated with employee problems, and management actions in response to problems. The data are included in an analysis that examines the three major categories of actions required of police supervisors: thinking, deciding, and practicing. The section on thinking explores the nature of burnout and presents a Performance Profile Worksheet that can serve as a supervisory aid to organized important data for a decision in a specific case. Also explained are a performance management model for problem analysis and a performance appraisal. Next explored are alternative choices of management action, ranging from salvage to dismissal, with a focus on assessment of the specific problem, use of performance interviews, and managerial coaching and counseling skills. Five vignettes -- cases based on actual problems faced by police managers -- conclude the text. Figures, tables, chapter notes, index, and appended survey questionnaire and additional results. (Author summary modified)