The underlying philosophy of the management principles and practices presented in the book is that modern police departments must adjust their management styles to accommodate community expectations and to assist in alleviating the recurring social, political, and economic pressures. These adjustments must be a product of "integrative thinking" and well-crafted strategies. Nothing should be left to chance or unguided discretion. Foremost among such adjustments is the issue of community policing and the relationship that exists between the department and its clients. Police agencies can no longer afford to be isolated from their public or be immune to community scrutiny. To achieve such goals, police agencies must rely on the sciences of administration, behavioral theories, and sound management techniques. They must adopt realistic sets of mission, values, and operational standards. They must ensure the service of a well-selected and professional staff, an advanced system of training, a planned budget, and a mechanism of quality control. All of these must function under the leadership of well-trained and skilled commanders. In discussing these issues, the first five chapters of this book address the theories and processes of organization and administration as they pertain to public bureaucracies in general and to police agencies in particular. The last seven chapters focus on specific aspects of policing: communication, leadership, human resources management, budgeting, planning, information management, and community policing. Each chapter contains a bibliography. A subject index