The monograph examines the following areas: (1) the shifting strategic mission of police departments that middle managers are thought to resist and which they could help advance; (2) the traditional roles and functions of middle managers in most police departments and whether they should be fulfilling those roles and functions in light of the new mission; (3) changes in the contributions of middle managers, whether they are warranted, and why so many organizational analysts consider these employees to be reluctant participants in the modifications; (4) reasons to hope for and expect middle managers to be willing partners in the reform movement; and (5) ways that police departments, local government officials and other stakeholders might help position and motivate middle managers to play constructive roles in adopting and improving community policing. Notes, references, bibliography