The paper examines implementation of new management techniques in Australian police services since the late 1980s, within an international context of demands for greater public sector efficiencies and accountability. Through examination of police organizations in Queensland and New South Wales, the paper demonstrates that the impetus for organizational change, particularly in employment practices, has been driven largely by revelations of entrenched corruption and police misconduct. As a result, organizational goals of accountability and cultural change have been the critical influences on the restructuring agenda. The paper argues that management strategies should be suited to the specific organizational settings within which they are being applied. It suggests that the process of restructuring and the emphasis on changing employment practices have led to greater potential for conflict between management and police officers. Notes, references, bibliography