It has been assumed for a long period of time that improvements in the internal management of police departments enables the police to deal more effectively with the problems the public expects them to handle. However, there was the need to move beyond this method creating a more systematic concern for the end product of their efforts. Several developments pressured this move: (1) financial crisis; (2) research findings; (3) consumer orientation growth; (4) questioning the effectiveness of the best-managed agencies; and (5) the increased resistance to organizational change. It was acknowledged that the police job required dealing with a wide range of behavioral and social problems that arise in a community and that the end product of policing consisted of dealing with these problems. The police needed to aim for reducing their volume, preventing repetition, alleviating suffering, and minimizing additional adverse effects. A commitment to developing a more systematic process was necessary in dealing with these problems. The problem-oriented approach was identified as improving police service. This approach requires police taking greater initiatives in dealing with problems rather than resigning themselves to living with them. This also requires identifying the problems, researching each problem, exploring the alternatives, and implementing the process. By focusing on problems, the approach looks attractive to both citizens and the police. The problem-oriented approach is less likely to be viewed as a direct challenge to the police establishment and the existing police value system. This is a new response to an old problem. Addressing the quality of the police product might be the most effective way to achieve the objectives that is the goal of police reform.