THE THREE CATEGORIES OF RATIONALES FOR ADMINISTRATIVE RESTRUCTURING WERE PROGRAMMATIC REFORM, INCREASED MANAGERIAL EFFECTIVENESS, AND ENHANCED POLITICAL POSITION. THE CORRECTIONAL REFORM EXPERIENCES IN ARIZONA, COLORADO, DELAWARE, FLORIDA, GEORGIA, ILLINOIS, MARYLAND, OHIO, AND OREGON WERE STUDIED. THIS RESULTED IN 13 SEPARATE SETS OF EVENTS, AS COLORADO, DELAWARE, FLORIDA, AND MARYLAND REORGANIZED TWICE. OF THE 13 REORGANIZATIONS STUDIED, 8 WERE AIMED SPECIFICALLY AT CORRECTIONS AND 5 WERE PART OF A GENERAL REORGANIZATION OF THE EXECUTIVE BRANCH. IT WAS FOUND THAT THE POLITICAL POSITION OF CORRECTIONS PROGRAMS WAS DIRECTLY AFFECTED BY CHANGE IN ADMINISTRATIVE SETTING; THAT COMBINING CORRECTIONS PROGRAMS ENHANCED THE MANAGERIAL CAPABILITIES OF UPPER-LEVEL ADMINISTRATORS; AND THAT, ALTHOUGH POLICY INTEGRATION OCCURRED IN PROGRAM REFORM EFFORTS, THERE WAS NO EVIDENCE OF MAJOR SHIFTS IN THE ORIENTATIONS OF OPERATING PERSONNEL WHICH WOULD BRIDGE TRADITIONAL DIVISIONS. THE AUTHOR CONCLUDES THAT REORGANIZATION CAN HAVE IMPORTANT CONSEQUENCES, PARTICULARLY ON POLITICAL RELATIONSHIPS AND MANAGERIAL EFFECTIVENESS. HE ADVISES CAREFUL BALANCING OF OBJECTIVES WITH THE PROBABLE EFFECT OF SHIFTING AGENCY STRUCTURE WHEN CONSIDERING CORRECTIONAL REORGANIZATION AS A POLICY TOOL FOR REFORM....EB