FOUR PAPERS EXAMINE THE PROBLEMS OF POLICE LABOR RELATIONS FROM THE STANDPOINT OF THE CITY MANAGEMENT, THE POLICE ADMINISTRATION, AND POLICE OFFICER. MOST POLICE UNIONS ARISE AS THE RESULT OF INSENSITIVITY TO NEEDS FOR A GOOD WAGE, A DEFINITE SICK LEAVE POLICY, GOOD INSURANCE, AND RETIREMENT BENEFITS. THE ROLE OF THE MUNICIPAL ADMINISTRATION IN RESPONDING TO THESE NEEDS IS EXAMINED. CITIES WHICH ARE AWARE OF WAGE RATES PAID IN INDUSTRY AND WHICH PROVIDE BENEFITS COMPARABLE TO THOSE FOUND IN THE PRIVATE SECTOR OFTEN DO NOT FACE POLICE UNIONISM. VARIOUS MECHANISMS FOR RESOLVING DISPUTES ARE EXAMINED, INCLUDING GRIEVANCE PROCEEDURES, MEDIATION, AND BINDING ARBITRATION. LABOR-RELATIONS TERMS ARE DEFINED AND APPLIED TO THE POLICE CONTRACT. THE EMERGENCE OF UNIONS AND COLLECTIVE BARGAINING HAS NECESSITATED A REDEFINITION OF THE POLICE ADMINISTRATOR'S ROLE. MOST ADMINISTRATORS HAVE COME UP THROUGH THE RANKS AND IDENTIFY MORE CLOSELY WITH THE UNION THAN WITH THE MANAGEMENT TEAM IN CITY HALL. OFTEN THE ADMINISTRATOR DOES NOT WISH TO PARTICIPATE IN THE BARGAINING PROCESS, PREFERRING TO ACT AS AN EXPERT WITNESS. VARIOUS WAYS FOR THE ADMINISTRATOR TO HANDLE THE BARGAINING SITUATION ARE EXPLORED. COLLECTIVE BARGAINING HAS HASTENED THE DEVELOPMENT OF MANAGERIAL PROFESSIONALISM IN THE POLICE DEPARTMENT. THE IMPORTANCE OF DEVELOPING PERSONNEL POLICIES WHICH EMPHASIZE TRAINING FOR EXECUTIVE POLICE OFFICERS IS DETAILED. THE HISTORY OF POLICE UNIONS IS SUMMARIZED, THE FRAGMENTED SITUATION IN CONTEMPORARY POLICE UNIONS SURVEYED, AND MAJOR GOALS OF RECENT COLLECTIVE BARGAINING AGREEMENTS SUMMARIZED. GRIEVANCE HANDLING, COMMUNICATIONS AND PARTICIPATORY MANAGEMENT PROGRAMS, AND MEMBERSHIP PRODUCTIVITY HAVE ALL BEEN MAJOR ISSUES.