MBO MEANS DEFINING OBJECTIVES AND GOALS OF AN ORGANIZATION, AND THEN ALLOCATING RESOURCES ACCORDING TO THE DEFINED OBJECTIVES. IT IMPLIES THE COMPLETE UNDERSTANDING OF THE OBJECTIVES BY ALL MEMBERS OF THE ORGANIZATION AND THE DEVELOPMENT OF A PATH BETWEEN THE ORGANIZATION AND PERSONNEL TOWARD ACHIEVING THE DEFINED OBJECTIVES. USE OF THE MBO APPROACH WOULD REQUIRE PROVISION OF SUBGOALS FOR ORGANIZATIONAL COMPONENTS, IMPLEMENTATION OF PROGRAMS DIRECTED AT ACHIEVING GOALS, AND THE ABILITY TO MODIFY THE GOALS IF NECESSARY. A MBO MODEL FOR POLICE DEPARTMENTS IS PRESENTED AND INSTRUCTIONS AND GUIDES ARE PROVIDED FOR CHARTING GOALS AND OBJECTIVES. THE AREA OF LEADERSHIP AND INTERPERSONAL RELATIONSHIPS IN A POLICE DEPARTMENT IS EXAMINED SINCE THE MBO APPROACH WOULD REQUIRE A NONTRADITIONAL LEADERSHIP STYLE, ORGANIZATION-WIDE INPUT INTO PLANNING, AND INCREASED DELEGATION OF AUTHORITY. THE MAJOR COMPONENTS OF PATROL OPERATIONS ARE EXAMINED FROM THE MBO PERSPECTIVE: PLANNING; TECHNIQUES; ORGANIZATION; SPECIAL OPERATIONS; TEAM POLICING; SCIENTIFIC METHOD (I.E., MEASURING PRODUCTIVITY); MANPOWER DISTRIBUTION, COMMAND AND CONTROL; AND REPORTING, RECORDS, AND INFORMATION. CRIME PREVENTION IS DEFINED AND THE ROLE OF THE COMMUNITY IN EFFECTING CRIME CONTROL IS CONSIDERED. CHARTS AND ILLUSTRATIONS PROVIDED IN THE TEXT OUTLINE PATROL AND PATROL MANAGEMENT TECHNIQUES. THE FINAL CHAPTER DISCUSSES SOCIAL AND ECONOMIC CHANGE THAT IS INFLUENCING POLICE ADMINISTRATION. CHANGE STRATEGY IS CONSIDERED, AND THE SECTION PRESENTS CHANGE MODELS USED IN LOS ANGELES, CALIF., AND DALLAS, TEX. FUTURE DIRECTIONS FOR POLICE-PATROL ADMINISTRATION ARE PREDICTED. THE APPENDIXES CONTAIN MANAGEMENT-PLANNING OUTLINES FOR ESTABLISHING A NEW UNIT WITHIN A DEPARTMENT (E.G., A PREVENTION UNIT) AND FOR IMPLEMENTING A COMMUNITY INVOLVEMENT PROGRAM. BIBLIOGRAPHICAL REFERENCES ARE PROVIDED AT THE END OF SECTIONS AND AN INDEX IS INCLUDED.