DESPITE A DESIRE TO ADHERE TO TRADITIONAL MODES OF BEHAVIOR, THE POLICE MANAGER MUST BE PREPARED TO ACCEPT CHANGES IN THE FIELD OF LAW ENFORCEMENT. UNIONISM IN THE PUBLIC WORK SECTOR IS A HOTLY CONTESTED ISSUE. IT IS SUGGESTED THAT UNIONISM CAN BE AVOIDED TO THE BENEFIT OF BOTH MANAGEMENT AND EMPLOYEES THROUGH A SYSTEM OF OPEN COMMUNICATION, APPLICATION OF GOOD SUPERVISORY SKILLS, EQUITABLE GRIEVANCE PROCEDURES, EMPHASIS ON CAREER DEVELOPMENT, AND A PROGRESSIVE MANAGEMENT ENVIRONMENT. EQUAL OPPORTUNITY EMPLOYMENT AND AFFIRMATIVE ACTION POLICIES ARE AN IMPORTANT ASPECT OF POLICE PERSONNEL ADMINISTRATION. ACCEPTANCE OF THESE POLICIES, COUPLED WITH ENLIGHTENED MANAGEMENT, CAN PREVENT ADVERSE PUBLIC OR EMPLOYEE CHARGES AGAINST POLICE ADMINISTRATION. EDUCATIONAL AND TRAINING REQUIREMENTS SHOULD BE SET IN ACCORDANCE WITH COMMUNITY EXPECTATIONS AND DEPARTMENTAL NEEDS. COLLEGE EDUCATION IS BECOMING MORE COMMON IN THE GENERAL POPULATION; IT IS REASONABLE THAT POLICE OFFICERS BE EQUAL IN EDUCATION TO THE PEOPLE THEY SERVE. INSERVICE TRAINING PROVIDES A METHOD FOR ACHIEVING ONGOING EMPLOYEE EDUCATION. TRAINING PHILOSOPHY AND A BUDGET SHOULD BE ESTABLISHED. INSERVICE TRAINING CAN IMPROVE DECISIONMAKING SKILLS, JOB EFFECTIVENESS, DEPARTMENTAL COHESION, COMMUNICATION, AND JOB SATISFACTION. CHANGE NECESSARILY INVOLVES A DEGREE OF RISK AND ATTENDANT FEAR, UNCERTAINTY, DISTRUST, AND RESISTANCE. AWARENESS AND UNDERSTANDING ON THE PART OF MANAGEMENT, COUPLED WITH EFFECTIVE COMMUNICATION AND GRADUAL IMPLEMENTATION, CAN SIGNIFICANTLY REDUCE RISK AND RESISTANCE TO CHANGE. WHILE EACH AREA OF CHANGE INVOLVES RISK, A GREATER HAZARD IS INVOLVED IN IGNORING CHANGES AND THEIR EFFECTS ON THE POLICE OFFICER AND THE COMMUNITY.