A SPHERICAL CONCEPT OF POLICE ORGANIZATION IS DESCRIBED AND ILLUSTRATED, WITH THE PEOPLE IN CONTACT WITH THE 'REAL WORLD' -- THE INVESTIGATORS AND POLICE OFFICERS -AT THE EXTERIOR EDGE OF THE SPHERE, THE STAFF SUPPORT ELEMENTS CLOSER TO THE CENTER, AND THE 'TOP BRASS' AT THE CENTER. THIS TYPE OF STRUCTURE BRINGS EXECUTIVES AND WORKERS CLOSER TOGETHER THAN THEY ARE ON SCALAR ORGANIZATIONAL CHARTS. THE DANGERS OF OVEREMPHASIZING CHAIN OF COMMAND AND THE IMPORTANCE OF ENHANCING COMMUNICATION ARE POINTED OUT. THE INEVITABILITY OF ORGANIZATIONAL CHANGE IS NOTED, AND A MEASURED APPROACH TO BRINGING ABOUT CHANGE IS ADVISED. IT IS OBSERVED THAT RESISTANCE TO CHANGE IS USUALLY GREATEST AT THE MIDDLE MANAGEMENT LEVEL. THE RELEVANCE OF THE TERRITORIAL IMPERATIVE PHENOMENON FOR POLICE WORK IS DISCUSSED, WITH REFERENCE TO THE BENEFITS TO BE GAINED FROM ASSIGNING OFFICERS TO SPECIFIC AREAS AND MAKING THEM RESPONSIBLE FOR ALL CRIME AND TRAFFIC PROBLEMS IN THOSE AREAS. THE ADVANTAGES OF MANAGEMENT BY PARTICIPATION ARE POINTED OUT, INCLUDING THE 'SELF-ENERGIZING' EFFECT OF GIVING EMPLOYEES THE RESPONSIBILITY FOR TAKING AN ACTIVE PART IN GOAL-SETTING AND FOR KNOWING HOW A JOB SHOULD BE DONE. STEPS IN THE PROCESS OF MANAGEMENT BY OBJECTIVES ARE OUTLINED. EMPHASIS IS PLACED ON THE CHOICE OF REALISTIC GOALS AND OBJECTIVES AND ON TOTAL PARTICIPATION IN THE PROCESS AT ALL LEVELS OF THE ORGANIZATION. ADMINISTRATORS WHO ARE INTERESTED IN MANAGEMENT BY OBJECTIVES ARE URGED TO BEGIN BY ASKING THEIR SUBORDINATES WHAT THEY THINK THEY ARE SUPPOSED TO BE DOING FOR A LIVING. IT IS NOTED THAT MOST MANAGERS ARE SURPRISED BY THE ANSWERS, WHICH CAN SERVE AS AN IMPETUS FOR DEVELOPING A SYSTEM OF MANAGEMENT BY OBJECTIVES. (LKM)