THIRTY-FIVE MUNICIPAL DEPARTMENTS IN THREE CANADIAN MUNICIPALITIES PARTICIPATED IN THE PROGRAM. THE TRAINING, EVALUATION AND DOCUMENTATION ASPECTS OF THE LGMP WERE CARRIED OUT BY A PROJECT TEAM UNDER THE AUSPICES OF THE SCHOOL OF BUSINESS, QUEENS UNIVERSITY, OTTAWA. JUDGMENTS WERE BASED ON THE NUMBER OF CHANGES IN MANAGEMENT PROCESSES, THE NUMBER OF NEW TECHNIQUES OF MANAGEMENT ATTEMPTED, THE DURATION OF USE OF THESE NEW TECHNIQUES, AN EVALUATION OF THE EXTENT TO WHICH THE LGMP HAD AN IMPACT, AND CHANGES IN ATTITUDES BY MANAGERS IN ONE DEPARTMENT AS COMPARED TO OTHERS. AS A RESULT OF THE LGMP EXPERIENCE, SEVERAL MANAGEMENT PROBLEM AREAS WERE IDENTIFIED AND DISCUSSED: INADEQUATE CLARIFICATION OF THE PURPOSE OF PUBLIC SERVICE ORGANIZATIONS; UNCLEAR DEFINITION OF ROLES, GOALS, AND BROAD OBJECTIVES; LACK OF DEFINITION OF MAJOR PROGRAMS; INADEQUATE KNOWLEDGE OF MANAGEMENT FUNDAMENTALS; INADEQUATE COMMUNICATION AND MUTUAL UNDERSTANDING BETWEEN UNITS AND BETWEEN MANAGEMENT LEVELS; INADEQUATE UTLIZATION OF HUMAN RESOURCES; INSUFFICIENT INVOLVEMENT OF MANAGERS AND EMPLOYEES IN THE DEVELOPMENT OF MEANINGFUL PERFORMANCE AND PRODUCTIVITY MEASURES FOR THEIR OPERATIONS; INADEQUATE MANAGEMENT REVIEWS ANND REVITALIZATION PROCESSES; AND INEFFECTIVE DEVELOPMENT, HANDLING, AND USE OF MANAGEMENT INFORMATION. SYMPTOMS AND COPING TECHNIQUES FOR EACH OF THESE MANAGEMENT PROBLEM AREAS ARE PROVIDED. THE FOLLOWING STEPS ARE EXAMINED TO IMPROVE MANAGEMENT PRODUCTIVITY: DEVELOPMENT OF CLEAR AND DISTINCT UNDERSTANDING OF THE PURPOSE OF THE POLICE AND OF EACH ELEMENT AND MANAGER WITHIN THE FORCE; CLEAR DEFINITION OF ROLES, DETERMINATION OF PROGRAM PURPOSE, GOALS, AND OBJECTIVES; IDENTIFICATION OF MANAGEMENT PROBLEMS AFFECTING PRODUCTIVITY; SETTING OBJECTIVES TO OVERCOME PROBLEMS; AND REVIEW AND MEASUREMENT OF PROGRAM EFFECTIVENESS AND MANAGEMENT PERFORMANCE. REFERENCE NOTES ARE INCLUDED. (WJR)