AFTER BRIEFLY DESCRIBING AND CRITIQUING VARIOUS MANAGEMENT STYLES, THE 'BOSS'S' JOB IS DISCUSSED. THE BOSS VIEWS THE ORGANIZATION AND ITS GOALS FROM A BROADER PERSPECTIVE THAN DO THOSE UNDER HIM, PARTICULARLY REGARDING BUDGET ISSUES. THOSE WHO WOULD INFLUENCE HIM MUST SHOW HOW THEIR PROPOSALS BEAR UPON HIS PRIMARY CONCERNS. THE 'BOSS'S ASSISTANT' IS AN IMPORTANT PERSON BECAUSE ACCESS TO THE BOSS OFTEN IS DETERMINED BY HIM. THE EMPLOYEE'S IMMEDIATE SUPERVISOR CAN INFLUENCE IMMEDIATE JOB SATISFACTION AND THE EMPLOYEE'S FUTURE CAREER, BUT IS SUBJECT TO ORDERS FROM HIGHER BUREAUCRATIC LEVELS. THE SUPERVISOR DETERMINES WHETHER EMPLOYEES' IDEAS REGARDING CHANGE WILL REACH THE UPPER ECHELONS OF THE BUREAUCRACY. STRATEGIES FOR APPROACHING THE SUPERVISOR AND MEANS OF BYPASSING THE CHAIN OF COMMAND TO REACH THOSE IN POWER TO INITIATE THE CHANGE DESIRED ARE DESCRIBED. THE PARTICULAR STRATEGIES FOR CHANGE PROPOSED ARE BASED ON THE ASSUMPTION THAT ADMINISTRATORS AT EVERY LEVEL ARE NORMAL PEOPLE WHO FEEL GOOD WHEN THEY ARE RESPECTED, NEEDED, AND GENUINELY COMPLIMENTED, WHILE BECOMING UNCOOPERATIVE WHEN THREATENED OR CRITICIZED. APPROACHED FOR ADVICE OR WITH WELL-CONCEIVED SUGGESTIONS, MOST ADMINISTRATORS WILL LISTEN CAREFULLY, ASK CLARIFYING QUESTIONS, AND GENERALLY BE SUPPORTIVE OF STAFF MEMBERS WHO WANT TO IMPROVE THE EFFECTIVENESS OF THE ORGANIZATION IN REACHING ITS GOALS. (RCB)