THIS CRITIQUE TAKES THE PERSPECTIVE OF POLICE MANAGERS WHO SEEK TO IMPROVE THE DEPARTMENT PERFORMANCE. THE RANK STRUCTURE, TO WHICH ALL SWORN PERSONNEL BELONG AND FROM WHICH ALL CIVILIAN PERSONNEL ARE EXCLUDED, DETERMINES THE RELATIONS AMONG PERSONNEL ON THE BASIS OF THEIR TITLES, FROM POLICE OFFICER TO CHIEF. THE RANK STRUCTURES OF DEPARTMENTS ACROSS THE U.S. ARE HIGHLY SIMILAR. PROFESSIONAL LITERATURE, DATA FROM THREE NATIONAL SURVEYS CONDUCTED IN 1973 AND 1974, AND INTERVIEWS CONDUCTED FROM JUNE THROUGH AUGUST 1977 WITH POLICE MANAGERS AND OTHER OFFICIALS, WERE USED TO IDENTIFY PROBLEMS ENCOUNTERED IN RANK-STRUCTURE REFORM. FINDINGS ARE ORGANIZED INTO SETS OF MANAGEMENT PROBLEMS, AND NATIONAL STATISTICS PROVIDE AN OVERVIEW OF PRESENT ARRANGEMENTS. THE FIVE SETS OF MANAGEMENT PROBLEMS LOCATED ARE LACK OF MANAGEMENT FLEXIBILITY IN PERSONNEL DECISIONS, LACK OF INCENTIVES WITHIN THE POLICE OFFICER RANK, MILITARISM, COMMUNICATION BLOCKED BY A TALL ORGANIZATIONAL STRUCTURE, AND INSULARITY. A RANK-IN-MAN SYSTEM USED BY MOST POLICE DEPARTMENTS EXPECTS AN INDIVIDUAL TO SPEND HIS OR HER ENTIRE WORKING LIFE WITHIN THE AGENCY. EACH EMPLOYEE POSSESSES A RANK THAT DETERMINES PAY AND THE RANGE OF POSITIONS AVAILABLE. A NUMBER OF SPECIFIC REFORMS ARE SUGGESTED TO PROVIDE FLEXIBILITY: ELIMINATING RANKS, CHANGING THE TABLE OF ORGANIZATION, CREATING EXEMPT POSITIONS, ADOPTING A RANK-AND-ASSIGNMENT SYSTEM, USING ASSESSMENT CENTERS, AND APPOINTING TASK FORCES. TO INCREASE INCENTIVE, AN EXPANDED PAY SCALE OR SALARY INCENTIVE COULD BE IMPLEMENTED, NEW JOB CLASSIFICATIONS COULD BE CREATED, AND CAREER DEVELOPMENT COULD BE ENCOURAGED. FURTHER STUDY IS NEEDED ON SYMBOLIC AND SUBSTANTIVE DEMILITARIZATION, TEAM POLICING EFFECTS ON ORGANIZATIONS, AND LATERAL ENTRY AS A MEANS TO BREAK DOWN INSULARITY. TABULAR DATA AND FOOTNOTES ARE INCLUDED.