IDEAS ARE PRESENTED THAT EMPHASIZE PREVENTION OF EMPLOYEE THEFT THROUGH INCENTIVES, LOOSENING OF THE POWER STRUCTURE, AND RELAXATION OF AUTHORITARIAN VIEWPOINTS RATHER THAN THROUGH EXPENSIVE SECURITY SYSTEMS AND SPYING ON SUSPICIOUS PERSONNEL. SUGGESTIONS POINT TO INVOLVEMENT OF INDIVIDUAL WORKERS IN THE MANAGEMENT PROCESS OF PROBLEM-SOLVING, GOAL-SETTING, AND DECISIONMAKING. COMPANIES THAT HAVE CONSULTATIVE MANAGEMENT HAVE FAR LESS INTERNAL THEFT THAN FIRMS HAVING AUTHORITATIVE MANAGEMENT. STEPS FOR IMPLEMENTING INTEGRATIVE MANAGEMENT ARE DELINEATED; ROLES FOR SENIOR MANAGEMENT ARE DESCRIBED, ALONG WITH ORGANIZATIONAL RESPONSIBILITIES FOR EVERY LEVEL OF THE GENERAL EMPLOYEE STAFF. EXAMPLES ARE PRESENTED TO SHOW THAT ONCE THE MOTIVATIONAL POWER OF EMPLOYEE INVOLVEMENT IS HARNESSED, EMPLOYEE STEALING DROPS CONSIDERABLY. IN ADDITION, ANECDOTES FROM THE 32,000 CASES STUDIED ARE USED TO SHOW THAT INTERNAL THEFT CAN BE AVOIDED ONLY BY PERSUADING EMPLOYEES THAT THEY DO NOT WANT TO STEAL. SEVERAL REFERENCES ARE PROVIDED. (MHP)