STUDIES HAVE DEFINED TWO KINDS OF CONFLICT THAT ARISE FROM GROWING INCONSISTENCIES BETWEEN SPECIALIST (STAFF) AND HIERARCHICAL (LINE) ROLES: (1) THE CONFLICT THAT ARISES AS A DISAGREEMENT OVER THE REALITY OF INTERDEPENDENCE, AND (2) THE CONFLICT THAT ARISES AS A RESULT OF DISPARITY BETWEEN AUTHORITIES. STUDIES HAVE FURTHER SHOWN THAT TO OBTAIN PERSONNEL WHO CAN BE PROMOTED, THEY MUST BE GIVEN RESPONSIBILITY AND A MINIMUM OF SUPERVISION. IN ORGANIZATIONS SHOWING STAFF-LINE CONFLICT, COMMUNICATION BECOMES MORE DIFFICULT AND INEFFICIENCY AND DIVIDED LOYALTIES RESULT. ORGANIZATIONAL MODELS REPRESENTING THE DEVELOPMENT OF THE MANCHESTER POLICE DEPARTMENT (ENGLAND) BEGINNING IN THE MID-19TH CENTURY INDICATE THAT TWO PROBLEMS NOW EXIST: (1) THE FUNCTIONAL-TERRITORIAL DICHOTOMY; AND (2) THE NEED FOR A CLEAR AND UNAMBIGUOUS CHAIN OF COMMAND. AN IDEAL MODEL SHOULD HAVE TWO MAIN BRANCHES OF THE SERVICE--TERRITORIAL AND FUNCTIONAL--AND SHOULD BE BASED ON AN AREA SYSTEM OF CONTROL WITH A SEPARATE FUNCTIONAL ARM. NO ONE SECTION OR GROUP WOULD BE INDEPENDENT; ALL WOULD SHARE THE SAME BASIC OBJECTIVES. DIAGRAMS AND A BIBLIOGRAPHY ARE INCLUDED. (AOP)