One of probation management's major tasks during the upcoming decade will be the creation of an organizational culture and structure supportive of change efforts and experimentation based on the principles of fairness and equity for all. One of the issues the manager must consider is roles in the organization, and this can be done only after the mission and goals of the organization have been articulated, promulgated, accepted, and acted upon by the appropriate persons. With the clarification of purpose, goals, and roles, the next issue confronting the probation manager will relate to procedures. Problem areas that will converge on probation managers in the next decade and have a significant impact upon procedures are fiscal, demographics, and correctional philosophy. In a period of restricted public funding, it is only those agencies with a wide base of public support and good public relations programs that are going to attain the necessary agency funding. In the area of demographics, there will be a decline in the absolute numbers of clients during the decade, as the 14-24 year-olds will be a smaller group; however, a high proportion of those in this age group will come from the lower classes where violent predatory crime will be prevalent. This will call for supervision practices tailored to a high-risk population. Correctional philosophy will most likely follow the justice model, so that probation services must be fair and just. Because of the changes that will be required in probation, relationships within the organization must be guided by a probation manager skilled in dealing with conflict. Further, the structure of the organization must reflect a reward system, environmental climate, and personnel policies that will produce a system supportive of the justice model. Thirty-two references are listed.