The definition and characteristics of any organization highlight three key aspects that should be of primary concern to the police organization: (1) the goals for which the organization was created and continues to pursue, (2) the continual review and rearrangement of the organization to better achieve its goals, and (3) the overall social setting of the organization. The central concerns of management that must be addressed by police administrators are (1) the creation of an atmosphere in which members of the organization will understand and commit themselves to the goals of the organization, (2) the creation and maintenance of stability in the organization's internal environment and the development of predictability in the organization's working processes, and (3) the minimizing of the intrusion of disruptive influences on the organization. Organizational change should meet the needs of the community and police organization, have an impact on community and organization environments, and improve the use of resources and provide a greater service return for dollars spent. Methods of implementing change will depend on whether the organization is based on a legalistic (formal) or a service (informal) model and whether the management style is centralized or decentralized. Understanding budgeting strategies can help to address increased demands for service with fewer dollars. Overall, there is no single best way to organize and manage a police agency. Changes occur spontaneously from within and are imposed from without, and the administrator must understand the choices available and be able to respond to or initiate change flexibly and creatively. Twenty-seven footnotes are listed.