Corrections managerial reliance on a paramilitary structure has been challenged by prisoners, the judiciary, and budget cutbacks. Moreover, there is decreasing community support for reintegration programs and a renewed interest in prisons as punishment. In this environment, administrators must know open-systems concepts and management techniques to constantly collect and analyze data on internal and external forces affecting prisons and be aware of the effects of stress. To alleviate stress, the manager initially should expand the role repertoire of the correctional officer to include human service work combined with skills in conflict resolution. Efforts to change the organizational climate must involve training programs and leadership that allows officers to feel secure in their relationships with supervisors. Developing a variety of organizational structures within a single institution enhances its flexibility. Appointment of a stress management coordinator is the first step in initiating a formal stress prevention program. Other components would identify high-risk employees and inmates, operate a network of referral, sources, and teach stress management techniques. Other strategies include programs for families to understand the stresses of correctional work, encouraging stronger family ties among inmates, efforts to involve the community, job rotation, career development, and stress preventive techniques such as biofeedback. Approximately 25 references are included.