THE DISCUSSION OF POLICE NEGOTIATIONS CONSIDERS SUCH ISSUES AS RESIDENCY REQUIREMENTS, UNIFORMS, EQUIPMENT, DISCIPLINE, AND ACCESS TO CONFIDENTIAL FILES THAT ARE USED IN COLLECTIVE BARGAINING WITH POLICE UNIONS. POLICE UNIONS OPERATE IN THE SAME BASIC MANNER AS OTHER UNIONS, BUT POLICE OFFICERS HAVE HAD GREATER SUCCESS IN NEGOTIATING FOR HIGHER WAGES AND COST-OF-LIVING ADJUSTMENTS THAN OTHER LOCAL GOVERNMENT EMPLOYEES. THE PERVASIVENESS OF UNIONS THROUGH ALL LEVELS OF POLICE DEPARTMENTS IS EXAMINED FOR ITS EFFECT ON POLICE SERVICE. ADOPTION OF THE PRIVATE RULE IN LABOR RELATIONS IS SUGGESTED ALONG WITH ORGANIZATION OF SERGEANTS, LIEUTENANTS, AND CAPTAINS INTO A MANAGEMENT TEAM. THE UNDERLYING CAUSES OF POLICE STRIKES ARE DISCUSSED AND GUIDELINES FOR STRIKE PREVENTION ARE OUTLINED, INCLUDING COOPERATION BETWEEN POLICE AND CITY ADMINISTRATORS IN DEVELOPING AN ATMOSPHERE OF COOPERATION AND TRUST, ESTABLISHMENT OF AN EFFECTIVE INTERNAL COMMUNICATIONS SYSTEM, AND TRAINING POLICE UNION LEADERS IN NEGOTIATION, LEADERSHIP, AND ORGANIZATIONAL ABILITIES. IT IS STRESSED THAT EACH STRIKE MUST BE ANALYZED ACCORDING TO ITS PARTICULAR SETTING AND CAUSES OF EMPLOYEE DISSATISFACTION SHOULD BE EXAMINED TO ENABLE BOTH PARTIES TO WORK OUT AN EQUITABLE SOLUTION. THE FINAL ARTICLE CONSIDERS MANAGEMENT STRATEGY IN A NONUNION SETTING. THE NEED FOR RESPONSIVE MANAGEMENT IS EMPHASIZED ALONG WITH THE IMPORTANCE OF GOOD PERSONNEL BENEFITS AND POLICIES. IT IS MAINTAINED THAT MOST CITIES SPEND TOO LITTLE EFFORT TRAINING SUPERVISORS, UPDATING AND REVIEWING PERSONNEL POLICIES, AND DEALING WITH PERSONNEL ISSUES. POLICE CHIEF, CITY MANAGER, AND CITY COUNCIL MANAGEMENT ROLES ARE DISCUSSED IN RELATION TO THE POLICE DEPARTMENT. (DAG)