Police managers and educators describe how American policing has evolved from a reactive, repressive stance to a more service-oriented approach that reaches out to the public with police-community relations programs and upgraded personnel policies. Police administrators depend on the electorate for support; police service is as much a part of the total governmental process as the criminal justice process. Corruption can best be combatted by leaders who instill integrity and ensure accountability at all levels. Administrators face a major challenge in attempting to address increased demands for service with fewer dollars. Understanding budgeting strategies can help, but the best response is organizational analysis to determine and implement necessary or desirable changes. Productivity programs offer the police manager the opportunity to assure maximum use of tax dollars. The authors discuss other strategies for improving police services, the latest personnel management and internal control practices, and advances in research and information management. Laboratory needs, building design, property control, and jail management are also addressed. The text includes charts, tables, diagrams, and chapter references. Appendixes summarize five presidential and national commission reports, define equal opportunity under the Civil Rights Act of 1964, include a glossary of collective bargaining terms, and outline complaint procedures. An index and more than 200 references are supplied. For individual articles, see NCJ-88275-93.