This is a revised edition of a study first done by the author in 1970. Published by University of Wisconsin, Graduate School of Business, Center for Arts Administration. The present study seeks to explore systematically the problems and to answer them by drawing on empirical knowledge and established theories of social psychology and administrative science. Specific objectives include an examination of the activities of the arts administrator, the nature of the problems he encounters in his work, the people with whom he works, and the environment in which he functions. Common features of the

This report is the result of a two month study of opportunities for improving the management of Philadelphia's non-profit cultural organizations. The aims of the study were to identify the management needs of the member organizations of the Greater Philadelphia Cultural Alliance, available management resources relevant to those needs, and feasible management development strategies to improve the capacities of cultural organizations to cope with tighter money and increasing competition in the non-profit sector.

This Summary is intended to provide an overview of the mandate, structure, programs, administration of the Canada Council. The Summary is divided into four sections excluding this Introduction. The first provides a review of the mandate of the Canada council as described in the Canada Council act.

Paper presented at Conference on the Economic Impact of the Arts, sponsored by Cornell University, Graduate School of Business and Public Administration, held in Ithaca, New York, May 27-28, 1981.

In this first national survey of science center salaries, ASTC has attempted to ascertain average salaries earned by individuals at various professional levels and to draw correlations between professional salary levels and the location and budget size of the institution and the sex of the incumbents in the positions. Although correlations can be drawn, they must always be interpreted within a context of surrounding variables such as the general job market, size and condition of the community and the national economy. The survey instrument did not include questions to rate additional

CONTENTS
Preface.
Officers.
Board of directors.
A brief history.
Goals.
The association and its structure.
Staff.
Programs.
Publications.
1980-81: The year in review.
Performance schedules.
Company descriptions: member companies.
Company descriptions: correspondent companies.

Arizona Commission on the Arts has a long history of service to artists and arts organizations. The compilation of Resources for Arts Organizations: An Annotated Bibliography and its companion, Resources for Artists and Writers: An Annotated Bibliography, represents an extension of this service.

Relationship of the operational plan to the organization's structure.

The Public Telecommunications Financing Act of 1978 requires that the Corporation, in consultation with interested parties, create a 5-year Plan for the development of public telecommunications services, and that such a plan be updated annually by the Corporation. This document is the first product of an industry-wide planning process initiated by the Corporation in response to that charge.

With the growing demand for information on the arts and their administration, the need for a strategic policy on the council's role in the arts information field has become urgent. This report is a first step towards forming such a policy. The investigation included a survey of information users' needs for information, and survey of the holdings and operations of a large number of libraries and resource centres [centers] throughout Australia. The surveys provided a basis for the Committee's discussion of several major issues.