In January of 1983, Executive Editor Joan Jeffri led a roundtable discussion with three member of the editorial board ot The Journal of Arts Management and Law who direct graduate-level degree-granting programs in the U.S. The programs represented here offer sampling of the varieties of focus and structure offered in graduate education in the field.

This study deals with the 'training of cultural administrators' and is intended to suggest teaching methods and training schemes which can be adapted to a variety of situations. It is the counterpart and logical sequel to my previous study on the training of cultural 'animators.' Since that earlier study is available, it can be taken that much is already known about the functions,profession and training of cultural 'animators', so that this point can be passed over briefly in the present dossier.

The study is divided into four sections, a bibliography and appendixes. The sections are: General Observations, National Endowment for the Arts, Academic programs, Service Organizations. The central question of the study is whether or not the Arts Endowment can and should support the improvement of education and training of arts managers.

Published in the U.S. by E. and F. N. Spon in association with Methuen, Inc.|In a society with increasing leisure time, the arts administrator has become a powerful figure. As a local authority leisure officer, member of the Arts Council, manager of a civic hall, arts centre, gallery or theatre, TV executive, agent, etc., he is a member of the newly recognized profession which decides what arts to present, to whom and why.

The author discusses the relationship between professionalism and nonprofit organizations. The author concludes this paper by pointing out that a significant, if often forgotten, social benefit generated by the nonprofits is expansion of the range of organizational alternatives among which professionals with different work attitudes can appropriately allocate themselves.

The object of this study is to focus attention on the condition of one kind of creative artist in twentieth century America: the composer of serious music. It is hoped that the findings of this study will have relevance for other fields of creative activity as well.

Published by University of Wisconsin, Graduate School of Business, Center for Arts Administration. In the fourth edition of this bibliography we have attempted to arrange and classify the literature in the manner which is meaningful and useful to both the potential and practicing arts administrator.

Although this bibliography was originally devised for use of students in the program leading to the Master of Business Administration in the Arts at State University of New York at Binghamton, we believe it will prove useful to students elsewhere and to arts administrators already in the field.

On July 1, 1973, we began our arts administration intern program with Douglas Johnson of Cleveland, Ohio. I would like to review with you what we did - and to recommend that we do it again as revised in the proposal included in this report.

The increasing importance of such public policy issues make this area a vital one for inclusion in the Harvard Summer School Institute in Arts Administration's summer training program for arts administrators. In considering the treatment of this area, for certain insights it seemed logical to draw on the longer European tradition and experience with cultural policy matters. Thus, it was decided to provide international perspectives, through the vehicle of an international colloquium. Each colloquium was intended to bring to the program participants a variety of viewpoints on cultural and