Proceedings

Cover

Contents

The Field Of Education In The National Parks

The Educational Program And Its Place In National Parks Administration

Museums In The National Parks

Planning A Park Museum

Museum Technique

Administration Of Park Museums

Nature Trails

Exhibits In Place

Guiding In The National Parks

Lectures In National Parks

Scientific Aspects Of The Park Protection Program

The Research Program In The National Parks

Use Of Recorded Scientific Data

Research Reserves

Publications

Libraries In The National Parks

Photography And Visual Education

General Administrative Problems

Proceedings Of The First Park Naturalists' Training Conference Held At Educational Headquarters, Berkeley, California: November 1-30, 1929

ADMINISTRATION OF PARK MUSEUMS

FUNDAMENTALS OF MUSEUM ADMINISTRATION

By C. P. Russell

Successful administration of a museum -- as of any other organization -- depends upon clearly defined relationships between staff members. It is a fundamental law of group action that an individual in an organization be responsible to but one superior. That one superior should be the man who is empowered to recommend his appointment or revoke his appointment. If administrative organization is not set up with this fundamental in mind invasions of rights and insubordinations are bound to follow.

The American Association of Museums has drawn up a code of ethics for museum workers. It bases its admonitions to personnel on the qualities of devotion to a cause, faith in the unselfishness of co-workers, and honor as a controlling factor in action. In the last analysis the effectiveness of museum administration depends upon the character of individuals who make up the organization. If the three qualities mentioned above do not exist in the individuals in an organization, the Director of that group, be he ever so business-like, is not going to have clear sailing. Good administration begins with the selection of personnel and the development and maintenance of an esprit de corps.

Special interests of the Director should not bring undue favors to one branch of work and neglect to others.

All decisions of a director should be based upon policy - never upon favoritism.

Rules must, without exception, be enforced impartially.

A channel of authority must be established before the authority can be exercised.

The sphere of a superior is his subordinate, not the subordinate's work.

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