made between the administrative staff headed by the director and composed of all those who are directly responsible to him, whether holding positions of authority or humble clerkships, and the executive staff headed by the superintendent of buildings, which includes all other employees.
Let us consider the character of service rendered in an art museum. A specialized knowledge along many lines which cannot be gained anywhere but in a museum is a necessity. (See The Man as Museum Curator, Museums Journal, vol. I, p. 185; W. E. Hoyle, Education of a Curator, Museums Journal, vol. VI, p 4; Ernst Berger, Die Aufgaben des Conservators in Unseren Museen, Museumskunde, vol. VI, p. 236; W. Bode, Beruf und Ausbildung des Museumsbeamten, Die Woche, 18, 5, 191 2.) Continued service means increased efficiency. The director must train every new person coming into his employ. Too often, alas, our boards of trustees are not sufficiently in touch with the work of the museum to understand the character of the demands made upon the staff and to appreciate the fact that they are authorizing the payment of salaries so small that no permanent efficient help can be obtained. Whereas nearly every business man insists upon a high grade of efficiency in his heads of departments and expects to pay salaries in proportion to the training, ex-
