With a new trend that emphasizes management abilities even in government sponsored nonprofit organizations and regional 따ts centers as well as public sectors, museum workers are required to have diversified abilities and skills to acquire necess따y resources, as well as acadernic specialities or managerial and adrninistrative capabilities. It meant that resource mobilization ability (resource acquisition ability) became a core ability of museum directorship, and they began to realize that the driving force of museum management activation lied in resource mobilization ability. It is proven by the attention of museum workers to Fundraising, Board of trustee and Comrnittees system, Volunteer system and various kinds of profit-yielding systems. In this context, the common interest of arts adrninistrators and researchers is to find out factors of policy leverage to activate museum operations. In the Cultural SuperstructureFacility Assessment Program in Korea, which has been performed by the Ministry of Culture & Tourism Republic of Korea and Korea Cultural P이icy Institute (KCPI) since 1998, they considered the recruitrnent of museum professionals a major issue in Museum management. In other words, there should be museum professionals who can manage resources in present contingencies and bad conditions. In the 1998 report of the foresaid evaluation, it pointed out that the deficiency of specialities in some Museum Directors were one of the suppressing factors that impede activation of museums. It defined the speci따ity of museum directors in a restricted manner, whether they have majored in museology in university, in other words, whether they had opportunities to nurture acadernic grounding (whether they majored museology in University or upper), and tried to find the relationship with the measurement results of the museum assessment program. However, they did not discover differences at a statistically significant level, and accommodated the opinions of existing museum specialists without modification, and proposed a policy alternative that legislation regarding the qualifications of museum directorship is needed. As specified in the Cultura1 Superstructure-Facility Assessment Program in Korea , many of the domestic museums do not have an academic foundation. Moreover, the directors did not have the qua1ifications that can contribute to museum operation. Therefore, they were a burden on museums, and caused conflicts in museum operations. However, it is improper to evaluate the professiona1 abilities of the museum directors by a single criteria, whether they had opportunity to have an academic grounding. Additiona11y, to relate it not with the qualitative performing results of the museum but with measurement results, which are near management status, can be a problem in research methodology. To verify if the professional abilities of the director of a museum mak:e major a impact on museum operations, different measured indexes from the conventional indexes used in the Cultural Superstructure-Facility Assessment Program in Korea should be developed. In other words, the professiona1 abilities of the museum director (cause variable) sha11 not be limited to academic speciality, but shall be analyzed including knowledge, skill, experience and capabilities. The following study model was designed with independent variables such as a component variable and measured variable of "Professional Ability(latent factor)" - career(period of service), academic specia1ity, work capabilities in the field, resource mobilization abilities, information management abilities and the number of double posts he/she has. For Management Performance that will be a dependent variable, standards and methods of performance measurement were reviewed and an operational definition was made. It was defined that management performance would be identified as actua1 achievement in resource acquisition and characteristics in acquisition process by managerial efforts of the director himself/herself based on basic assumptions and main contents of the resource-dependency model. On the other hand, controlled variables were classified as “ Environmental factors" , “ Organization Structure" , “ Organization Size" and “Organizational Characteristics", as museums have different conditions and environments. They were control1ed to verify the cause and effect between independent variables and dependent variables. If those two variables did not have a statistical1y significant relationship, it was analyzed to discover what other factors than “ Professional Abilities" would make an impact on management performance by measuring the relative effectiveness on dependent variables of independent variables and controlled variables. It was to survey and analyze empirical1y if the professional ability of directors of museums will make an impact on management performance. For the empirical survey, questionnaires were sent by mail. To exclude para-museums and quasi-museums, only art museums/galleries and science museums were selected as su이ects. In result of Analysis of Canonical Correlations, "Environmental factors" which contain Diversification of board and comrnittee members' , ‘Degree of role of board and comrnittee members' and 'The number of double posts that he/she has' show weak relationships such as 0.356 and 0.314 of Canonical Coefficients (P<0.05) and other variables did not show relationships with management performance. This analysis result was confmned again in the Model Analysis using the Structural Equation Model (SEM). However, the results cannot be accepted without controversy, as it is not usual to have a board or a committee in museums in Korea, and the samples for this survey were not sufficient to generalize the result. It can be understood that it is probable for a museum with diversified and active board or comrnittee members to have high performance in resource acqulSltlOn. Second, T-test and One-way ANOVA were performed on the variables excluded from the last analysis model because of reliability and validity, and the ones for which analysis of variance wiU be more effective in the perspective of scale of measurement tools. However, there were no significantly meaningful variables in the relationship with result variables. Third, it is very important to specify what relationship there is between the measured variable of 'the number of double posts that he/she has' and the latent factor of "Professional ability" . Double posts in other organizations may be caused by his/her main occupation or position but it can be from his/her professional abilities. Therefore, it is proper to see that those two variables have a relationship although it was separated from "Professional Ability" in the analysis process (assesment of validity). In the model analysis result using the Structural Equation Model (SEM), it was analyzed that “ Professional ability" makes an impact on ‘the number of double posts' at a significant level. (Standardized Regression Weight 0.35 in P< 0.05) Fourth, based on foresaid results, “Professional Ability" becomes an antecedent variable and it inf1uences on ‘the number of double posts' and then ‘the number of double posts' makes impact on management performance. In the final model, the model analysis result using the Structural Equation Model (SEM) showed ‘the number of double posts' made an impact on management performance in the Standardized Regression Weight of 0.31 within the significance level 0.05. The goodness-offit of the model was proved as fair. Therefore, it can be interpreted that actual resource acquisition in museums was to be influenced by the number of double posts. To summarize the research results, the profession외 ability of the museum director did not inf1uence directly on management performance (resource acquisition achievement) but it acted as an antecedent variable, and inf1uenced the number of double posts. And the number of double posts of the director is one of the variables influencing management performance. This research result cannot be generally accepted statistically because of the lirnited samples. It can be accepted as a suggestion or implication. Relating this to the content of the resource dependency model, which is the theoretical background of this research, there may be other environmental factors, that we did not notice, that have more impact on management performance than the role of the manager. In other words, it is probable that statistical1y low responses were observed as museums are inf1uenced by different member agencies and different environmental elements, influence and explanatory power were distributed. Additional1y, it should be noted that management behaviors, so to speak strategic constituencies, should be recognized, and whether they were manipulated in favor of the organization, and the relevance and level of methods used for resource mobilization rnight be more important.