| This study examines the organization of fine arts disciplines in Doctoral/Research Universities and the career mobility patterns of those who administer them. Clouded definitions of fine arts disciplines and the difficulty of identifying their administrators have been barriers to research concerning the organization of fine arts in higher education (Morrison, 1973). Researching the fine arts administrator (FAAs), a mid-level, management position, provides an opportunity to observe an often neglected position in career studies.; Data were secured by a questionnaire mailed to a random, stratified sample of administrators in institutions considered to be ‘more complex’ or ‘less complex’ in their overall organizational structure.{09}Descriptive statistics were used to describe the structural organization of fine arts programs and develop a profile, identify the career lines and possible boundaries to movement for the FAA.; Results showed the majority of fine arts programs administratively and structurally separate from liberal arts programs (60.7%). ‘More complex’ institutions showed greater segregation between liberal arts and fine arts programs of study than ‘less complex’ institutions.; The FAA profile portrays a married, Caucasian male between 50 and 59 who was appointed to his position from within the institution. He has served as the current FAA for a little over six years and has a Ph.D. in an arts related discipline.; Over one-fifth of FAAs followed the normative career path: faculty _ chair _ dean (Cohen & March, 1973). Contrary to other career studies, state line is a relatively weak organizational boundary to movement to the FAA position (B.C. Clark, Twombly, & Moore, 1990; Cejda & McKenney, 2000). Within the state line boundary, internal mobility served as a strong position-to-position boundary than career boundary.; This study has broad implications for practice. First, aspirants to the FAA should obtain experience, both academic and administrative, in the doctoral/research institution. In addition, one must be willing to move in order for advancement. The second implication concerns search committees. Resources might be best spent by conducting a national search among other doctoral/research institutions. Findings indicate that the successful candidate will be from within the membership boundaries of 4-year, doctoral/research institution employment extending as far back as their third previous position. |
