According to the statistics of the Ministry of Education in 2006, there were about 1,000 students educated in more than 10 institutes of the arts administration field in Taiwan. Most of these institutes are in graduated level. However, in a survey of 517 full-time arts administrators of performing arts groups published by Council of Culture Affairs in 2007 showed there were only about 15% of them with master degrees. Besides personal interests of these administrators, this research want to clarify the situation: if these arts administrators have any other special personalities or abilities; therefore, if there are some differences between arts administrators¡¦ competencies of performing arts groups¡¦ requirements and the academic training of the arts administration and management. The researcher has approached this problem in three directions: the curriculum designs of the related master programs, the ideal competencies from literature review, and the interview with four personnel managers of performing arts cultivation teams. The analysis and comparison are done by this triangulation. The study finds that there are 32 competencies suggested by the past studies, and 30 important competencies are mentioned by the performing arts groups. On the other hand, the schools¡¦ courses can only cultivate 12 competencies, required by the performing arts groups. The result shows that the related master programs are more concentrated on visible competencies than hidden ones. They all can be improved to meet the working field required. Key words: performing arts group, arts administrator, curriculum design, hidden competency, visible competency

When our society evolved into industrial era, people started to gather in cities. It caused some problems, such as lack of interaction with neighbors and awareness of community belonging. However, to construct a harmonious, merry, mutually supportive community, some people start to think about how to strengthen the sense of community and improve their living environment. One important element to awaken the sense of community is to increase the communication opportunities of community residents, so that they can develop the feeling of the ¡§community¡¨. Furthermore, to run a ¡§community association¡¨ is one of the ways not only to attract them to join in and to keep in touch with each others, but also to elevate the living quality of the community. In order to promote the culture of the community and to strengthen the sense of community among the habitants, the ¡§QingFeng Community Development Committee¡¨ formed the ¡§QingFeng Community Chinese Orchestra¡¨ in June 2005. The purposes of this study are to present the management problems of ¡§QingFeng Community Chinese Orchestra,¡¨ and to draw up a strategic plan and an operational model for the orchestra. The CORPS model proposed by Dr. Dah-Hsian Seetoo is applied in this case to analyze the problems the orchestra. The researcher, furthermore, suggest several short- and mid-long-term strategies in response to those problems. The result of this study shows that: the ¡§Clients¡¨ of a community's orchestra including of the community residents and its members. The administrator of an orchestra must give consideration to both sides; the ¡§Operations¡¨ are the key elements for an orchestra to run persistently. Having a good operational procedure can make the administrative work carry out smoothly; the ¡§Resources,¡¨ which including money, material, and manpower, are the important foundation to run a community orchestra, The administrator of an orchestra should seek for resources from both inside and outside the community; the ¡§Participants¡¨ is the most sensitive subject in a community orchestra. How the atmosphere of an orchestra is depended on the manager¡¦s working attitude and style; the ¡§Services¡¨ of a community orchestra should be set up along with the demands of the community residents and its member. An orchestra must offer different services to different people. In addition, a strategic planning is a top-down approach to reconstruct an organization. Only when the manager can proceed it with full agreement, the strategic planning can be successfully executed. There are only few researches regarding to community orchestras in Taiwan, which makes an administrator very difficult to run one. Therefore, the researchers in the relevant departments should carry on exploring towards this topic.