A study of the museum as an organizational context for the fine arts was undertaken (1) to understand how such an organization defines its role, maintains its standards, and copes with its social environment, and (2) to evaluate the statement by critics of contemporary culture that the fine arts and organizations supporting them are declining. Data were gathered from interviews, questionnaires, and 2 years of observation of all aspects of museum activity at the Memorial Art Gallery of the University of Rochester. Differentiation was made between the departments responsible for day-to-day activities and the formal authority of the Board of Directors and the Women's Guild. For each part of the museum's organization, an examination was made of the structures and norms of the part, its definitions of the roles and goals of the organization, its conflicts with other parts, and its effect on the whole. Conclusions reached were that (1) the organization of the museum is exceedingly complex, and (2) the theory of the mass-culture critics should be rejected since the museum is continuing to survive and, generally, to increase in size. (LH)