This report of an organizational analysis of 35 day care centers in New England defines the key factors in the management of a child care organization and assesses the relative proficiency with which the centers deal with these factors. The analysis is restricted to three variables: center size, decision making (level of participation of all staff members in making major decisions), and roles (Comparison between directors and teachers within centers, as well as between directors and teachers in all centers). Data concerning staff-staff, staff-center, and center-community interactions are included. Chapter I explains the techniques and objectives of the project and includes a breakdown of the characteristics of centers visited and persons interviewed. Chapter II presents the findings in making; staff roles; staff relationships; staff motivation; organizational-environmental interaction; organizational and program planning; evaluation of the organization as a whole, the staff, the program and the individual children; and identification of additional problem areas. Chapter III presents conclusions and recommends the following criteria for the organizational health of a day care center: optimum focus on goals, soundness of decision making, utilization of internal and external resources, and openness to change. Appendices include a management self-evaluation questionnaire and an annotated bibliography. (Author/CM)