In conclusion, I would like to recapitulate briefly. The job of heading a modern medical school is complex and calls for managerial talent of the highest order. It is a more difficult job than managing a a business of comparable size. A medical school cannot be run like a business, but there is ample opportunity to apply sound principles of management in handling its affairs. Although the head of a medical school may have been a great scholar or teacher, the governing board of the university and the president expect him to be an executive. The head of a medical school should not be expected to be an expert in the specialized fields of administration. He should not become immersed in detail but should organize the school along functional lines and staff his organization so that he himself will have the time to plan and to deal with the matters of greatest importance. As the top executive, he is the only person who can take an over-all view; it is his responsibility to plan for the future while ensuring sound operations in the present. Although the dangers of overmanagement are ever present, many medical schools are undermanaged, and the dean often needs more staff than he has. Faculty salaries have been increased over a period of years and deans now should be able to seek more administrative assistance without offering apologies for so doing. In a large school, the dean probably will need staff assistance in the following areas: teaching and research programs; financial and business management, including nonacademic personnel administration; student affairs; and hospital relations (where there are affiliated hospitals). It may be necessary to have a position for development and fund raising. The administrative organization and staff positions will vary in accordance with the requirements of individual schools and the personnel strengths available on the staff. The dean must know how to delegate and to use a staff. The dean, himself, should have the basic qualities which make a good executive. The objective of strengthening management as here proposed is to create the most favorable conditions for the teaching, training, research, and patient-care objectives of the school.