This research attempted to find an appropriate model for selecting directors according to the type of Community Center (C.C.) they intend to run while examining the efficiency of 360 degree feedback, which was built for evaluating directors' Community Centers. Research was divided into two parts. As a complex process, it included in depth interviews of 30 employees within the C.C. system: the management chairman, districts directors, guides and C.C. directors. The initial phase of the research checked 72 C.C. directors in 360 degree feedback evaluation. Significant differences were not found via the conventional statistic method . The second phase of the research was formulated upon discovering that the questionnaires composed by the judges were not as accurate as expected in distinguishing each of the five factors. As the questionnaires normally provided extremely high levels of validity and thus held much significance in evaluating directors using 360 degree feedback, much work was needed to dismiss them. Drawing from Cohen, Clipton and Roberts (Cohen et al, 2001), the second phase of research was essentially a new analysis of the questionnaires. Gutman's research method, henceforth the Facet Theory (Gutman, 1982). These were each analyzed as to their significance and internal consistency and thus four new conceptual regions were formed. Conclusion : The operating directors’ Cultural Centers have a high level of executing capability and executive administrative skills not only subjectively, but also according to their superiors and the submitted employees as well as in 360 degree feedback; Similar to them, slightly mild, the needed demands for the human being in order to fulfill the C.C. director successfully, according to the opinion of the C.C. directors, the C.C. employees' and the superiors; C.C. director with ethical's values and social approach is more effective and efficient;The different types of Community Centers rank each of the four quality groups for an appropriate director differently; Guttmann's method of Smallest Space Analysis (SSA) enables a better diagnostic of phenomena or similar characteristics than other conventional statistic methods; Gluskinus' integrative theory (2000) regarding management and leadership qualities relevant to role of the appropriated C.C. director may be a base for further empirical research. Small differences in evaluating operating directors according to the role of the evaluator indicate that the tool used in this project is reliable and effective; The variance which was found during the evaluation of the appropriate directors by different workers supports the theory of Sarbin and his followers.
