博物館傳統具備的功能如研究、收藏、保存及展示，近年來轉向為遊憩、資訊、溝通、與教育，而受到日本等國家博物館行政法人化的影響，於是博物館的專業實踐重心，由研究典藏逐漸偏移到所謂「創意展示」、公共服務及博物館行銷，加上主管機關配合學術單位執行的博物館評鑑，於是遊客入館數量、文化創意產品與產業、服務品質、遊客滿意度、委外經營項目多寡、餐飲品質等項目成為觀察評鑑的重心。台灣已經擁有超過300座不同屬性的公私立博物館，近年來，博物館在遊憩觀光的功能與價值被放大，導致「行銷」博物館已經成為從業人員重要的責任；在這樣的環境下，博物館的經營管理成為關鍵的課題。本文以國立台灣史前博物館為例，進行自我診斷與檢討，嘗試尋找突破現有的困境。

Traditionally, museums were equipped with the functions of research, enclosure, conservation, and exhibition. In recent years, the focuses have been moved to recreation, information, communication, and education. Influenced by the trend to transform museums into executive agencies in other countries, particularly Japan, professional excellence has been measured in terms of creative exhibition, public service, and marketing. As a result, performance evaluations have sought new indicators. Under such a circumstance, the operation and management of museums need to seek novel ideas. The article draws on the experience of the National Museum of Prehistory for self-diagnosis and paths for breaking new grounds.