Museum Management (Leicester Readers in Museum Studies)

Book Cover......Page 1
Half-Title......Page 2
Title......Page 4
Copyright......Page 5
Contents......Page 6
Figures......Page 8
Tables......Page 9
Series preface......Page 10
Acknowledgements......Page 11
Introduction: museum management......Page 13
REFERENCES......Page 24
1 A challenge to modern museum management: meshing mission and market......Page 25
NOTES......Page 30
REFERENCES......Page 31
2 Measuring museums’ merits......Page 33
REFERENCES......Page 35
WHAT ARE MUSEUMS’ GOALS?......Page 43
Identify groups to involve in goal-setting......Page 45
Brainstorm goals......Page 46
Prioritize goals......Page 47
Translate goals into action plans......Page 48
PITFALLS AND BENEFITS......Page 49
REFERENCES......Page 51
MARKETING THEORY; CONTENT, CONTEXT AND CRITICISM......Page 53
RESEARCH INTO THE MARKETING OF MUSEUMS IN SCOTLAND......Page 55
RESEARCH FINDINGS......Page 58
IMPLICATIONS AND CONCLUSIONS......Page 61
REFERENCES......Page 62
BACKGROUND......Page 63
Is the concept of strategic management accepted?......Page 64
To what extent is strategic planning practised?......Page 67
Who contributes to the strategic plan?......Page 68
What use is made of the planning document?......Page 69
Strategic analysis of the museum environment......Page 71
Responding to external guidance......Page 72
Strategic positioning and choice......Page 73
Future prospects......Page 76
Qualitative evidence......Page 77
REFERENCES......Page 78
APPENDIX: POSTAL QUESTIONNAIRE......Page 79
A TALE OF TWO MUSEUMS......Page 83
The Children’s Museum......Page 84
Museum of Transportation......Page 85
The Fort Point Channel area......Page 86
MUSEUM WHARF......Page 88
Impact of Museum Wharf......Page 89
Other food service operations......Page 90
Museums’ Shop......Page 91
The opening campaign......Page 92
Subsequent MOT promotional efforts......Page 94
THE PLANNING MEETING......Page 98
7 Museum brainstorming: a creative approach to exhibit planning......Page 99
APPENDIX I......Page 103
APPENDIX II......Page 104
8 An inquiry into the relationship between museum boards and management......Page 107
THE NATURE OF TRUSTEESHIP......Page 108
PROBLEMS OF ACCOUNTABILITY......Page 109
CONCLUSION......Page 112
NOTES......Page 113
REFERENCES......Page 114
9 The economics of museum admission charges......Page 117
THE SEARCH FOR REVENUE......Page 119
THE DECISION TO CHARGE AT THE DOOR......Page 120
THE EFFECT OF CHARGING ON DEMAND......Page 122
CHARGING AT THE NATIONAL MUSEUMS......Page 123
REFERENCES......Page 125
10 The university art museum: defining purpose and mission......Page 127
HISTORICAL PERSPECTIVE......Page 133
PERSONNEL PROBLEMS......Page 134
VOLUNTEERS......Page 135
COMPENSATION AND PROTECTION......Page 136
TRAINING AND DEVELOPMENT......Page 137
THE CHALLENGE OF PERSONNEL MANAGEMENT......Page 138
REFERENCES......Page 139
12 Some more equal than others......Page 141
REFERENCES......Page 144
13 Money changers in the temple? Museums and the financial mission......Page 145
CRITICAL RESOURCES......Page 153
THE STRATEGIC GAP CONCEPT......Page 155
IMPLEMENTATION PROBLEMS......Page 157
REFERENCES......Page 158
15 Current issues in museum training in the United Kingdom......Page 159
REFERENCES......Page 165
WHY PERFORMANCE MEASUREMENT?......Page 167
CONCEPTS AND FRAMEWORK FOR PERFORMANCE MEASUREMENT......Page 169
Equity......Page 171
Electabilily......Page 172
Cost indicators (economy)......Page 173
Productivity indicators (efficiency)......Page 174
Outcome indicators (effectiveness)......Page 175
TAKING THE FIRST STEPS......Page 176
CLARITY OF OBJECTIVES......Page 177
PITFALLS AND PROBLEMS FOR PERFORMANCE MEASUREMENT......Page 178
SOME UNRESOLVED ISSUES......Page 180
REFERENCES......Page 181
Developing the concept, November 1958 to September 1966......Page 183
Towards a regional open-air museum, October 1966 to February 1970......Page 184
Preparations for opening, March 1970 to March 1972......Page 185
Establishing the museum, April 1972 to March 1977......Page 186
Greater independence, April 1977 to March 1980......Page 188
The downward slide, April 1980 to March 1985......Page 189
Recovery, April 1985 to March 1988......Page 191
The role of Atkinson and his staff......Page 192
Outside sources of assistance and funds......Page 193
Innovativeness......Page 194
Economic viability......Page 195
CONCLUSIONS......Page 197
NOTES AND REFERENCES......Page 199
BACKGROUND......Page 203
Job insecurity......Page 204
METHODOLOGY......Page 205
Job functions......Page 206
Reporting structure......Page 208
Education, training and career......Page 209
Job dissatisfaction......Page 211
Time management......Page 212
Interaction with colleagues......Page 213
Likes and dislikes......Page 214
Data arising from discussions with museum directors......Page 215
Management style......Page 217
Job definition and extension......Page 218
Other issues......Page 219
Postscript......Page 220
19 Image and self-image......Page 221
20 Museums and marketing......Page 225
WHY DO MUSEUMS NEED MARKETING?......Page 226
WHAT IS MARKETING?......Page 228
THE PRACTICALITIES OF MARKETING......Page 230
CORPORATE IDENTITY......Page 231
ADVERTISING......Page 232
MARKETING RESEARCH......Page 233
PUBLIC RELATIONS......Page 234
SPECIALIST GROUPS AND MAILING LISTS......Page 235
THE MARKETING PLAN......Page 236
MARKETING: A FINAL THOUGHT......Page 237
REFERENCES......Page 238
INTRODUCTION......Page 241
REVIEW OF MUSEUM MARKETING LITERATURE......Page 242
MARKETING IN THE MUSEUM CONTEXT: AN ANALYSIS......Page 244
The collection......Page 245
The museum building......Page 247
The staff......Page 249
Organizational mechanisms......Page 251
The public......Page 252
DISCUSSION......Page 253
REFERENCES......Page 255
22 Irresistible demand forces......Page 257
REFERENCES......Page 262
CASTING AGAINST THE PART......Page 263
BETTER PUBLIC SERVICE......Page 264
MANAGEMENT IMPLICATIONS......Page 266
NOTE......Page 267
24 Museums as organizations......Page 269
25 Risking it: women as museum leaders......Page 271
FROM DREAM TO REALITY: LISA TAYLOR......Page 275
A CRASH COURSE IN MUSEUM POLITICS: SUSAN BERTRAM......Page 276
YOU’VE GOT TO SAY NO: BETTYE COLLIER-THOMAS......Page 277
CAN MUSEUM PRESENTATIONS BE VALUE NEUTRAL?......Page 279
IS IT NECESSARY OR DESIRABLE THAT THIS POINT OF VIEW BE CONSISTENT THROUGHOUT A MUSEUM?......Page 280
IF A CONSISTENT POINT OF VIEW IS TO BE REFLECTED, WHOSE POINT OF VIEW SHOULD IT BE?......Page 281
NOTE......Page 283
27 MGR: a conspectus of museum management......Page 285
INSTITUTIONAL GOALS AND GOAL-RELATED TASKS......Page 286
INSTITUTIONAL RESOURCES AND RESOURCE-RELATED TASKS......Page 287
METHODS AND METHOD-RELATED TASKS......Page 288
POTENTIAL USES OF MGR......Page 290
NOTES......Page 291
28 The well-managed museum......Page 293
Annotated bibliography......Page 295
Index......Page 297