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MUSM7032 Museum and Gallery Administration Week 3
 
People management <ul><li>Employer perspectives on Museums & Galleries </li></ul><ul><li>Staff are a resource </li></ul><u...
People management <ul><li>People skills are all about working in the gap between those two perspectives </li></ul>
People Skills for managers <ul><li>Listening </li></ul><ul><li>Empathetic </li></ul><ul><li>Creates safe environment </li>...
Common issues in Museums & Galleries <ul><li>Reliance on hierarchy </li></ul><ul><li>Lack of contact/visibility </li></ul>...
Integrity <ul><li>Defined as honesty, trustworthiness </li></ul><ul><li>Key characteristic, without that can be no trust i...
Opportunities to demonstrate integrity <ul><li>Two examples: </li></ul><ul><li>Decision-making </li></ul><ul><li>Communica...
Problem-solving - in an ideal world <ul><li>Clarify problem </li></ul><ul><li>Identify desired outcome </li></ul><ul><li>W...
Making good decisions <ul><li>Wide range of information </li></ul><ul><li>Get different opinions </li></ul><ul><li>Shape e...
Communication <ul><li>Is about both sending and receiving information </li></ul><ul><li>Can be verbal, written, non-verbal...
Suggestions to improve <ul><li>Be honest  </li></ul><ul><li>Use compelling narratives </li></ul><ul><li>Consider the conte...
Leadership in Museums and Galleries <ul><li>Curator </li></ul><ul><li>Marketer </li></ul><ul><li>Fund-raiser </li></ul><ul...
Integrity/Political awareness No Integrity/ High Political awareness Integrity/ High Political awareness No Integrity/ Low...
Integrity/Political awareness Fox (Clever) Owl (Wise) Donkey (Inept) Sheep (Innocent)
Myers-Briggs Type Indicator <ul><li>Self-awareness  </li></ul><ul><li>Recognising difference in others </li></ul>
MBTI basics Where do you prefer to focus your attention - or get your energy? E xtraversion -  I ntroversion How do you pr...
MBTI - finding out your preferences E I S N T F J P
ISTJ Life’s natural organisers ISFJ Committed to getting the job done INFJ An inspiring leader and follower INTJ Life’s in...
Team working <ul><li>Your experience? </li></ul><ul><li>Good </li></ul><ul><li>Bad </li></ul>
Lencioni - 5 Dysfunctions of a Team <ul><li>Absence of Trust </li></ul><ul><li>Fear of Conflict </li></ul><ul><li>Lack of ...
Lee - Conflict in Exhibition Teams  <ul><li>Uncertainty and conflict characteristics of team work in other multidisciplina...
Performance Management <ul><li>Should be linked to strategic and departmental plans </li></ul><ul><li>Reviews and looks ah...
Professional Development <ul><li>Recruitment, be aware of trends and techniques </li></ul><ul><li>Balance specialisms and ...
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Mg aweek3 aug2010

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Transcript of "Mg aweek3 aug2010"

  1. 1. MUSM7032 Museum and Gallery Administration Week 3
  2. 3. People management <ul><li>Employer perspectives on Museums & Galleries </li></ul><ul><li>Staff are a resource </li></ul><ul><li>Staff are allocated, managed, and led </li></ul><ul><li>Employee perspectives on Museums & Galleries </li></ul><ul><li>Staff are people </li></ul><ul><li>People who have aspirations, ambitions, and want to belong </li></ul>
  3. 4. People management <ul><li>People skills are all about working in the gap between those two perspectives </li></ul>
  4. 5. People Skills for managers <ul><li>Listening </li></ul><ul><li>Empathetic </li></ul><ul><li>Creates safe environment </li></ul><ul><li>Builds trust </li></ul><ul><li>Sets standards </li></ul><ul><li>Encourages autonomy </li></ul><ul><li>Gives feedback </li></ul><ul><li>Recognises achievements </li></ul><ul><li>Delegating </li></ul><ul><li>Coaching </li></ul><ul><li>Influencing </li></ul><ul><li>Facilitating </li></ul><ul><li>Role Model </li></ul>
  5. 6. Common issues in Museums & Galleries <ul><li>Reliance on hierarchy </li></ul><ul><li>Lack of contact/visibility </li></ul><ul><li>Specialist backgrounds </li></ul><ul><li>Office politics </li></ul><ul><li>Perception that managing is only about tasks and delivery </li></ul><ul><li>Perception that managing people is easy, or ‘common sense’, and that everyone is the same </li></ul><ul><li>Lack of training </li></ul><ul><li>Lack of self-awareness </li></ul>
  6. 7. Integrity <ul><li>Defined as honesty, trustworthiness </li></ul><ul><li>Key characteristic, without that can be no trust in working relationship </li></ul><ul><li>Needs to be demonstrated as judged on behaviour </li></ul><ul><li>agreed standards eg - Code of Conduct </li></ul>
  7. 8. Opportunities to demonstrate integrity <ul><li>Two examples: </li></ul><ul><li>Decision-making </li></ul><ul><li>Communication </li></ul>
  8. 9. Problem-solving - in an ideal world <ul><li>Clarify problem </li></ul><ul><li>Identify desired outcome </li></ul><ul><li>Workshop ideas </li></ul><ul><li>Choose between options </li></ul><ul><li>Implementation plan </li></ul><ul><li>Test it </li></ul><ul><li>Communicate it </li></ul><ul><li>Do it! </li></ul>
  9. 10. Making good decisions <ul><li>Wide range of information </li></ul><ul><li>Get different opinions </li></ul><ul><li>Shape environment to avoid bias </li></ul><ul><li>Avoid procrastination </li></ul><ul><li>Explain reasoning </li></ul><ul><li>Follow through consistently </li></ul>
  10. 11. Communication <ul><li>Is about both sending and receiving information </li></ul><ul><li>Can be verbal, written, non-verbal </li></ul><ul><li>Can be perceived very differently depending on the receiver </li></ul>
  11. 12. Suggestions to improve <ul><li>Be honest </li></ul><ul><li>Use compelling narratives </li></ul><ul><li>Consider the content and the process </li></ul><ul><li>Consider receivers’ learning styles </li></ul><ul><li>Consider the environment </li></ul><ul><li>Check understanding regularly </li></ul><ul><li>Anticipate questions </li></ul><ul><li>Don’t avoid difficult issues </li></ul><ul><li>If you don’t know the answer, tell them when you will </li></ul><ul><li>Expect people to look for inconsistencies and hidden agendas. </li></ul>
  12. 13. Leadership in Museums and Galleries <ul><li>Curator </li></ul><ul><li>Marketer </li></ul><ul><li>Fund-raiser </li></ul><ul><li>Teacher </li></ul><ul><li>Public-speaker </li></ul><ul><li>Visionary </li></ul><ul><li>Deliverer </li></ul><ul><li>Strategist </li></ul><ul><li>Budgeter </li></ul><ul><li>Mentor </li></ul><ul><li>Lobbyist </li></ul><ul><li>Public Relations </li></ul><ul><li>Motivator </li></ul><ul><li>Administrator </li></ul><ul><li>Advocate </li></ul>
  13. 14. Integrity/Political awareness No Integrity/ High Political awareness Integrity/ High Political awareness No Integrity/ Low Political awareness Integrity/ Low Political awareness
  14. 15. Integrity/Political awareness Fox (Clever) Owl (Wise) Donkey (Inept) Sheep (Innocent)
  15. 16. Myers-Briggs Type Indicator <ul><li>Self-awareness </li></ul><ul><li>Recognising difference in others </li></ul>
  16. 17. MBTI basics Where do you prefer to focus your attention - or get your energy? E xtraversion - I ntroversion How do you prefer to take in information? S ensing - I ntuition How do you make decisions? T hinking - F eeling How do you deal with the outer world? J udging - P erceiving
  17. 18. MBTI - finding out your preferences E I S N T F J P
  18. 19. ISTJ Life’s natural organisers ISFJ Committed to getting the job done INFJ An inspiring leader and follower INTJ Life’s independent thinkers ISTP Just do it ISFP Actions speak louder than words INFP Making life kinder and gentler INTP Life’s problem solvers ESTP Making the most of the moment ESFP Let’s make work fun ENFP People are the product ENTP Progress is the product ESTJ Life’s natural administrators ESFJ Everyone’s trusted friend ENFJ Smooth talking persuaders ENTJ Life’s natural leaders
  19. 20. Team working <ul><li>Your experience? </li></ul><ul><li>Good </li></ul><ul><li>Bad </li></ul>
  20. 21. Lencioni - 5 Dysfunctions of a Team <ul><li>Absence of Trust </li></ul><ul><li>Fear of Conflict </li></ul><ul><li>Lack of Commitment </li></ul><ul><li>Avoidance of Accountability </li></ul><ul><li>Inattention to Results </li></ul>
  21. 22. Lee - Conflict in Exhibition Teams <ul><li>Uncertainty and conflict characteristics of team work in other multidisciplinary teams </li></ul><ul><li>Applies also to Museum context </li></ul><ul><li>Related to different communities of practice </li></ul><ul><li>Need to cultivate the exhibition team as a new community of practice </li></ul>
  22. 23. Performance Management <ul><li>Should be linked to strategic and departmental plans </li></ul><ul><li>Reviews and looks ahead </li></ul><ul><li>When things are going well.... </li></ul><ul><li>When things aren’t going so well... </li></ul>
  23. 24. Professional Development <ul><li>Recruitment, be aware of trends and techniques </li></ul><ul><li>Balance specialisms and expertise with general people, money and project skills </li></ul><ul><li>Develop self-awareness, and work on your weaknesses </li></ul><ul><li>Invite feedback </li></ul><ul><li>Become an effective team worker </li></ul><ul><li>Look outward, and keep up with latest ideas </li></ul>
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