Mga week4 mhver

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Mga week4 mhver

  1. 1. MUSM7032 Museum and Gallery Administration Week 4 [email_address]
  2. 3. <ul><li>Legislation/Constitution </li></ul><ul><li>Vision/Mission/Purpose </li></ul><ul><li>Strategic Plan </li></ul><ul><li>Operations Projects </li></ul>
  3. 4. Organisational Structure <ul><li>Makes clear who does what </li></ul><ul><li>Who is in charge of whom </li></ul><ul><li>Establishes communication channels </li></ul><ul><li>Enables resources to be applied to what needs to be done </li></ul>
  4. 5. Choice of structure <ul><li>Strategy </li></ul><ul><li>People </li></ul><ul><li>Size </li></ul><ul><li>Relationship to audiences </li></ul><ul><li>Technology </li></ul><ul><li>Compliance </li></ul>
  5. 6. Organisational Charts <ul><li>Main Divisions of work </li></ul><ul><li>Type of work done </li></ul><ul><li>Working relationships - who reports to who </li></ul><ul><li>What work is grouped together </li></ul><ul><li>Levels of management </li></ul><ul><li>Lines of communication </li></ul>
  6. 7. Also help to tell you... <ul><li>Ease or difficulty of communication - up and across </li></ul><ul><li>Levels of accountability and approvals </li></ul><ul><li>Levels of responsibility for money and staff </li></ul><ul><li>Where knowledge is - specialisms, strategy, external factors </li></ul><ul><li>Levels of delegation </li></ul>
  7. 8. Museum & Gallery structures <ul><li>Tend to be a mix of: </li></ul><ul><li>Traditional hierarchy </li></ul><ul><li>Institutional history </li></ul><ul><li>Functional groups </li></ul><ul><li>Service-oriented groups </li></ul><ul><li>Horizontal coordination </li></ul><ul><li>Project teams </li></ul>
  8. 9. Trends in Creative Industries <ul><li>Increasing informality in structures </li></ul><ul><li>Networks, clusters, teams </li></ul><ul><li>Focus on creativity </li></ul><ul><li>Making connections </li></ul><ul><li>Empowerment </li></ul><ul><li>Approachability of senior managers </li></ul><ul><li>Populism and audience-focus </li></ul>
  9. 10. But also.... <ul><li>Accountability </li></ul><ul><li>Competition </li></ul><ul><li>Self-management </li></ul>
  10. 11. Problems... <ul><li>Overextension and overloading </li></ul><ul><li>Inward-looking or outward-facing </li></ul><ul><li>Informal communication work better than formal communication </li></ul><ul><li>“Silos” </li></ul><ul><li>Structure no longer supports strategy </li></ul><ul><li>Processes no longer support skills and working methods </li></ul>
  11. 12. Operational Management <ul><li>Managing ongoing activities eg: </li></ul><ul><li>Managing a collection </li></ul><ul><li>Running programs for school students </li></ul><ul><li>Maintaining the exhibitions </li></ul><ul><li>Managing the IT network </li></ul><ul><li>Managing the Museum or Gallery </li></ul>
  12. 13. Focused on... <ul><li>Processes, standards, boundaries </li></ul><ul><li>Managing budgets </li></ul><ul><li>Meeting deadlines </li></ul><ul><li>Managing staff </li></ul><ul><li>Communicating (and finding out what’s happening) </li></ul><ul><li>Departmental goals and individual workplans </li></ul>
  13. 14. Managing Change <ul><li>Changing structure </li></ul><ul><li>Changing jobs </li></ul><ul><li>Changing processes </li></ul><ul><li>Changing culture </li></ul>
  14. 15. Why? <ul><li>Strategy change </li></ul><ul><li>Cost savings </li></ul><ul><li>New projects </li></ul><ul><li>Changes in responsibility </li></ul><ul><li>Changes to working methods </li></ul>
  15. 16. 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>
  16. 17. Common problems: <ul><li>Communication, or lack of it </li></ul><ul><li>Different perspectives </li></ul><ul><li>Money </li></ul><ul><li>Deadlines </li></ul><ul><li>Implementing new ideas </li></ul><ul><li>Prioritising, or not </li></ul><ul><li>Interdependencies </li></ul><ul><li>Assumptions/lack of knowledge </li></ul>
  17. 18. Strategic Planning <ul><li>Why? (Lord and Markert, 2007) </li></ul><ul><li>Shared vision for the future </li></ul><ul><li>Common understanding of the mission </li></ul><ul><li>Agreement on major goals for next three to five years. And how to achieve them </li></ul><ul><li>Consensus on how to measure achievement. </li></ul>
  18. 19. Strategic planning can be <ul><li>Top-down </li></ul><ul><li>Bottom-up </li></ul><ul><li>Mix of both </li></ul><ul><li>Iterative process </li></ul>
  19. 20. Trends in strategic planning <ul><li>More centralised, an overview for the whole museum or gallery </li></ul><ul><li>More participative, including a wide range of views and perspectives at various points in the process </li></ul>
  20. 21. Visions, missions, purposes <ul><li>Lord and Markert: </li></ul><ul><li>Mission – states what the intent or the purpose of the museum is, its raison d’être </li></ul><ul><li>Vision – expresses the impact the museum would like to have </li></ul><ul><li>Mandate – outlines both the range of material culture for which the museum takes responsibility and the reach of the museum in terms of audience. </li></ul>
  21. 22. Alternative view <ul><li>Robert Jones (2000) in The Big Idea : </li></ul><ul><li>Makes organisation valuable </li></ul><ul><li>Makes the organisation different </li></ul><ul><li>Binds people together creating a sense of belonging </li></ul><ul><li>Celebrates differences, creates unity rather than conformity </li></ul>
  22. 23. And another view <ul><li>Byrnes (2003) in Management and the Arts </li></ul><ul><li>‘ an introduction of the organization to people who do not know what it is and have no idea what it does’ </li></ul>
  23. 24. Issues <ul><li>Hard to define </li></ul><ul><li>Hard to make progress without them </li></ul><ul><li>Need to be supported (or come from) ‘the top’ </li></ul><ul><li>Linked (or confused) with brand </li></ul><ul><li>Philosophical issue? </li></ul><ul><li>Need to be ‘owned’ by organisation </li></ul>
  24. 25. Also, more practically <ul><li>Need to be simple </li></ul><ul><li>Need to be broad </li></ul><ul><li>Need to be memorable </li></ul><ul><li>Need to be long-lived </li></ul><ul><li>Watch out for ‘word-smithing’ </li></ul><ul><li>and ‘design by committee’ </li></ul>
  25. 26. Strategic Planning Where are we? Analysis: SWOT PEST/PESTLE Where do we want to be? Management? Staff? Visitors? Other Stakeholders?
  26. 27. Strategic Planning – Lord and Markert process <ul><li>1. Environmental scan </li></ul><ul><li>2. External Assessment </li></ul><ul><li>3. Internal Assessment </li></ul><ul><li>4. Critical issues </li></ul><ul><li>5. Comparison and benchmarking </li></ul><ul><li>6. Strategic Directions, including mission and vision </li></ul><ul><li>7. Goals </li></ul><ul><li>8. Objectives </li></ul><ul><li>9. Implementation Plan </li></ul><ul><li>10. Evaluation and Communication </li></ul>
  27. 28. Issues <ul><li>Sits on shelf </li></ul><ul><li>Withdrawal from process when don’t get preferred outcome </li></ul><ul><li>Used by management, not by staff </li></ul><ul><li>Vetoed by management, or Board </li></ul><ul><li>Not relevant to what actually do </li></ul><ul><li>Unrealistic </li></ul><ul><li>Not related to money and resources </li></ul>
  28. 29. Issues cont... <ul><li>Need to think about unglamorous things too eg infrastructure (cf Roper and Beard, Ellis) </li></ul><ul><li>Dreamers that are implementers are rare </li></ul><ul><li>Circumstances change </li></ul><ul><li>Too general, everything fits </li></ul><ul><li>Keeping up-to-date </li></ul>
  29. 30. Positive aspects of planning <ul><li>Better to have a plan and change it than not have one at all </li></ul><ul><li>Common focus </li></ul><ul><li>Engagement with whole organisation </li></ul><ul><li>Increases recognition that can’t do everything </li></ul><ul><li>Focus for change to get underway </li></ul><ul><li>Longer horizon, beyond one year </li></ul><ul><li>Gradual alignment </li></ul>
  30. 31. Delivering strategic plans <ul><li>Clear Actions – activities, projects </li></ul><ul><li>Responsibilities allocated to specific people – eg to management team </li></ul><ul><li>Relevant – linked to departmental plans, individual workplans </li></ul><ul><li>Monitor – regularly discuss, and report back. Celebrate successes. </li></ul><ul><li>Update regularly. </li></ul>

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