Psychology Press, 1994 - Business & Economics - 298 pages
An introduction to the key issues, controversies and debates which exist in museum management. This book considers subject areas such as strategic management, HRM and marketing.Museums and galleries in the 1990s face unprecedented changes and challenges. Cuts in public funding have pushed museums into the marketplace, where they must compete for visitors, market their 'product' and generate their own income and sponsorship. Museums must develop more effective management and marketing, if they are to survive and prosper in to the next millenium.Museum Management addresses:* strategic management issues such as policy formulation* corporate planning* performance measurement* human resource management* financial management* marketing.This volume is an invaluable introduction to the key issues, controversies and debates in the subject. It will be essential reading for all students, museum managers and staff who need to keep up to date with latest developments in the field.
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achieve activities admission charges analysis approach attendance Audit Commission authority museums Beamish Beamish Museum benefits budget building cent collection costs cultural curatorial curators disabled economic educational effective English Tourist Board example exhibitions experience external Fort Point Channel framework function funding Galleries Commission groups important income increase institution interviewees issues Japanese American London managerial marketing mix ment middle managers mission museum directors museum management museum marketing museum professionals museum sector museum services museum staff Museum Studies Museum Wharf Museums and Galleries Museums Association national museums objectives operating organization organizational performance indicators performance measurement Peter Drucker problems programme question responsibility revenue role Scottish Museums Council skills social strategic management strategic planning structure tasks theory tion trustees United Kingdom women
Page 4 - T'HE principal object of management should be •*• to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employe'. The words "maximum prosperity...
Page 7 - We might be tempted to reply: "Figure out your value system. Decide what your company stands for. What does your enterprise do that gives everyone the most pride. Put yourself out ten or twenty years in the future: what would you look back on with greatest satisfaction?