Tesi sul tema "Museum management"
Segui questo link per vedere altri tipi di pubblicazioni sul tema: Museum management.
Cita una fonte nei formati APA, MLA, Chicago, Harvard e in molti altri stili
Vedi i top-50 saggi (tesi di laurea o di dottorato) per l'attività di ricerca sul tema "Museum management".
Accanto a ogni fonte nell'elenco di riferimenti c'è un pulsante "Aggiungi alla bibliografia". Premilo e genereremo automaticamente la citazione bibliografica dell'opera scelta nello stile citazionale di cui hai bisogno: APA, MLA, Harvard, Chicago, Vancouver ecc.
Puoi anche scaricare il testo completo della pubblicazione scientifica nel formato .pdf e leggere online l'abstract (il sommario) dell'opera se è presente nei metadati.
Vedi le tesi di molte aree scientifiche e compila una bibliografia corretta.
1
Fopp, Michael Anton. "Museum & gallery management". Thesis, City University London, 1988. http://openaccess.city.ac.uk/7538/.
Testo completoAbstract (sommario):
This thesis examines management and organization theories and their relevance to the Museum and gallery context. In Part One management theories are examined to ascertain the development of management thinking and to establish the principles under which museums and galleries operate. This theme is developed to extend the concept of management expertise in museums and galleries to enable due consideration to be given to applications of management theory which are seen to be under-utilized yet appropriate to the changing environment in which museums and galleries currently operate. Thought is given to the attitudes and antecedents of the museum profession and their seeming reluctance to develop new management skills. The complexities of subject-specialists occupying key management positions within museums and galleries is discussed and the move to a more consultative approach to management is recommended. Part Two explores Organization Theory, its historical and contemporary view and its relevance to the museum and gallery context. An analysis of organizational structure questions the understanding by museum managers of the importance of appropriate structures to the successful and effective control of' museums and galleries. Following on from this is a detailed look at structural patterns and how best to understand and design appropriate structures within the environment of change currently affecting museums. To give guidance to this line of thought Organization Culture, Conflict and Change is examined to point out the importance of a cognizant approach to these subjects by senior museum professionals in order to provide the most appropriate structure within institutions which are required to function with historic collections in a competitive environment that has seen fundamental changes, generally, over the past twenty 11 years.
2
Xavier, Janaina Silva. "Plano museológico: uma discussão para o Museu de Arqueologia Bíblica Paulo Bork do Centro Universitário Adventista de São Paulo". Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/103/103131/tde-07072015-152340/.
Testo completoAbstract (sommario):
Esta dissertação apresenta os resultados de um trabalho de pesquisa desenvolvido no Programa de Pós Graduação Interunidades em Museologia, da Universidade de São Paulo. O estudo discute o Plano Museológico como instrumento de gestão adotado pelo Governo Federal brasileiro em 2006, apresenta as origens desse modelo de planejamento, suas propostas e estrutura e levanta dados sobre sua disseminação e aplicação nos museus brasileiros. Analisa, também, exemplos de Planos Museológicos, identificando aspectos positivos e negativos, procurando compreender sua utilidade na gestão dos museus e, por fim, propõe parâmetros para a elaboração de um Plano Museológico para o Museu de Arqueologia Bíblica Paulo Bork, do Centro Universitário Adventista de São Paulo (UNASP EC), adequado as suas especificidades universitárias e capaz de nortear de forma objetiva as ações dessa instituição em face da sociedade.This dissertation presents the results of a research work in the Graduate Program in Interunits Museology, of the University of São Paulo. The study discusses the Museological Plan as a management instrument adopted by the Brazilian Federal Government in 2006, presents the origins of this planning model, its proposals and structure and raises data on its dissemination and use in Brazilian museums. It also analyzes examples of Museological Plans, identifying positive and negative aspects, trying to understand its usefulness in the management of museums and finally proposes parameters for the development of a Museological Plan for the Museum of Biblical Archaeology Paul Bork, the University Center São Paulo (UNASP EC) matches your specific university and able to guide objectively the actions of the institution in the face of society.
3
McFelter, Gypsy. "Is the price right? : Admission fees and free admission in American art museums /". [Pleasant Hill, Calif. : John F. Kennedy University Library], 2006. http://library2.jfku.edu/Museum_Studies/Is_the_Price_Right.pdf.
Testo completo
4
Clinton, Sarah. "Denver Art Museum: Creating Interactive and Educational Experiences in the Museum Setting". ScholarWorks@UNO, 2013. http://scholarworks.uno.edu/aa_rpts/151.
Testo completoAbstract (sommario):
The following report documents my internship at the Denver Art Museum from June to August 2013 in Denver, Colorado. This report is a result of my work with the multiple divisions in the Education Department. I worked in depth with a variety of programs, which facilitated and encouraged new and exciting methods of education to a wide range of audiences. This report will be an in depth examination of the effectiveness of interactive educational programing by first discussing the goals and purposes of each one. There will then be an explanation of the intern’s responsibilities and observations within the department. This will include the internal strengths and weakness of the education department as well as the external opportunities and threats. The report will conclude with best practices observed, recommendations for improvement and final thoughts regarding the Denver Art Museum’s education department.
5
Bingham, Glenn. "Mobile Museum of Art". ScholarWorks@UNO, 2013. http://scholarworks.uno.edu/aa_rpts/153.
Testo completoAbstract (sommario):
The following internship report is an investigation of the organizational structure of the Mobile Museum of Art from January 2013 to August 2013. During the internship, I was able to work in several different capacities, from volunteer coordinating, to marketing, to programming. This report analyzes several aspects within these fields, including the organization’s brand, marketing strategies, and educational structure as they shift under new management. Based on my observations, I will offer recommendations for programming, marketing, and volunteer management, and compare the current structure to best practices of other museums and similar organizations. Through this extensive analysis I will also offer thoughts about the future of this local arts environment.
6
Avila, Ana Carolina Xavier. "Museus históricos e pedagógicos no século XXI: processo de municipalização e novas perspectivas". Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/103/103131/tde-15012015-103050/.
Testo completoAbstract (sommario):
No decorrer dos últimos vinte e oito anos, o governo do Estado de São Paulo vem empenhando esforços para o que, atualmente, tem chamado de \"municipalização\" da Rede de Museus Históricos e Pedagógicos do Estado de São Paulo. Tal conjunto, reconhecido como a primeira e maior rede de museus do País, criado, em sua grande parte, por Vinício Stein Campos - profissional da educação -, ao longo dos anos foi entendido como de caráter eminentemente municipal; a partir disto, compreendeu-se no cerne da Secretaria de Estado da Cultura, que tais acervos deveriam ser legitimamente devolvidos a seus municípios, dadas as suas características e significado junto às comunidades locais. O texto Museus Históricos e Pedagógicos no Século XXI: processo de municipalização e novas perspectivas pretende levantar, registrar e analisar o desenrolar do processo de municipalização dos Museus Históricos e Pedagógicos do Estado de São Paulo, ainda em andamento, e as possíveis modificações que poderá trazer a estas instituições, tanto em aspectos administrativos quanto técnicos e conceituais. A partir de um panorama geral da constituição da Rede de Museus Históricos e Pedagógicos, desenvolvida no decorrer das décadas de 1950, 1960 e 1970, examinam-se, inicialmente, as motivações para a transferência de tutela dos acervos estaduais, localizados no interior de São Paulo, aos municípios que os sediam. Posto isto, pondera-se, por meio da realização de estudos de caso, sobre os impactos que tal processo gerou e vem gerando nestas instituições museológicas, bem como avaliam-se as possíveis perspectivas a elas oferecidas sob o aspecto da gestão, tanto museológica como de equipamentos municipais de cultura.The State Government of São Paulo has applied its efforts in the past twenty eight years in order to accomplish the currently so called municipalization of the Statewide Historic and Pedagogical Museums Network of São Paulo. This set of museums, recognized as the first and largest museums network of the country and mostly created by Vinício Stein Campos (pedagogical professional), was understood, throughout the years, as having an eminently municipal nature; for this reason, the Secretary of State for Culture, at its core, realized that these collections should be legitimately given back to their towns due to their characteristics and meanings concerning the local communities. The text Historic and Pedagogical Museums in the 21st century: municipalization process and new perspectives intends to research, register and analyze the development of the process of municipalization of the Historic and Pedagogical Museums of São Paulo, which is still in progress, and the possible changes it may bring to these institutions, concerning management, technical and conceptual issues. Starting from a general overview of the constitution of the Historic and Pedagogical Museums Network, developed during the decades of 1950s, 1960s and 1970s, were examined, at first, the motivation for the custody transference of the statewide collections, located in São Paulo countryside, to their host towns. As a result, it analyzes, through the realization of case studies, the impacts such process has been generating over these museological institutions, and also evaluates the possible perspectives it gives to them concerning management, both museological management and municipal culture device management.
7
Conway, Chelsea. "Participatory Activities and the Art Museum: A Case Study of the Columbus Museum of Art". The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1493982670620671.
Testo completo
8
Hellgren, Rachel K. "Designing for Museum Relevancy: Improving Innovation and Adaptability in Museum Management with Design Thinking". Kent State University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=kent1429521944.
Testo completo
9
Barrois-Pinner, Christina. "The Louisiana State Museum: A Report". ScholarWorks@UNO, 2012. http://scholarworks.uno.edu/aa_rpts/131.
Testo completoAbstract (sommario):
This report is written as the result of an extensive internship from May to September 2011 at the Louisiana State Museum. During my time at the Louisiana State Museum I worked as a full-time marketing intern in the main office at the Presbytere. The aim of this report is to provide a comprehensive overview of the Louisiana State Museum as an organization and I will be focusing on the museum’s marketing department. Drawing from my experiences, research and interviews with key individuals; my report includes an analysis of the organization, description of my internship duties and recommendations for the museum moving forward.
10
Lima, Paulo José Nascimento. "Plano museológico: questões e proposições a partir do estudo de caso do Museu Lasar Segall". Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/103/103131/tde-09022015-111246/.
Testo completoAbstract (sommario):
O presente trabalho tem o intento de apresentar questões e proposições na construção de planos museológicos a partir das experiências do Museu Lasar Segall (MLS). No primeiro capítulo é apresentado o histórico do MLS, enfocando seu perfil museológico (escolhas conceituais) e suas práticas de gestão, assim como um paralelo de suas experiências com o pensamento museológico contemporâneo, e ainda um breve panorama com trabalhos acadêmicos que já foram realizados tendo o MLS como objeto. No segundo capítulo é descrito e apresentado o resultado do diagnóstico museológico que buscou mapear as funções e atividades do MLS hoje, sua cadeia operatória museológica, bem como sua relação com a sociedade. No terceiro capítulo, a partir dos anteriores, e permeando uma discussão sobre os processos de planejamento em museus, são apresentadas questões e propostas enfocando a construção de planos museológicos.This work aims to present issues and propositions for the museological plan elaboration from the Lasar Segall Museum (MLS)\'s experiences. In the first chapter is presented the MLS\'history, focusing its museological profile (conceptual choices) and their management practices, as well a parallel of their experiences with contemporary museological thinking, and even a brief overview with academic studies that had been conducted having MLS as a study object. The second chapter describes and presents the results of museological diagnosis that intent to map the MLS\' functions and activities nowadays, its museological operative chain as well its relationship with society. In the third chapter, from the previous ones, and permeating a discussion about the planning processes in museums, are presented issues and proposals focusing on museological plan elaboration.
11
Matheson, Fiona Combe. "Museum policy and marketing strategies". Thesis, Northumbria University, 1992. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.333143.
Testo completo
12
Ford, Rachel Kaufman. "Collections Management at the New Orleans Museum of Art". ScholarWorks@UNO, 2011. http://scholarworks.uno.edu/aa_rpts/127.
Testo completoAbstract (sommario):
This internship report is the result of my time working with the registration and collections departments at the New Orleans Museum of Art. My work consisted of receiving, inventorying and moving objects in the collection, answering inquiries related to the collection, assisting with installations and breakdowns of exhibitions, and projects related to the collection files. Working from this vantage point, and with numerous other arts community working experience under my belt, I have compiled in this paper a discussion of the museum itself, the internship and my contributions to the organization, and an analysis of the organization and its overall contribution to the community as the largest arts organization in the city of New Orleans. This is my attempt to explain where NOMA is and where NOMA is going.
13
McGuinness, Victoria Nicole. "Open Project Management (OPM) : people, purpose, and museum projects". Thesis, University of Leicester, 2018. http://hdl.handle.net/2381/42628.
Testo completoAbstract (sommario):
The aim and purpose of this thesis was to understand how different types of museums use project management in capital projects and whether existing project management theory and practice is fit for museums. There is an opportunity to learn and build on existing knowledge of museum, organisation, and project management theory and practice by creating a common-goal, flexible-framework approach to Open Project Management (OPM). Semi-structured interviews were carried out with thirteen senior museum staff and thematic analysis was employed to analyse the data, which were part of case studies of museum projects: Ashmolean Museum; Imperial War Museum London; Victoria & Albert Museum; Museum of Oxford; Museum of the Order of St John; and interviews with members of staff from the British Museum, Compton Verney and wider museum profession. I also applied an autoethnographic approach as I included my experiences as a museum project manager (Ashmolean 2007-2014). Several broad themes emerged from the research. First, new ways of organising – the mission of the museum was often the same as the project, which meant that the senior staff referred to the project as ‘change’ in the organisation, rather than something additional. Second, project management which included collaboration of staff inside and outside the organisation was evident, but was applied differently in each type of organisation. Finally, the importance of the external stakeholders, including funders, was important. Although there are many examples of museum capital projects across the UK, the literature and critical analysis of these projects and processes is lacking in comparison to work carried out worldwide by researchers from a range of disciplines. There is an opportunity to bridge the differences and areas between organisation theories, including leadership and motivation, and project management in order to create a more effective and broader approach to managing projects in museum organisations.
14
Sarber, Jessica B. "An Exploration of Self-Identity Oriented Teen Programming within the Museum". The Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1429204415.
Testo completo
15
Dawkins, Jane Marie. "Ogden Museum of Southern Art: An Internship Report". ScholarWorks@UNO, 2013. http://scholarworks.uno.edu/aa_rpts/149.
Testo completoAbstract (sommario):
The following internship report is a documentation of my work with the Ogden Museum of Southern Art from January through April 2013. I worked closely with the Museum departments of Education and Development, as well as the Deputy Director. This report is an analysis of the different business and management methods of the organization and their fidelity to best museum practices. I will analyze the strengths, weaknesses, opportunities and threats of the museum. I will also touch on the recent history of the Museum; what I observed currently; and the direction I see the museum heading in its future.
16
Langley, Sarah Hitchcock. "The National WWII Museum-Entertainment Department (Internship Report)". ScholarWorks@UNO, 2014. http://scholarworks.uno.edu/aa_rpts/172.
Testo completoAbstract (sommario):
The purposes of this paper are to report on my internship at the National World War II Museum and to analyze the structure and practices in the Entertainment Department through a 480 hour internship. The Museum, located in New Orleans, LA, is a rapidly expanding tourist spot that captures and displays the history of World War II and the surrounding era. Beginning in October of 2013, under the direction of Director of Entertainment Victoria Reed, the position of Entertainment Assistant was filled to fulfill these hours and delve into the world of entertainment through a non-profit corporation. The hours of the internship were completed in January of 2014, but employment continued until August of 2014. This report concentrates on the first 480 hours. The strengths, weaknesses, opportunities, and threats of the organization and department will be considered and compared to best industry practices.
17
Gu, Mini. "Engaging Museum Visitors through Social Media: Multiple Case Studies of Social Media Implementation in Museums". The Ohio State University, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=osu1325275682.
Testo completo
18
Pina, Liliana Manuel Maia. "O museu das comunicações: contributos e perspectivas para uma proposta de gestão". Master's thesis, Universidade de Évora, 2011. http://hdl.handle.net/10174/11588.
Testo completoAbstract (sommario):
Esta dissertação tem como objectivo a caracterização e diagnóstico da estrutura de
gestão do Museu das Comunicações, com vista à formulação de uma proposta de redefinição,
enquadrada nos princípios museológicos legais e deontológicos em vigor, no estado da arte
da gestão de museus e nas práticas de gestão das fundações com museus em Portugal.
O estudo do Museu baseou-se na sua caracterização do ponto de vista da sua génese e
evolução, das suas colecções, da localização e do edifício. Abordou-se de modo mais
aprofundado, a sua estrutura de gestão, particularmente a estrutura orgânica e aplicação das
funções museológicas.
A dissertação culmina com uma proposta para reestruturar a gestão do Museu das
Comunicações assente na redefinição dos ‘princípios fundadores’ e do seu impacto no
enquadramento na tutela, na estrutura organizacional (aplicação das funções museológicas e
organização dos recursos humanos) e nos instrumentos complementares da gestão
museológica; ### ABSTRACT:
The Museu das Comunicações: contributions and perspectives towards a management
proposal
KEYWORDS: museum, foundation, museum management, management structure, organic,
Museu das Comunicações.
This dissertation sets out to describe and analyse the management structure for the
Museu das Comunicacões, the ultimate goal being a proposal for its reform. This will be
framed within museology's legal and deontological principles, the state of the art of museum
management, as well as management practices within foundations with museums in Portugal.
The starting point for the study of the Museum is an overall description of its origins
and evolution, its collections, its location and its facilities. From there, a more detailed
analysis of its management structure is offered, in particular its organic structure as well as
its enforcement of museological functions.
The dissertation concludes with a proposal for restructuring the management of the
Museum, based on a review of its 'foundation statements’ and their impact on the trust's
framework, on its organisational structure (museological function enforcement and human
resources organisation), and on complementary tools for museum management.
19
Monteiro, Juliana. "Documentação em museus e objeto-documento: sobre noções e práticas". Universidade de São Paulo, 2014. http://www.teses.usp.br/teses/disponiveis/27/27151/tde-22012015-105632/.
Testo completoAbstract (sommario):
A presente pesquisa teve por objetivo geral analisar os usos dos termos documentação, documento e objeto no contexto da área de museus. Tal contexto foi caracterizado em dois universos: o teórico, da literatura selecionada de caráter teórico da Documentação, Ciência da Informação e a Museologia, e o prático, composto por duas normas da área de museus. Os objetivos de trabalhar com estes dois universos foram mapear, caracterizar e problematizar ideias, tensões e aproximações entre os universos da teoria e da prática, sem a pretensão de se chegar a uma definição unívoca dos mesmos. Para alcançar tais objetivos, optou-se por uma metodologia exploratória, descritiva, comparativa e que se valeu de elementos de pesquisa histórica. No que se refere aos procedimentos, se realizou essencialmente levantamento bibliográfico e uso de ficha de coleta terminológica para o termo documentação - apenas para sistematizar significados e não para propor uma definição unívoca. A comparação entre os usos dos termos estudados apresentam polissemia e certa ambiguidade e, no que se refere particularmente ao termo documentação, ainda há um discurso que reitera a ideia de sua vinculação com a questão do controle das coleções. Os resultados desta investigação reforçam que a diversidade de significados influencia fortemente o que se realiza na prática profissional. Além disso, os usos consolidam diferentes tradições e formas de se conceber documentação e objetos-documentos nos museus - o que deve ser cada vez mais pesquisado para reforçar laços e rever conceitos e procedimentos. Por último, vale destacar que o propósito deste trabalho foi de explorar as diferenças terminológicas, tão inerentes ao universo dos museus, e colocar questões de como operar com elas e a partir delas.The present study aimed to analyze the general uses of the terms documentation, document and object within the context of the museums field. This context was characterized in two universes: the theoretical, represented by selected bibliography taken from Documentation, Information Science and Museology, and practical, consisting of two standards of museums area. The objectives of working with these two universes were to map, characterize and discuss ideas, approaches and tensions between the worlds of theory and practice, without the intention of getting any unique definition. In order to get those objectives, an exploratory, descriptive, comparative methodology was chosen, that also drew upon elements of historical research. As regards procedures, bibliographic record and use of terminological data collection form for the term documentation were used, and this last one was only to systematize meanings and not to elaborate a unified definition. The comparison between the uses of the terms being studied point out their polysemy and ambiguity and, in the case of term documentation, the idea of its connection with the control of the collections still remains. Results of this study also reinforce this diversity of meanings strongly influences what is done in professional practice. Furthermore, it consolidates different traditions and ways of conceiving documentation and objects-documents in museums - which should be increasingly researched to reinforce ties and review concepts and procedures. Finally, it is worth noting that the purpose of this study was to explore the terminological differences, so inherent to the universe of museums, and raise the issue of how to deal with them and from them.
20
Crawford, Jessie A. "Art for One or Art for All? Exploring the Role and Impact of Private Collection Museums in the United States". The Ohio State University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=osu1460929598.
Testo completo
21
Rhee, Nakyung. "An Exploration of New Seniors in Arts Participation literature and practice". The Ohio State University, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=osu1386775161.
Testo completo
22
Beale, Sara A. "The Ogden Museum of Southern Art: An Internship Report". ScholarWorks@UNO, 2015. http://scholarworks.uno.edu/aa_rpts/188.
Testo completoAbstract (sommario):
This internship report documents and outlines my time with the Ogden Museum of Art in New Orleans, Louisiana, from January to May of 2015. It closely outlines the history and structure of the organization, as well as its strengths, weakness, opportunities and threats. This report also includes a detailed description of all tasks and responsibilities assigned to me as an intern, an analysis of its current state, research of best practices in the field, and an educated analysis of its probable trajectory.
23
Karr, Fred H. "Quality Management in Museum Information Systems: A Case Study of ISO 9001-2000 as an Evaluative Technique". Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc5571/.
Testo completoAbstract (sommario):
Museums are service-oriented information systems that provide access to information bearing materials contained in the museum's collections. Within museum environments, the primary vehicle for quality assurance and public accountability is the accreditation process of the American Association of Museums (AAM). Norbert Wiener founded the field of cybernetics, employing concepts of information feedback as a mechanism for system modification and control. W. Edwards Deming applied Wiener's principles to management theory, initiating the wave of change in manufacturing industries from production-driven to quality-driven systems. Today, the principles are embodied in the ISO 9000 International Standards for quality management systems (QMS), a globally-recognized set of standards, widely employed as a vehicle of quality management in manufacturing and service industries. The International Organization for Standardization defined a process for QMS registration against ISO 9001 that is similar in purpose to accreditation. This study's goals were to determine the degree of correspondence between elements of ISO 9001 and quality-related activities within museum environments, and to ascertain the relevance of ISO 9001-2000 as a technique of museum evaluation, parallel to accreditation. A content analysis compared museum activities to requirements specified in the ISO 9001-2000 International Standard. The study examined museum environment surrogates which consisted of (a) web sites of nine museum studies programs in the United States and (b) web sites of two museum professional associations, the AAM and the International Council of Museums (ICOM). Data items consisted of terms and phrases from the web sites and the associated context of each item. Affinity grouping of the data produced high degrees of correspondence to the categories and functional subcategories of ISO 9001. Many quality-related activities were found at the operational levels of museum environments, although not integrated as a QMS. If activities were unified as a QMS, the ISO 9001 Standard has potential for application as an evaluative technique in museum environments.
24
Zwegat, Zoe E. "Diversity, Inclusion, and the Visitor-Centered Art Museum: A Case Study of the Columbus Museum of Art". The Ohio State University, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=osu1562442682063359.
Testo completo
25
Walker, Mary H. Molly Giles. "Challenges and Choices -- Four Single Donor Museums (the Isabella Stewart Gardner Museum, the McNay Museum of Art, the Walker Art Center and The Barnes Foundation) -- Creatively Adapt to Change". Thesis, The University of the Arts, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1553850.
Testo completoAbstract (sommario):
Single donor museums like the Isabella Stewart Gardner in Boston, the McNay Museum of Art in San Antonio, the Walker Art Center in Minneapolis and The Barnes Foundation in Merion and Philadelphia, provide an intimate experience for their visitors, donors, supporters and staff members. They must compete with larger, more encyclopedic museums, with larger budgets and more resources. Like all museums, they hold art in the public trust and are responsible to the public. Contemporary museology asks not only that all museums protect their collections and educate the public, but that they also engage with their communities. None of the single donors highlighted had to donate their art, their money or their homes, but all chose to. Each museum chose to expand or relocate in response to difficult problems, whether financial, logistical (need for more space) or legal. Each engages new publics in creative ways. Certain predictable problems arose for each and they creatively resolved (and continue to resolve) those problems. Lessons learned from the experience of four single donor museums may suggest new thinking for those anticipating similar expansions or moves.
26
Madinda, Nozipho. "An investigation of participative management in a museum in the Eastern Cape, South Africa". Thesis, Rhodes University, 2016. http://hdl.handle.net/10962/d1020847.
Testo completoAbstract (sommario):
The purpose of my research was to investigate participative management at the Albany Museum with a view to generating knowledge and insights that can be used to support senior management’s engagement with participative management at mid-management level. My interest was to investigate participative management with regards to five HODs of the Albany Museum with a view to generating knowledge and insights that can be used to support senior management’s engagement with participative management at mid-management level. The research was informed by the interpretive paradigm. The interpretive paradigm does not concern itself with the search for broadly applicable laws and rules but rather seeks to produce descriptive analyses that emphasise deep interpretation and understanding of social phenomena through the meaning that the people assign to them. This study is mostly descriptive and presents the reality of participants from their own experience. Semi-structured interviews and observation capture ‘insider’ knowledge that is part of an interpretive methodology. The study found that participative management was both understood and generally accepted as a good way to manage an organisation, and even members who were critical of it could see its benefits. However, the fractured and diversified structure of the organisation calls for a particularly skillful application of this management approach, one which would also demand leadership and a greater sense of working towards what are called collegial models of management. Whether this is in fact desirable for a museum is debatable.
27
Baker, Laura. "The New Orleans Museum of Art: Managing the Collection". ScholarWorks@UNO, 2014. http://scholarworks.uno.edu/aa_rpts/173.
Testo completoAbstract (sommario):
An internship experience in the Office of the Registrar and Collections Management at the New Orleans Museum of Art is reviewed alongside discussion of the Museum’s history, structure, and permanent collection, in addition to analyses of the organization’s finances and its institutional strengths, weaknesses, opportunities and threats. Discussion topics also include the intern’s experience, best practices in similar institutions, and a conclusion with recommendations made by the intern.
28
Cho, Soyoung. "An Internship at the National Museum of Korea". ScholarWorks@UNO, 2011. http://scholarworks.uno.edu/aa_rpts/129.
Testo completoAbstract (sommario):
This is a comprehensive report based on my examination of the National Museum of Korea after completing an internship in the International Relations & PR Division from September 1, 2010 through February 28, 2011. This report is divided into five chapters. Chapter I introduces the overall organizational profile of the museum beginning with its history, mission, vision, goals, management structure, programming, and funding. Chapter II specifically focuses on the International Relations & PR Division, where I have successfully completed a six-month internship. It provides a description of the internship including an overview of the International Relation & PR Division as well as my duties and responsibilities as an intern. In Chapter III, a SWOT analysis of the organization‟s internal and external issues is performed including its strengths, weaknesses, opportunities and threats. Best practices of other institutions are demonstrated in Chapter IV which may serve as a reference for further development of the museum. In Chapter V, I conclude this report by providing my own insights and recommendations.
29
Edwards, Jennifer Stierman. "From So-So to SoFABulous: Southern Food and Beverage Museum". ScholarWorks@UNO, 2013. http://scholarworks.uno.edu/aa_rpts/150.
Testo completoAbstract (sommario):
The Southern Food and Beverage Museum in New Orleans, Louisiana is a nonprofit 501 (c) (3) organization opened in 2008 as a “nonprofit living history organization dedicated to the discovery, understanding and celebration of the food, drink and the related culture of the South.” Today, in 2013, it is pushing for a more global scope as The SoFAB Institute, now “dedicated to the discovery, understanding and celebration of the food, drink and culture of the world through the eyes of the South!” The changes in its mission statement reflect its proposed transition. It hopes to evolve from a local tourist attraction to an important cultural resource, providing both visitors and scholars from across the world a place to discovery and study the South’s culinary heritage. This paper seeks to examine the challenges a small, underfunded, understaffed and often misunderstood single-subject museum faces as it makes that transition—from so-so to SoFABulous.
30
Rennie, Grace. "An Internship Report on the Ogden Museum of Southern Art". ScholarWorks@UNO, 2015. http://scholarworks.uno.edu/aa_rpts/185.
Testo completoAbstract (sommario):
The following internship report is a reflection of my time spent working at the Ogden Museum of Southern Art from February 2 to June 2, 2015. Since gaining a new Executive Director in 2012, the Museum has gone through a period of rapid change, which resulted in a complete overhaul of staff structure during my tenure. This report will outline the structure of the Museum, discuss the factors that led to it changing, and evaluate its sustainability for the Museum moving forward. It will also discuss the marketing and communications mechanisms in place, with a specific focus on social media, and provide recommendations for improvements in these areas.
31
Burton, Christine. "Here to stay : the role of value creation, capture and exchange in limiting the liability of newness for new entrant museums". University of Technology, Sydney. School of Leisure Sport and Tourism, 2006. http://hdl.handle.net/2100/422.
Testo completoAbstract (sommario):
This thesis examines the concepts of value creation, capture and exchange in limiting the liability of newness for nonprofit museums entering the sector. There has been considerable examination of cultural value in relation to museums. However, little is known about how value is created, captured and exchanged for stakeholders in new museums. It is posited that value creation, capture and exchange constitute a value cycle. Through this value cycle management in new museums detects and limits the liability of newness. The ability to detect and limit the liability of newness enables the continuation of the museum. If the liability of newness is not limited, it may mean that a new museum exits the sector or is transformed. The concept of a value cycle is derived from an examination of the nonprofit management literature, aspects of the for-profit management literature and the arts and museum management literature. Value creation is a key concept in the three literature areas. Value creation in this context, is specifically defined as the worth of the physical manifestation of the museum. It resides in the building and the collection, services and programs within the building. It is suggested that this value needs to be transformed and consumed by a range of stakeholders. The transformation of value creation is denoted as value capture. Value capture is the appeal of programs, projects and activities. Value capture includes how well the products and services align with particular stakeholders, how accountable the managers are to stakeholders and how products and services are consumed by stakeholders. The measure of how managers have been able to capture value is in the realm of value exchange. Value exchange is the merit of programs, projects and activities. Value exchange is in the form of revenue raised through sponsorship; continuation of revenue investment by the principal stakeholder, the state; time and money transacted by visitors; and intangible exchange such as leadership and reputation enhancement through collaborations. A Value Cycle Framework of New Entrant Museums is then developed as a working analytical tool to assess how the value cycle operates and how the liability of newness is detected and limited by museum management. x The Value Cycle Framework is used to assess four cases. These case studies include the National Museum of Australia as a purpose built new entrant; the Australian National Maritime Museum as a purpose built new entrant; the Mint as a recycled new entrant; and the Earth Exchange as a refurbished new entrant. Each case is assessed discretely using secondary and primary source material and analysing qualitative data generated from interviews with key stakeholders. The cases are then compared in order to track similarities and differences in relation to value creation, capture and exchange. The research findings suggest that a value cycle is operating in relation to new entrant museums. This value cycle is dynamic and non-sequential. Until value creation is floated for a range of stakeholders it is difficult for managers to know the worth of their content, location or their building. Value creation is a nominal starting point, signifying the arrival of a new entrant in the museum marketplace. However, value capture is the zone that is the most vulnerable and volatile for managers of new museums. Typically in these case studies value capture includes a disruptive episode, such as a review process that indicates the liability of newness. Managers within the museum who can respond and resolve contradictions between museological beliefs and the demands of stakeholders (and in so doing limit the liability of newness) are likely to continue museum operations. Senior executives who find such reconciliation more difficult, jeopardize the future operations of the museum to such an extent that the museums close or are transformed within the museum sector. Through these four case studies a revised Value Cycle Framework is developed as an analytical device. This analytical framework can assist in understanding the processes involved in new entry for museums.
32
Decker, Jillian. "The Restitution of World War II-Era Looted Art: Case Studies in Transitional Justice for American Museum Professionals". Walsh University Honors Theses / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=walshhonors155561854704584.
Testo completo
33
Timm, Sarah Louise. "The Generation and Management of Museum-Centered Geologic Materials and Information". Thesis, Virginia Tech, 2012. http://hdl.handle.net/10919/31572.
Testo completoAbstract (sommario):
This thesis integrates three disciplines: geosciences, computer science, and museum collections management. Although these are not commonly integrated, by developing their intersection this thesis uniquely contributes a much-needed system for effectively managing geological collections. The lack of effective organization and management of collections can result in a serious problem: not only is history lost, but so is the potential for collection of further data from documented samples using newer analytical techniques. Using the Department of Geosciences at Virginia Tech as a beta testing ground, the electronic geological management system, EGEMS, was developed (Chapter 2). A database such as EGEMS should provide ready access to useful information including, a materialâ s provenance or current location, as well as any published analytical data. Past experiences volunteering in museums have allowed the author to design a system that is easily queried for such information. The organizational scheme and data model integral to the functionality of EGEMS was driven by direct experiences with geological research, in particular the electron microprobe analyses of Mn-rich minerals from the Hutter Mine, Virginia (Chapter 1). The final component of this thesis (Chapter 3) describes a facet of museum science that is most importantâ communication. This project records the development of a museum exhibit. Titled â The Search for the Mysterious Mineral,â this approach relies on pedagogical tools to engage the audience, and to illustrate how the scientific method used by a geologist is the same technique used in any problem solving. The exploration involved in these projects has lead to an enhanced understanding and appreciation for connections among generating, managing, and communicating geological information.Master of Science
34
Zajaczkowski, Erica Lea. "Information, Design, and Technology:How They Work Together to Inform a Museum Visitor". University of Akron / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=akron1407780595.
Testo completo
35
Hutchison, Fiona Catherine. "Socio-cultural impacts of museums for their local communities : the case of the Royal Albert Memorial Museum, Exeter". Thesis, University of Exeter, 2013. http://hdl.handle.net/10871/14387.
Testo completoAbstract (sommario):
In the English museums sector, an impetus for impact assessment stems from an internal ethos towards producing positive impacts for the public. Furthermore, as institutions largely dependent on national and local government funding, museums have increasingly been called to demonstrate their impacts to policy makers. Economic impact and valuation procedures are employed to help meet these demands. However, consideration of non-economic impacts has not kept pace. Reasons include the contested priorities in the sector, a fluctuating policy landscape and too exclusive a focus on theoretical debates rather than empirical research. Indeed, a great deal of attention and time has already been allocated to impact assessment with little accumulation of evidence at a museum-specific or national level. Accordingly, this research set out to reveal a detailed understanding of socio-cultural impacts of museums for their local communities. A thorough meta-synthesis of nineteen academic and non-academic sources, revealed the limitations of previous studies. These limitations relate to sampling, method choice, sophistication of analysis and transparency in reporting. Often, only potential impacts have amounted. The Royal Albert Memorial Museum (RAMM), in the southwest city of Exeter offered a suitable research site for this large-scale study. Drop and Collect administered household surveys ensured the elicitation of views from residents across the city. A range of statistical analysis techniques were applied to cross-sectional samples (n=435, n=384). The main contribution of this research is to demonstrate a replicable approach to eliciting views from the public regarding the impacts of their local museum. Future evaluation can follow this model which is neither focused upon economic impacts, nor arrives at a monetised valuation. Cluster Analysis proves a preferable way of grouping the public rather than traditional segmentations pertaining to socio-demographic or behavioural characteristics. Furthermore, socio-cultural impacts are effectively assessed, monitored and prioritised through Gap Analysis. Factor Analysis reveals latent constructs of Personal-fulfilment, Objects and their Surrounding Narratives, Self-actualisation, Learning and Networked Leisure drive these impacts. Therefore, this research meets the museum management challenge of finding a suitable design for assessment of impacts in relation to different communities.
36
Verwoerd, Ronel Elize. "A management strategy for the museums and collections of the University of Pretoria". Diss., University of Pretoria, 2001. http://hdl.handle.net/2263/22892.
Testo completoAbstract (sommario):
In this dissertation, a high-level management strategy was developed for the
museums and collections of the University of Pretoria. Specific areas where
improvements to the current operations of the University museums can be made, were
identified and solutions proposed. This analysis was based on a survey of the current
operations of the University museums, as well as an analysis of the needs of all
stakeholder groups.
Proposals to improve the operation of the University museums include the following:
- Rationalising collections to ensure that available technical and organisational
resources are focused on the most valuable collections;
- Improving the use and maintenance of collections to ensure that the needs of
stakeholders are met;
- Ensuring that sufficient financial and organisational resources are mobilised to
support the operations of the museums.
A brief overview of the steps needed to implement these proposals and to adjust the
management strategy on an ongoing basis, is given. The author believes that the
implementation of the proposals outlined in this report can contribute towards ensuring
that the museums of the University of Pretoria help to fulfil the overall mission and
vision of the University of Pretoria.Dissertation (MA)--University of Pretoria, 2001.
Historical and Heritage Studies
unrestricted
37
Cortell, Sarah Christine. "The Cost of Free Admission: A Comparative Study Examining the Feasibility of Eliminating Museum Admission Charges". The Ohio State University, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=osu1307220379.
Testo completo
38
Bandy, Katherine A. "The National World War II Museum - Entertainment Department". ScholarWorks@UNO, 2015. http://scholarworks.uno.edu/aa_rpts/187.
Testo completoAbstract (sommario):
This report contains the details of internship completed at the National WWII Museum in New Orleans, Louisiana. It will discuss the structure and practices of the Museum’s Entertainment Department through a 480 hour internship. Alongside Victoria Reed, the Director of Entertainment, I assumed the role of Entertainment Production Assistant in June of 2015. I completed this internship with the purpose of earning an Arts Administration degree at the University of New Orleans. The Entertainment Department at the National WWII Museum is but a fraction of what makes this organization a successful attraction in the city of New Orleans and the country. The Museum is a rapidly growing institution and there is much potential to expand past traditional museum exhibits with its Entertainment Department. This report will concentrate on the internship roles and responsibilities, strengths, weaknesses, opportunities, and threats of this specific department. It will also address best practices and recommendations specific to the Entertainment Department.
39
O'Connor, N. "Finding effectiveness : balancing core museum mission with the demands of governance and public management requirements at the National Museum of Ireland". Thesis, Queen's University Belfast, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.680233.
Testo completo
40
Katakalidis, Thomas. "Problematika odprodeje sbírkových předmětů z veřejných muzeí v ČR". Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-193831.
Testo completoAbstract (sommario):
This master thesis is concerned with the topic of deaccessioning from public art museums in the Czech Republic. This practice is almost never carried out due to high legal restrictions and very demanding administration. Nevertheless, deaccessioning is becoming common practice in other European countries such as United Kingdom or the Netherlands. The goal of the thesis is to suggest main topics in the hypothetical regulation of deaccessioning in the Czech Republic considering the current theoretical framework, already conducted research and newly conducted research within this thesis. The latter is open coding analysis of guidelines on collection deaccessioning made by United Kingdom Museum Association. The main conclusions are that a few topics should be subject to regulation. Firstly, the reason to dispose (either economic or other), secondly, the acceptable use of the income from deaccessioning, thirdly, decision making process and supervision. At last, selection of collection or items to be disposed and question of new collection owner should be solved.
41
Gutbrod, Jochen. "Management von Kunstmuseen in Deutschland : von der objektbezogenen Verwaltung zum besucherorientierten Museum /". Bamberg : Difo-Dr, 1994. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=006600578&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.
Testo completo
42
Sidzumo, Nolubabalo. "Towards an integrated solid waste management strategy for the Robben Island Museum". Master's thesis, University of Cape Town, 2000. http://hdl.handle.net/11427/7678.
Testo completoAbstract (sommario):
Bibliography: leaves 104-109.This study assesses the process of solid waste management, from generation to disposal, on Robben Island. The major objectives of this research were the following: * To assess the quantity and the type of solid waste generated on Robben Island; * To investigate the areas where waste is generated; * To assess current waste management practices that are undertaken on Robben Island; and * To assess the level of understanding, the attitudes and the behaviour of people working and residing on Robben Island with regards to waste management issues. As a popular tourist destination site, the researcher took into consideration during the investigation that, waste quantities generated on Robben Island might vary from season to season depending on the number of tourists visiting the island per season.
43
Mallison, Theodore R. "Summit County Historical Society: A Membership Program Case Study". University of Akron / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=akron1460121253.
Testo completo
44
Montgomery, Susannah Patton. "The Playful Art Museum: Employing Creativity as a Tool for Visitor Engagement". The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492031264532918.
Testo completo
45
Quinn, Lisa A. "Contemporary Curatorial and Exhibition Practices at Twenty-First Century Academic Art Museums". Ohio University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1547208446490768.
Testo completo
46
Kamiyama, Julie C. "Industrial collections management : a case study of the California state parks /". 2006. http://library2.jfku.edu/Museum_Studies/Industrial_Collections_Management.pdf.
Testo completo
47
Wu, Shao-Chun, e 吳紹群. "On Museum Collection Management System". Thesis, 2001. http://ndltd.ncl.edu.tw/handle/97688782668987491723.
Testo completo
48
馬詩美. "The application of knowledge management in museum management". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/42451825850415635308.
Testo completoAbstract (sommario):
碩士臺南藝術學院
博物館學研究所
91
Under the influence of the trend of knowledge-based economy, intellectual capital has played a major role. How to use the intellectual capital to get more benefits for organizations is important rather than just having a lot of money. In recent years, the government tries to apply business model to the management of cultural and educational institutes, intending to use techniques of business management on the real practice of cultural and educational institutes. Currently, museums in Taiwan are getting more and more multi-directional. Hence how to set up the management strategy is important. There are many models and techniques of management, and knowledge management is now the focus. With its emphasis on the operating procedures, and combination with professional techniques, it can increase the beneficial potential of a business. By the emphasis of the government and the trend of knowledge-based economy, some museums in Taiwan start to apply the knowledge management techniques to its management and operation. Although the theory of knowledge management is borrowed from the knowledge of business, the idea and conception about “knowledge” in museums are different from those in business. Therefore, the problems they have encountered are also quite different. The study intends to investigate the application of knowledge management in two museums in Taiwan, National Museum of History, and National Museum of Natural Science. The study shows that the lack of communication and insufficient knowledge about knowledge management are the major factors that leads to the practice failure of knowledge management. To solve the two problems, the study offers a few suggestions, and hope to outline a model of knowledge management for the reference of the museums in Taiwan.
49
Yu-chen, Yen, e 閻鈺臻. "Museum management transformation:a case study of the national museum of history". Thesis, 2004. http://ndltd.ncl.edu.tw/handle/39623745046289925946.
Testo completo
50
Sheng, Wang Daui, e 王道賢. "The study of Museum Performance Management". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/39835428792223408229.
Testo completoAbstract (sommario):
碩士臺南藝術學院
博物館學研究所
91
When talking about how to promote their professional level and how to improve operational performance in museums, we used to focus on building professional standards and evaluating process and commonage performance indicators.Recently,due to the aggressive learning from business management in public sectors, museums in Europe and North America have tried to develop modern strategic performance management system to replace traditional per- formance evaluation. To improve its performance and the quality of services, our government has adopted the idea of performance management since 2002. Therefore it has been a new management strategy for all the public sectors since January 2003, and the National Palace Museum became the first museum to put performance management in execution in Taiwan. However, to the employees of the museum nothing has been changed so far, except the new reward system. Due to the situation mentioned above, the performance management in the museums in Taiwan is still at infant stage. To provide some information for those who like to know what is performance management, this report presents all the basic ideas and concepts abstracted from the published papers and the information available from Internet. In addition, an integrated performance- based management process was proposed. It combines the most popular concepts and skills of organization management, including balanced scorecard, intellectual capital measurement, 360- degree feedback, strategic planning, change management, learning organization, process improvement and bench- marking, etc. Hopefully all of these will be useful to the museums in Taiwan to establish its own performance monitoring system.