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