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The art museum was started in 1912 with the donation of an alumni who gave his coolection of paintings to the museum and acted as a director and increased collections, though not big paintings, from other alimni.  His death in the early 1920s marked a new beginning for the Museum as it got a professional director Miss Kirkoff who was a graduate student. She changed the operations of the museum by adapting to new management systems and integrated the museum to become a part of the university. During her time as the director, she organized fund raisings to remodel the building and has good quality paintings. It receives about five hundred visitors and this number has since increased with the new director. However, the museum faced challenges as new directors came and resigned because of management issues, (Hersey, Blanchard, 1982).

The museum has had many challenges and they all stem from the different directors appointed by the dean and the faculty to take charge of the museum. The expectations of the faculty and the dean do not match those of the directors appointed. The university does not have any well laid out objectives set for the director to achieve. This is why every new director who is appointed to manage the museum comes up with his own objectives that might not go well with the faculty and the students. The university lacked the mission and vision to guide the director and his team on what they needed to do to achieve the set targets at the end of a certain period. The faculty had too many expectations from the directors who did not know what to do and what direction they needed to stir the museum to. This is why the director who took over from Miss Kirkoff planned to make the museum a community resource and he started inviting public schools to come and enjoy the facilities provided by the university in the museum. Each director came with his own objectives, which did not in all cases did not go well with the earlier arrangements made by Miss Kirkoff, (Drucker, 1974). The main problems seen in the management of the museum are lack of objectives to guide the directors, lack of well designed roles and responsibilities of the director and those he is working with and lack of proper transition of duties from the dean to the faculties. The director used the same management methods he used in the small museum in a middle-sized town to manage a university museum. This caused many problems because the first museum was not an academic one and this meant that public attendance was their major target while the university museum was academic oriented. Lack of integrative decision-making procedures is another problem facing the management of the museum. The new director made all the decision without consulting the dean or any faculty member on their opinion of how things should be done, (Moore, 1994).

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Organizational effectiveness and design can be achieved with proper management using different theories of management. The systems theory applies the concept of interrelated and interconnected parts of an organization that depend on each other to function well. This is the case with the arts museum. The directors have been making independent decision whereas their decisions affect the university as a whole. The decision of the director affects all the other faculties in the university because the museum forms a part of the university, which can be compared to a system. The exchange of information between the different players in this university can change the way decisions affect the operations of other departments. The faculty, director and the dean need to focus on making the museum successful by making sure there is balance between the roles of different stakeholders, proper communication and decision analysis, (Demers, 2007).

The Theory of Integral Complex Organization the organization has to make sure that its members carry out their different roles and responsibilities according to their departments or subunits. In this case the director is playing his role in managing the museum, the dean and the faculty should be busy teaching the students and managing academic matters. However, this may not entirely apply to the situation in the university because the smooth functioning of different departments depends on the operations of the other one. This is why the university needs to apply the double loop learning where it has to make sure that it is walking in the right direction that it is talking about, (Bozeman, 1987).

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The contingency theory also applies to this situation because the director applied the same management methods he used in the former museum to manage the arts museum. The difference in organization and demands of the two museums demands different management approaches. The environment where the organization exists play a key role in determining the management skills applied by the director, (Lord, Lord, 1997).

The museum has many challenges and this come from lack of integration and understanding of the demands of the director and the university faculty. This is why the actions of the director did not go well with the students and the faculty. The systems theory and the contingency theory explores the different management skills that can help the museum and the faculty come up with new management decisions and objectives to guide the new director. The responsibilities of each party with an interest in the art museum should be well laid out and the objectives set. This way the new director will adapt to the management of the museum applying the contingency theory and not applying the same management styles he used in his former job.

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