Abstract
Effective management is necessary to meet the goals of a museum. Features that characterize effective management are discussed. A key prerequisite for successful management is planning and setting goals. The result of the planning process is the establishment of a strategic plan; a method for effective strategic planning is presented. The establishment of a plan must be followed by the organization of activities so that the plan is feasible and achievable. Models and tools of effective management are introduced, including process management, project management, performance measurement, optimization of activities, optimization of the number of museum employees, personnel audits, quality models, and benchmarking. To achieve success, it is necessary not only to apply management models and methods, leadership and motivation are also important. The ever-evolving world full of uncertainty, new demands, and the onset of the so-called digital era is affecting the activities of managers and staff, who face new challenges. An integral part of management is control.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Adair, J. G., & Levin, A. K. (Eds.). (2020). Museums, sexuality, and gender activism. Routledge. https://doi.org/10.4324/9780429202889
Ames, P. J. (1994). Measuring museums’ merits. In K. Moore (Ed.), Museum management (pp. 21–30). Routledge.
Anderson, M. L. (2004). Metrics of success in art museums. The Getty Leadership Institute. https://static1.squarespace.com/static/57544cf9ab48de37be9c508c/t/5ed507512a6c4c5afdbf9983/1591019346621/Metrics_of_Success.pdf
Anwar, T. (2014). Managing performance in publicly funded museums in England: Effects, resistances and revisions. International Journal of Heritage Studies, 20(2), 157–180. https://doi.org/10.1080/13527258.2012.737354
Armstrong, M., & Stephens, T. (2005). A handbook of management and leadership: A guide to managing for results. Kogan Page.
Baldwin, J. H., & Ackerson, A. W. (2006). Who’s next? Research predicts museum leadership gap. Museum Management and Curatorship, 21(4), 349–352.
Bearman, D. (2008). Representing museum knowledge. In P. Marty & J. K. Burton (Eds.), Museum informatics: People information and technologies in museums (pp. 35–57). Routledge.
Bedford, L. (2009). A conversation about educational leadership in museums. Journal of Museum Education, 34(2), 139–147.
Benevene, P., & Buonomo, I. (2020). Green human resource management: An evidence-based systematic literature review. Sustainability, 12(15), 5974. https://doi.org/10.3390/su12155974
Bradburne, J. M. (2001). A new strategic approach to the museum and its relationship to society. Museum Management and Curatorship, 19(1), 75–84. https://doi.org/10.1080/09647770100701901
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations (4th ed.). Jossey-Bass.
Camarero, C., Garrido, M. J., & Vicente, E. (2011). How cultural organizations’ size and funding influence innovation and performance: The case of museums. Journal of Cultural Economics, 35, 247–266. https://doi.org/10.1007/s10824-011-9144-4
Cellini, R., Cuccia, T., & Lisi, D. (2020). Spatial dependence in museum services: An analysis of the Italian case. Journal of Cultural Economics, 44, 535–562. https://doi.org/10.1007/s10824-019-09373-0
Collinson, C., & Parcell, G. (2005). Knowledge management. Brno Computer Press.
Corte, V. D., Aria, M., & Del Gaudio, G. (2017). Smart, open, user innovation and competitive advantage: A model for museums and heritage sites. Museum Management and Curatorship, 32(1), 50–79. https://doi.org/10.1080/09647775.2016.1247380
Covey, S. R., & Covey, S. (2020). The 7 habits of highly effective people. Simon & Schuster.
Covey, S. R. (2005). 8. návyků: od efektivnosti k výjimečnosti. Praha: Management Press.
Davallon, J. (1997). L’évolution du role des musées. La Lettre de I’OCIM, No. 49, pp. 4–8.
De Rojas, C., & Camarero, C. (2008). Visitors’ experience, mood and satisfaction in a heritage context: Evidence from an interpretation Centre. Tourism Management, 29(3), 525–537. https://doi.org/10.1016/j.tourman.2007.06.004
Dortier, J.-F. (2015). S’approprier son travail. Science Humaines, 272, 29–49.
Duff, W., Carter, J., Dallas, C., Howarth, L., Ross, S., Sheffield, R., & Tilson, C. (2009). Museum knowledge workers for the 21st century. Faculty of Information, University Toronto. Available at: https://www.canada.ca/en/heritage-information-network/services/other-heritage-research-tools/museum-knowledge-workers-21st-century.html
Duncan, S. A. (2002). From period rooms to public trust: The authority debate and art Museum leadership in America. Curator: The Museum Journal, 45(2), 93–108.
Edson, G. (Ed.). (1997). Museum ethics. Routledge. https://doi.org/10.4324/9780203973868
Edson, G. (2017). Museum ethics in practice. Routledge. https://doi.org/10.4324/9781315560137
Eidelman, J., & Jonchéry, A. (2013). Á l’écoute des visiteuers 2012: Résultats de l’enquéte nationale sur la satisfaction des publics des musées nationaux. Ministére de la Culture et de la Communication. Direction générale des Patrimoines.
Enlart, B. S., & Charbonnier, O. (2014). Quelles compétences pour demain?: les capacités à développer dans un monde digital.
Fedeli, S., & Santoni, M. (2006). The government’s choice of bureaucratic organisation: An application to Italian state museums. Journal of Cultural Economics, 30, 41–72. https://doi.org/10.1007/s10824-006-9005-8
Fox, H. (2006). Beyond the bottom line: Evaluating art museums with the balanced scorecard [Online]. Los Angeles: The Getty Leadership Institute. Available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.615.5506&rep=rep1&type=pdf
Gainon-court, M.-A., & Vuillaume, D. (2016). Can museums keep up with a changing world? Skills management as a practical response. Museum International, 68(1–2), 81–96. https://doi.org/10.1111/muse.12097
Gilhepsy, I. (2005). Measuring the performance of cultural organizations: A model. International Journal of Arts Management, 2(1 Fall 1999), 38–52.
Goldratt, E. M. (2001). Cíl. Praha. Interquality, s.r.o.
Griffin, D. J. G. (1987). Managing in the museum organization: I. leadership and communication. Museum Management and Curatorship, 6(4), 387–398.
Griffin, D., & Abraham, M. (2000). The effective management of museums: Cohesive leadership and visitor-focused public programming. Museum Management and Curatorship, 18(4), 335–368. https://doi.org/10.1080/09647770000301804
Hamerníková, B. (2000). Financování ve veřejném a neziskovém nestátním sektoru. Eurolex Bohemia.
Hervy, B., Laroche, F., Bernard, A., & Kerouanton, J. L. (2013). Co-working for knowledge management in cultural heritage: Towards a PLM for museum. In A. Bernard, L. Rivest, & D. Dutta (Eds.), Product lifecycle Management for Society. PLM 2013 (IFIP advances in information and communication technology) (Vol. 409). Springer. https://doi.org/10.1007/978-3-642-41501-2_32
Hood, C. (1991). A public management for all seasons? Public Administration, 69(1), 3–19. https://doi.org/10.1111/j.1467-9299.1991.tb00779.x
Hunter, S., Thoroughgood, C., Myer, A., & Ligon, G. (2011). Paradoxes of leading innovative endeavours: Summary, solutions, and future directions. Psychology of Aesthetics, Creativity, and the Arts, 5(1), 54–66. https://doi.org/10.1037/a0017776
ICOM (Ed.). (2016). Museums, ethics and cultural heritage. Routledge. https://doi.org/10.4324/9781315560151
Jackson, S. E. (1991). Team composition in organizational settings:I ssues in managing an increasingly diverse workforce. In S. Worchel, W. Wood, & J. Simpson (Eds.), Group process and productivity (pp. 138–173). Sage.
Kaplan, R., & Norton, D. (2008). The EXECUTION PREMIUM linking strategy for competition: Linking strategy to operation for competitive advantage. Harvard Business Review, pp. 35–281.
Korzun, D., Varfolomeyev, A., Yalovitsyna, S., & Volokhova, V. (2017). Semantic infrastructure of a smart museum: Toward making cultural heritage knowledge usable and creatable by visitors and professionals. Personal and Ubiquitous Computing, 21, 345–354. https://doi.org/10.1007/s00779-016-0996-7
Kotler, N., & Kotler, P. (2000). Can museums be all things to all people?: Missions, goals, and marketing’s role. Museum Management and Curatorship, 18(3), 271–287. https://doi.org/10.1080/09647770000301803
Kouzmin, A., Löffler, E., Klages, H., & Kakabadse, N. K. (1999). Benchmarking and performance measurement in public sectors: Towards learning for agency effectiveness. International Journal of Public Sector Management, 12(2), 121–144. https://doi.org/10.1108/09513559910263462
Kuhlmann, S., & Jäkel, T. (2013). Competing, collaborating or controlling? Comparing benchmarking in European local government. Public Money & Management, 33(4), 269–276. https://doi.org/10.1080/09540962.2013.799815
Kung, C.-W., Uen, J. F., & Lin, S. C. (2020). Ambidextrous leadership and employee innovation in public museums. Chinese Management Studies, 14(4), 995–1014. https://doi.org/10.1108/CMS-05-2018-0523
Le Boterf, G. (2007). Ingénierie et évaluation des competétences. Eyrolles.
Lee, C. P. (2007). Reconsidering conflict in exhibition development teams. Museum Management and Curatorship, 22(2), 183–199. https://doi.org/10.1080/09647770701470427
Lombardi, S., Sassetti, S., & Cavaliere, V. (2019). Linking employees’ affective commitment and knowledge sharing for an increased customer orientation. International Journal of Contemporary Hospitality Management, 31(11), 4293–4312. https://doi.org/10.1108/IJCHM-03-2018-0261
Mairesse, F., & Vanden Eeckaut, P. (2002). Museum assessment and FDH technology: Towards a global approach. Journal of Cultural Economics, 26(4), 261–286.
Mandrioli, M. (2008). Insect collections and DNA analyses: How to manage collections? Museum Management and Curatorship, 23(2), 193–199. https://doi.org/10.1080/09647770802012375
Marstine, J. (Ed.). (2011). The Routledge companion to museum ethics. Routledge. https://doi.org/10.4324/9780203815465
Moore, K. (Ed.). (1994). Museum management. Psychology Press.
Moussouri, T. (2012). Knowledge management for collaborative exhibition development. Museum Management and Curatorship, 27(3), 253–272. https://doi.org/10.1080/09647775.2012.701996
Museum Store Association (Ed.). (2015). Museum store: The manager’s guide. Routledge. https://doi.org/10.4324/9781315423937
Niskanen, W. A. (1968). The peculiar economics of bureaucracy. American Economic Review, 58(3), 293–305.
Nolan, T. (2009). The museum educator crisis. Journal of Museum Education, 34(2), 117–121.
Ochrana, F., Plaček, M., Půček, M. J., & Šimčík, A. (2018). Management a hospodaření muzeí. Karolinum.
Opara, S. C., Stanton, P., & Wahed, W. (2019). For love or money: Human resource management in the performing arts. Employee Relations: An International Journal, 41(6), 1451–1466.
Osborne, D., & Gaebler, T. (1993). Reinventing government: How the entrepreneurial Spirit is transforming the public sector. Addison-Wesley.
Papoulias, E., & Zounis, T. P. (2020). Strategic management and art museums: The case study of the historical museum of the University of Athens. In A. Kavoura, E. Kefallonitis, & P. Theodoridis (Eds.), Strategic innovative marketing and tourism. Springer proceedings in business and economics (pp. 889–897). Springer. https://doi.org/10.1007/978-3-030-36126-6_98
Plaček, M., Půček, M. J., & Šilhánková, V. (2017). New trends in the strategic management of museums in the Czech Republic. Museum Management and Curatorship, 32(4), 302–318. https://doi.org/10.1080/09647775.2017.1347808
Plaček, M., Ochrana, F., Půček, M., Nemec, J., Křápek, M., & del Campo, C. (2020). Autonomy and performance of local museums: The case of Czech Republic. Museum Management and Curatorship. https://doi.org/10.1080/09647775.2020.1803112
Quinn, B. (2002). Exhibition review: “Radical” fashion? A critique of the radical fashion exhibition, Victoria and Albert Museum, London. Fashion Theory, 6(4), 441–445.
Rentschler, R., & Hede, A. M. (2007). Museum marketing. Routledge. https://doi.org/10.4324/9780080550428
Renwick, D., Redman, T., & Maguire, S. (2008). Green HRM: A review, process model, and research agenda. University of Sheffield Management School White Discussion Paper No. 2008.01. https://doi.org/10.13140/RG.2.2.30801.07520.
Reussner, E. M. (2003). Strategic management for visitor-oriented museums. International Journal of Cultural Policy, 9(1), 95–108. https://doi.org/10.1080/1028663032000089868
Richardson, J., Jogulu, U., & Rentschler, R. (2017). Passion or people? Social capital and career sustainability in arts management. Personnel Review, 46(8), 1385–1851. https://doi.org/10.1108/PR-02-2016-0023
Rosing, K., Rosenbusch, N., & Frese, M. (2010). Ambidextrous leadership in the innovation process. In A. Gerybadze, U. Hommel, H. Reiners, & D. Thomaschewski (Eds.), Innovation and international corporate growth (pp. 191–204). Springer. https://doi.org/10.1007/978-3-642-10823-5_12
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22(5), 956–974. https://doi.org/10.1016/j.leaqua.2011.07.014
Rossol, M., & Jessup, W. C. (1996). No magic bullets: Safe and ethical pest management strategies. Museum Management and Curatorship, 15(2), 145–168. https://doi.org/10.1080/09647779609515477
Sandell, R., & Janes, R. (Eds.). (2007). Museum management and marketing. Routledge. https://doi.org/10.4324/9780203964194
Serres, M. (2012). Petite poucette. Éditions le Pommier.
Stam, D. C. (1993). The informed muse: The implications of ‘the new museology’ for museum practice. Museum Management and Curatorship, 12(3), 267–283. https://doi.org/10.1080/09647779309515365
Suchy, S. (1999). Emotional intelligence, passion and museum leadership. Museum Management and Curatorship, 18(1), 57–71.
Šulc, M. (2014). Návrh modelu měření a hodnocení výkonnosti příspěvkových organizací. Disertační práce. Jihočeská univerzita v Českých Budějovicích: Ekonomická fakulta 2014.
Tsiropoulou, E. E., Thanou, A., & Papavassiliou, S. (2017). Quality of experience-based museum touring: A human in the loop approach. Social Network Analysis and Mining, 7(33). https://doi.org/10.1007/s13278-017-0453-2
Vaughan, R. (2001). Images of a museum. Museum Management and Curatorship, 19(3), 253–268. https://doi.org/10.1080/09647770100301903
Vodáček, L., & Vodáčková, O. (2009). Moderní management v teorii a praxi (Vol. 41 No. 6, 2019, pp. 1451–1466). Praha: Management Press.
Weihrich, H., & Koontz, H. (1993). Management: A global perspective. Mc Graw-Hill.
Wright, P. (1989). The quality of visitors’ experiences in art museums. In P. Vergo (Ed.), The new museology (pp. 119–148). Reaktion Books.
Wu, S. (2016). Systems integration of heterogeneous cultural heritage information systems in museums: A case study of the National Palace Museum. International Journal on Digital Libraries, 17, 287–304. https://doi.org/10.1007/s00799-015-0154-2
Wynen, J., & Verhoest, K. (2016). Internal performance-based steering in public sector organizations: Examining the effect of organizational autonomy and external result control. Public Performance & Management Review, 39(3), 535–559. https://doi.org/10.1080/15309576.2015.1137769
Yong, J. Y., Yusliza, M.-Y., & Fawehinmi, O. O. (2020). Green human resource management. A systematic literature review from 2007 to 2019. Benchmarking: An International Journal, 27(7), 2005–2027. https://doi.org/10.1108/BIJ-12-2018-0438
Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership and Organization Development Journal, 36(1), 54–68. https://doi.org/10.1108/LODJ-11-2012-0141
Zacher, H., & Wilden, R. G. (2014). A daily diary study on ambidextrous leadership and self-reported employee innovation. Journal of Occupational and Organizational Psychology, 87(4), 813–820.
Zacher, H., Robinson, A., & Rosing, K. (2016). Ambidextrous leadership and employees’ self-reported innovative performance: The role of exploration and exploitation behaviors. The Journal of Creative Behavior, 50(1), 24–46.
Zan, L., Baraldi, S. B., & Santagati, M. E. (2018). Missing HRM: The original sin of museum reforms in Italy. Museum Management and Curatorship, 33(3), 1–16. https://doi.org/10.1080/09647775.2018.1537608
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Půček, M.J., Ochrana, F., Plaček, M. (2021). Management in Practice: Planning, Organizing, Leading, and Controlling Museum Activities. In: Museum Management. Arts, Research, Innovation and Society. Springer, Cham. https://doi.org/10.1007/978-3-030-82028-2_5
Download citation
DOI: https://doi.org/10.1007/978-3-030-82028-2_5
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-82027-5
Online ISBN: 978-3-030-82028-2
eBook Packages: Business and ManagementBusiness and Management (R0)