Kelvingrove Art Gallery and Museum in Glasgow, Scotland; a Victorian era museum established in 1901 to express the pride, wealth, and cultural ambitions of the industrial city of Kelvingrove, was in need of change in the late 1980’s to be more relevant to modern audiences. Starting in 1990, when Mark O’Neil joined the Kelvingore Museum, Mark was tasked with bringing innovation to the entire museum by the then director Julian Spalding. After an initial start by O’Neil into implementing some of Spalding’s radical innovative ideas, O’Neil was side tracked into a separate project at the St. Mungo’s Museum of Religious Life and Art. The St. Mungo’s work provided some insight and allowed experimentation with some of the innovative ideas …show more content…
After closing for three years from 2003 to 2006 for the renovations to the building and to fully implement the storytelling approach Kelvingrove Museum has become the most popular touristy destination even surpassing Edinburgh Castle.
What makes something innovative?
In the context of the Kelvingrove Museum innovation the innovations employed took the traditional course of innovations similar to the typewriter, “how an innovation often draws from existing technologies and models for its application but uses these elements creatively in combination with new ones to form a uniquely different product.” (Utterback, 1996, p. 2) O’Neil used this concept at his first museum at Springburn rather than doing the history of locomotive building, for example, the staff created an exhibition on the history of work. “It covered all the important history, but it came right up to date and engaged with unemployment and training and what work meant where so many were unemployed,” (Liedtka & Salzman, 2009, p. 4) O’Neil and his staff at Springburn did not throw out the traditional museum model of locomotive building history but used in packaging together with the current issues of unemployment in the community for a more different but richer museum experience that is relevant to today.
Using the experience from Springburn O’Neil then continued this similar innovative process at Kelvingrove Museum where he applied Spalding’s desire of using
I work for Abertawe Bro Morgannwg University Health Board. ABMU Health Board was formed on 1st October 2009 as a result of a reorganisation within the NHS in Wales and consists of the former Local Health Boards for Swansea, Neath Port Talbot and Bridgend. The Health Board covers a
3. Something is missing from the scenario. Based on his history, L.J. should have been taking an important medication. What is it, and why should he be taking it?
Museums have long served a purpose as cultural staples. For every museum, big and small, careful consideration is used in selecting its contents. When securing new items for a museum, it is most important to consider public appeal, educational value, and cost-effectiveness.
As already discussed in Section 1, business productivity and change cannot occur without effecting people’s psychology to effect change. I initially felt that supervision would be fundamental to addressing and identify issues to allow reflection to plan a way forward to address issues, such as, performance management, productivity, effectiveness and understanding the views of the individuals to effect and improve individuals and team goals, and linking this to the business plan. This approach I
The museum believes in a pastiche and populist pathway, in which the history of all people is displayed. Its interactive viewpoint allows this museum to convey history in a way that would be more accessible to its audience. For example, patrons are given the opportunity to record their own history. However, academics, such as Keith Windschuttle, assert that the NMA is a “profound intellectual waste”. He argues that although it displays accurate history, it’s purpose of entertaining its audience detracts from its value, thus creating “waste”. Although Windschuttle’s view may be extreme, it demonstrates the considerable extent to which the tension between academic and popular historians exist.
The environment of an individual including culture of the company, management style, level of stress at work, etc…are also very important factors.
Museum/Gallery Critique: A museum, gallery, or private collection visit followed by a written critique, two-page minimum, typed and double-spaced are required for this course. Detailed instructions will be distributed and
To highlight the relationship between each of the exhibitions, the staff could provide daily visitors with a cohesive guide map of the entire museum. The current location of the museum is massive to accommodate for the displays as well as three research laboratories, but due to large size, each exhibit feels isolated and
Another aspect that I found to be very interesting was the way in which each of the museums offered different multimedia formats to facilitate the visitor’s experience with the artwork in display. I noticed that both museums offered applications for smartphones and tablets, free of charge, to assist the visitors with getting the most possible out of the museum. Visiting a museum can be a very distracting task because there is so much to see and without a plan or a navigating system that helps you make your way towards the museum, it can be hard to gain something from your visit. Both apps are accessible to most people and very easy to navigate through. These apps included audio guides, exhibition information, calendars, events and so on. However, I noticed
“The museum has changed people’s perception of museums, about the connections between art, architecture, and collecting.” (Freshome). Admiring the Architect, Frank O. Gehry, and how he would not just design, but how he would blend previous designs with his own and create a building made his work unforgettable.
Next to first-hand experience, case studies are one of the best ways to learn project management skills. In The Crosby Manufacturing Corporation case study, Harold Kerzner reports on the executive-level exchange between the company president and other department heads regarding a new Management Cost and Control System (Kerzner, 2009). This paper will give a synopsis of the case, analyze the case study communications issues and risks, and evaluate Livingston’s selection of a project manager. It will also discuss the possible reactions from the employees, the impact on the cost and time on the
A speech except from Sherman E. Lee, a former art museum director, denies the idea of solely educational aim as well as sole aims for product reproduction. Lee claims museums should and do chose works based on marketability. This then allows for an avenue of both education and museum profit. For example, Houston has a butterfly conservatory. Even though very few individuals identify as “butterfly enthusiasts,” the conservatory turns a profit?
Not only innovation lead to change inside organizations, but also some changes in side organizations can lead to innovation. Moreover, managing innovation and change is not an absolute easy process as it seems, as it requires lots of human interaction with different backgrounds, contexts, cultures that require aligning all your human resources to respond to new innovations, and related changes and this will only be done via good and efficient leadership. Generally, innovations and related changes may include change in organization structure workforce planning, marketing strategy, geographical distribution , culture, …ect which directly impact human resources in any organization , therefore the role of the leader is so crucial to manage tensions, conflicts, resistances, uneasiness and development areas that usually appear with new changes and innovations. Leading Innovation and change being part of managing human and organization behaviors is kind of a complex processes that include several factors, stages, models, perceptions and definitely outcomes. In this paper I will get a deep dive and close up view stating the various definitions, different related models, how they work in practical life and what kind of failures such models face in real life implementation; along with a self reflection to the applied experiences of such study and what will be the development plan leading to more successful practices in future.
Goggin and Mitchell (2010) states that “Comparing the various definitions of innovation, it can be seen that there are several common elements what is changed (such as product or process changes); how much is changed (whether it is completely new or only perceived as such); the source of the change (sometimes technology); the influence of the change (for example, its social or commercial value)”
Hooper-Greenhill (1994) places high importance in the role of museums as they offer many different opportunities of enabling children and adults to enter worlds where they may play out skills that are vital in the real worlds. With the rise of technology, museums are able to provide the mass with interactive education. The Clore Education Centre in The National History Museum has an “Investigate” area which is a hands-on science centre. Visitors can experience hundreds of natural objects and investigate them further using scientific tools and instruments that are provided to encourage visitors to make observations, look for relationships and draw their own conclusions. The National Science Museum can be said to be one of the most interactive museums in Britain. Their large number of interactive galleries include The Launch Pad and Flight Lab, The Garden and a make-believe earthquake in a