Otago Museum Bsc Analysis Essay

On October 26, 2017. I made a visit to the Menil Collection by 1533 Sul Ross street, Houston Texas. It was amazing to be in such a lovely place. I was accompanied to the museum by my aunt name Cynthia. who volunteered in taking care of my new born baby during the trip. Everything at the museum is so great. Especially the people that work there, the way they communicate with the tourist was so simple and understanding. Even at the end of the visitation, I was given a sticker which was placed by the right-hand side of my chest. During the visit, they are some lots of great artworks that I admire so much. In Victor Brauner “Memory of Reflexes” (memoire des reflexes), 1954. The artist incorporates vibrant colors and patterns,

This essay examines Duke Children's Hospital's implementation of the balanced scorecard (BSC) approach monitoring and managing their performance. The Hospital achieved a dramatic turnaround in its finances and patient and staff satisfaction ratings over a period from 1993 to 2000. The case study authors attribute the Hospital's success to its use of the balanced scorecard methodology.

The use of a balanced scorecard when gauging the performance of executives at Paradigm Toys is useful because it measures several key areas that measure past and real time performance that directly affects the company. A balance scorecard can contain both financial and nonfinancial measures as well as both quantitative and qualitative performance measures. Additionally because a balance scorecard can be tailored to the business’s specific targets it can measure the substance of performance better that basic financial indicators that are usually considered the basis of performance ratings. It is important to use more than just financial indicators, because other factors, those qualitative in nature, measure how an employee does their job and gives a larger picture of how well an employee performs. For example, in the case of sales concerning installation of home improvement products one might be measured by repeat buyers or customer satisfaction of how well the salesman followed up with their sale and installation. This kind of non-financial factor can be used to measure the company’s goal of repeat buyer and customer satisfaction which can translate into future sales and growth. Financial indicators are used in similar ways, but are more quantitative in nature. The main reason to use financial indicators is because they can provide a clear picture

The Scarborough Museum is an educational place to visit in Toronto. People can learn about the history of Canadian families living in Canada during the early 1900’s and how they survived throughout the seasons. The Scarborough Museum is situated on a piece of land that once belonged to the Thomson Family. It has houses that had come from other parts of Scarborough. One of the house being the Cornell house. The Cornell house is Victorian style house built in 1858. It has a kitchen, an upper floor, which had bedrooms, a dining area, and a parlor room. In the kitchen, there is a stove which has multiple purposes; for cooking food and for keeping the house warm during the winter time. Learning about the stove was interesting because it shows

Prepare a floor plan of the Museum, identifying priority artifacts or displays for immediate recovery in case of an emergency.

“The balanced scorecard should translate a business unit’s mission and strategy into tangible objectives and measures. The measures represent a balance between external measures for shareholders and customers and internal measures of critical business processes, innovation and learning and growth. The measures are balance between outcome measures, the results of past efforts, and the measures that drive future performance. And the scorecard is balanced between objective, easily quantified outcome measures and subjective, somewhat judgmental, performance…”

* C.A.M. museum has a weak or nonexistent image (It is basically correct to say that, in the mind of the public, CAM has no image. There is nothing about this [building] that says, “I’m a museum,” or “Come in”)

The next category that the financial mission statement tries to fill is priorities. Maintaining current exhibitions and collections is the main priority because they are what make money. The main collection critical to the infrastructure of a museum and are what keep the public coming back. Special exhibitions are important and should be funded because they bring in the most press and public excitement, but they often lose money because of indirect costs that come with them (Anderson 5-6). Making branding a priority is a smart move because it broadens the museums reach, and creates a new form of revenue with the selling of museum specific

Before we can assess the roles of a museum, what exactly is the institution? Didier Maleuvre explains museums as, “devoted to the protection, preservation, exhibition, and furtherance of what a community agrees to identify as works of art” (Maleuvre 9). As we develop new modes of interaction and technological advancements, are museums that provide interactive experiences and art works not included in this explanation? I certainly do not think so. Audience engagement should not be feared but promoted; the trouble, though, is finding the right balance. Maleuvre also believes that it was the museum’s responsibility to challenge the status quo, and its own cultural identity, which, provides further cause for change as museums have moved away from

A balanced scorecard is a tool to provide management a way to bridge the gap between the organization’s strategy and vision and the operational processes used to do business. It enables the company to look at more than just the financial targets, but to include nonfinancial measures such as customer service, internal business processes and more. These intangible measures provide better focus on the organization’s long-term strategies. This paper is an attempt to analyze Frieda Fizz decision to utilize a balanced scorecard as they expand into new geographic areas. The strengths and weaknesses of each perspective are discussed along with the pros and cons of using

We believe in taking an active role and responsibility in empowering local communities to achieve their ambitions. It is a disciplined structure, and promotes fairness, transparency and accountability, that enable us to conduct business consistently throughout our organization while remaining agile and innovative.

A balance scorecard is essential for developing a healthy business growing place. It is a vital key for defining the goals and targets of a company as well as the vision, mission and the SWOTT Analysis. A balanced scorecard is, “A set of measures that are directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth” (Pearce & Robinson, 2013, p. 194). This company will relate the in-building turbines values, mission, vision and SWOTT Analysis with the four perspectives of the scorecard (financial performance, customer knowledge, internal business process, and learning and

A Balanced Scorecard can be defined as a “performance management tool which began as a concept for measuring whether the smaller-scale operational activities of a company are aligned with its larger-scale objectives in terms of vision and strategy” (Wikipedia 2009, ¶ 1). Scents & Things will need to develop a balanced scorecard that will assist in meeting and help define the company’s values, mission, vision, and SWOT analysis. The balance scorecard is made up of four perspectives; financial, customer, learning and growing, and internal process. This paper will define each of the four perspectives objectives, performance measures, targets, and initiatives. The paper will also show how the perspectives relate

Even though Boston Lyric Opera is a non-profit organization and its output is intangible, its organizational performance can be measured by quantitative measures. The Balanced Scorecard would bring quantitative measures alongside the qualitative measures. The Balanced Scorecard required BLO to quantify their activities. BLO acknowledged that and they for example created a database where they linked quantifiable donor data to qualitative information about donor meetings etc.

Assessment must be done to determine the current strengths and weaknesses of the existing collection. Any proposed acquisitions should be able to address the limits in the existing collection or plug any gaps in the collection. The acquisition strategy should ensure that objects to be accepted or otherwise acquired for museum collection shall enhance and reflect the immediate and long term goals of the museum.