University Art Museum

1091 Words Jan 27th, 2014 5 Pages
The University Art Museum Case Analysis
Suzana Duran MNGT 372
Professor Quimei Xu

I. Relevant Facts/Background
The Art Museum is a building on the university premises that is providing a place for the art collection of a university. The building was given to the university by an alumnus around 1929. The wealthy son of the university's first president served as the museum's unpaid director until his death. He brought a few extra collections to the museum during his service, and while serving as unpaid director, none of the collections was ever shown to anybody except a few members of the university's art history faculty. The university practically gave the position to amateur art supporter, Miss Kirkoff, after the director’s
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The real issue was not that the new director opened the doors to the public, but the management organization at the University Art Museum. There are three main points as listed by “the elderly statesmen of the faculty” that need to be addressed and clearly defined for the museum: its mission, its direction, and its objectives. These are clearly the focal problems in this case. What the university has to do as a whole is to set organizational goals and develop the plans to accomplish them. The museum is not thriving with the school as well as it has in the past, and the direction of the university is being questioned. III. Critical Analysis
The later director wanted it to be a community resource as said in the case, and the museum gained bad reputation during that time as an academic resource. The building was designed by Miss Kirkoff to help university and its alumni in their pursuit of knowledge. It failed greatly to support the university and the public. At the time, the museum expected to hire a director and allow them to shape the museum in any way they see suitable. The university on the other hand should have identified the direction they want the museum to head in and create guidelines for a director to fallow.
First, top managers at any organization, and in this case are the Dean and the board of directors of the University, have to assess the opportunities and threats in external environment and internal strengths and weaknesses as well. Next thing is to

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