Museums and the paradox of change : a case study in urgent adaptation /

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Museums throughout the world are under increasing pressure in the wake of the 2008/2009 economic recession and the many pressing social and environmental issues that are assuming priority. The major focus of concern in the global museum community is the sustainability of museums in light of these pr...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Janes, Robert R., 1948-
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2013.
Edición:3rd ed.
Temas:
Glenbow Museum > Case studies.
Glenbow Museum
Museums > Canada > Management > Case studies.
Organizational change > Case studies.
Musées > Canada > Gestion > Études de cas.
Changement organisationnel > Études de cas.
BUSINESS & ECONOMICS > Museum Administration & Museology.
REFERENCE > General.
TRAVEL > Museums, Tours, Points of Interest.
Museums > Management
Organizational change
Canada
Electronic books.
Case studies
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover; Half Title; Title Page; Copyright Page; Dedication; Table of Contents; List of illustrations; Notes on contributors; Foreword; Preface to the Third Edition; Preface to the Second Edition
  • Original; Acknowledgements
  • 2012; Acknowledgements
  • 1997; 1. Introduction; Five propositions characterize the current setting; Seven propositions describe implications for museums; Other propositions concern the process of repositioning; The museum organization of the future; 2. Glenbow: a case study in urgent adaptation; Introduction; Overview of change; Creating a new form of organization.
  • Transforming Glenbow: Details and DifficultiesTowards a learning organization; New ways of working; Lessons we have learned; 3. Glenbow staff perspectives
  • 1997; Susan Kooyman; Joe Konrad; Kirstin Evenden; Dennis Slater; Lisa Christensen; Valerie Cooper; Wendy Smith; Jim Shipley; Gerry Conaty; Donna Livingstone; 4. Glenbow then and now; 1997; Introduction; Is it over yet?; What's new at Glenbow?; Museums and the civil society; 2012; The silence at Glenbow; 5. Commentaries from the field; Reflections on organizational transformation in the twenty-first century; New needs for new times.
  • Through the looking glass: changing social relations in the museumMuseum of Vancouver
  • a transformation in progress; Complexity, conversation and change: learning how museum organizations change; No heroes: revisiting the museum leadership crisis; Reflections on museums and change, 2012; 6. Between the past and the future; Introduction; New directions
  • 1997; New directions
  • 2012; Persistent paradoxes
  • 1997; Persistent paradoxes
  • 2012; 7. Harbingers and hazards
  • 2012; Museums and complexity; The New Axial Age; The myth of economic growth; Questioning the corporatists.
  • Museums and the plutocracyMuseum economics; Shifting the museum perspective; 8. Museum management revisited; Towards a new paradigm; Meditations on magical beliefs; Bad museum behaviours; Miscellaneous impositions; Strengthening museum management; 9. Museum management and the ethical imperative; Introduction; Four scenarios to contemplate; Six ethical responsibilities for museum manag; Forces for good; From thinking to doing; The biggest elephant in the room; A framework for ethical management; Concluding thoughts; Appendix I: Organizational chart, prior to April 1, 1993.
  • Appendix II: Organizational chart, as of May 31, 1995Appendix III: Commitment plan
  • Transition to a new organization; Appendix IV: Employee survey form; Index.

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