Museum Management (Leicester Readers in Museum Studies) by Kevin Moore

By Kevin Moore

Gathering a variety of crucial writings by means of a number of the best authors within the box, Kevin Moore examines the advancements in, and effectiveness of, museum administration in an international ruled via new and fascinating history and rest sights. the chosen papers in Museum administration define the improvement of museum administration up to now, the demanding situations museums at the moment face, and the foremost components of destiny improvement in administration and advertising and marketing perform, and addresses: strategic administration matters: coverage formula, company making plans and function size human source administration monetary administration the significance of promoting. This quantity is a useful advent to the foremost matters, controversies and debates within the topic. it will likely be crucial interpreting for all scholars, museum managers and employees who have to sustain up to now with most up-to-date advancements during this box.

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1 Annual performance criteria/results 26 MEASURING MUSEUMS’ MERITS Notes: 1 For more widespread comparability, exclude parking income. 2 Should include all internal, as well as external, costs, but not publicity costs. 3 Based on averaging beginning and end of year retail value of inventory. 1 Annual performance criteria/results PETER J. AMES 27 Notes: 1 Excluding capital costs, but note when they are high. 2 Excluding garage. 3 Excluding those of ancillary services and off-site activities. 1 Annual performance criteria/results 28 MEASURING MUSEUMS’ MERITS Notes: 1 To qualify, an evaluation should have at least 200 responses, the process and conclusions should be in writing, and the results responded to by the programme administrator.

Such as museums that do not charge for admission, ways are found to make the concepts fit. Rodger comments that he regards public subsidies as ‘the price the public is paying, albeit indirectly’ (Rodger 1987: 30). It is difficult to see how such a concept of pricing can be reconciled with the more usual view of it as a part of the marketing mix, over which an organization has virtually complete control. Foxall questioned the whole basis on which such transfers take place (1984). In criticizing a description of the provision of social workers as a ‘typical social marketing exchange’ he comments that this rules out all the principles on which marketing-oriented management is founded: the ‘customer’ has no discretion because he has choice of supply; he cannot withdraw his taxes; nor is he able to resist the legally-enforced ministrations of social workers.

There is a need for inductively derived empirically-based studies from which to develop a more appropriate museum marketing theory. It was with this in mind that the research was conducted. RESEARCH INTO THE MARKETING OF MUSEUMS IN SCOTLAND Before examining the methodology used in this particular study, it is worth examining the two paradigms underpinning the research. But stating that there are two different paradigms is itself a piece of rather heavyhanded reductionism. Perhaps it would be more accurate to regard them as being two ends of a continuum along which any individual piece of research could be situated.

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