Museums and the Paradox of Change

ISBN-10: 0415516439

ISBN-13: 9780415516433

Edition: 3rd 2013 (Revised)

Authors: Robert R. Janes
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Description: Museums throughout the world are under increasing pressure, in the wake of the 2008/2009 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 pressures, not to mention falling attendance and the challenges of the digital world.Effective management is the key to organizational effectiveness, and museums are in need of the theory and methods of creative management to assist them in their quest for sustainability. Museums and the Paradox of Changeis a detailed account of how a major Canadian museum suffered a 40% loss in its operating budget and went on to become the most financially self-sufficient of the ten largest museums in Canada.Museums and the Paradox of Changeprovides the most detailed case study of its kind and is indispensible for students and practitioners alike. Providing pragmatic solutions grounded in a theoretical context, Janes highlights important issues in the management of museums that cannot be ignored.

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Book details

List price: $49.95
Edition: 3rd
Copyright year: 2013
Publisher: Routledge
Publication date: 6/12/2013
Binding: Paperback
Pages: 448
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 1.650
Language: English

Robert R. Janes has a PhD in archaeology from the University of Calgary and is the former President and CEO of the Glenbow Museum in Calgary. He is the Editor-in-Chief of the Journal of Museum Management and Curatorship.

List of illustrations
Notes on contributors
Foreword
Preface to the Third Edition
Preface to the Second Edition - Original
Acknowledgements - 2012
Acknowledgements - 1997
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
Glenbow: a case study in urgent adaptation
Introduction
Overview of change
Creating a new form of organization
Transforming Glenbow: details and difficulties
Towards a learning organization
New ways of working
Lessons we have learned
Glenbow staff perspectives - 1997
Susan Kooyman
Joe Konrad
Kirstin Evenden
Dennis Slater
Lisa Christensen
Valerie Cooper
Wendy Smith
Jim Shipley
Gerry Conaty
Donna Livingstone
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
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 museum
Museum of Vancouver - a transformation in progress
Complexity, conversation and change: learning liow museum organizations change
No heroes: revisiting the museum leadership crisis
Reflections on museums and change, 2012
Between the past and the future
Introduction
New directions - 1997
New directions - 2012
Persistent paradoxes - 1997
Persistent paradoxes -2012
Harbingers and hazards - 2012
Museums and complexity
The New Axial Age
The myth of economic growth
Questioning the corporatists
Museums and the plutocracy
Museum economics
Shifting the museum perspective
Museum management revisited
Towards a new paradigm
Meditations on magical beliefs
Bad museum behaviours
Miscellaneous impositions
Strengthening museum management
Museum management and the ethical imperative
Introduction
Four scenarios to contemplate
Six ethical responsibilities for museum management
Forces for good
From thinking to doing
The biggest elephant in the room
A framework for ethical management
Concluding thoughts
Organizational chart, prior to April 1, 1993
Organizational chart, as of May 31, 1995
Commitment plan - Transition to a new organization
Employee survey form
Index
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