University Art Museum, Organizational Theory and Design
The University Art Museum If you only thought the movie “Nights at the Museum” was hectic in its twisted realism, nothing is more real than deciding what the future beholds. Just like the characters in the museum was ship to the Smithsonian in the movie, so the identity of this well academically renowned university art museum management strategy has been shipped into dealing with a future dilemma of what purpose it will accommodate. In observation of the reading, it is obvious that this well-endowed museum is suffering from an identity crisis. While the last two directors from the museums inception have fully supported and enhanced the growth of the museum in catering a niche of art pieces donated by a wealthy investment banker alumnus, the third director in succession was definitely not the right one for the job according to the scholastical art board of directors. Even though the last museum director was that of a desired leadership quality, due to the fact that the design, the organizational purpose that the museum was supposed to serve, the desired directional strategy, and the goals associated with what the museum director’s job description entailed was clearly undefined. And to make matters worse, the museum lacked a mission statement and official goals and standards. There are three main points as listed by “the elderly statesmen of the faculty” that I agree need to be addressed and clearly defined for the museum: its mission, its direction, and its objectives. These are clearly the main problems in this case. Seeing that the current situation, the cause of these problems was brought on by the search committee and the college senate itself not identifying what the job of museum director really in tells. They loved that museum as much if not more as the MSU bulldogs love Davis Wade Stadium. Even though it was not a financial burden on the university, the museum had become apart of the inner workings of the academic community. When the new director took