In Managing People and Projects in Museums, readers will discover a practical guide to managing projects and important lessons about the critical role of individuals in the museum workplace. The chapters are illustrated with the experiences and observations of the author and other museum professionals as well as literature from the field. Specifically, the book covers organizational behavior theory, strategic planning, and staffing and human resource development, contemporary leadership challenges, and ethical decision-making. The book provides details on selecting projects, and creating policies that support sound decision systems. Additional topics covered include: the steps in planning a project including chartering, establishing timelines and assigning roles, and developing budgets. Several management issues that are common pitfalls in museum projects are highlighted, including means of resolving conflict. The text examines the formation of high performing teams with an emphasis on understanding individual differences and communications, and the important role of the project manager. The final chapters of the book include tips on evaluation of project success and a set of nine actual case studies from a variety of types and sizes of museums. The Appendix includes helpful project decision templates, charters, and other management tools used by museums today, along with hypothetical exercises.

Visitor participation is a hot topic in the contemporary world of museums, art galleries, science centers, libraries and cultural organizations. How can your institution do it and do it well? The Participatory Museum is a practical guide to working with community members and visitors to make cultural institutions more dynamic, relevant, essential places. Museum consultant and exhibit designer Nina Simon weaves together innovative design techniques and case studies to make a powerful case for participatory practice. "Nina Simon's new book is essential for museum directors interested in experimenting with audience participation on the one hand and cautious about upending the tradition museum model on the other. In concentrating on the practical, this book makes implementation possible in most museums. More importantly, in describing the philosophy and rationale behind participatory activity, it makes clear that action does not always require new technology or machinery. Museums need to change, are changing, and will change further in the future. This book is a helpful and thoughtful road map for speeding such transformation." -Elaine Heumann Gurian, international museum consultant and author of Civilizing the Museum "This book is an extraordinary resource. Nina has assembled the collective wisdom of the field, and has given it her own brilliant spin. She shows us all how to walk the talk. Her book will make you want to go right out and start experimenting with participatory projects." -Kathleen McLean, participatory museum designer and author of Planning for People in Museum Exhibitions "I predict that in the future this book will be a classic work of museology." --Elizabeth Merritt, founding director of the Center for the Future of Museums

Managing People and Projects in Museums is a practical guide about the intersection of projects and individuals in the museum workplace. Chapters contain the experiences of the author and other museum professionals and literature from the field. Case studies and an Appendix with templates, tools, and hypothetical class exercises are included.

Managing Change in Museums and Galleries is the first practical book to provide guidance on how to deal with organisational change in museums, galleries or heritage organisations. Written by two authors who have direct experience of leading change, running change programmes and advising on change in more than 250 museums and galleries, the book identifies the various problems, issues and challenges that any professional in a museum or heritage organisation is likely to encounter and provides advice on how to deal with them. The book’s six parts treat change holistically, and help the reader understand what change entails, prepare for it and lead it, ensure that everyone in the museum is involved, understand what can go wrong and evaluate and learn from it. Each chapter is devoted to a specific challenge that is often encountered during change and is extensively cross-referenced to other relevant chapters. Including a list of helpful resources and suggestions of useful publications for further reading, this book is a unique guide to change in museums. Managing Change in Museums and Galleries is an essential resource for all museum practitioners – whether they be the people in museums and galleries who are leading change, or those affected by change as a leader, a member of staff or a volunteer.

Do you love museums? Do you believe in their wonder and power? Do you want to contribute to a wider museum community? Do you want to build a satisfying independent career? Museum Mercenary is for you. This book is for anyone who believes in museum work but struggles to find satisfaction in traditional museum jobs. It is for those who want to be challenged and inspired by a wider network of colleagues. It is for the creative, committed, and curious who want to live fulfilling lives while building meaningful careers. It is for those just hitting the job market, for those looking for a mid-career shift, or those wanting to contribute after retirement. It is for those who hope to balance making money with making a difference. Museum Mercenary shares how a dedicated museum worker can launch and sustain a successful and satisfying career as an independent museum professional. This book is a toolkit for anyone looking to build a career consulting for museums. It provides practical advice about establishing your business, building your network, and managing projects to ensure long-term success and satisfaction. This book will help you answer key questions, such as: How do you market your services and find clients? Which skills should you develop and how? How do you manage taxes and insurance? What professional standards should you follow? How do you plan for the future? And, most importantly, how do you do all of that while doing museum work that makes you proud? Museum Mercenary bridges the gap between guides for doing great museum work and guides for building a successful freelance career. It prepares you to become freelance professional engaged in transforming the museum field. Use the tips, tactics, and activities in this book to navigate freelancing and then get back to the business of meaningful museum work.

In Leading Museums Today: Theory and Practice, readers learn about leadership theory in both for profit and nonprofit worlds and how to effectively master the role of both leader and follower. Literature from business and non-profit management as well as the insights of current thought leaders provide lessons for the reader. The book explores the reality of change in the workplace, the standards and best practices of businesses and museums, and innovative approaches to creating a nimble and responsive organization. Topics covered include: Organizational structure, team-based work, and new business models are detailed. Working as a leader at the middle of the organization and ways to be successful in leading up are described. Leadership training and how individuals can be continual learners. Case studies and profiles cover the work of university museums, children’s museums, historic sites, history, art, and multi-disciplinary museums. Each of the case studies provides personal perspectives of leadership qualities, career progression, and highlights of the transformative work at their museum.

An indispensable tool for renovating and building small and midsized museums, written for those who preserve and interpret our cultural heritage.