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Strategic intent - organization’s energies and resources are
Transcript of Strategic intent - organization’s energies and resources are
A search committee was formed to find a new director
The University Art Museum
Tutors for the Day: Mr Yeo
Jaslyn Chong Huiqi C3174648
Lim Huey Yiing Esther C3173477
Tan Wei Wen Claudia C3174212
Founder donated his personal collection and served as an unpaid director.
Founder kept the museum low profile, that is accessible to only a few private guests.
Miss Kirkoff was a graduate student who temporarily took over. She was promoted in stages until she became the director.
Immediately with her new title, she cataloged the collections and organized fund raisers.
When the university experienced a space constraint, Miss Kirkoff offered the 3rd floor to the art faculty, which moved its offices there.
The new director (unnamed) was appointed due to his administrative record, which he converted an old, well-known but sleepy museum to a lively, community-oriented museum which attracted large crowds.
An old chairman was mobbed by 4th graders who sprayed him with water pistols as he tried to push the main hall to his office
Miles & Snow's Adaptive Strategies
What problems do you think may arise out of these management styles?
She began to organize a series of special exhibitions built around the museum's own collection, complemented by loans from outside collections
She remodeled the building to include classrooms and a modern, well-appointed auditorium.
Miss Kirkoff retired at age 68, after suffering from a severe stroke.
The director started to promote visits from public schools and advertised vigorously on newspaper, radio and TV. As a result, the museum was soon knee-deep with schoolchildren.
Due to the museum becoming too noisy and 'sensational', attendance at classes and lectures dropped significantly.
The director brought in a speaker from from the Arab embassy in Washington to give a customary speech. The speaker used the occasion to deliver a violent attack on Israel and the American Policy of supporting Israel against the Arabs.
An advisory committee was set up, and it was agreed that all plans for future exhibits and lectures have to be approved by them first. Thereupon, the director attacked the faculty as "snobbish" and "elitist", and claims that "art belongs to the rich" in an interview.
He left after 3 years with obvious bitterness on both sides (director and committee).
A search committee discussion about nominees for the director position turned into a debate when individuals finally spoke their minds.
There were disagreements on what the true aim of the museum was, whether its to be a research facility for art or a place for a art history crash course for non-art students.
While some had different opinions of what needed to change, some refused to change the structure. All in all, no one was on the same page.
Appointed Unnamed director
1981 - 1984
Appointed Miss Kirkoff
A clash in opinions and cannot come to a consensus
No clear long term goals between each director
Drop in academic reputation
Students of the university suffer
Search committee had power to interfere but never acted as anything more than a search party
What are the factors that may affect the organization's structure and design?
What are the possible suggestion that can improve the museum’s management and structure?
The 3rd Director
Mission and Vision
Design a suitable management style
Strategic Intent: Mission and Vision
: More student involvement and higher attendance in lessons and seminars.
: High quality collections & superior catalogs; stronger integration between university and museum
Adults, college students, art enthusiasts or tourists. Children shall not be the main target as they are distracting and rowdy.
: Search committee and departments can work together and share responsibility
Innovation and Change
: Continue running fund raisers to upgrade quality of the museum and exhibitions; etc. Annual display of graduates work
Organisation’s energies and resources are directed toward a focused, unifying, and compelling goal.
Mission and Vision
are set to help the organisation to achieve their goals and inspire employees (Deazeley, n.d.).
Allows the search committee and the directors work towards set common objectives.
Resource and Internal Process Goals
Contingency Approaches to the Measurement of Organizational Effectiveness
Resource-based Indicators look at input for regarding internal processes
High quality collections & students artworks or graduation projects for higher university involvement
Inviting university students to give a talk or host the gallery (of their projects).
Share responsibilities within departments and university students to enable staff and director to focus on more important tasks
Growth and Development:
Train art graduates from the university to work in the museum
Deazeley, B. (n.d.). The Importance of Vision, Mission and Values.
Miles, E. M., Snow, C. C., Meyer, A. D. & Coleman, H. J. (July, 1978). Organization Strategy, Structure, and Process.
The Academy of Management Review, 3,
Reimann, C. B. (June, 1975). Organizational Effectiveness and Managements Public Values: A Canonical Analysis.
Academy of Management Journal, 18
Should have strategic intent
mission & vision
Treat the search committee as a key
advisory channel instead of a mere formality
A. Set Goals, Mission and Vision
B. Do nothing
C. Set fire to the rain
A. Set Goals, Mission and Vision
Miles & Snow
Contingency Factors affecting organisation design
Resource and Internal Goals
Contingency approach to the measurement of organizational effectiveness
Contingency Factors Affecting Organisational Design
Performance rating by the group of top executives was an attempt to assess executive perceptions of their organization's success in accomplishing a number of relevant business goals.
" - Reimann (1975)