Mg aweek3 aug2010
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Transcript of Mg aweek3 aug2010
MUSM7032
Museum and Gallery Administration
Week 3
DATE TIME TOPIC CONTENT READINGS Week 4 24th Oct
9-30am-12-30pm
Employer perspectives on Museums & Galleries
Decision-making Communication Including Guest Lecturer: Dawn Casey, Director Powerhouse Museum
12-30-1-30pm LUNCH
1-30pm- 4-30pm
Employee perspectives on Museums & Galleries
Team-working Performance Management Professional Development
People management
Employer perspectives on Museums &
Galleries
• Staff are a resource• Staff are allocated,
managed, and led
Employee perspectives on
Museums & Galleries
• Staff are people• People who have
aspirations, ambitions, and want to belong
People management
• People skills are all about working in the gap between those two perspectives
People Skills for managers
• Listening• Empathetic• Creates safe
environment• Builds trust• Sets standards• Encourages
autonomy• Gives feedback
• Recognises achievements
• Delegating• Coaching• Influencing• Facilitating• Role Model
Common issues in Museums & Galleries
• Reliance on hierarchy• Lack of contact/visibility• Specialist backgrounds• Office politics• Perception that managing is only about tasks and
delivery • Perception that managing people is easy, or
‘common sense’, and that everyone is the same• Lack of training • Lack of self-awareness
Integrity
• Defined as honesty, trustworthiness
• Key characteristic, without that can be no trust in working relationship
• Needs to be demonstrated as judged on behaviour
• agreed standards eg - Code of Conduct
Opportunities to demonstrate integrity
Two examples:
• Decision-making
• Communication
Problem-solving - in an ideal world
1. Clarify problem
2. Identify desired outcome
3. Workshop ideas
4. Choose between options
5. Implementation plan
6. Test it
7. Communicate it
8. Do it!
Making good decisions
• Wide range of information
• Get different opinions
• Shape environment to avoid bias
• Avoid procrastination
• Explain reasoning
• Follow through consistently
Communication
• Is about both sending and receiving information
• Can be verbal, written, non-verbal
• Can be perceived very differently depending on the receiver
Suggestions to improve
• Be honest • Use compelling narratives• Consider the content and the process• Consider receivers’ learning styles• Consider the environment• Check understanding regularly• Anticipate questions• Don’t avoid difficult issues• If you don’t know the answer, tell them when you will• Expect people to look for inconsistencies and hidden
agendas.
Leadership in Museums and Galleries
• Curator• Marketer• Fund-raiser• Teacher• Public-speaker• Visionary• Deliverer
• Strategist• Budgeter• Mentor• Lobbyist• Public Relations• Motivator• Administrator• Advocate
Integrity/Political awareness
No Integrity/
High Political awareness
Integrity/
High Political awareness
No Integrity/
Low Political awareness
Integrity/
Low Political awareness
Integrity/Political awareness
Fox
(Clever)
Owl
(Wise)
Donkey
(Inept)
Sheep
(Innocent)
Myers-Briggs Type Indicator
• Self-awareness
• Recognising difference in others
MBTI basics
Where do you prefer to focus your attention - or get your energy?
Extraversion - Introversion
How do you prefer to take in information?
Sensing - Intuition
How do you make decisions?
Thinking - Feeling
How do you deal with the outer world?
Judging - Perceiving
MBTI - finding out your preferences
E I
S N
T F
J P
ISTJLife’s natural organisers
ISFJCommitted to getting the job done
INFJAn inspiring leader and follower
INTJLife’s independent thinkers
ISTPJust do it
ISFPActions speak louder than words
INFPMaking life kinder and gentler
INTPLife’s problem solvers
ESTPMaking the most of the moment
ESFPLet’s make work fun
ENFPPeople are the product
ENTPProgress is the product
ESTJLife’s natural administrators
ESFJEveryone’s trusted friend
ENFJSmooth talking persuaders
ENTJLife’s natural leaders
Team working
• Your experience?
• Good
• Bad
Lencioni - 5 Dysfunctions of a Team
1. Absence of Trust
2. Fear of Conflict
3. Lack of Commitment
4. Avoidance of Accountability
5. Inattention to Results
Lee - Conflict in Exhibition Teams
• Uncertainty and conflict characteristics of team work in other multidisciplinary teams
• Applies also to Museum context• Related to different communities of
practice• Need to cultivate the exhibition team as
a new community of practice
Performance Management
• Should be linked to strategic and departmental plans
• Reviews and looks ahead
• When things are going well....
• When things aren’t going so well...
Professional Development
• Recruitment, be aware of trends and techniques
• Balance specialisms and expertise with general people, money and project skills
• Develop self-awareness, and work on your weaknesses
• Invite feedback• Become an effective team worker• Look outward, and keep up with latest ideas