Strategic Management of University Museums：The Example of Twelve University Museums in Taiwan

• Main Authors: Chen,Sen-min, 陳仙明
• Other Authors: 張譽騰
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/44090132639378384743

碩士 === 臺南藝術學院 === 博物館學研究所 === 89 === In Taiwan, university museums are presented under a variety of different names, covering all kinds of forms such as herbarium, display rooms, artifact rooms and exhibit halls. More recently, the term "Art Center" has become particularly popular. Though standards differ and some are unworthy of the name, there are no related university statutes governing the usage of such names; moreover, the Ministry of Education is unable to do anything to clarify the situation other than to grant these universities subsidies after consideration. This means that how a university museum is managed effectively depends on the core management of the university. This thesis looked at the subject from four distinct perspectives: current organizational administration, its mission and complexity; organizational development and market analysis; current management strategy and its prospects. By conducting a variety of interviews, I investigated twelve public and private universities, interviewing directors/curators and related staff at each institution. The experiences and management philosophies of these twelve university museums as defined in the data collected are discussed in more detail below: To summarize, the main findings were: 1. University museums in Taiwan as well as the United Stated face many of the same phenomenon: lack of funding, manpower and space shortages. Most art centers do not have collections or engage in research. But they do hold temporary exhibits, such as invitation exhibitions or standard shows where the pieces on display are rotated, as key attractions. 2. Some universities that planned to establish large-scale or integrated museums , were confronted with the problems of fund raising, soliciting support, or reorganizing space etc. Such projects raise questions about their future, that require further research. 3. Originally, university museums undertook three main forms of fundraising: the school budget, subsidies from the Ministry of Education and the Council for Cultural Affairs, and fundraising from private corporations. However, the Council for Cultural Affairs recently announced it will henceforth not award subsides to such educational institutions as University Museums. 4. University museums are in the main staffed by part-time professors, part-time students, full-time staff and volunteers. Only a few have developed a functional system of volunteers. Other universities, although intent on developing their own system have been unable to overcome associated difficulties. 5. Considering the developing pattern of university museums, most people believe they should start by holding a small-scale collection exhibition and then gradually transform themselves into community-oriented organizations. Finally, we have three proposals concerning the development of university museums: 1. A university museum manager should adopt a strategy that integrates all the resources at his disposal, including human resources, funding and spaces. They should also evaluate different museum development models to determine which is best suited to their needs. 2. Better financial management should seek to resolve difficulties by simultaneously solving fund raising problems and cutting expenses. In terms of fundraising strategy, university museums should coordinate with the larger fundraising activities of the university, using every educative activity to promote the image of the university as a public good. This facilitates the construction of a more receptive fundraising environment. At the same time, each contribution and how it is spent should be publicized and open to public scrutiny. 3. University museums should not only encourage the involvement of teachers and students, but also volunteers from the wider community. One of the most urgent tasks is to establish a volunteer system. After detailing the current management situation at university museums in Taiwan and the management experience of various non-profit organizations, it is my sincere hope that this proves helpful, allowing university museums to learn from similar experiences and improve their often lacking management skills. I firmly believe that in future university museums will be expected to serve not only the university campus but to play a much larger role in the local community and society at large.