Please analyze the case!!!!!!!!!!

Identification of Issues:

Problem Identification Statement:

Development of Alternatives to Address the Problem Statement:

Evaluation of Alternatives, and Recommend One:

Implementation Plan of Chosen Alternative:

Evaluation of Chose Alternative for Effectiveness:

Locals referred to it-affectionately or sarcastically-as the city's most palatial residence. Once the newness had the "Adding Museum." Housed in the massive Roman- worn off, however, the museum settled into a reputation as esque-style former mansion of Horace and Margaret the cultural domain of the "la-de-dah art elite." Addlington, the 100-year-old Addlington Gallery of Art Over the decades, the cost of conserving the collection, had, by 2016, reached a tipping point of institutional and and the mounting expenses of upkeep for the mansion and financial distress. Considered a point of civic and cultural the gardens and grounds, spurred the Board to create an pride, the home and its extensive collection of art had been annual fund-raising gala that allowed society to admire the the generous gift to the city's residents under terms of the art and each other. Later, the necessity of admission fees to legal wills of the childless industrial tycoon and his wife the museum added modestly to the overall financial situafollowing their deaths in a 1910 motor-car accident. tion, but visitor numbers remained stagnant and the major- The museum was established and controlled, as dic- ity of locals never ventured inside. I always felt like, if I tated in the will, by a Board of Directors comprised of didn't drive up in a Mercedes, the staff didn't care whether old-moneyed families, friends of the Addlingtons, whose or not I came. They were cold to the point of rudeness, seats on the board historically passed from one genera- explained one long-time city resident. tion to the next. In accordance with Horace and Marga- Problems at the museum became public knowledge. ret's desires to make their collections "accessible to all," Hirings and firings occurred at the whim of the Board, and the museum was, for several decades, free to the public. In on one occasion, the entire staff was fired without warnits opening days and weeks, the rarefied opportunity for ing. The approaching 2010 centennial was marred by conlocals to "see inside the mansion," as much as to see the troversy and lawsuits over whether to sell a large portion art, lured scores of visitors who endured long lines to enter of the collection in order to keep the museum afloat. Chapter 2: Strategy, Organization Design, and Effectiveness 85 The media and legal commotion over losing a collection A university administrator: The important thing is that a majority of the city's residents had never seen sparked to add lively contemporary exhibits that will attract both a generous outpouring of private financial support. During university students and community adults and provide new the campaign to Save the Admirable Addlington, the Board, insight and dialogue about current events. We can bring in an effort to impress potential donors, actively sought, and attention to the museum and spur dialogue by baving an received, the support of an adjacent private university with occasional controversial exhibit, such as Islamic art, and promises to build a collaborative partnership. exhibits that appeal to Hispanics and African Americans. By 2013, with improved financial means to move the This approach would entail bringing in traveling exhibimuseum into a second century, the venerable Board, com- tions from major museums and loaning out portions of the posed of member names stretching five generations, faced Addlington collection in exchange. an organizational culture shock and a new and embold- ened set of stakeholders. Under pressure to define the Head of the art history department: The key thing future direction of the museum and in preparation for is that the museum will not have the artistic resources or selecting a new director, the Board hired two business stu- the financial resources to serve the community at large. dents to conduct person-to-person interviews of stakehold- We have a wonderful opportunity to integrate the museum ers about the future vision and goals for the museum and with the academic faculty and make it a teaching instituthe relationship of the university to the museum. tion. It can be a major resource for both undergraduate and graduate students in art education and in art history. Using the collections inside and the structure itself as a Excerpts from Some of the more classroom, we can also work with engineering students, powerful comments by interviewees architecture students, and students in the liberal arts. This are listed below: is a unique opportunity that will distinguish our art history department's mission from others in the country. By 2013 , with improved financial means to move the This approach would entail bringing in traveling exbibimuseum into a second century, the venerable Board, com- tions from major museums and loaning out portions of the posed of member names stretching five gencrations, faced Addlington collection in exchange. an organizational culture shock and a new and embold- ened set of stakeholders. Under pressure to define the Head of the art history department: The key thing future direction of the museum and in preparation for is that the museum will not have the artistic resources or selecting a new director, the Board hired two business stu- the financial resources to serve the community at large. dents to conduct person-to-person interviews of stakehold- We have a wonderful opportunity to integrate the museum ers about the future vision and goals for the museum and with the academic faculty and make it a teaching instituthe relationship of the university to the museum. tion. It can be a major resource for both undergraduate and graduate students in art education and in art history. Using the collections inside and the structure itself as a Excerpts from some of the more classroom, we can also work with engineering students, powerful comments by interviewees architecture students, and students in the liberal arts. This are listed below: is a unique opportunity that will distinguish our art history department's mission from others in the country. A major new private donor: The museum has a reputation as an elitist, unfriendly institution, contrary to the A faculty member of the art history department: intent of Horace and Margaret Addlington. My wife and I The best use of the museum's relationship with the univergave money with the expectation that the museum would, sity is to concentrate on training PhD level students in art at last, embrace the vision of its benefactors of bringing the history and to support scholarly research. I strongly urge art to everyone. In order to accomplish this, the museum the museum to focus on graduate education, which would must have an educational component and promote vis- increase the stature of the university nationally. Graduate its from public schools in the area, and particularly serve students would be involved in the design of exhibits that the inner-city children who don't have access to art and would fit their research. Trying to make the museum popwho live within a mile of the museum. The snobbish, elitist ular on campus or in the community will waste our limited atmosphere that extends from the Board through the ranks resources. Our PhD students will be sought after by art of the museum staff must be changed. bistory departments throughout the country, adding also to the prestige of the Addlington Gallery of Art. A board member: I've heard rumors that some people want to open this museum to scores of public school tours Head of the university's new department of and after-school programs. I realize that school children public history: It is imperative, upon selection of the need access to art and I sympathize with that need. But new museum director, that the Board relinquish some of this is not a typical museum structure, it's a house that its power in the rethinking of the current collection and the was constructed almost 120 years ago and has a variety of selection and design of future exhibits to trained museum delicate surfaces and structural refinements that must be professionals-not art history experts. The professional preserved and treasured for future generations. The upkeep expertise of the director and the staff; their knowledge of of this building is tremendous with our current level of vis- best practices in the field; their cognizance of trends and itation. When you add several thousand school kids each innovations in the museum field, will ultimately determine year, the traffic through the building, the noise level within the success or failure of this museum. the building, compromises the structure and takes away You have been invited to interview for the position of from the experience of viewing great art. I can see creating museum director and must now consider how you would educational programs that go out to the schools, but not answer questions that might arise during the interview bringing huge school groupshere; and certainly not serving process and how you would move the museum forward if as some sort of after-school day care. No. I cannot see that. you took the job