S: Samuel P. Harn Museum
FC: Samuel P. Harn Museum of Art
1: Analysis of Museum Professions | By: Elizabeth Rodgers | Museums would cease to function if it was not for the combination of talents from all departments within the organization. From security guards to the director, all professionals work as a team to serve their community and accomplish the museum's mission. Surprisingly, each area of the museum displays multiple departments at work together. This book dissects and examines these areas to uncover the teamwork and all individuals involved in running a museum. As Glaser (1996) states, "Museums generate countless activities and services that scholars, educators and the general public have come to expect. Their achievements are due, without equivocation, to the creative, capable, and productive staff members who make museums come alive for their diverse constituencies" (p.63).
3: Upon arriving to the Samuel P. Harn Museum of Art, the visitor can discover the inner workings of the Director, Archivist, and Photographer. The Museums Mission statement is boldly hanging on the wall next to the picture of Samuel P. Harn along with documents explaining the founding of the museum. Not only does the Director oversee the museum's operations and staff but they uphold and seek to reinforce the Museum's Mission. The Photographer is responsible for photographing prominent images, such as the founder but they serve in recording images of the collections. All documents and records of the museum's history is managed by the Archivist and is used as "documentary evidence of the | museum's mission, goals, objectives and accomplishments (Glaser, 1996, p.70). The museum also displays the plans of the future Asian Wing addition. The Development department display these plans to provide the contributors with visual proof of the use of their support. As Bearman (1990) explains, the museum needs to notify the donors of the uses from their donations because it allows for the donors to see their funds in action (p.5). The Development department organizes and executes all fundraising activities to earn supporters and funding for the museum
4: Visitor Services | Marketing and Public Affairs
5: The information desk serves as a hub for Visitor Services, in which the visitor can check bags and coats, receive maps, and direct any questions regarding the museum or surrounding community. Advertising the current exhibition on the outside wall, the Marketing department collaborated with the Public Affairs department to promote the museum to the community. | Public Affairs departments concern themselves with the museum's public image so they handle all media releases. The Marketing department studies the community and invents methods to advertise and target audiences.. Their primary goal is to brand the museum and maximize visitors, public awareness. and funds to the museum (Schlatter,2008, p.87). One way the museum attracts visitors is by holding lectures and special events to attract visitors, in which the Chandler Auditorium is used. These events are arranged by the Special Events Coordinator and is advertised by the Marketing department.
6: The Bishop Center For Education | in providing and updating this information for visitors. In the corner of the Bishop Center, there is an interactive educational exhibit for children. The Educator on staff, organizes these exhibits to provide learning experiences for all ages. Challanges that face museum educators is to allow the visitor to create their own meaning or experience with the object. The focus need to rely on the social dynamics to "enliven" the object (Globensky, 2000, p.3). | This area of the museum serves as a library, reference and education center. Visitors can access videos, books, and the web. The Webmaster, Information System Specialist, and Librarian all aid
7: Wall-size plaques hang in the hallway displaying the hard work of the Membership Officer to acquire and maintain members, the Financial Officer to budget, and maintain accurate finances from supporters, and the Registrar to record and organize paperwork of all Gifts and Acquisitions.
8: Gallery Spaces
9: Gallery Spaces involve the work of numerous museum pofessionals. The Conservator evaluates and repairs objects in the collection to ensure their preservation. The Curator's duties include researching, composing publications and choosing objects for the exhibit. As Kate Roberts explained, the Exhibition Developer conceptualizes and fabricates the gallery spaces (Sandbox Studios, 2008). The Exhibition and Lighting staff maintain the exhibits and provide proper lighting. The Collection's Manager keeps the collections organized so that the Exhibition staff can retrieve and install the exhibit properly. The Chief Information Officer, with the Information Systems staff, help create systems for acquiring and | storing information about the collection.These MIP's construct, solve, and figure out the logistics of these databases and must always be "moving forward" with the latest technology (Marty, 2007, p.100). The Security staff not only protects the collection but they protect the building, staff and visitors. The Docents, supervised by the Educator, provide tours throughout the exhibitions. All of these departments collaborate to create a successful gallery space. Depending on the scale of the museum, some duties may overlap into other departments or be combined into one position.
10: The Museum Store | Cafe | The Museum Store clerk sells all merchandise from the museum, including prints and publications created from the exhibitions. This is another way the museum can raise money and advertise. Perks, like a discount at the store or at the cafe are exclusive to members and promote membership. | Since the Harn Museum is small the cafe is under the control of the Facilities Coordinator, who oversees all facilities uses. As displayed in all the pictures, the Operations Manager also cares for the museum, grounds, and all maintenance required.
11: This book only highlights a few of duties of the museum professionals but their responsibilities far surpass what is listed. As one can conclude, the operation of a museum requires the collaboration of a variety of people from various backgrounds who are passionate about their duty to their community. | References | Bearman, D. (1990). Chapter 1: Membership, development & participation functions. In Functional requirements for membership, development & participation systems, Archives and Museum Informatics Technical Report. Retrieved from http://www.archimuse.com/publishing/memb_dev_part/memb_dev_part_Ch1.pdf Glaser, J. R., & Zenetou, A. A. (1996). Museums: A place to work, planning museum careers. New York, NY: Routledge. Globensky, B. (2000). Reclaiming Museum Education. ICOM Keynote Presentation Response. Marty, Paul F. (2007). The Changing Nature of Information Work in Museums. Journal of the American Society for Information Science and Technology, 58 (1),p.97-107. Sandbox Studios (Producer). (2008). Exploring Museum Professions: Interviews with Today’s Museums Professionals. (Audio Podcast) Retrieved from http://www.sandboxstudios.org/clientfilemanager/JHU/601/interviews/KateRoberts.mp3 Schlatter, N. E. (2008). Museum Careers: A practical guide for students and novices. Walnut Creek, CA: Leftcoast Press.