Rowman & Littlefield Publishers / AASLH
Pages: 188
•
Trim: 6¼ x 9½
978-1-4422-5637-8 • Hardback • October 2015 • $94.00 • (£72.00)
978-1-4422-5638-5 • Paperback • October 2015 • $44.00 • (£35.00)
978-1-4422-5639-2 • eBook • October 2015 • $41.50 • (£35.00)
Samantha Chmelik, principal of Preston Argus, uses her expertise in project management and her background in strategic planning and competitive benchmarking to help cultural and historical organizations implement their missions. She has worked and volunteered at libraries, museums, and non-profit organizations for two decades.
Preface
Acknowledgments
Chapter 1: Board Management
Chapter 2: Fundraising
Chapter 3: Personnel Management
Chapter 4: Collection Management
Chapter 5: Exhibition Planning
Chapter 6: Programs and Education
Chapter 7: Community Engagement
Chapter 8: Marketing
Chapter 9: Technology
Chapter 10: Financial Planning
Summation
Appendix 1: Case Studies by Institution Type
Bibliography
Index
About the Author
This book will be a useful reference or text for those committed to teaching through case studies. The cases are concisely written, yet they include dialogue and are rich in detail. Since they illustrate a broad range of museum management problems, the book is most useful as an undergraduate text or in an introductory course. The usefulness of the cases will be enhanced through class discussion and pedagogies that encourage development of Canadian examples or adaptation to the Canadian context. The book will be useful as a teaching text and of interest to museum educators.
— Muse Magazine
This is a most welcome and long-needed book. Museum professionals and public history educators will greatly benefit from Chmelik's imaginative and useful case studies. It belongs on every museum studies required reading list. One can only hope that this is the first of a series of volumes bringing the case study approach to public history education.
— Ted Karamanski, Professor of History and Public History Director, Loyola University Chicago
The introduction discusses problem-solving and decision-making skills, provides techniques and models for use in analyzing the case studies, and suggests information resources for additional research. The introduction also includes a Teaching Note to facilitate classroom use of the book. A conclusion for each chapter summarizes the main issues that underscore all of the cases, including staff experience levels and personalities, external pressures, and budgetary constraints. Additional resources and a reiteration of techniques and models are also presented.