MBA capstone: perspectives on strategic management [case study: small history museums]
| dc.contributor.author | Schaefer, Sarah | |
| dc.date.accessioned | 2025-06-29T20:36:19Z | |
| dc.date.available | 2025-06-29T20:36:19Z | |
| dc.date.issued | 2013 | |
| dc.description.abstract | This case study will focus cn small history museums, and how a museum's limited professional staff can alter its approach to the management and utilization of volunteers to make a museum a more efficient and relevant organization. I will argue that small history museums need to alter the structure and culture of their volunteer programs. Museums need to use human resource strategies as well as current trends in organizational structure and talent management to improve the productivity of the entire workforce. These changes will allow all museum workers to be more functional and aligned. Additionally, the volunteer corps will become the needed structural foundation supporting museum change. | |
| dc.identifier.uri | https://hdl.handle.net/20.500.11803/3909 | |
| dc.language.iso | en | |
| dc.publisher.institution | John F. Kennedy University (JFKU) | |
| dc.subject | Business administration | |
| dc.title | MBA capstone: perspectives on strategic management [case study: small history museums] | |
| dc.type | Capstone | |
| thesis.degree.discipline | Business Administration | |
| thesis.degree.grantor | John F. Kennedy University (JFKU) | |
| thesis.degree.level | Masters |