Strategic management: planning, leading, and developing the learning organization [case study: University of Iowa Museum of Art]
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Authors
Piehl, Brittany
Issue Date
2010
Type
Capstone
Language
en
Keywords
Business administration
Alternative Title
Abstract
From a long-time director resigning to the devastating effects of the 2008 flood, the UIMA has experienced both internal and external environmental changes. As the UIMA takes steps to recover from past events it is imperative that they do so in a financially and socially viable manner. Following the example of other institutions across the country, the UIMA can create a more sustainable operational plan by operating out of the Figge Art Museum, UI owned exhibition space, and possibly the Des Moines Art Center. Through collaboration with other institutions the UIMA can create exhibitions that were never possible before. The selected solution to repair the organization post-flood allows the UIMA to evolve with new methods of museum exhibition, and act as an important example of museums taking new steps. Shared and rented exhibition spaces build relationships around the state of Iowa, and at this point in the museum's and UI's history makes great sense financially. Through acting in the short-term and having the strategic leadership necessary to think in the long-term, the UIMA can rebuild the social capital and organizational culture of the institution, and re-evaluate the need for a museum building once the museum has reached financial stability.