Museums may differ in the types of collections they hold, but they do not differ
in their principal aim: education (Griffin and Abraham, 1999). How then do
museums and their directors implement effective marketing practice, without
compromising the needs of their educational mission. Indeed, a rational economic
approach to museum marketing often dilutes the effectiveness of the
educational mission.
In this chapter, by taking a historical perspective, it can clearly be seen that
both directors and marketing styles have evolved to meet the changing needs
found within the museum sector. The style of the director impacts on the performance
of the museum, given that there may be a gap between the desired
performance and actual performance, due to the nature of museums as professional
bureaucracies (Griffin and Abraham, 1999). In professional bureaucracies,
individuals are influential in setting the agenda of the organization, often by
appealing to colleagues outside the organization rather than those within.
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often by appealing to colleagues outside the organization rather than those within
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