A son of the president of a university dedicated an Art Museum to a university he was once an alumnus in. The son was a rich investor in a Bank and gave the Art Museum his small high quality collections of art. He worked as the art museum director without payments until he passed away. During his management to the museum, he collection some art pieces from other universities. The museum’s visitors were very limited. After the death of the founder, the university wanted to hire a new manager. While the university was doing its searching for the new manager, there was a graduate from Art History Faculty who took over the management temporarily.
Miss Kirkoff was the new manager, she took over everything since the day she …show more content…
The main problem was not with the director personally but with his management. So, the university museum shall first begin by putting the organizational goal that will represent the end point to which the organizational efforts are to be directed. This is indeed the primary responsibility of the top management. In order to set the goals, managers should assess the opportunities and threats in the external environment as well as the amount of change, uncertainty and resources available. Moreover, they should assess the internal strengths and weaknesses. The next step is the strategic intent which is the fit between the external environment and the internal strengths which includes defining the overall mission, the official goals, the operational goals and strategies to accomplish the overall mission. According to Porter’s competitive strategies, we believe that they should adopt the differentiation