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This thesis examines management and organization theories and their relevance to the Museum and gallery context. In Part One management theories are examined to ascertain the development of management thinking and to establish the principles under which museums and galleries operate. This theme is developed to extend the concept of management expertise in museums and galleries to enable due consideration to be given to applications of management theory which are seen to be under-utilized yet appropriate to the changing environment in which museums and galleries currently operate. Thought is given to the attitudes and antecedents of the museum profession and their seeming reluctance to develop new management skills. The complexities of subject-specialists occupying key management positions within museums and galleries is discussed and the move to a more consultative approach to management is recommended. Part Two explores Organization Theory, its historical and contemporary view and its relevance to the museum and gallery context. An analysis of organizational structure questions the understanding by museum managers of the importance of appropriate structures to the successful and effective control of' museums and galleries. Following on from this is a detailed look at structural patterns and how best to understand and design appropriate structures within the environment of change currently affecting museums. To give guidance to this line of thought Organization Culture, Conflict and Change is examined to point out the importance of a cognizant approach to these subjects by senior museum professionals in order to provide the most appropriate structure within institutions which are required to function with historic collections in a competitive environment that has seen fundamental changes, generally, over the past twenty 11 years. 11
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