Wuppertal, Univ., Diss., 2003. / Computerdatei im Fernzugriff.

Wuppertal, Universiẗat, Diss., 2003.

Thesis (B.S.)--University of Wisconsin -- La Crosse, 2007. / Also available online. Includes bibliographical references.

Zugl.: München, Univ., Diss., 2007/2008

technical museum

Thesis (M.S.)--University of North Carolina at Greensboro, 2010. / Directed by Patrick Lucas; submitted to the Dept. of Interior Architecture. Title from PDF t.p. (viewed Jul. 8, 2010). Includes bibliographical references (p. 72-77).

This detailed report of a development internship at The Ogden Museum of Southern Art, University of New Orleans, includes an organization profile, a description of the activities performed during the internship, an analysis of an organizational management challenge, a proposed resolution to the management challenge, and a discussion of the short and long range effects of the internship. The roles and responsibilities of a board of directors, and the qualities sought in board members, are important aspects of the analysis and resolution of the management challenge.

The Ogden Musewn of Southern Art was created in 1994 when Roger Ogden, offered his world-class collection of Southern art valued at $13 million to The University of New Orleans provided that it could be housed in an approximate facility. Roger Ogden's initial donation was of 600 works dating from the 18th, 19th, and 20th centuries. Ogden stated the reason behind his donation, "I realized that the collection could not remain the responsibility of one individual or family, but that it should belong to the public. I knew that it was incumbent on me to make plans for its placement as a whole."

This internship report describes my experiences and impressions while working with The Ogden Museum of Southern Art (OMSA). The OMSA will be a museum devoted to the visual arts heritage of the American South. The museum is scheduled to open in 1998. At the time of my internship the OMSA was in the middle of a capital campaign to raise the necessary funds to house and endow the collection. My internship consisted of planning and implementing an educational program. The event introduced the new director to the various groups that are cooperating to make the OMSA a reality.

<p> This study examined reflective practices and work engagement among museum exhibit developers in the United States. The primary goal of this sequential explanatory study was to determine if there is a link between reflective practice and work engagement, and to understand the nature of any link. Secondarily, the study sought to identify the extent of reflective practice use among exhibit developers, the extent to which exhibit developers are engaged in their work, exhibit developers&rsquo; perceptions of reflective practice, and exhibit developers&rsquo; perceptions about the benefits and challenges of engaging in reflective practice. Using Spearman&rsquo;s coefficient, this study found that reflective practice and work engagement are significantly correlated (<i>p</i> = .002). This study also found that exhibit developers are highly reflective concerning their work and are very highly engaged in their work. According to this study, exhibit developers have higher than average vigor, dedication, and absorption. Participants in this study suggested that reflective practice influences vigor and dedication in exhibit developers. Reflective practice helps exhibit developers persist through challenges in their work and helps them feel they made the correct career choice. Engaging in reflective practice also helps exhibit developers feel like they are engaged in significant work, feel more inspired, and feel challenged by their work. Exhibit developers have many different perceptions of reflective practice, including the following: thinking of reflective practice as mindfulness; engaging in reflective practice by looking at past experiences; using reflective practice to ensure the pieces fit together as a cohesive whole; using prototyping and evaluation as part of reflective practice; using reflection as critique; reflecting while looking at other people&rsquo;s exhibits; and having reflective discussions. Benefits of engaging in reflective practice included focus on audience needs, incorporation of diverse perspectives, ongoing engagement with projects, meeting personal needs, gaining assistance and confidence in making decisions, and promoting adaptability. Challenges to engaging in reflective practice included time, money, the attitudes of museum or team leadership, other colleagues, the institutional culture, and the field in general.</p>