Organizational structure and governance modes are linked to the definition and orientations of a cultural project. Mintzberg’s studies have shown the required compatibility between the choice of a structural model and the project’s objectives. From the law creating Quebec’s national museums to the delegation to private enterprise of the cultural management of some of these cultural establishments, we can see the impact of an organizational approach on the museum’s mission.
Musems have become more complex. New professions and new specialties have allowed museal institutions to enrich their offering but also to reach different publics. The challenge remains to foster the development of these new skills while also ensuring that a common vision of the cultural project is shared. It is therefore a question of sharing responsibilities, communications, evaluation, consultation and decision-making.
The museum does not operate in a vacuum. While it must develop affiliations and partnerships with its social, educational, cultural and environmental settings, it must also expend tremendous energy on its relationship with the economic sphere. The question of financing and the museal institution’s economic and structural impact remains at the forefront.
A museum is an organiztion. With a project. With a team. With partners and within an environment. The museum’s direction must answer the question.