Museum of London: Objectives, Sustainability, and Stakeholders

This article provides an overview of the Museum of London, including its objectives, sustainability practices, and stakeholders. It discusses the museum's aim to connect visitors with London's culture and history, as well as its efforts towards sustainability. The article also explores the museum's governance structure and current issues it faces.

Hospitality, Tourism and Events
Environment

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Task 1...............................................................................................................................................1
Overview......................................................................................................................................1
Objectives and Trends..................................................................................................................1
Sustainability................................................................................................................................2
How does museum of London operate........................................................................................3
Governance..................................................................................................................................3
Task 2 ...........................................................................................................................................4
Stakeholders.................................................................................................................................4
Stakeholder power and interest theory.........................................................................................4
Stakeholder power and interest....................................................................................................6
Current Issues:.............................................................................................................................6
REFERENCS...................................................................................................................................7

Task 1
Overview
Museum of London is located on the London wall close to barbican centre, UK and is a part of
barbican complex of buildings created in 1960 and 1970s. It was recreated as it was damaged
area of the city as it was damaged by bomb. Museum is the largest urban history collection of the
world, with more than 6 million pieces. This museum consists of the remains of the pre historic
London which aims with the focus of the medieval past and remains which reflects the London
procedures. The museum was opened on December 1976 as a part of Barbican Estate. It was
build by architects Philip Powell and Hidalgo Moya, these were the only route through the
museum-from pre historic period to modern galleries(Arnegger and Herz, 2016). Museum
consists of a series of the chronological galleries which contains artefacts, pictures and many
objects defining the past of UK. It also reflects strong emphasis on archaeological discoveries,
the built city, urban development of UK and London's social and cultural life. This museum tells
the story of the London from its great history to the present day scenario. Transformation
includes new galleries and modern objects. Museum enables display of 7000 objects. Star
exhibition includes Georgian pleasure garden, Wooden interior of the well close debtors prison
cell etc which reflects history of the UK. Another section of the museum was built as museum of
London Archaeology which later became an independent charity in November 2011, regulated
by charity commission of England(Ateljevic and Page, 2017).
Objectives and Trends
At the museum of London the main aim is to connect the visitors with the lived
experience that people enjoy everyday at London. There are many sections built in London
Museum which was built with the aim of providing the London's culture and economic impetus.
The royalty that reflects the livelihood of the London. Their motto is to reflect the culture,
education system and international balance with the world(Baum and et.al., 2016.).
Objectives:
Topic Objectives
Aware more people This aims to make people aware about the
culture and rich heritage of London which
make people aware. Being a better known
across the Globe which can be done to become
better

Stretch thinking To evaluate the thinking of the world and
coming generations, make youth aware about
the thinking of the past and build a better living
in future. Make students aware about the
culture and diversity of London(Clifton, 2019).
Stretch our brand Our brand must be widespread with the
objective to make every individual aware about
the past and the modernising work which are
done in order to create a better future.
Ensure Financial health With the objective to expand and reach more
people they aim to expand their hands and
explain the culture to the world.
As with the advancement of technology London Museum aims to expand their hands with the
help of technology which can help in the generation of the many useful artefacts with the help of
the 3-D printers. Which can create interest in the minds of the young students which can help in
carrying the culture ahead(Davis, 2016). As a green initiative the work presented in the museum
are safe and sustainable which created an ecological balance in nature.
Sustainability
As for the sustainable development of the London, they develop with the aim to create a
sustainable culture which can be used to generate future perspectives. With the green initiative
they are keeping an ecological balance with the development of their artefacts(Evans, 2015).
They have many sections in the museum which is build on the themes which are changed as per
the time, they use sustainable framework to guide future projects and initiatives. Energy
management is the key of the sustainability they generate the energy from various natural
sources like solar panels are used, energy efficient lightnings are used which minimises the use
of electricity used. Use of Led which can be energy efficient. Building management system have
been improved which can help in maintaining sustainable environment.
Infrastructure is upgraded with the aim to develop and maintain more of ecological
balance with the nature. With the various technological advancements there are various up-
gradations at the museum with the help of 3-D and 4-D technology there are various sustainable
up-gradations, with the help of virtual reality, bio and neurotechnology, Artificial Intelligence,
self driving systems which are used to generate a better working conditions and evaluate the
interest of the visitors. Sustainability is achieved which can be used for future project initiatives
which can be used for creating a better working environment(Hall, Gossling and Scott, 2015).

This can be done to achieve the sustainable working conditions which can be used to generate
awareness for the workers. Installation of robots which can be used to provide and easy working
atmosphere which can be used to minimise the risk and work efficiently.
How does museum of London operate
Museum of London operates for the welfare of the charity. Museum work for
development and sustainability of the remains by providing a new effect to the museum. They
are already moving ahead of time using the technological advancement which can help in the
growth of the firm. These development is done in order to achieve the heights and to keep out the
competitors out of the reach. The success of the museum always motivates the stakeholders.
They usually carries out various creative and cultural organisations like 'the city now city future'
these are highly experimental and helps in the growth and development of the museum. this
approaches creates a profit generation which helps the development of the museum which keeps
out the competitors. Many of the program was developed with the aim to create an awareness
and help in the generation of the audience. they always work for creating something new which
helps in the development of the new connections of developing new connections with the digital
wall. The promotional strategy carried out which aims for the creating a brand promotions which
increases sales. The stretched thinking of our owns and others by developing plan for both which
creates the sense of development by creating new and presenting better to the world(Holmes and
et.al., 2015).
Governance
London museum aims to work for creating the past and implementing it with future
practices. Across year 2017/18 million of visitors walked in the doors of London museum
including the people of all ages. Present working director of London museum is Sharon Ament
which was nominated on September 2012. Sharon Ament worked for the development of the
museum with the help of the innovation and the technological use they created various up-
gradations. The museum is shifting to its new location with various technical advancement of the
museum. In year 2017/18 they have created a net generation of £27.2Million. Olive Bannister
chairman of the board of the governors works with the aim of development and the substantial
growth of the workers. They work to bring out the better opportunities for the visitors including
the core help of the workers and the core committee of the London Museum(Hudson and
Hudson, 2017). Alison Gowman the governor of the museum of London reflects for the

substantial growth and development of the museum which helps in the development of the
museum. The directors and governors governs the working and developing the museum. They
are responsible for the decision making strategies which help in the growth of the museum. GLA
and City of London cooperation traces the working of the museum which together takes the
necessary decisions which help in the development of the museum of London.
Task 2
Stakeholders
Stakeholders refers to the members of the group of the organization which supports the
organization would not exist. It is the person who actively participate in the decision making
process of the organisation which help in the development of the firm. If the stakeholders do not
actively participate actively in the decision making of the firm it will lead the decline of the firms
decision making process. Stakeholders are responsible for the development of the firm. They are
engaged in the economical transactions of the business. They are the core stakeholders which
help in the primary decisions making process(Moutinho and Vargas-Sanchez,2018). Stakeholder
help in the development of the firm and help in the active participation of the firms development
and strategic management of the firm. Which help in the development of the organization.
Stakeholders helps in the development of the museum by providing a right strategic tools which
can help in the development of the museum. Stakeholder helps in the decision making of the
museum they looks upto the all the sectors of the museum which can help in the active
participation of the museum. They trace the growth and developmental of the firm which can
help in the strategic formulation and sees towards the working of the workers. They ensures the
development and growth of the firm.
Stakeholder power and interest theory
Power lies in the hands of the stakeholders they trace the growth and development of the firm.
They help in the development of the workers which help in the development of the firm. Powers
that a stakeholders hold are the project monitoring strategy which help in the development of the
firm. They manages the projects or the production taking place within the organization which
help in the development of the firm. They can help in the expansion of the firm like visiting the
new locations, they look after the process happening and check the evaluation the work which
heeds to be addressed they aim in improving the decision making strategy and help in the growth
and development of the museum(Robinson, Ruhanen and Breakey, 2016). They are the resource

provider which provides the resources which help in the development of the museum and
expansion of the museum. They look after the strategies developed and help in the making the
final plan layout of the process needs to be carried out. They have the authority to change the
processes which needs to be moulded or changed. They looks towards the conflict resolution of
the firm which help in resolving the various issues which aims to provide an easy and salient
working in the organization(Sheresheva and Kopiski, 2016).
Mendelow's Matrix:
this matrix aims to see the track and analyse the stakeholders which can help in the salient
working of the workers. The power of the stakeholders needs to evaluate the working procedures
. The ability to achieve the organization strategy or project resources. This matrix traces the
function which help in the development of the firm. This helps in tracking how they are involved
in the participation of the stakeholders. As there are many stakeholders in the organization some
have powers but does not show active involvement in the decision making processes but some
have less powers but show active involvement of the firm(Smith, 2015).
Creating a grid map of stakeholders:
this helps in the development of the firm by tracing the value and identifying the importance of
the stakeholders which needs to manage closely for the development of the firm. This
investigation and monitoring of the the activeness of the work developed by the stakeholders
needs to be traced. Keeping the track of stakeholders with low power should be monitored. Other
two quadrants of the stakeholders needs to be kept satisfied and with high interest and less power
are to be kept informed.
Creating an action plan
the position defines the actions organization needs to take with the stakeholders.
High power, highly interested people: these are the stakeholders which needs to be engaged as
they make great efforts within the organization. They aim in satisfaction.
High power, less interested people: involve them to keep them satisfied as they work with full
enthusiasm and always aims for better performance of the firm.
Low power, highly interested people: they are informed about the issues as they are a part of
decision making process which can agree to the further decisions taken up by the firm.
Low power, less interested people: they are kept at the excessive communication as they do not
show active involvement in the firms growth(Tsai, 2016).

Stakeholder power and interest
Power that the stakeholders of the London Museum shares is the see-through the every
aspect of the museum. There are many stakeholder which take active part in the development and
the functioning of the museum. All the decisions taken up by the stakeholders are characterised
by the decision making strategy of the museum. Stakeholders take up the equal involvement in
the decision making strategy of the firm which help in the development of the museum they
equally shares powers and the rights which help them to flourish and expand the museum. They
have variant power but shows equal; interest in the development plan of the various strategies
bought for the development of the firm. As the power of stakeholders is important in the decision
making. With the help of Mendelow's matrix the action plan of each stakeholders are prepared
for the development of the plan generated by the London Museum. As for the development of
the strategies some are actively involved which help in the decision making of the museum. The
stakeholders which have high power and keeps the work active takes the active involvement of
the firm's decision making process. Stakeholders have high power and high interest keeps work
managed and looks after every decision of the firm. Stakeholders with lower interest and highly
active are kept aware about the work are kept aware about the decision making processes.
Stakeholder which are having low interest and less active participation are kept aware about the
decisions taken up by the museum(Viken and Granås, 2016).
Current Issues:
Current issues at the London Museum are the improper management of the museum due to
various decision carried out by the stakeholders which can be fulfilled by the active involvement
of the different ideas and not coping up to a decision in the museum. As the museum is shifting
towards its new location there are difference in the decision making.
The technological advancement are not met as per the evaluation carried out which will affect
the future working decision of the museum. Which will lead to the extra expences.

REFERENCS
books and Journals
Arnegger, J. and Herz, M., 2016. Economic and destination image impacts of mega-events in
emerging tourist destinations. Journal of Destination Marketing & Management 5(2).
pp.76-85.
Ateljevic, J. and Page, S.J. eds., 2017. Tourism and entrepreneurship. Routledge.
Baum, T and et.al., 2016. Sustainability and the tourism and hospitality workforce: A thematic
analysis. Sustainability. 8(8). p.809.
Clifton, D., 2019. Hospitality security: Managing security in today's hotel, lodging,
entertainment, and tourism environment. CRC Press.
Davis, A., 2016. Experiential places or places of experience? Place identity and place attachment
as mechanisms for creating festival environment. Tourism management, 55, pp.49-61.
Evans, N., 2015. Strategic management for tourism, hospitality and events. Routledge.
Hall, C.M., Gossling, S. and Scott, D. eds., 2015. The Routledge handbook of tourism and
sustainability. Routledge.
Holmes, K and et.al., 2015. Events and sustainability. Routledge.
Hudson, S. and Hudson, L., 2017. Marketing for tourism, hospitality & events: a global & digital
approach. Sage.
Moutinho, L. and Vargas-Sanchez, A. eds., 2018. Strategic Management in Tourism, CABI
Tourism Texts. Cabi.
Robinson, R.N., Ruhanen, L. and Breakey, N.M., 2016. Tourism and hospitality internships:
influences on student career aspirations. Current Issues in Tourism. 19(6). pp.513-527.
Sheresheva, M. and Kopiski, J., 2016. The main trends, challenges and success factors in the
Russian hospitality and tourism market. Worldwide hospitality and tourism themes. 8(3).
pp.260-272.
Smith, A., 2015. Events in the city: Using public spaces as event venues. Routledge.
Tsai, C.T., 2016. Memorable tourist experiences and place attachment when consuming local
food. International Journal of Tourism Research. 18(6). pp.536-548.
Viken, A. and Granås, B. eds., 2016. Tourism destination development: Turns and tactics.
Routledge.