Museum Of London: History, Objectives, Sustainability, Governance

This document provides an overview of the Museum Of London, including its history, objectives, sustainability efforts, and governance structure. It also discusses the stakeholders involved, the power and interest theory, and current issues faced by the museum. The document offers insights into the operations and functioning of the Museum Of London.

Museum Of London

Table of Contents
TASK 1 ...........................................................................................................................................3
1) Overview.................................................................................................................................3
2) Objectives and Trends............................................................................................................3
3) Sustainability..........................................................................................................................4
4) How The Museum Of London Operate..................................................................................6
5) Governance.............................................................................................................................7
TASK 2 ...........................................................................................................................................8
1) Stakeholders............................................................................................................................8
2) Stakeholder power and interest theory....................................................................................9
3) Stakeholder power and interest.............................................................................................10
Quadrant A: Low Interest, Low Power.....................................................................................10
4) Current Issues.......................................................................................................................11
REFERENCES..............................................................................................................................12

TASK 1
1) Overview
The given assignment is based on Museum of London which was established in 1976 by
Sharon Ament in UK (AlQahtani, Hector and Liversidge, 2014). This is the documents which
represents history of UK' capital city from prehistoric to modern times and situated at City of
London on London Wall that is close to Barbican Centre. This is concerned with London history
and its inhabitants throughout time. Recently, museum is funded and controlled by Greater
London Authority and City of London Corporation. This is regarded as largest urban history
collection in world having more than six million objects. In year 2015, respective museum has
made planned to move from Barbican site to Smithfield Market. According to the data of 2018,
number of visitors were 694,596 who has visited respective museum (DeWitte and Hughes-
Morey, 2012). It comprises of series of galleries which contain models, original artefacts,
diagrams and pictures having emphasis on discoveries of archaeological where built city,
london's cultural life, urban development that do interactive activities and displays for all ages. It
consists of £20 million redevelopment that was finished in May, 2010. There are main two
buildings namely Museum of London, Docklands and Museum of London, Archaeology. The
structure is divided where Museum of London and Museum of London Docklands are regarded
as same group. It is jointly controlled by City of London and Department for Culture, Sport and
Media. This is headed by director where several directors has been worked with respective
museum. The list of directors in different years are: 1972-1977- Tom Hume, 1977-1997-Max
Hebditch, 1997-2002- Simon Thurley and 2002 -2012- Jack Lohman and 2012 to present
director is Sharon Ament.
2) Objectives and Trends
The objectives of Museum of London are as follows:
Objectives Description
Reach more people The ambition is reaching more than 5 million people over life of
given plan. It has two fold where there is growing audience
through on site visits and outreach diverse of London to make it
better. The strategic imperatives are growing audiences, boarder
engagement, compelling programming, embedding digital.

Become better known The main objective is to make people aware about museum first
whenever it comes to think about London. Here, Museum of
London, Docklands and Museum of London are regarded as part
of capital offers for both tourists as well as Londoners. Strategic
imperative is strengthening brand through making news, standing
out and building anticipation.
Stretch thinking Main objective is to make people think about London in various
new ways (Duellman, Marion and Hedges, 2016). Strategic
imperative is building London collection, connecting, increasing
academic impact and providing sector leadership.
Engage every schoolchild The objective is to connect young Londoners to city and each
should go through heart of social purpose. In recent times, there
are more than 1.4 million schoolchildren in London and set to
increase it. Here, strategic imperative is reaching across London
for each and every schoolchild. This can be done through
inspiring generations, providing opportunity of learning for
everyone, connecting with east London and performing things
differently.
Stand on our own two feet Objective is rising self sustaining museum which maximise uses
and resources of public funding for generating additional income
(Gaimster, 2018). It helps in delivering value for money. It is
important for entrepreneurial to bring collection, content and
commercial activities together. Strategic imperative is ensuring
financial strength.
The current consumer trends that Museum has to follows through creation of interactive
and interpretive experiences, artificial intelligence in cultural sectors, voice command and so on.
3) Sustainability
In order to improve London's environment and their people, there is rise in issue of
sustainability. It is very important for Museum of London to improve their sustainability by

using various strategies and plans. For massive refurbishment, they have started installing
ambitious green roof at top of building. They have made plan for wetland areas, planted walls,
wildflower meadows, bluebell and so on. They have used recycled materials from existing proof.
With the plantation of green roof, Museum of London can extend life of roof, avoiding
flash flooding and providing demonstration project for other buildings (Hall and Swain, 2016).
This leads to assumed of saving of 10% a year which could increase green space in London City.
This helps in providing massive jobs to people. The insulation and paver from old roof are
removed and replaced from Bauder waterproofing as well as green system.
Therefore, apart from these above sustainability strategy, other can be gaining good
experiences, plantation of trees along with elevated sides of the roof that act as wind breakers for
insect habitats, herb plantation to create area for alpine plantings and so on (Marshall, 2013).

4) How The Museum Of London Operate
The Museum of London Operate with help of taking funds from donations, grants and
trading activities (Redfern and Bekvalac, 2013). These funds are in terms of restricted and
unrestricted. The money is taken from authority revenue grants, capital grants, City of London
Corporation Revenue grants, arts council england and related programmes, and others. The
below presented diagram shows that donations, grants and legacies group are included in income
in prior year which is £2,659k of restricted funds. Gifts are in pro bono services and kind which
were recorded and valued by Museum. Other donations included £38k for services and gifts in
form of kind during year of 2017 was £25k.
In total income, money is added which includes gifts from Museum of London, trust fund
subsidiaries which was £2,745k of restricted funds.
Money is taken for other trading activities which includes shops, photographic library,
licensing, private events, functions and others. The total income of trading activities is divided
into Museum of London was £2844k (2017: £2523k) and Museum of London £178k (2017:

£170k) out of which £5k is restricted. Other trading activities in Museum of London includes
£1720k of recharges from Museum of London was £1480k that are eliminated consolidation.
Therefore, in this way, Museum of London has borrowed funds from various sources and
invested in their business to increase its more value, goodwill and increase in footfalls of people
in an effective and efficient manner.
5) Governance
The chairman, board of directors and chief executive of Museum of London includes
Clive Bannister, Sharon Ament and Brian Meehan (Seton, 2012). In order to work for museum,
it is very important for individuals to follow rules and standards of governance so that work can
be carried in an effective and efficient manner. Firstly, chairman are the person who hold various
rights and responsibilities for business for carrying out activities and work in proper manner.
They have followed equality standard of governance where each and every employees, working
force and visitors has to be treated equal for achievement of goal and objectives in proper
manner. In context of museum people from various parts of world comes to visit it, so
governance standard are must required for increasing footfall of tourists. These standard assist
for positive outcomes to business in an effective and efficient manner. The Board of Directors
has to follow proper standards and regulation for work performance in order to achieve set goal
and objectives. As they are number of individuals who work together to form board and each of
them has to follow governance standard in appropriate manner so that they can conduct business
in ethical and appropriate manner for positive outcomes. Lastly, chief executive has to follow set
governance standard in an effective and efficient manner for better outcomes. They provide
proper guideline to business to perform work for better results (Stallabrass, 2014).

TASK 2
1) Stakeholders
Stakeholder is defined as person or group of individuals who possess an interest in
organisation whose support is needed for running and operation business in successful manner
(Stakeholder, 2019). It can be internal and external to enterprise. Here, internal stakeholders are
within organisation having common interest for direct ownership, investment and employment
which includes managers, donors, employees, board members and investors. Similarly, external
stakeholders are regarded as outside company who are impacted by business outcomes and
decisions which includes suppliers, creditors, customers, government agencies, labour unions,
community groups and so on. Therefore, it is very important for Museum of London to manage
and work with their stakeholder so that goal and objectives can be attained in an appropriate
manner.
There are different types of stakeholders which are required in museum industry. From
the above diagram, it has been concluded that Museum of London requires various types of
stakeholders such as schools, trustees, university, media, donors, associations civil society,
governments, company owners, industry and so on. They all provide equal contribution in
developing and improving museum in an effective and efficient manner. Some of them are
internal as well as externals stakeholders who works to improve and enhance respective museum.

2) Stakeholder power and interest theory
Mendelow Matrix is defined as tool which is used by enterprise to know and understand
attitude and behaviour of their stakeholders at the beginning of project or during setting out
strategic objectives (Subchev, 2012). Here, stakeholder is regarded as individuals or collection of
people who possess interest in functioning and activities of organisation. They can be
shareholders, creditors, directors, employees, customer, governments, community and so on.
This theory considers components like level of interest, power to influence and so on. The main
purpose of Mendelow's Matrix is to analyse, understand and determine attitude and behaviour of
stakeholders for work performance so that goal and objectives can be achieved. This theory has
four boxes representing stakeholders of Museum of London which are described below:
High Interest and High Power- In this element of respective model, stakeholders are
considered as key players and business should involve or engage this group (Tarrant, 2013).
They can easily influence and are regarded as driver for strategy and change. They have power to
change strategy if they are unhappy with existing one. If they have high interest and power then
stakeholder should be provided with support and care. Stakeholder should be treated very proper
as interest and power both are high who can easily influence others to perform work.
High Interest and Low Power- It is defined as those components where group has
interest but they are unlikely to possess power for influencing changes. As they have to keep
themselves informed to group. They can join group with low power. With the showing of their
interest they can work performance but fails to influence less to others. Stakeholders possess low
power to perform work but possess high interest so with their influencing capacity they can work
for organisation.
Low Interest and High Power- In this elements of respective model, stakeholder
possess low interest and high power. As they can easily influence other with their high power.
They have to keep themselves satisfied where they gain less interest and exercise power for
influencing others. They have high power to influence anyone though they have less interest in
business for work performance. Stakeholder should be treated in good manner as they have high
power to carry out each and every activities and work with low interest.
Low Interest and Low Power- The stakeholder does not have any interest in
organisation and direction which happens due to lack of power to influence situation. Here, both

power and interest are low for stakeholder to perform work in business. Stakeholders should be
treated well as power and interest are low to business for work performance.
Therefore, respective model has to be applied by Museum of London in order to conduct
their activities and operations in effective and efficient manner. There are four category of
stakeholder power and interest and accordingly they perform work for achievement of goals and
objectives in an effective and efficient manner. This reflect interest as well as power of
stakeholder to perform work for goal and objectives achievement at given time period.
3) Stakeholder power and interest
Level of Interest
Low High
Level of Power Low Low
High
Quadrant A: Low Interest, Low Power
The stakeholders such as cleaning staff, watchman possess low interest as well as low
power for work performance (Thompson, 2015). As they comes and perform their duty and role
for Museum of London. They does not bother about anything to bring changes to business. With
low interest they does not participate in any activities and functions of business.
Quadrant B: High Interest, Low Power
The stakeholders such as students and employees possess high interest but their power is
low. As they visit such places often to get some knowledge about history and make themselves
to up to date. Due to low power, they can provide feedback if required for improvement at
museum. With the interest they can influence themselves only.
Quadrant C: High Interest, High Power
Cleaning staff, watchman Employees, students
Media Governments, company owner

It is defined as those stakeholders who possess high interest and high power for work
performance. This includes government and company owner to influence others. As they can
implement any changes required in museum industry for work performance in effective manner.
The owner focus on doing investment to enhance employment opportunity for people to rise
economic growth rate in effective and efficient manner to achieve goals. Therefore, these both
stakeholders are important for museum industry to make economic development at nations.
Quadrant D: Low Interest, High Power
In this quadrant, there is low interest and high power of stakeholder which includes
media. In this they have power to make any news regarding museum industry at marketplace to
attract users. The interest is very low as they does not care about other factors for society.
4) Current Issues
Social media is the way of communicating people through use of online source such as
Facebook, Twitter, Instagram and others. It play an effective role in creating awareness and
increasing business revenue. This has both positive as well as negative impact to business that
leads to increase and decrease in profits and revenues. It is very important in context of Museum
to provide good services to the people so that they get attracted towards place. Here, with rise in
technology, there is increase in social media. The major issues which can create through social
media is that people who have visited to Museum of London can provide negative review and
feedback at website which creates problems for visitors to visit that place. This can also change
the interest and power of stakeholders for doing investment and other activities. The stakeholder
who has high power and interest focus on investing whereas stakeholders with low power and
power interest does not consider to do investment. In case of students stakeholders, they review
and rating first while visiting any place which can change their interest as well as power. The
major issues arise through social media is rating given by other visitors to respective place in an
effective manner. The respective museum should focus on keeping proper maintenance, good
guider to guide and other to influence stakeholders for visiting the place. Therefore, major issue
should be solved in appropriate manner so that large number of tourists and visitors can visit
place in proper manner for positive outcomes and to achieve business goal and objectives.

REFERENCES
Books and Journals
AlQahtani, S. J., Hector, M. P. and Liversidge, H. M., 2014. Accuracy of dental age estimation
charts: Schour and Massler, Ubelaker and the London Atlas. American journal of
physical anthropology. 154(1). pp.70-78.
DeWitte, S. N. and Hughes-Morey, G., 2012. Stature and frailty during the Black Death: the
effect of stature on risks of epidemic mortality in London, AD 1348–1350. Journal of
archaeological science. 39(5). pp.1412-1419.
Duellman, W. E., Marion, A. B. and Hedges, S. B., 2016. Phylogenetics, classification, and
biogeography of the treefrogs (Amphibia: Anura: Arboranae). Zootaxa, 4104(1), pp.1-
109.
Gaimster, D., 2018. The archaeology of Reformation, 1480-1580. Routledge.
Hall, J. and Swain, H., 2016. Roman boxes for London’s schools: an outreach service by the
Museum of London. In Archaeological Displays and the Public (pp. 87-95). Routledge.
Marshall, A.J. ed., 2013. Biology and comparative physiology of birds (Vol. 1). Academic Press.
Redfern, R. E. B. E. C. C. A. and Bekvalac, J. E. L. E. N. A., 2013. The Museum of London: an
overview of policies and practice. Curating Human Remains: Caring for the Dead in the
United Kingdom. 11. p.87.
Seton, R., 2012. Reconstructing the museum of the London Missionary Society. Material
Religion, 8(1), pp.98-102.
Stallabrass, J., 2014. The branding of the museum.
Subchev, M. A., 2012. Branchiobdella (Annelida: Clitellata) species found in crayfish collection
of London Natural history museum. Acta zool. Bulg. 64(3). pp.319-323.
Tarrant, N., 2013. The development of costume. Routledge.
Thompson, J. M. ed., 2015. Manual of curatorship: a guide to museum practice. Routledge.
Online
A Green Roof is Evolving at the Museum of London. 2019. [Online]. Available through:
<https://www.treehugger.com/sustainable-product-design/a-green-roof-is-evolving-at-
the-museum-of-london.html>.
Stakeholder. 2019. [Online]. Available through:
<https://searchcio.techtarget.com/definition/stakeholder>.
The Big Trends Transforming Libraries, Museums and Archives in 2019 and Beyond. 2019.
[Online]. Available through: <https://www.axiell.com/report/the-big-trends-
transforming-libraries-museums-and-archives-in-2019-and-beyond/>.