The aim of this manual is to provide an overview introduction for museum managers the strategy and goal, the role of museum today, and the new methods of management in order to face the changing and varieties societies. Furthermore, it guilds museologists how to care the collections for safety and security, and how to communicate with the audience through museum education.

This document was the presentations of the workshop which took place in Vienna, Austria.

The contents include Towards an Economics of Creativity, Funding Bodies Defining Who is In and Who is Out, Cultural Industries / Creative Sector: Definitional Approaches, The Run on Creativity, Defining Creative Industries by Comparing the Creation of Novelty, Creative Industries Training and Urban Regeneration Domestication Versus Empowerment, and Cultural Regeneration as Discursive Government: Political Decision-making on the Vienna Museumsquartier with a Comparative Perspective on the Berlin Stadtschloss .

In this report, which was written by Mary Madden, surveyed how artists, musicians use the internet, what they think about the copyright issues, and how they feel online file-download / sharing. On the other hand, do they apply internet for self-promoting or selling their works and performances? What are the different thoughts between artists and general consumers?

Lord Cultural Resources publication Cultural Capital features articles and announcements about museums, galleries and heritage sites around the world - ongoing projects, new developments, conferences and publications.

The document presents the lack of understanding about Asia from Society and Culture sides. What are the challenges for increasing Asian American audiences? What are the opportunities for connecting with Asian Communities? This report offers some basic principles for successfully engaging diverse communities.

'Preserving Historic Environments' is a new, cross diciplinary research cluster for the discussion of frameworks of value in relation to the preservation of historic environments. The cluster will meet at three one day colloquia to take place between January and July 2007 and on an online wiki, available from the cluster www from January 2007. Detailed notes documenting the discussion at each colloquium will also be available from the cluster www. We aim for the activities of this cluster to lead to further research connections, collaborations, opportunities and outputs, with the potential to influence academic debate and policy formulation.

All organizations have life cycles analogous to human beings: birth, infancy, youthful exploration, midlife, maturity and decay/death. Unlike the cycles in the lives of humans, the causes of life cycles are not inherent to the aging process, but depend on the capacity of leadership to re-invent the organization when needed. This capacity and capability are limited by knowledge and personality traits. The decisions a leader makes for an organization may be strongly influenced by her own psychological needs rather than the strategic responses needed by the organization to adjust to its changing environment. Non optimal decisions weaken the competitive position or social value of the organization and shorten its life.

Two museum issues at the forefront of discussion lately couldnt be more different, and both depend on branding. One issue headlines the architectural gigantism of new museum buildings, and questions whether theres too much growth in the museum world. The other issue worries about actual survival, and agonizes over the nitty-gritty details of not enough money. Both can be addressed if one understands the role of branding.

At the beginning in this paper, the author Neil Bradford presented the concept what creative cities is. And he addressed not only three different perspectives from experts, but also gave readers some case studies about communities in action with creativity, innovation and learning. On the other hand, the role of governments how governments integrate their tools and interventions to build up creative cities was be mentioned in the end of this article.

In this paper, it aimed to report the survey about the attitudes from both arts and business sectors in Sweden. Bengt Lidstöm, the researcher of Umeå University, pointed out two main questions at this study:

This paper aimed to provide museum managers the strategy and skills for fundraising, for example, 7 steps to successful fundraising from trusts. And also, it gave hints on how to corporate with sponsors in order to exchange the benefits, and even extend to build up a long-time friendship.

Produced in partnership with the Centre for Professional Development, Australia, this handy pocket guide to arts marketing, which is written by Dr. Sharron Dickman, contains the tips and tools that will help answer readers questions about:

How can museums support visitors in representing and exchanging their ideas about museum exhibits? The authors describe two related digital media annotation systems (called VideoTraces and ArtTraces, respectively) that allow museum visitors to record "traces" of their experiences. Traces are composed of digital visual recordings of the exhibits made or selected by the visitors that are then layered with verbal and gestural annotations. In these annotations, visitors describe, interpret, question, explain, and notice aspects of the exhibits.

The research, which defined the New Museology at the beginning, concerned about the contemporary changes and affections of museums in 21st Century. The author also concerned the impact of economic factors related with changes in public and private funding resources.

RFID (Radio Frequency Identification) is a wireless identification system. With an antenna, a transceiver and a microchip tag, this technology can be used simply anywhere and in different fields.

In museums, there have 3 types of categories collections, museological and business information - which need to be built as a knowledge system. It means, the management system of museum is a systematic process consisting Collection Management, Public Programming and Administration divisions. This paper gave readers a basic structure to approach to the museum information systems development.

This report, a project which cooperated with Viking Ship museum, was published by University of Oslo. The evaluation focused on not only the possibility and condition of damage during the move, but also from the historical experiences. And base on the study, it reminded readers some recommendations.

This report, based on a survey of graduates of cultural management and arts administration programs in Canada, outlines the situation of young cultural managers in Canada. There is no mention in the report of whether the 285 respondents constitute a representative sample size of the target population of 883 program graduates.

The content of this paper aims to increase support for and involvement in the mentorship of managers and administrators in the cultural sector. A mentor is an experienced and trusted advisor, who has a willing heart to share with someone who has one-to-one relationship with him / her. But does Mentorship have value in culture sector? If the answer is positive, how to make effective steps to achieve it?

This thesis investigates performing arts administration and management in the current economic and social environment in Vietnam and Australia within a context of globalisation. A comparative study of two major arts organisations in both Vietnam and Australia was carried out to investigate the following: why and how performing arts organisations are adapting to the changing environment; how arts leaders are adapting to changes; and whether arts managers need specific arts management training.