My Impression About Museum Field Trip Free Essay

Museum Field Trip

Last night, I had an amazing experience exploring museums in different locations and continents. The best part was that it didn’t cost me anything as I enjoyed the tour from the comfort of my own home. You might be wondering how this was made possible. Well, I visited each museum virtually through my computer. Each museum provided a unique experience, showcasing various forms and periods of art. Every artwork had its own exceptional beauty. However, what truly astonished me was not just the art itself but also its presentation on the websites. If you want to appreciate the art, you have to see it for yourself.

Both The Metropolitan Museum of Art and The National Gallery of Art have user-friendly websites that feature easy-to-navigate pull-down menus. These menus contain options such as “Exhibitions” and “Research”. Under the Exhibitions menu, visitors can find current, upcoming, and past exhibitions. Both museums also have a Collections menu where highlighted works are showcased. There is also a Shop menu available on both websites for purchasing souvenirs online.

However, there is a difference in homepage design between the two museums. The Metropolitan Museum of Art has a traditional layout with a horizontal menu at the top and vertical links on the left side accompanied by pictures. On the other hand, The National Gallery of Art has a top-horizontal pull-down menu with a background image that includes a scrollable bar of small pictures in the center – resembling the descriptions found in their pull-down menus.

I am particularly frustrated with certain pull down menus where I click on what appears to be self-explanatory, like “archive photos,” and instead get redirected to other pages or receive messages such as “this page is no longer available” or “this page is currently under construction.” However, as I mentioned before, both websites had compact and up-to-date pull-down menus. Nevertheless, the Metropolitan Museum of Art had a greater abundance of information and links to choose from.

When people visit museums and art galleries, their main intention is not to discuss web features but rather to admire pictures and artworks. This discussion will focus on the presentation of pictures on both museum websites. Both museums offer a Collections pull-down menu where visitors can find their most prized works of art in the Highlights section. Each assortment of pictures is unique and splendid in its own way, providing a visual gateway to past cultures and civilizations through sculptures, artifacts, pictures, and paintings. The written descriptions offered also provide insight into lives much different from our own.

Moving on to the distinction in picture presentation between the two sites: The Metropolitan Museum of Art takes a more seamless approach compared to the National Gallery of Art. On The National Gallery of Art website, when I clicked on the pictures, they appeared digitally block by block with a noticeable delay in their full appearance when zoomed in for a closer look.In addition to the absence of any annoying thumbnails or stuttering issues, I was generally pleased with the way the pictures from the Metropolitan Museum of Art were displayed. The photos quickly and seamlessly appeared, while also providing a smooth zoom-in and zoom-out feature that enhanced my overall viewing experience.

In my earlier introduction, I mentioned that I visited several museums across different states and continents. However, for the purpose of this comparison, I am specifically focusing on two museums that caught my attention while browsing their websites. But, ultimately, you can decide for yourself. The websites I explored are:

– Frist Center for the Visual Arts: http://www.fristcenter.com,

– The Frick Collection: http://www.frick.org,

– The Smithsonian: http://www.si.edu/,

– American Museum of Natural History: http://www.amnh.org,

– Metropolitan Museum of Art: http://www.metmuseum.org/,

– The National Gallery of Art: http://www.nga.gov,

– In Europe, The Tate Gallery: http:/ / www.tate. org.uk/home/default.htm ,

– And The Louvre: http :// www.louvre.fr/louvrea.htm .

I highly recommend visiting all the mentioned museums to truly immerse yourself in a world of art and culture.

Instead of spending the evening with my husband and daughter, watching television, I made the choice to delve into a world of culture within the confines of my office. This decision has proven to be a worthwhile utilization of my time, for which I am grateful.

Continuous Improvement Models And Knowledge Management Systems

Explain how continuous improvement models, knowledge management systems, quality systems and sustainability principles can be incorporated into business systems

Continuous Improvement Models

To close the gap between actual and desired performance, decisions need to be made. Decision making involves making a selection from among alternative courses of action. Implementation and evaluation of the implementation provide feedback into the next cycle of group decision making. Effective problem solving and decision making processes follow an ordered format, requiring you to:

  1. Examine the current situation, in measurable terms, to discover or identify the discrepancy (this could be a problem, issue or opportunity).
  2. Diagnose symptoms and root causes.
  3. Gather and analyse data relevant to the situation and the solutions.
  4. Generate alternative solutions/ options/ projected outcomes.
  5. Evaluate and assess alternatives.
  6. Make a choice between alternatives, or a combination of alternatives.
  7. Assess associated risks and benefits, in terms of organizational objectives.
  8. Assess costs and benefits.
  9. Define the intended solution/s, also in measurable terms.
  10. Express solutions as a set of targets or goals.
  11. Implement the chosen actions.
  12. Monitor and evaluate the decision to determinethe success or need for changes to the intervention.

Group decision making demonstrates several advantages over single person decision making. In high performance teams, members and leaders demonstrate sound, orderly decision making abilities – they know how and when to make decisions and accept responsibility for reliably and consistency implementing decisions. The advantages come from the ability of the team to readily source a range of ideas and information and to generate problem solutions through cooperative sharing of ideas.

Consensus-based decision making

Effective group decisions are based on consensus. Consensus means that team or group members are actively encouraged and supported to participate in the decision making processes, and to assume responsibility and exercise initiative as appropriate on the basis of agreement. Agreement is achieved as a result of examination of information relevant to the issues under discussion. Consensus is a method by which an entire group of people can come to an agreement. The input and ideas of all participants are gathered and synthesized to arrive at a final decision acceptable to all. Consensus based decision making helps to achieve better solution and promotes the growth of trust and collaboration.

Consensus is a power sharing mechanism. If there are serious conflicts, consensus can be difficult. A fallback is a good option. If consensus cannot be reached, a vote with two thirds majority might be accepted. Voting is a means by which it is possible to choose one alternative from several and is, therefore, a win or loose model, in which people are more concerned with numbers it takes to win than the issue itself. Voting does not take into account individual feelings or needs. In essence, it is a quantitative, rather than qualitative, method of decision making. With consensus people can and should work through differences and reach a mutually satisfactory position. It is possible for one person’s insights or strongly held beliefs to sway the whole group. No ideas are lost, each members input is valued as part of the solution. A group committed to consensus can utilize other forms of decision making (individual, compromise, majority rules) when appropriate; however, a group that has adopted a consensus model will use that process for any item that brings up a lot of emotions, is something that concerns people’s ethics, politics, morals or other areas where there is much investment.

Knowledge Management Systems

Organisations should value the insights and experiences gained through their business activities and capture them using a knowledge management system. Information in a management system is then available for future reference

and decision making. This means that information captured in a system should be in a format that is easily searched and results retrieved.

Strategies for capturing and sharing insights and experiences include: -Best practice transfer: is the process of sharing the methods of doing business that yield the best results. -Community of practice: a group of individuals sharing a common work practice over a period. -Expert directories: a tool for knowledge seekers to gain access to experts. -Knowledge brokers: knowledge brokers can be public or scientific, industry specific, or firm specific. -Mentoring: is the process of a more experienced person advising and guiding a less experienced (and usually younger) person, typically a colleague. -Post project reviews: or lesson learned debriefings occur either at the completion of a project or activity or at strategic points or milestones during the project. -Story telling: uses anecdotal examples to illustrate a point and transfer knowledge.

A key strategy for knowledge management is actively managing knowledge, also known as a push strategy. Employees enter their knowledge into shared knowledge repository, such as a database. Employees seeking knowledge can search the database. The opposite strategy, a pull strategy, is the use of experts on an ad-hoc basis. The expert provides insight to persons needing information.

Quality Systems

To improve quality in your organization:

  • set clear, achievable, communicated goals for quality performance -define and communicate quality requirements
  • maintain effective feedback processes between suppliers and customers -monitor and evaluate performance
  • collect and analyse process data
  • develop a quality oriented culture
  • ensure that employees check the quality of their work
  • constantly identify and diagnose quality problems
  • innovate
  • check that improvements are succeeding
  • search for new improvement areas

The quality requirements of a product are determined by the customer – by the degree to which the product or service meets their expectations and the perceived value a customer attaches to the product / service. Continuous improvement and quality management are virtually synonymous, in that you cannot have one without the other. Continuous improvement refers to the process you initiate to maintain a competitive edge. This can only be done through efficient and effective quality management practices which emphasize customer focus.

Using the continuous improvement cycle, organizations improve competitiveness, effectiveness, efficiency, and flexibility while actively interacting with customer groups to determine their needs and expectations. Customer focused work cultures recognize that as customer relationships are vital to success, the customer is actually driving the organization. If you do not provide what the customer expects someone else will.

Statistical Process Control (SPC): SPC might aid in identifying areas for future improvement. It involves using statistical analysis to identify process variation.

Common cause variation: This is the variation that is inherit to a process or system- always present- as a result of the combinations of machines, humans, methods, technology, materials and the environment.

Special cause variation: These are the variations that occur due to special or specific circumstances which are not inherit to the process or system.

Process capability: Organisational planning procedures include design and assessment of process capability. Planning identifies:

  1. What you want the process to do.
  2. How to do it.
  3. How to meet specifications and customer requirements

Consistency: Quality means doing the right thing at the right time, over time. Customers expect to consistently receive the same standard of durability, usefulness, ease of use, cost saving, etc that they have received before.

To support improvements now and in the future:

  • develop simple systems that encourage participation and understanding by everyone – complexity can thwart flexible execution at the front line and often fails to measure what is important -support initiative taking on the front line
  • empower employees to make decisions or to participate in group decision making processes -measure what is important to the organization
  • ensure that employees know what is happening and why it is happening -encourage employees to collect and analyse performance data -share information freely
  • give feedback and share improvement results
  • listen to what employees tell you about processes, services and quality -provide training for employees in how to participate in continuous improvement processes -as part of the improvement cycle make ongoing learning and skill development opportunities available to employees.

Sustainability Principles

Sustainability is about cherishing biodiversity and human wellness, equity and freedom. It means maintaining economic security without contaminating the water, soil and air. It requires creating economic and social systems that concurrently meet human physical needs.

The internal environment consists of people, policies and systems that act to ensure that work is planned, actioned and completed and that goals are maintained.

The external environment is the total sum of all people and things – the

entities, stakeholders or structures that will or can be affected by business operations or that affect the operation of the business.

Associated environmental considerations can include economics, people (including global communities, local communities, families and individual people), health (of both people and the planet), education and governments (legislative and regulatory bodies). All of these act upon or are acted upon by a business.

A well developed workforce development strategy assists organizations to identify the skills necessary to successfully implement and achieve the objectives of their business plans and maintain a compeditive edge. The strategy should guide workforce planning in areas such as training needs analysis, apprenticeship numbers, workforce retention programs and broader human resource management requirements. A workforce development strategy should also consider current and future economic, regulatory and social trends.

A skilled workforce trained in the use of sustainable practices is important to an organization’s success. Training and skills development of staff in sustainable practices and advanced technologies is the key element to generating an innovative culture that creates continuous business improvement and compeditive advantage.

Training staff in sustainable practices integrates environmental and social impact considerations into everyday business activity and will lead to improved business performance. Organisations require a skilled and motivated workforce with a culture ready to meet a new variety of challenges that come with making the organization more sustainable in longevity and practice.

Figueroa’s Framework

Using Figueroa’s framework as a guide, evaluate and predict current and future participation levels for Beach Volleyball for Maryborough in the next 10-15 years. Evaluate what role the various personal, sociocultural and motivational factors have on your personal participation in Beach Volleyball. Make recommendations as to how the participation levels could increase by addressing issues of Access and Equity as well as the globalisation and commodification, media influence and marketing of beach volleyball.

Beach Volleyball, an intense, quick paced game first invented by William G. Morgan in 1895 , is a widely loved sport with a large demographic. I predict that the future participation levels for Beach Volleyball in Maryborough in the next 10-15 years will be low. This can be explained using Peter Figueroa’s framework, a well-known sociologist. In this essay I will evaluate how my personal participation levels in Beach Volleyball have been affected at an Individual, Structural and Institutional level. I will address how participation levels could be increased around Maryborough via increasing access to those who are disadvantaged.

My personal participation levels in Beach Volleyball can be explained by using the Individual level Figueroa’s framework. The individual level of Figueroa’s framework deals with our own attitudes, values and beliefs. Especially those that are stereotypical or prejudiced. My own personal participation level in Beach Volleyball has been very low because I have not been brought up with it like I have with cricket or soccer. Had I been brought up with volleyball or had my parents or siblings played than I am sure I would’ve gravitated towards it. I also came from a school and culture in the town where beach volleyball or volleyball for that matter was gender stereotyped as a female’s sport.

The institutional level of Figueroa’s framework examines organizational structures and how these might impact access and equity of sport and exercise . On an Institutional level of Figueroa’s framework my level of participation in Beach Volleyball has been disadvantaged due to the fact that there are no beaches in Maryborough. It is not only the lack of beaches because if there were artificial beach volleyball courts there would be an opportunity for students to take up the sport. But there are none in Maryborough and due to this I and various other students and teenagers have not been able to gain access to the sport, because there are no beach volleyball courts there are not any teams within Maryborough. There are however a few Volleyball teams, and a few courts to play on. Though few, these teams are accessible for many students albeit only if you go to a certain school. If all schools in Maryborough incorporated volleyball teams as one of their ‘school teams’ then this would encourage a larger culture for the sport in Maryborough, which can be reinforced via the Cultural level of Figueroa’s Framework .

The Cultural level of Figueroa’s framework is all about collective assumptions, beliefs and values about issues such as gender, race and social status . On a cultural level, my participation in Beach Volleyball has been influenced by the gender stereotype that Beach Volleyball and Volleyball are girl’s sports. This is because in all the schools and towns I have lived in Volleyball has been predominantly a girl’s sport; this stereotype pushed the need for other sports for guys. Sports such as rugby, soccer, cricket and AFL were all stereotyped as guy sports. If you didn’t play those sports then your social status was affected and if you were in a certain social group as in the ‘popular’ kids then you were expected to play a ‘guy’ sport. Had this not been the case and had the issue of gender not existed than I think there would’ve been a lot more interest and participation at a younger age then leading into the teen years. Gender stereotypes such as Volleyball being a woman’s sport and Football being a men’s sport have a large influence on participation levels.

Access and equity plays a large roll in the popularity and participation levels of Beach Volleyball. I believe that if the Beach Volleyball was televised and if there was more funding involved with the sport and the local clubs then the popularity and the participation levels would increase dramatically. Since Beach Volleyball isn’t televised, aside from the Olympics, there isn’t much interest in it because for a lot of people they don’t see it as an actual sport because they don’t see it on Television.

This shows just how much influence the media has, if the sport was televised and people became invested in players and teams then the hype would start to draw in more and more kids to play the sport. Globalizing the televising of Beach Volleyball would further increase interest and participation in the sport. Taking the media influence into advantage and setting up Facebook or Twitter sites for different Countries teams and also having merchandise available for fans to purchase at games and online, are just two strategies that are sure to increase interest in Beach Volleyball. Supporting this, if there was more funding put into to local clubs and facilities then the kids would have an opportunity to start playing the sport. However, since there are no available facilities for them to even try the sport to see if they like it, participation levels and interest in the sport are declining. If facilities were to be built, then the popularity for this sport in Maryborough would increase drastically.

In conclusion, I believe the popularity of Beach Volleyball will remain fairly low in Maryborough in the next 10-15 years because there are no facilities available to play on and no clubs to play for. Also the gender stereotype about Beach Volleyball is that it is a girl’s sport and is not a sport men play which influences young men who might otherwise have had an interest in the sport. However the participation levels can be increased for Beach Volleyball by building facilities that are readily available for use, establishing clubs that kids can play for and televising of Beach Volleyball games and publicizing the sport via mediums such as Facebook and Twitter.

Bibliography

10-facts-about. (2013). 10 Facts About Volleyball. Retrieved Febuary 26, 2013, from 10 Facts About: http://www.10-facts-about.com/Volleyball/id/67

Glenn, A., Sue, D., Geoff, H., Tania, S., & Damien, D. (2010). Senior Physical Education (3rd Edition ed.). (M. Veroni, Ed.) South Yarra, VIC: Ben Dawe.

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