Case Analysis: New Bedford Whaling Museum

Problem Statement
The main question of the case is was it enough what Anne Brengle did over the 11 years of work for the Museum? According to the story, the question means all actions and management changes of the New Bedford Whaling museum Executive director’s style. The Executive Director Anne Brengle faces different challenges over a period of 11 years and leads this non-profit organization (The New Bedford Whaling Museum) to improvement of its condition in every aspect – financial health, new and attractive activities, new programs and improved community interest.
Analysis
The Executive Director of the Museum begins to restore this organization with clear point of view, that the finances and other resources will never be enough to keep the main mission of the Museum: “To educate and interest all the public in the historical interaction of humans and whales worldwide and in regional and maritime history” (citation; New Bedford Whaling Museum Case).
The museum is found in the area, increasingly dependent on the tourism. Anne Brengle begins the strategic change of the Museum by her organizational view and by her “Can-do” attitude. One of the first steps she made, were to review the key figures and figure out what should do to improve them - how the Museum goes about attempting to achieve its mission and what values, policies and people she needs in order to implement her vision of change. During the process of Cost-cutting and challenging situations on the Senior Director’s level, she succeed to realize, that there is a problem in the middle management level. After significant revenue fall to 158 000 USD (New Bedford Whaling Museum Case), which is main indicator for serious management mistakes, Ann and other Senior Managers realized the lack of proactive manner at all employee’s levels. Her strategic mind tells her