Łukasz Gaweł

The changing world of digital media has had a huge impact on museum marketing strategies. To- day, it is virtually impossible to knowingly build the image of an institution without the use of social media. The analysis of the content posted on social media of Polish national museums will allow to define the nature of the relations built by these organizations with the social environment. However, another aspect of the presence of social media in museums is no less important: it is not only about information, marketing or image issues; social media are an important element of a consistent cre- ation of museums’ identity. A strong sense of self-identity is essential for museums not only to survive but also to thrive in an increasingly demanding world.

JEL: M3

The article considers problems for postindustrial heritage management with the region development context. The author describes the historical box of matches factory in Chęstochowa (from XIX century) and ask: Does this factory is a part of our heritage? Cultural roots? Others? How to manage this type of heritage? The author try to show tasks to local bureaucracy and sense to development

MANAGEMENT OF THE SPACE OF HISTORIC CITIES AS A METHOD OF PROTECTING AND SHAPING CULTURAL HERITAGE (BASED ON THE EXAMPLE OF CRACOW)
Management of the city’s development is a complicated and multi-dimensional process. In the case of historical cities it becomes an even more complex issue, because the protection of the cultural heritage is a basic problem which local authorities have to deal with. In that context the development of a settlement entity takes on a new light, in which not only the elements inseparably connected with its proliferation (resulting from the increase of the number of inhabitants, people’s economic activity, new land development – for example on the needs of the municipal infrastructure), but also the necessity of retaining a historical district’s authenticity have to be considered. The point is that one should focus not only on the spatial prevention of isolated quarters, but represent a much wider approach aimed at: the prevention of the cultural landscape understood as a complex structure consisting of the anthropogenic form of the municipal substance, the green space inside the city and the organic elements of natural landscape in its outskirts. Only this point of view on space permits a rational management of it.

Many Polish museums have yet to discover and claim their position in the broader social context. All too often, their activity is in no way related to the needs, expectations, and aspirations of the visitors. This state of affairs is caused first and foremost by the attitude of suspicious aversion towards marketing strategies, with the latter being perceived as an element of a market-driven game characteristic to the business sector which, in turn, is commonly associated with dishonesty and objectives standing in stark contrast to public cultural institutions’ mission. This article delineates the actual significance of marketing strategy in museums by presenting the effects of their lacking in interest in own auditoriums’ needs.

*Niniejszy artykuł jest rozszerzoną i uzupełnioną wersją tekstu drukowanego w: Ł. Gaweł, F. Skowron, A. Szostak, Raport z projektu badawczego „Krakowski Odbiorca Kultury”, Wydawnictwo Attyka, Kraków 2019.

This article outlines the results of studies analysing the activity of museums around the world during the period of limited cultural activity caused by the COVID-19 pandemic. Because of these unprecedented circumstances, virtually all activities of museums have been transferred to the digital reality of the Internet and premised on the functionalities offered by the new media. Even though the existence of relationships between museums and the media is not a new development, its intensity during the pandemic reached unprecedented levels. Furthermore, during the pandemic, there emerged new types of services offered by museums, and they will likely remain a permanent fixture of their offer. Notably, such a broadened offer significantly increases the educational potential of museums and directly relates to the demand for lifelong learning.

The objective of this paper is to outline the management issues of contemporary museums. The article attempts to identify the place of museums in public space, taking into account changes occurring in this matter. It also identifies possible directions of development of museum institutions, assuming that the priority in their operation, is a task relative to community living here and now, not an imaginary group, described as vague notion of “future generations”.

The aim of this article is the presentation of the results of an evaluation of the postgraduate program in Cultural Management at the Jagiellonian University in 2010–2019. The introductory part of the text presents the circumstances of the emergence of the program and its later development. The evaluation itself is based on three elements: an analysis of the students’ profile, an alumni career survey, and an analysis of the environment. The collected data have been supplemented with information obtained from interviews with students.

Poniższy tekst ma być próbą przeniesienia zagadnień związanych z pojęciem marki w sferę zarządzania dziedzictwem kulturowym. Okazuje się bowiem, że stworzenie nowej marki w obrębie tej specyficznej grupy „towarów i usług” jest procesem równie trudnym, co wykreowanie nowej marki w sektorze komercyjnym. Wybór małopolskiego
Szlaku Architektury Drewnianej jako głównego przedmiotu rozważań nie jest przypadkowy. Z jednej strony jest to bowiem produkt dobrze już rozpoznawalny przez mieszkańców Małopolski, z drugiej zaś (ze względu na wpisanie w obręb tej trasy wielu różnorodnych obiektów – różnorodnych pod względem własności, klasy artystycznej, stanu zachowania, pełnionych obecnie funkcji) – pozwala na wskazanie wielu możliwych perturbacji, jakie napotkają osoby próbujące podejmować podobne działania