Whether the art form is theater, dance, music, festival, or the visual arts and galleries, the arts manager is the liaison between the artists and their audience. Bringing together the insights of educators and practitioners, this groundbreaker links the fields of management and organizational management with the ongoing evolution in arts management education. It especially focuses on the new directions in arts management as education and practice merge. It uses cases studies as both a pedagogical tool and an integrating device. Separate sections cover Performing and Visual Arts Management, Arts Management Education and Careers, and Arts Management: Government, Nonprofits, and Evaluation. The book also includes a chapter on grants and raising money in the arts.
An essential introductory textbook that provides a comprehensive and student-friendly overview of the key processes involved in developing and managing a theatre in the 21st century. It covers a complete range of topics fundamental to successful commercial and not-for-profit theatre management, from developing a mission statement to communicating with stakeholders, from marketing and promotion to fund development platforms, and from governance structures to community engagement. With over two decades of experience in the industry, Anthony Rhine encourages a critical understanding of theatre management; rather than simply giving students the facts and theories to memorise, he shows readers how to think like theatre managers, giving them the skills needed to be able to carve out their own career paths. Far-reaching and globally applicable, the text serves as an invaluable guide for aspiring theatre managers, as well as undergraduate and postgraduate students on theatre management, arts management, creative industries and theatre and performance studies degree courses.
This book aims to present concepts, knowledge and institutional settings of arts management and cultural policy research. It offers a representation of arts management and cultural policy research as a field, or a complex assemblage of people, concepts, institutions, and ideas.
Strategic Management in the Arts looks at the unique characteristics of organisations in the arts and culture sector and shows readers how to tailor a strategic plan to help these diverse organizations meet their objectives. Strategic management is an essential element that drives an organisation’s success, yet many cultural organizations have yet to apply strategic thinking and entrepreneurial actions within the management function. Varbanova reviews the existing theories and models of strategic management and then relates these specifically to cultural organisations. Also included are sections on entrepreneurship and innovations in the arts, considering the concept of a ‘learning organisation’ – an organisation able to adapt its strategy within a constantly changing, complex environment. The book is structured to walk the reader through each element of the strategic plan systematically. With a fresh approach, key questions, examples, international cases to connect theory with practice and suggestions for further reading, this book is designed to accompany classes on strategic planning, cultural management or arts management.
Introduction to Arts Management offers a unique, dynamic and savvy guide to managing a performing or visual arts organization, be that an arts center, theatre, museum, art gallery, symphony orchestra, or other arts company. For those training to enter the industry, workers in arts administration, or those seeking to set up their own company, the wealth of expert guidance and direct, accessible style of this authoritative manual will prove indispensable. Gathering best practices in strategic planning, marketing, fundraising and finance for the arts, the author shares practical, proven processes and valuable tools from his work with over 100 arts companies and professional experience producing over 100 music, dance, theatre and visual arts events. Unique features include: · boilerplate guides for marketing and fundraising · a sample Board of Trustee contract · specific budget checklists · day-to-day working tools that can be immediately instituted in any arts organization · resources at the end of each chapter designed to help readers consider and implement the strategies in their own practice. Interviews with arts leaders offer insights into the beginnings and growth of significant arts institutions, while examples based on real situations and successful arts organizations from both North America and Britain illustrate and underpin the strategic and practical advice. Expanded from the author's highly successful How to Run a Theatre, this edition offers both trainees and seasoned professionals the hands-on strategic leadership tools needed to create, build and nurture a successful career in the challenging world of arts administration and management.
The sixth edition of Management and the Arts has been revised and updated with the latest concepts, theories, and practices to meet the evolving demands faced by arts managers in cultural organizations around the world. This comprehensive textbook covers a wide range of topics, including planning, strategy development, leading, marketing, fundraising, budgeting, finance, staffing, and operations. The book takes an interdisciplinary approach as it explores how arts managers and leaders can develop equitable, collaborative, and dynamic organizations that bring communities together to experience all the arts have to offer. It also includes illustrations, tables, tools, techniques, and case studies that can be applied in a wide range of visual and performing arts organizations. Each chapter features terms, learning outcomes, real world examples, and discussion questions designed to help students build skills, develop strategies, and understand options to consider in meeting the challenges faced by cultural organizations. New to this edition: An extensive focus on how arts managers and organizations can successfully engage in developing and implementing equity, diversity, and inclusion programs Expanded content on leadership, marketing, social media, and fundraising theories, practices, and ethics Updated content about planning and assessment, business models, entrepreneurship, and heuristics Expanded coverage of organizational culture and its impact on programming, operations, and inclusion Additional perspectives about leading in the arts, examination of theories of motivation and communication, and expanded discussion on leadership ethics Integration of topics on operations, budgeting, and finance including technology and CRM systems Suggested additional readings, website links, and a broad array of other resources have been carefully gathered to help faculty guide students of Performing Arts programs and Arts Management courses as they explore what is required to work with artists, board members, staff, funders, volunteers, and community leaders. Management and the Arts includes access to a companion website featuring a sample syllabus, additional project assignments, suggested resources, and chapter-by-chapter PowerPoint slides (www.managementandthearts.com).
This research-based book investigates the effects of digital transformation on the cultural and creative sectors. Through cases and examples, the book examines how artists and art institutions are facing the challenges posed by digital transformation, highlighting both positive and negative effects of the phenomenon. With contributions from an international range of scholars, the book examines how digital transformation is changing the way the arts are produced and consumed. As relative late adopters of digital technologies, the arts organizations are shown to be struggling to adapt, as issues of authenticity, legitimacy, control, trust, and co-creation arise. Leveraging a variety of research approaches, the book identifies managerial implications to render a collection that is valuable reading for scholars involved with arts and culture management, the creative industries and digital transformation more broadly.
This is an original book, covering all the past areas of research anyone would need to know about festivals and ‘event-based culture’. It is based on academic research but written in a way relevant for cultural professionals – uniquely explaining the cultural power of festivals, and with original empirical research, the realities of organisation and management, and social and economic value. Dr Jonathan Vickery, Reader in Cultural Policy Studies and Director: Centre for Cultural and Media Policy Studies, Univeristy of Warwick. This book discusses music festivals in the context of the specific values they convey. Today, music festivals are a permanent feature of national, regional and local cultural policies, a valuable asset in the tourism industry and a significant source of income for an industry that has been adversely affected by the steady decline in physical sales of music. For the audience, on the other hand, it is an opportunity to escape from everyday life, multi-sensory contact with art, an activity that stands for “full-body participation”– a cultural phenomenon that drags people out of their homes like no other. There is one common denominator linking the above-mentioned features of contemporary music festivals – namely the world of values. This is evident from the non-accidental locations, festivals spaces’ design, planning and the line-ups created consciously, with great care. The organisers’ “missions”, logos, and other symbolic organisational artefacts communicate specific values. These values are explicitly mentioned by artists and audiences: they can be easily identified in online forums and media reports; participant behaviour, festival “rituals” and additional festival programs are shaped on the basis of values, and cooperation is built between the festival and the local community. As the reader will quickly realize, numbers and statistics sit alongside descriptions and quotations in this book, and the organisers’ statements are accompanied by the opinions of academics, but above all the festival audience is given a voice – both through quotations and their drawings. This voice is by no means uniform, as it turned out that research into values was often transformed into a pretext for spinning tales about one’s life situation, one’s political preferences, and one’s understanding of freedom and responsibility. Memories were mixed with declarations, joy with regret, curses with dreams, prose with poetry. Thomas Pettitt was not wrong in noting that “Social history has learnt to appreciate festival as a valuable window on society and its structures”. The authors have tried to open all the windows available. Students and researchers in the fields of cultural anthropology, social psychology, folklore studies, comparative religion, sociology of culture, cultural policy, cultural history, and cultural management will find this book highly interesting.
Managing cultural organizations requires insight into a range of areas including marketing, fundraising, programming, finances, and leadership. This book integrates practical and theoretical insights, blending academic and practitioner voices to help readers "speak the language" in the creative industries. Including coverage of the management of theaters, dance companies, galleries, and performance spaces, evaluation, marketing, fundraising, activism, and policy, the book benefits from a range of features, including: Scenarios to help orient readers to common arts management problems Ethical dilemmas discussed in every chapter Study questions to enable students to review the skills learned Experiential exercises to gain experience and apply skills Emphasis on cross-cultural and transferrable skills Integration of international perspectives Suggested additional readings and website links for each topic area With contributions from a team of international experts, this book provides a one-stop-shop for students of arts and cultural management and will also provide a valuable resource for those currently in the field.
