Arts Management is anything but a mere amalgamation of the world of the arts and the world of business management; it is the confrontation of two opposing methodologies, one being a field of human creativity that produces something new that did not exist before, the other one diving into the existing world of business practices, in order to improve their efficiency. Some references to (cultural) philosophy, (economic and arts) history and other important subjects are indispensable or at least helpful in understanding the chances and risks of arts management practices. This is the aim of this book, which is based on more than twenty years of teaching, researching, and consulting in the field of cultural administration and arts management.
"The book's first section, Developing Basic Tools For Managing Stress, is devoted to establishing a safe framework for trauma resolution. The second section, Acknowledging and Regulating Your Emotions, helps the trauma survivor to make sense of overwhelming emotional experiences. The final section, Being and Functioning in the World, focuses on self and relational development, leading into the future"--Publisher's website.
The art world is tough, the rules are a mystery, and only the lucky ew make money' - so how can galleries succeed? What makes a commercial art gallery successful? How do galleries get their marketing right? Which potential customer group is the most attractive? How best should galleries approach new markets while still serving their existing audiences? Based on the results of an anonymous survey sent to 8,000 art dealers in the US, UK, and Germany, Magnus Resch?s insightful examination of the business of selling art is a compelling read that is both aspirational and practical in its approach.
Greenwood Plantation in the Red Hills region of southwest Georgia includes a rare one-thousand-acre stand of old-growth longleaf pine woodlands, a remnant of an ecosystem that once covered close to ninety million acres across the Southeast. The Art of Managing Longleaf documents the sometimes controversial management system that not only has protected Greenwood's “Big Woods” but also has been practiced on a substantial acreage of the remnant longleaf pine woodlands in the Red Hills and other parts of the Coastal Plain. Often described as an art informed by science, the Stoddard-Neel Approach combines frequent prescribed burning, highly selective logging, a commitment to a particular woodland aesthetic, intimate knowledge of the ecosystem and its processes, and other strategies to manage the longleaf pine ecosystem in a sustainable way. The namesakes of this method are Herbert Stoddard (who developed it) and his colleague and successor, Leon Neel (who has refined it). In addition to presenting a detailed, illustrated outline of the Stoddard-Neel Approach, the book—based on an extensive oral history project undertaken by Paul S. Sutter and Albert G. Way, with Neel as its major subject—discusses Neel's deep familial and cultural roots in the Red Hills; his years of work with Stoddard; and the formation and early years of the Tall Timbers Research Station, which Stoddard and Neel helped found in the pinelands near Tallahassee, Florida, in 1958. In their introduction, environmental historians Sutter and Way provide an overview of the longleaf ecosystem's natural and human history, and in his afterword, forest ecologist Jerry F. Franklin affirms the value of the Stoddard-Neel Approach.
A successfully managed project is a carefully planned and organized effort. A critical and essential skill for any art service manager is project management—the ability to organize resources--labor, budgets, materials-- and handle constraints so that a project’s goals are successfully accomplished. Fine Art Movement and Storage: Project Management for the Visual Arts is a practical handbook for developing and managing multi-faceted projects from the project manager’s point of view, including estate moves, exhibition planning for preparators, storage setup, planning and maintenance, storage movement and planning, collection relocations, traveling exhibitions, art fairs, and the prioritizing of overlapping projects. It covers complex and advanced project management issues such as: Identifying your stake holders and foreseeing potential stake holder conflicts, Identifying the project’s goals and parameters, Outlining goals for initial and follow-up site visits, Guidelines for conducting a site visit, Planning for art and material staging, Estimating and quoting time, labor, and materials, Understanding and estimating hard and soft costs in your budget, Planning for contingencies, Developing budgets and timelines, Scheduling overlapping tasks, Creating daily goal sheets and project punch lists, Training and staffing your crew, Assigning crew leaders, Delegating project responsibilities, Managing quality control and industry standards, Understanding project completion, post completion, and follow up, and Managing multiple projects. Over 50 graphics help to make this a book you’ll use every day. Every art institution, art service company and individual that manages projects or anticipates a project will need and want to have access to this book as a resource, as a reference and as a training tool.
"Henry Mintzberg's views are a breath of fresh air which can only encourage the good guys." The Observer Tied up in knots by KPIs? Confused by core competencies? Management doesn’t have to be this way. In fact, it shouldn’t be! One of today’ best-known and most controversial thinkers on management has joined forces with other leading business figures to provide a thought-provoking mix of writing on management. The cutting edge views depicted in this book are controversially the opposite of what is often held up as the truth in management. Management? Its Not What you Think! brings readers an unusual mix of perspectives to help stimulate more creative management thinking and more enjoyable, challenging and more productive ways to lead their teams. This is a book readers can dip into, a book they can savour, a book that won’t fail to get them reflecting on what management really is…
Using examples from Poland, Elżbieta Drążkiewicz explores the question of why states become donors and individuals decide to share their wealth with others through foreign aid. She comes to the conclusion that the concept of foreign aid requires the establishment of a specific moral economy which links national ideologies and local cultures of charitable giving with broader ideas about the global political economy. It is through these processes that faith in foreign aid interventions as a solution to global issues is generated. The book also explores the relationship linking a state institution with its NGO partners, as well as international players such as the EU or OECD.
Offers a collection of essays on philosophies and strategies for defining, leading, and managing projects. This book explains to technical and non-technical readers alike what it takes to get through a large software or web development project. It does not cite specific methods, but focuses on philosophy and strategy.
"Understanding International Art Markets and Management focuses on the visual art market--sculpture, paintings, drawings, prints--and examines the major transitions that have affected this market." -- t.p. verso.
In the 21st century, there is an enormous need for a basic knowledge of management in the cultural sector. This publication fills the gap between general management theory and cultural praxis. It offers information on the global dimension of art management, digitization of culture, strategy formation in the cultural sector, the structure of a cultural organization, cultural leadership. Casestudies are presented from different parts of the world, rooted in local resources but from a global perspective.
