Management and the Arts
"Revised to reflect the latest thinking and trends in managing organizations and people, Management and the Arts, Third Edition provides the reader with the practical tools necessary to manage an arts organization. The class-tested questions in each chapter help the reader to integrate the mate...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
London :
Taylor and Francis
2013.
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| Edición: | 3rd ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627440306719 |
Tabla de Contenidos:
- Management and the Arts; Copyright; Contents; Foreword; Preface; Acknowledgments; Chapter 1 Management and the Arts; The business of arts and entertainment; Managers and organizations; The management process; Selecting a project organization; References; Chapter 2 Arts Organizations and Arts Management; The artist-manager; Arts institutions; A brief historical overview; The modern arts organization; Profile of the arts manager; The growth of the arts manager role and the NEA; Goals; NEA; Conclusion; Summary; Discussion article - managing the arts today; References
- Chapter 3 Management History and TrendsManagement as an art and a social science; Evolution of management thought; Management trends to the present; Human relations management (1927 to present); Modern management; Conclusion; Summary; References; Chapter 4 The Adaptive Arts Organization; Competitive adaptation; Changing environments; Managing change; Growth and change; Content analysis; Assessing environments; Information sources; The impact of future trends on the arts; Summary; Suggested additional readings; References; Chapter 5 Planning and Decision Making
- Mission, vision, and values statementThe context of planning; Developing a planning process for the arts; Strategy summary; Goals, objectives, action plans, and evaluation; Limits of planning; Decision making in planning; Decision theory; Conclusion; Summary; References; Additional Resources; Chapter 6 Organizing and Organizational Design; Life in organizations; The management function of organizing; Organizational design approaches; Organizational structure and charts; Informal organizational structure; Structure from an arts manager's perspective; Coordination; Organizational growth
- Corporate culture and the artsSummary; References; Chapter 7 Human Resources and the Arts; Staffing the organization; The staffing process; The overall matrix of jobs; Constraints on staffing; Recruitment; Diversity in the arts workplace; Selection process; Orientation and training; Performance appraisals and firing; Volunteers in the arts; The board of directors; Unions and the arts; Maintaining and developing the staff; Summary; Resource; Sample employee manual; References; Chapter 8 Leadership and Group Dynamics; The central role of the leader; Leadership fundamentals
- Formal and informal leadership modesPower: a leadership resource; Approaches to the study of leadership; Leadership and the creative spirit; Future leadership?; Motivation and the arts work setting; Theories of motivation; Theory integration; Group dynamics; Leadership and working with the board of directors; Communication basics and effective leadership; Conclusion; Summary; Additional resource; Leadership books and resources; References; Chapter 9 Operations and Budgeting; Operational control as a management function; Elements of the operational control process
- Management information systems
