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Management and the Arts by 
Fundamentals of Arts Management by 
Writing the Literature Review by 
MLA Handbook by 
Arts Management: Uniting Arts and Audiences in the 21st Century by 
Art, Culture and Enterprise: the politics of art and the cultural industries by
First published in 1990, this investigative overview of the politics of arts' and cultural funding examines the question of public support for the arts. Looking at both popular commercial forms of culture, including radio, pop music and cinema, and the more traditional highbrow arts such as drama and opera, Art, Culture and Enterprise was the first book of its kind to deal systematically with the politics of contemporary culture. Drawing examples from specific British venues, Justin Lewis shows how innovative projects work in practice, and considers arts marketing and the promotion of culture as an economic strategy. A particularly relevant title in the context of the debate surrounding Arts Council funding, this reissue will prove valuable for artists, administrators and students of media and cultural studies, alongside those with a general interest in the future of public art and culture.
Arts and Cultural Management: critical and primary sources by
Arts and Cultural Management: Critical and Primary Sources offers a comprehensive collection of key writings on this relatively new and rapidly growing field. The collected essays draw upon both scholarly and professional literature worldwide and range across the arts in the commercial, not-for-profit and public sectors.Each volume is arranged thematically and separately introduced by the editors. The set includes 84 essays covering the following major tracks: organization, structure and governance; production and distribution of the arts; participation and engagement; resource development and marketing; and policy, advocacy and field development.Together the four volumes of Arts and Cultural Management present a major scholarly resource for the field.
Arts Management by
The second edition of Arts Management has been thoroughly revised to provide an updated, comprehensive overview of this fast-changing subject. Arts managers and students alike are offered a lively, sophisticated insight into the artistic, managerial and social responsibilities necessary for those working in the field. With new cases studies and several new chapters, Derrick Chong takes an interdisciplinary approach in examining some of the main impulses informing discussions on the management of arts and cultural organizations. These are highly charged debates, since arts managers are expected to reconcile managerial, economic and aesthetic objectives. Topics include: arts and the State, with reference to the instrumentalism of the arts and culture business and the arts ownership and control of arts organizations arts consumption and consumers, including audience development and arts marketing managing for excellence and artistic integrity financial investing in the arts, namely fine arts funds and theatre angels philosophies of philanthropy Incorporating a deliberately diverse range of sources, Arts Management is essential reading for students on arts management courses and provides valuable insights for managers already facing the management challenges of this field.
Arts management : insights and perspectives by 
The Cycle: a practical approach to managing arts organizations by
In the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on--in short, to participate in the organization's programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the "family" continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal--and remedy--the problems of troubled ones. This book addresses each element of the cycle in the hope that more arts organizations around the globe--from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions--will be able to sustain remarkable creativity, pay the bills, and have fun doing so!
Developing a Sense of Place: The Role of the Arts in Regenerating Communities by
Cultural planners, artists, and policy makers must work through the arts to create communities--and a place within them. Developing a Sense of Place brings together a series of case studies and success stories drawn from a different geographical or sociocultural contexts. Selected for their lasting effect in their local community, the case studies explore new models for opening up the relationship between universities and their surrounding regions, explicitly connecting creative, critical, and theoretical approaches to civic development. The studies cover various regions in the UK, and also areas in Brazil, Turkey, and Zimbabwe. Developing a Sense of Place offers a range of viewpoints, including those of the arts strategist, the academic, the practice-researcher, and the artist. Through its innovative models, from performing arts to architectural design, the book serves diverse interests, such as the arts and cultural policy managers, master planners, and arts workers, as well as students of human geography, cultural planning, business and the creative industries, and arts administration, at the undergraduate and postgraduate levels.
Introduction to Arts Management by
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.
Leading Roles: 50 Questions Every Arts Board Should Ask by
Not-for-profit arts organizations struggled to survive the recent economic recession. In this increasingly hardscrabble environment, it is absolutely imperative that the boards of these organizations function as energetically, creatively, and efficiently as possible. Michael M. Kaiser's personal history with boards of arts organizations began when he served on the board of the Washington Opera (now the Washington National Opera) in 1983. Today, in his capacity as president of the John F. Kennedy Center for the Performing Arts, Kaiser recently completed a 50-state, 69-city Arts in Crisis tour. Board issues came up repeatedly as central to the success or failure of the organization. Drawing on these and many other conversations, nationally and internationally, Kaiser's book offers members of boards and staffs the information they need to create the healthy atmosphere necessary to thriving arts organizations. Organized in a clear, readable, question-and-answer format, Leading Roles covers every aspect of board participation in the life of the organization, including mission and governance; fundraising and marketing responsibilities; the relationship of the board to the artistic director, executive director, and staff; and its responsibilities for planning and budgeting. Kaiser addresses boards in crisis, international boards, and boards of arts organizations of color. Throughout, he emphasizes the importance of transparency and clarity in the board's dealings with its own members and those of the arts community of which it is a part, showing how anything less results in contentiousness that can immobilize an arts organization, or even tear it apart.
Management and the Arts by
The fifth edition of Management and the Arts discusses the theory and practical applications from all arts management perspectives including planning, marketing, finance, economics, organization, staffing, and group dynamics. Revised to reflect the latest thinking and trends in managing organizations and people, this fifth edition features class-tested questions in each chapter, which help students to integrate the material and develop ideas about how the situations and problems could have been handled. Statistics and real-world examples illustrate all aspects of arts managements, from budgeting and fundraising, to e-marketing and social networking, to working effectively with boards and staff members. Case studies focus on the challenges facing managers and organizations every day, and "In the News" quotes provide real-world examples of principles and theories. Students in Arts Management university courses along with arts managers in a theatre, museum, dance company, and opera will gain useful insights into strategic planning, organization, and integrated management theories with this book.
Marketing for Cultural Organizations: New Strategies for Attracting Audiences by
Marketing for Cultural Organizations presents traditional marketing theory with a focus on the aspects most relevant to arts or cultural organizations. The book explains how to overcome the division between the concepts of high art and popular culture by targeting the new tech savvy cultural consumer. As arts patronage has declined, and given new technological advances, arts organizations have had to adapt to a new environment and compete for an audience. This edition emphasizes visitor or audience participation, as well as the use of social media in attracting and maintaining an audience. Learning to harness social media and technology in order to encourage a dialogue with its audience is of primary importance for arts organizations. This book covers: - Cost effective methods of researching the audience using technology - Developing a consistent, branded online message - Using social media to increase audience engagement, and involve them in the creative process With an approach that is jargon-free and focused on practical application, this book is designed for both undergraduate and graduate students of arts marketing and cultural management.
Strategic Management in the Arts by
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.
Successful Fundraising for Arts and Cultural Organizations by
Fundraising experts Karen Brooks Hopkins of the Brooklyn Academy of Music and Carolyn Stolper Friedman of the Contemporary Museum of Art in Chicago offer important insights into today's best fundraising strategies for arts and cultural organizations of all sizes. New to this edition is an in-depth examination of corporate sponsorships, as well as a detailed chapter on endowment campaigns. All statistics, appendixes, and examples have been updated, and many helpful examples, including pledge forms, campaign statements, and sponsorship contracts, are also included.
Understanding Audience Engagement in the Contemporary Arts by
The authors critically interrogate the challenges of access, diversity, privilege and responsibility in contemporary art. Asking who benefits from, pays for and consumes the arts, the book highlights fresh, forward-thinking audience and organisational attitudes that show the potential of live arts engagement to contribute to engaged citizenship.
The Business of Opera by
The study of the business of opera has taken on new importance in the present harsh economic climate for the arts. This book presents research that sheds new light on a range of aspects concerning marketing, audience development, promotion, arts administration and economic issues that beset professionals working in the opera world. The editors' aim has been to assemble a coherent collection of essays that engage with a single theme (business), but differ in topic and critical perspective. The collection is distinguished by its concern with the business of opera here and now in a globalized market. This includes newly commissioned operas, sponsorship, state funding, and production and marketing of historic operas in the twenty-first century.
How to Run a Theater by
The definitive arts management guide, this book is written with tremendous insight and humour and packed with dozens of lists, such as 22 Wonderful Ways to Improve Your Life in the Theater and 20 Distractions that Erode Productivity. It provides information on improving an organization by building audiences, bolstering fundraising, and tightening finances. Also covered are tips for solidifying relationships with boards, volunteers, communities, and colleagues. It's all here, from managing one's own life, working with a board of trustees, and managing a team, to negotiating, fundraising, marketing, and financial management. This resource will appeal to all those who work in arts management, from novices to veteran middle managers and executive directors.
A Profile of the Performing Arts Industry: culture and commerce by
Attending a live concert or theatrical performance can be a thrilling experience. At their best, the performing arts represent the height of human creativity and expression. But the presentation on stage, whether it is Shakespeare, Beethoven, or The Lion King, depends on a business backstage. This book provides an overview of both the product on stage and the industry that makes it possible. While the industry's product is unique-with unique supply and demand characteristics it is still an industry, with economic inputs, business models, competitors, value chains, and a dynamic, challenging marketplace. We will examine each of the major segments (Broadway, regional theater, orchestra, opera, and dance) along these business dimensions. This book will give lovers of the performing arts an understanding of the business realities that make live performances possible. Managers, board members, and performers will be better equipped to take on the strategic challenges their companies face. People contemplating any of these roles will have a better idea of what to expect. Business analysts and students of strategy will discover how economic frameworks apply in this unique setting where culture and commerce converge.
Racial and Ethnic Diversity in the Performing Arts Workforce by
Racial and Ethnic Diversity in the Performing Arts Workforce examines the systemic and institutional barriers and individual biases that continue to perpetuate a predominately White nonprofit performing arts workforce in the United States. Workforce diversity, for purposes of this book, is defined as racial and ethnic diversity among workforce participants and stakeholders in the performing arts, including employees, artists, board members, funders, donors, educators, audience, and community members. The research explicitly uncovers the sociological and psychological reasons for inequitable workforce policies and practices within the historically White nonprofit performing arts sector, and provides examples of the ways in which transformative leaders, sharing a multiplicity of cultural backgrounds, can collaboratively and collectively create and produce a culturally plural community-centered workforce in the performing arts.
Reshaping opera : a critical reflection on arts management by
Conventional wisdom holds that the performing arts, due to the economic nature of the sector, are condemned to a state of permanent financial crisis. However, increasingly frequent information about the fiscal troubles of several opera houses has also led to questions about the soundness of the strategies adopted by these organizations, and about the administrative abilities of their general managers.The case narrated here (La Fenice, Venice's main opera theater), represents a successful case in which, still inside the borders of a subsidized cultural production, a managerial turn led to substantial improvements in efficiency and productivity levels. However, the success of a case such as La Fenice in terms of bottom-line fiscal indicators does not imply immunity to critiques.The description and analysis of the case, far from being presented as a best practice with any claim of generalization, allows for a critical reflection on arts management, starting from the tension between art and commerce discussed initially by the Frankfurt School.Critiques not only challenge the dominant meaning of what is considered good and what is not: they also contribute to the reshaping of a new social order. Only by looking at the whole picture, at both dominant and critical voices, can we come to a greater understanding of current ideological stances in the arts world and contextualize them within existing discourses on art, management studies, and arts management.
Routledge Companion to Audiences and the Performing Arts by
The Routledge Companion to Audiences and the Performing Arts represents a truly multi-dimensional exploration of the inter-relationships between audiences and performance. This study considers audiences contextually and historically, through both qualitative and quantitative empirical research, and places them within appropriate philosophical and socio-cultural discourses. Ultimately, the collection marks the point where audiences have become central and essential not just to the act of performance itself but also to theatre, dance, opera, music and performance studies as academic disciplines.
Technical Management for the Performing Arts: utilizing time, talent, and money by
Technical Management for the Performing Arts: Utilizing Time, Talent, and Money is a comprehensive guide to the tools and strategies of a successful technical manager. This book demonstrates how you can coordinate personnel, raw materials, and venues, all while keeping a production on a tight schedule and within budget. From concept to realization, through nightly performances, Technical Management for the Performing Arts focuses on the technical and organization skills a technical manager must demonstrate, and emphasizes the need for creativity and interpersonal management of a team.
The Anatomy of a Museum: An Insider's Text by
Written by a museum professional and based on a course taught for many years, The Anatomy of a Museum is an engaging and accessible volume that provides a unique insider's guide to what museums are and how they operate. An insider's view of the rarefied world of the museum that provides a refreshing and unique account of the reality of the workings of museum life The material has been successfully tested in a course that the author has taught for 14 years Miller has extensive experience at all levels of museum work, from painting walls for exhibitions to museum directorship Clearly and engagingly written, the book covers all the component parts and various disciplines of museum operations, and opinions and perspectives are drawn from a deep knowledge of the field Includes useful pedagogical material, including questions, discussion topics, and a range of anecdotes
Fundraising and strategic planning: innovative approaches for museums by
Fundraising and Strategic Planning: Innovative Approaches for Museums appraise strategies museums employ to raise funds including admission prices, membership categories, donor and affinity groups, and specialized event-driven efforts while examining new crowdfunding models such as Kickstarter and Indiegogo.
Manual of Museum Planning: Sustainable Space, Facilities, and Operations by
As museums have taken on more complex roles in their communities and the number of museum stakeholders has increased to include a greater array of people, effective museum planning is more important than ever. The Manual of Museum Planning has become the definitive text for museum professionals, trustees, architects, and others who are concerned with the planning, design, construction, renovation, or expansion of a public gallery or museum. Rewritten and reorganized, the third edition features revised sections on planning for visitors, collections, and the building itself, and new sections on operations and implementation, which have become an essential part of the planning process. This new edition of the Manual of Museum Planning has been updated to meet the needs of professional museum practice in the 21st century and includes contributions by leading museum professionals. This manual is intended to be used as a guide for museum professionals, board members or trustees, government agencies, architects, designers, engineers, cost consultants, or other specialist consultants embarking on a capital project--expansion, renovation, or new construction of museum space.
Museum branding: how to create and maintain image, loyalty, and support by
In today's busy world, museums compete for visitors not only with other museums, but also with a worthy selection of cultural institutions from performing arts to libraries. Add to these magnets a slew of enticing leisure activities, from theme parks to jogging trails. Given a weekend afternoon with a little free time to spare, a prospective visitor has a tempting selection of destinations to choose from. Branding a museum helps it stand out from the crowd by giving it an image and personality with which visitors and supporters can identify, increasing their emotional attachment and encouraging them to return. In Museum Branding, Wallace offers clear, practical advice on how to brand a museum department by department, step by step. By highlighting case studies from museums of every type and size, she emphasizes that brains, not budget, create a successful branding effort.
Museum Cooperation Between Africa and Europe: A New Field for Museum Studies by
At a time of major transformations in the conditions and self-conceptions of cultural history and ethnological museums worldwide, it has become increasingly important for these museums to engage in cooperative projects. This book brings together insights and analyses of a wide variety of approaches to museum cooperation from different expert perspectives. Featuring a variety of African and European points of view and providing detailed empirical evidence, it establishes a new field of museological study and provides some suggestions for future museum practice.
The Museum Manager's Compendium: 101 essential tools and resources by
The Museum Manager's Compendium: 101 Essential Tools and Resources helps you make and implement your decisions as a museum manager and strategic planner. This book's 101 sections present a treasure trove of definitions, diagrams, processes, choices, and worksheets, in major areas of museum management. Collectively, they reflect the literature and contributions of some of the field's best thinkers. The resources distill half a century of museum experience over hundreds of projects done by scores of talents and experts internationally for all types of museums. The Museum Manager's Compendium can be used as: -A frequent reference book to consult when facing decisions or planning for the future -A source of examples and templates of common museum reports -A source of answers and options for strategic planning questions -A crib book to extract text when drafting internal proposals and plans -A primer when welcoming new partners and Board members -A quick study and refresher of key aspects of museum practice -An orientation to new staff -A glossary for building shared definition among team members The Museum Manager's Compendium is for museum professionals--leaders, managers, coordinators, professional counsel, contractors, evaluators, supporters, and policy makers-- to use often. It is a must-own reference book for every museum professional responsible for decisions and implementation.
Museums and Public Value: Creating Sustainable Futures by
Public Value speaks to our time - to the role that museums can play in creating civil societies, to the challenges involved in using limited assets strategically, to the demand for results that make a difference and to the imperative that we build the kind of engagement that sustains our futures. This book assists museum leaders to implement a Public Value approach in their management, planning, programming and relationship building. The benefits are long term public engagement and support, which can be used to demonstrate that valuable returns result from public investment in museums. A range of authors from around the world unpack the concept of Public Value and examine its implications for museums. They situate Public Value within current management theory and practice, offer tools for implementation, highlight examples of successful practice and examine the evidence of Public Value that governments seek to inform policy and funding decisions. The book will be required reading for senior professionals in museums, as well as museum and heritage studies students.
Recruiting and Managing Volunteers in Museums: a handbook for volunteer management by
We are in the middle of a museum paradigm shift and a new type of museum volunteer is emerging from the community. Non-profit volunteers are looking for unique and satisfying ways to engage in their communities and museums are primed to offer just the experiences these volunteers are looking for. Here's a practical exploration of the differences between the "then" and "now" volunteers and solid advice on volunteer recruitment, communication, and retention strategies. Kristy Van Hoven and Loni Wellman will help you answer the questions: -What are new volunteers looking for? -What is their motivation? -How can you spot the hidden gems in your local community? -How can you develop a successful relationship with potential volunteers? -How do you keep the museum volunteer motivated and happy? -What can teens, adults and retiring professionals bring to your organization? -How can your museum support a robust and active volunteer program? -How do you reward volunteers and keep them for the long term? and, most importantly, -How can you meet volunteer's needs and still benefit from their work? The Guide highlights successful projects, incentives, and general museum culture which support volunteer activities and includes examples of Volunteer Job Descriptions, Calls for Volunteers, Evaluation forms, as well as volunteer project outlines. Written in a light hearted spirit, Recruiting and Managing Volunteers in Museums: A Handbook to Volunteer Management will engage and inform any professional tasked with developing and managing a volunteer program at their institution. Museums offer an amazing array of volunteer opportunities that help create a greater sense of belonging and purpose for the volunteer. With a growing number of retiring professionals and students looking for professional experiences, now is the time to embark on developing a volunteer program that will thrive in the years to come.
Visiting the Visitor: An Enquiry Into the Visitor Business in Museums by
The study of the museum visitor has undergone radical transformation. Each author here has asked unfamiliar questions and responded with fresh answers. Some of these questions involve the visitor's identity, what she brings to her museum experience. Can we gain entry into this experience? Does more technology really increase access to the objects themselves? Others probe the very nature of museum going and exhibition making, demanding that we reexamine the traditional exhibition to reposition the visitor and her meaning-making at the centre. The volume provokes imaginative research and encourages new conclusions.
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