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Management and the Arts, 4th Edition

Name: Management and the Arts, 4th Edition
Author: William Byrnes
ISBN: 9781136082450

by William Byrnes

March 2003

Intermediate to advanced

352 pages

15h 14m

English

Focal Press

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Front Cover
Title Page
Copyright
Contents
FOREWORD
PREFACE
ACKNOWLEDGMENTS
CHAPTER 1 Management and the Arts
The business of arts and entertainmentManagers and organizationsThe management processSelecting a project organizationReferences
CHAPTER 2 Arts Organizations and Arts Management
The artist–managerArts institutionsA brief historical overviewThe modern arts organizationProfile of the arts managerThe growth of the arts manager role and the NEAGoalsNEAConclusionSummaryDiscussion article — managing the arts todayReferences
CHAPTER 3 Management History and Trends
Management as an art and a social scienceEvolution of management thoughtManagement trends to the presentHuman relations management (1927 to present)Modern managementConclusionSummaryReferences

CHAPTER 4 The Adaptive Arts Organization
Competitive adaptationChanging environmentsManaging changeGrowth and changeContent analysisAssessing environmentsInformation sourcesThe impact of future trends on the artsSummarySuggested additional readingsReferences
CHAPTER 5 Planning and Decision Making
Mission, vision, and values statementThe context of planningDeveloping a planning process for the artsStrategy summaryGoals, objectives, action plans, and evaluationLimits of planningDecision making in planningDecision theoryConclusionSummaryReferencesAdditional Resources
CHAPTER 6 Organizing and Organizational Design
Life in organizationsThe management function of organizingOrganizational design approachesOrganizational structure and chartsInformal organizational structureStructure from an arts manager’s perspectiveCoordinationOrganizational growthCorporate culture and the artsSummaryReferences
CHAPTER 7 Human Resources and the Arts
Staffing the organizationThe staffing processThe overall matrix of jobsConstraints on staffingRecruitmentDiversity in the arts workplaceSelection processOrientation and trainingPerformance appraisals and firingVolunteers in the artsThe board of directorsUnions and the artsMaintaining and developing the staffSummaryResourceSample employee manualReferences
CHAPTER 8 Leadership and Group Dynamics
The central role of the leaderLeadership fundamentalsFormal and informal leadership modesPower: a leadership resourceApproaches to the study of leadershipLeadership and the creative spiritFuture leadership?Motivation and the arts work settingTheories of motivationTheory integrationGroup dynamicsLeadership and working with the board of directorsCommunication basics and effective leadershipConclusionSummaryAdditional resourceLeadership books and resourcesReferences
CHAPTER 9 Operations and Budgeting
Operational control as a management functionElements of the operational control processManagement information systemsBudgets and the control systemFrom the budget to cash flowSummaryReferences
CHAPTER 10 Economics and Financial Management
The economic big pictureThe economic problems and issues facing the artsThe economic environment and the artsThe economics of spending more than you makeThe multiplier effect and the artsApplying basic economic principles to the artsElasticity change formulaOverview of financial managementNonprofit financial managementFMISAccounting and bookkeepingManaging finances and the economic dilemmaLooking aheadCreating a financial reportWeb source for financial statementsOther resources on arts economics and financeReferences
CHAPTER 11 Marketing and the Arts
The marketing landscapeThe search for the audienceMarketing principles and termsEvolution of modern marketingMarketing ManagementStrategic marketing plansConclusionSummaryAdditional ResourcesReferences
CHAPTER 12 Fundraising
Giving history and trendsWhy do people give?Fundraising and the artsManagement skills of the fundraiserThe case for supportData managementFundraising costs and controlFundraising techniques and toolsThe comprehensive campaignCorporate givingFoundationsGovernment fundingConclusionSummaryAdditional resourcesReferences
CHAPTER 13 Integrating Management Styles and Theories
Management stylesManagement modelsThe organization as an open systemThe contingency system: an integrating approachPersonnel management board, staff, labor, and relationsFiscal managementGovernmemt relationsConclusionReference
CHAPTER 14 Career Options and Preparing for the Job Market
The evolving arts workplaceWhere the jobs are and will bePersonal choices and selection criteriaDevelop a personal planFrom the employer’s perspectiveCompensation issuesCareer development optionsOrganizing Your Job SearchBuilding a careerCareer development work planReferences
INDEX

Overview

Revised to reflect the latest thinking and trends in managing organizations and people, Management and the Arts, 4th 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 material and develop ideas as to how the situations and problems could have been handled. New case studies focus on the challenges facing managers and organizations every day, and new "In The News" quotes give the reader real-world examples of principles and theories. A new chapter focuses on developing career skills and options. Graduate school options and postgraduate training opportunities are discussed and professional organizations and conferences are highlighted.

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