Management and the Arts, 4th Edition

Table of contents

1. Front Cover
2. Title Page
3. Copyright
4. Contents
5. FOREWORD
6. PREFACE
7. ACKNOWLEDGMENTS
8. CHAPTER 1 Management and the Arts
   1. The business of arts and entertainment
   2. Managers and organizations
   3. The management process
   4. Selecting a project organization
   5. References
9. CHAPTER 2 Arts Organizations and Arts Management
   1. The artist–manager
   2. Arts institutions
   3. A brief historical overview
   4. The modern arts organization
   5. Profile of the arts manager
   6. The growth of the arts manager role and the NEA
   7. Goals
   8. NEA
   9. Conclusion
   10. Summary
   11. Discussion article — managing the arts today
   12. References
10. CHAPTER 3 Management History and Trends
    1. Management as an art and a social science
    2. Evolution of management thought
    3. Management trends to the present
    4. Human relations management (1927 to present)
    5. Modern management
    6. Conclusion
    7. Summary
    8. References
11. CHAPTER 4 The Adaptive Arts Organization
    1. Competitive adaptation
    2. Changing environments
    3. Managing change
    4. Growth and change
    5. Content analysis
    6. Assessing environments
    7. Information sources
    8. The impact of future trends on the arts
    9. Summary
    10. Suggested additional readings
    11. References
12. CHAPTER 5 Planning and Decision Making
    1. Mission, vision, and values statement
    2. The context of planning
    3. Developing a planning process for the arts
    4. Strategy summary
    5. Goals, objectives, action plans, and evaluation
    6. Limits of planning
    7. Decision making in planning
    8. Decision theory
    9. Conclusion
    10. Summary
    11. References
    12. Additional Resources
13. CHAPTER 6 Organizing and Organizational Design
    1. Life in organizations
    2. The management function of organizing
    3. Organizational design approaches
    4. Organizational structure and charts
    5. Informal organizational structure
    6. Structure from an arts manager’s perspective
    7. Coordination
    8. Organizational growth
    9. Corporate culture and the arts
    10. Summary
    11. References
14. CHAPTER 7 Human Resources and the Arts
    1. Staffing the organization
    2. The staffing process
    3. The overall matrix of jobs
    4. Constraints on staffing
    5. Recruitment
    6. Diversity in the arts workplace
    7. Selection process
    8. Orientation and training
    9. Performance appraisals and firing
    10. Volunteers in the arts
    11. The board of directors
    12. Unions and the arts
    13. Maintaining and developing the staff
    14. Summary
    15. Resource
    16. Sample employee manual
    17. References
15. CHAPTER 8 Leadership and Group Dynamics
    1. The central role of the leader
    2. Leadership fundamentals
    3. Formal and informal leadership modes
    4. Power: a leadership resource
    5. Approaches to the study of leadership
    6. Leadership and the creative spirit
    7. Future leadership?
    8. Motivation and the arts work setting
    9. Theories of motivation
    10. Theory integration
    11. Group dynamics
    12. Leadership and working with the board of directors
    13. Communication basics and effective leadership
    14. Conclusion
    15. Summary
    16. Additional resource
    17. Leadership books and resources
    18. References
16. CHAPTER 9 Operations and Budgeting
    1. Operational control as a management function
    2. Elements of the operational control process
    3. Management information systems
    4. Budgets and the control system
    5. From the budget to cash flow
    6. Summary
    7. References
17. CHAPTER 10 Economics and Financial Management
    1. The economic big picture
    2. The economic problems and issues facing the arts
    3. The economic environment and the arts
    4. The economics of spending more than you make
    5. The multiplier effect and the arts
    6. Applying basic economic principles to the arts
    7. Elasticity change formula
    8. Overview of financial management
    9. Nonprofit financial management
    10. FMIS
    11. Accounting and bookkeeping
    12. Managing finances and the economic dilemma
    13. Looking ahead
    14. Creating a financial report
    15. Web source for financial statements
    16. Other resources on arts economics and finance
    17. References
18. CHAPTER 11 Marketing and the Arts
    1. The marketing landscape
    2. The search for the audience
    3. Marketing principles and terms
    4. Evolution of modern marketing
    5. Marketing Management
    6. Strategic marketing plans
    7. Conclusion
    8. Summary
    9. Additional Resources
    10. References
19. CHAPTER 12 Fundraising
    1. Giving history and trends
    2. Why do people give?
    3. Fundraising and the arts
    4. Management skills of the fundraiser
    5. The case for support
    6. Data management
    7. Fundraising costs and control
    8. Fundraising techniques and tools
    9. The comprehensive campaign
    10. Corporate giving
    11. Foundations
    12. Government funding
    13. Conclusion
    14. Summary
    15. Additional resources
    16. References
20. CHAPTER 13 Integrating Management Styles and Theories
    1. Management styles
    2. Management models
    3. The organization as an open system
    4. The contingency system: an integrating approach
    5. Personnel management board, staff, labor, and relations
    6. Fiscal management
    7. Governmemt relations
    8. Conclusion
    9. Reference
21. CHAPTER 14 Career Options and Preparing for the Job Market
    1. The evolving arts workplace
    2. Where the jobs are and will be
    3. Personal choices and selection criteria
    4. Develop a personal plan
    5. From the employer’s perspective
    6. Compensation issues
    7. Career development options
    8. Organizing Your Job Search
    9. Building a career
    10. Career development work plan
    11. References
22. INDEX