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Management and the Arts, 5th Edition

Name: Management and the Arts, 5th Edition
Author: William J. Byrnes
ISBN: 9781317627005

by William J. Byrnes

September 2014

Beginner

600 pages

18h 27m

English

Routledge

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Cover
Half Title
Title Page
Copyright Page
Table of Contents
Foreword
Preface
Acknowledgments
Chapter 1 Arts Management Overview
Key Terms & ConceptsLearning ObjectivesOverviewIntroduction to the Business of the ArtsManagers and OrganizationsThe Management ProcessSummaryChapter Discussion QuestionsSelecting a Project OrganizationAdditional ResourcesReferences
Chapter 2 The Evolving Role of Arts Managers
Key Terms & ConceptsLearning ObjectivesOverviewHistorical OverviewInternational PerspectiveFunding of the Arts in AmericaHow to Form an Organization in AmericaSalary RangesSummaryChapter Discussion QuestionsDiscussion Topic–Creative PlacemakingCreative Placemaking ConversationReferences

Chapter 3 Management History and Practice
Key Terms & ConceptsLearning ObjectivesOverviewEvolution of Management ThoughtManagement Trends to the PresentHuman Relations Management (1927 to Present)Modern ManagementManagement Theory and the Art, Craft, and ScienceConclusionSummaryChapter Discussion QuestionsReferences
Chapter 4 The Adaptive Arts Organization
Key Terms & ConceptsLearning ObjectivesOverviewCompetitive AdaptationChanging EnvironmentsAssessing EnvironmentsInformation SourcesChapter Discussion QuestionsDiscussion Topic–Museumwatch 2013Discussion QuestionsFurther ReadingReferences
Chapter 5 Planning and the Arts
Key Terms & ConceptsLearning ObjectivesOverviewThe Context of PlanningDeveloping a Planning Process for the ArtsMission, Vision, and Values StatementMission Statements and StrategyGoals, Objectives, Action Plans, and EvaluationLimits of PlanningDecision Making in PlanningDecision TheoryConclusionSummaryChapter Discussion QuestionsPlanning in Practice—Dance/USA Strategic Plan 2013–15Discussion QuestionsReferencesAdditional Resources
Chapter 6 Organization and the Arts
Key Terms & ConceptsLearning ObjectivesOverviewLife in OrganizationsThe Management Function of OrganizingOrganizational Design ApproachesOrganizational Structure and ChartsInformal Organizational StructureStructure from an Arts Manager’s PerspectiveCoordinationOrganizational GrowthCorporate Culture and the ArtsSummaryChapter Discussion QuestionsDiscussion Topic–The Dayton Performing Arts AllianceDiscussion Topic QuestionsResourcesReferences
Chapter 7 Human Resources and the Arts
Key Terms & ConceptsLearning ObjectivesOverviewHuman Resources and the OrganizationThe Staffing ProcessThe Overall Matrix of JobsCosts and Constraints on StaffingRecruitmentDiversity in the Arts WorkplaceSelection ProcessOrientation and TrainingPerformance Appraisals and FiringUnions and the ArtsVolunteers in the ArtsMaintaining and Developing the Staff and BoardSummaryChapter Discussion QuestionsClass Discussion TopicDiscussion Topic QuestionsSample Employee ManualResourcesReferences
Chapter 8 Leadership in the Arts
Key Terms & ConceptsLearning ObjectivesOverviewThe Central Role of the LeaderLeadership FundamentalsFormal and Informal Leadership ModesPower: A Leadership ResourceApproaches to the Study of LeadershipLeadership and the Creative SpiritGlobal Perspectives on LeadershipMotivation and the Arts Work SettingTheories of MotivationTheory Integration and ApplicationGroup DynamicsLeadership and Working with the Board of DirectorsCommunication Basics and Effective LeadershipConclusionSummaryChapter Discussion QuestionsDiscussion TopicDiscussion Topic QuestionsLeadership Books and ResourcesReferences
Chapter 9 Controls, Operations, and Budgeting
Key Terms & ConceptsLearning ObjectivesOverviewControl as a Management FunctionElements of the Control ProcessManagement Information SystemsBudgets and the Control SystemFrom the Budget to Cash FlowSummaryChapter Discussion QuestionsDiscussion TopicDiscussion Topic QuestionsResources on Controls and BudgetingReferences
Chapter 10 Economics and Financial Management
Key Words & ConceptsLearning ObjectivesOverviewThe Economic Environment and the ArtsThe Economics of Spending More than You MakeThe Multiplier Effect and the ArtsApplying Basic Economic Principles to the ArtsOverview of Financial ManagementNonprofit Financial ManagementFinancial Management Information SystemAccounting and BookkeepingManaging Finances and the Economic DilemmaLooking AheadChapter Discussion QuestionsCreating a Financial ReportDiscussion Questions–Dance Company Financial ReportsWeb Source for Financial StatementsOther Resources on Arts Economics, Economics, and FinanceReferences
Chapter 11 Marketing and the Arts
Key Terms & ConceptsLearning ObjectivesOverviewThe Marketing and Public Relations LandscapeMarketing Principles and TermsMarketing ManagementStrategic Marketing and Communication PlansCommunications and Public RelationsConclusionSummaryChapter Discussion QuestionsApplying the Marketing and Communications PlanAdditional ResourcesCase Study ResourceJournal and Magazine ArticlesArts Management JournalsReferences
Chapter 12 Fundraising and Development
Key Terms & ConceptsLearning ObjectivesOverviewHistory and Trends in GivingWhy Do People Give to the Arts?Fundraising and Development the ArtsManagement Skills of the Fund-raiserThe Case for SupportData ManagementFundraising Costs and ControlFundraising Techniques and ToolsThe Comprehensive CampaignCorporate GivingFoundationsGovernment FundingConclusionSummaryChapter Discussion QuestionsAdditional ResourcesOrganizations and Web Resources on FundraisingMini Fundraising Case StudiesOrganizational Assessment TemplateReferences
Chapter 13 Integration of Managing and the Arts
Learning ObjectivesOverviewManagement StylesManagement ModelsThe Management FunctionsPersonnel and Fiscal ManagementFiscal ManagementGovernment RelationsIn Perspective: Chapter Learning ObjectivesConclusionChapter Discussion QuestionsCase Study–Crisis at the CorcoranFollow UpCase Study Discussion QuestionsReference
Chapter 14 A Career in Arts Management
Learning ObjectivesOverviewThe Evolving Arts WorkplaceDevelop a Personal PlanCareer Development OptionsOrganizing Your Job SearchBuilding a CareerResourcesReferences
Index

Content preview from Management and the Arts, 5th Edition

5 Planning and the Arts

There is an old saying that good intentions don’t move mountains, bulldozers do. In nonprofit management, the mission and the plan—if that all there is—are the good intentions. Strategies are the bulldozers. They convert what you want to do into accomplishment.¹

Peter Drucker

Key Terms & Concepts

Planning

Goals

Objectives

Short-, intermediate-, and long-range plans

Strategic plans

Operational plans

Single-use and standing-use plans

Top-down and bottom-up plans

Problem solving

Contingency and crisis plans

Mission statement

Vision statement

Values statement

SWOT analysis

Scenario Planning

Contingency and crisis planning

Decision making

Problem solving

Learning Objectives

After reading this chapter you should be able to ...

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Management and the Arts, 5th Edition

by William J. Byrnes

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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