Functions Of An Arts Manager

There are many different definitions of management. The classical authors considered the management is a role that aims to achieve effective operation, make regulations, provide directions and control resources (Whetten and Cameron, 2002). However, the newer visions focus more on management as a communication job in order to finish the work (Williams, 2010). Daft (2011) adds the coordinating others to meet the new challenges becomes a crucial task for modern management. Passage with time, the requirement of

administrator and theatre manager can reach beyond the office and inspire the next generation of theatre artists.

Slide 2: The Utah Opera is an adhocracy culture. An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The opera shows these qualities in their culture. The opera values flexibility, and has tailored their business model to allow for adjustments in both the size of the opera and fundraising projects. This allows for them adjust their operations in a timely manner as needed in order to meet profitability goals. The general nature of the opera fosters the creativity that is required for the adhocracy culture, since they are an arts program. The opera focuses less on their

Based on our visits to the Cardinal Stage Company and Bloomington Playwrights Project, we have more understanding at those two theatre organizations. Even though they have differences but we can still see the similarities they have which are they all have good management skills and have leaders who have great visions. Therefore, it is not hard to figure out that leadership plays a vital role and is extremely necessary for nonprofit theatre organizations to have good leader. There are different types of leaderships, firs of all, according to A Great Confusion in Theatre Management the transactional leadership and it is defined as “the managerial process whereby a supervisor provides goals and objective and rewards and punishments directed

I found my passion for arts administration as a sophomore in college. Growing up, music had always played a big part in my life. I had always thought that I would become a music teacher. However, when I accepted an internship position in the summer of 2015 working for the renowned Handel and Haydn Society in Boston, my plans changed. Suddenly, the idea of working behind the scenes, and operating an arts organization excited me immensely. As I found internships working for the New Jersey Symphony Orchestra, the Orpheus Chamber Orchestra, Jazz House Kids and Little Kids Rock, I became fixated on the business aspect of the arts. Planning and executing various performances, fundraising events and educational programs was exciting and gratifying, which led me to decide to pursue a career in arts administration and attend graduate school. I decided that attending the University of Cincinnati was the best option for me because of its academic rigor and because it offers a program in which I can earn my MA and MBA in Arts Administration. I believe pursuing an MBA would be an excellent opportunity for me to gain the educational experience needed to excel in this field.

My natural ability to organize activities, events, and items has helped me become more involved at school in various clubs and organizations that allow me to connect with people and learn more about myself and the world around me. As a theatre student, I have learned the value of teamwork, humility, and determination. Additionally, as a section leader in two auditioned choirs at my high school, I have learned how to lead by example, always look for the good in others, respectfully voice concern and constructive criticism, and act as a team member rather than a boss. My experiences in the arts have truly changed my life. The arts have defined me and made my high school career memorable, so I aspire to promote the arts and arts education for the rest of my life. I believe every student should have access to quality arts classes and activities in which they can express themselves, develop self-confidence, and improve their creativity and problem-solving

My commitment to arts management and policy developed through my extracurricular involvement in the performing arts and work as a Development Assistant at Primary Stages, an off-Broadway theatre company in New York City. I am applying for the MA in Arts Management, Policy, and Practice in the School of Arts, Languages and Cultures at the University of Manchester due to its emphasis on practical skills and work experience. Moreover, as I pursue a career as a performing arts manager, the university’s proximity to arts and cultural organizations will provide opportunities to engage with the competitive field of arts administration.

Does the art processes (drawing, painting, music, drama, sculpture, weaving, poetry, dancing and more) move in a positive directions? By using various art forms, I have learned individuals can express internal emotions (depression, hostility, or other). Art practices have been successful in medical science environment, so transferring to a corporate setting also has advantage. Leaders experiencing high stress levels, can also use these strategies. They can help create feelings of balance between work and home, resulting in a healthier work environment. Less issues of employee dissatisfaction, resentment, and turnover. Applications include promoting communication, fostering creativity and innovation in the organization. Corporations “can better help management draft policies” (Agarwal, 2013) and reduce stress, rigidity and obstacles such as corporate social responsibility (CSR) reporting. Leaders projecting imaginary work will reveal thoughts in the subconscious mind voicing concerns or strategies that can be developed readily. School of Thought: Reflection on my psyche when working in the Military Intelligence with only men. Collectively, they taught about full involvement and not leaving anyone behind. Corporate Education Programs set-up workshops, in-service programs, lectures, both on-stie or off-site. Art incorporation is intended to “evoke responses and create outcomes that are different from traditional training and personal

The four functions of a manager are planning, organizing, leading, and controlling. These are key elements that managers must understand to run a successful organization. I will view each concept as well as their roles to acknowledge how these functions have been related to my personal experience in the work environment. Behind the scenes of a manager, they spend an equal amount of time planning so that he or she can successfully achieve the leading and controlling functions. These functions are standard for any industry that is striving to maintain a strong organization. While reviewing this paper, try to think of the four functions as a method that is established to build on each other. The four functions must be performed efficiently, and when done correctly, an organization will reap the accomplishments from a well-defined plan. My own experiences of how the four functions operate illustrates that each role requires a manager to devote time and patience in order to ensure that the main principles are achieved.

Since the idea of printed merchandise is not something new, the artist manager should try and think of ways on how to sustain Khir’s career as a designer in the long run and how to make him stand out from the rest of other designers.

In today’s ever changing economy, society’s idea of management is becoming increasingly more difficult to sustain with the continuous demands of the position. A successful manager must have a certain level of expertise and problem solving techniques to carry out the daily tasks required. Over the years, there have been various ideas on what management is, such as planning, organizing, leading and controlling.

The paper will explore different theories of Management, include Henri Fayol and Henry Mintzberg. This section of this paper provides an overview of functions, roles and skills required of a manager. What is Management? Management can define as the process of reaching organisational goals by working with and through people and other organisational resources. (Management Innovation, 2008).

This business case analysis explores the theme of strategy by examining the career of Madonna, the world’s highest earning female entertainer, and one of the most business savvy women in the world . The case analysis identifies the impact that strategy can have on successful performance, and that it can be applied to both individuals as well as organizations. As we see in the example Madonna demonstrates that strategy is not about creating a detailed plan, but about establishing an overall direction that has clear goals, understands the competitive environment, appraises resources, is effectively implemented, and easily adaptable.

Isaacson postulates the notion that beauty and engineering have to be compounded if the management approach is to be deemed successful. In the traditional setting, the management approach adopted either an artistic or a scientific approach (Abramson & Littman, 2002). Such a limited meshing between the two approaches served to limit the potential of the management approach. Isaacson argues that an artistic approach to management enables the management team to approach management from a different point of view. The writer has given the example of Steve Jobs as a leader who strived to inculcate elements of both art and science in his management approach.

Management is one of the most important human activities and has critical impact on life, growth, development or destruction of an organisation. In an organisation, managers with any rank or status should understand their basic duties i.e. maintaining a sustainable conductive environment where people can fulfil their commitments and objectives through collaborative approach. (Akhtar, 2011) A manager is responsible to achieve the business’s goals, visions and objectives by planning, organising, leading and controlling. Dubrin (1994) stated that in every organisation each member of staff must plan, organise, make decisions, and control the resources they need to accomplish the results expected