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This 8 page Class Notes was uploaded by Lordiah Obas on Wednesday February 10, 2016. The Class Notes belongs to MGT 235 at Pace University taught by Noh in Summer 2015. Since its upload, it has received 9 views. For similar materials see ARTS AND ENTERTAINMENT MANAGEMENT in Business, management at Pace University.
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Date Created: 02/10/16
MGT 235 Arts and Entertainment Management MGT 235 Arts & Entertainment Management Lubin School of Business Professor Shinwon Noh Spring 2016 Week 1 (1/28/16): Why do we care about arts management? – because artistic often happens though an organization. ORGANIZATION- COLLECTION OF PEOPLE WORKING TOGETHER TO ACHIEVE A COMMON PURPOSE Managers- directly support, supervise and help activate the work efforts and performances accomplishment of others. Case Analysis- enhance analytical skills/managerial judgement by Broader exposure to many industries/organization for you Hypothetical on-the-job experience for you Preparing for a class 1. Skim the case quickly 2. Read the case again 3. Review all info presented in tables/exhibits 4. Apply the concepts of management you been studying 5. Check out conflict opinions 6. Support your diagnosis with reason and evidence Written case analysis 1. problem identification 2. analysis/ evaluation offer evidence to back up your argument and use the course concept in your report 3. Recommendation Week 2 (2/4/16): Level of Management: 1. Strategic level overall operation 2. Managerial (middle) level management bridge between the two 3. Operation- level management day to day Types of Management: General (top) Manager managing director Functional Manager production manager Frontline Manager wardrobe master—master carpenter--- head sound technician Non-Managerial employee dresser--laundry---fly rail motion control---live mixer Four Function of Management 1. Planning: deciding what is 3. Leading: motivating and to be done encouraging workers to -setting a goal and achieve the goal deciding how to achieve 4. Controlling: deciding if it is the goal. or isn’t getting done and 2. Organizing: deciding how what to do if it isn’t it is to be done and who is monitoring the progress to do it of the project -converting plans into a course of action Basic Function of Art Managers Planning/ development Marketing/ public relation Personnel management and labor relations Fiscal relations Board relations Government relations What skill are needed? 1. Leadership 2. Budgeting 3. Team Building 4. Fund-raising 5. Communication skill/writing 6. Marketing/ audience development 7. Financial/ management 8. Aesthetic/ artistic sense Evolution of Arts Managers Ancient: Middle Age: Renaissance organize organize : backstage events sales operation 21 century: 17 -19 th th century: 20 century: traditional role formalize operate + changing role structure and faculties and due to fast- structure evolve systems technology Creative an Arts Organization For Profit Business Legal types Sole proprietorship Partnership Limited liability corporation (LLC) Non-Profit Business Not pursuing profit beyond reasonable compensation for services Shareholder= the public Arts organization are typically 501©3 -tax exempt -mission: “to increase appreciation and awareness of” -may be taxed on unrelated business income Non-profit Arts Organization Incorporation Incorporation is a body, legal “person” in the eyes of the law Why do you need to incorporate your business? –to protect the people in your business and the business doesn’t have to end only to one individual name but it’s infinite. How do you incorporate your business? - Certificate (article of incorporate) - Bylaw - Board of directors (they have the power) Non-profit Arts Organization Business Plan Business plan: a road map towards your business Business plan is needed because it’s a start up and help convince investors, banks, family your plan is doable and how to much money the business will make Missions, Vision, Value 1. Mission: the without purpose of the organization 2. Vision: the outcome of pursuing the mission 3. Values: what the organization holds most important in the process of pursuing it mission and vision. Week 3 (2/11/16): Creative Product Experience goods Quality is in the eye of the beholder Demand is difficult to predict Adaptation & Survival Why do arts organizations need to adapt to change? To survive Competitive Adaption Open System External Environments Arts Organizations Output Information Sources Environments: 1. Economic Environment: interest rates, tax legislation, exchange rate, inflation, terrorist attack, natural disaster, etc… What happened after the following events? Recession of 2008/2009 = Lesson: have a disaster plan 9/11 2. Political and Legal Environment: changes in law and regulations may affects arts organization budget Subscribe to service organization Could be expensive (p.113) How to proactively affect political and legal environment? Lobbying for the arts -501©3 not allowed to lobby Mobilizing the public for the arts 3. Cultural and Social Environment: Belief, attitudes, and value of our society Balancing organizational mission, artists and the community value Emerging forms of household and families 4. Demographic Environment: profile of vital statistic of society Example: population, ethnicity, age 5. Education Environment Level of education arts attendance The role of universities in the arts: Performance arts venue Art museums and galleries Artistic-in-residence positon 6. Technological Environment Digital download and live streaming Metropolitan opera, NY City Ballet Berlin Philharmoniker’s Digital Concert Hall