Week 1 Notes
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This 3 page Class Notes was uploaded by Jordan Lazan on Monday September 14, 2015. The Class Notes belongs to MGT 235 at Pace University taught by Noh in Fall 2015. Since its upload, it has received 42 views. For similar materials see Arts and Entertainment Management in Business, management at Pace University.
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Date Created: 09/14/15
Chapter 1 Notes System Map of How Art Works Art arts participation arts Creation Inputs arts infrastructure education and training human impulse to create and express Broader Societal Impacts new forms of selfexpression outlets for creative expression societal capacities to innovate and express ideas Ouaity ofLife Outcomes directindirect economic bene ts of art bene t of art to society and communities bene t of art to individuals Creative vs cultural industries Arts managers are needed everywhere planning organizing leading and controlling Managers directly support supervise and help activate the work efforts and performance accomplishments of others organize human and material resources to help the organization achieve its stated goals and objectives Organization collection of people working together to achieve a common purpose lnbut l39l organization outgut Organizing a process of assigning tasks allocating resources and coordinating the activities of individuals and groups to accomplish plans Types of Management Operational daytoday things aka bottom management Managerial bridge between operational and strategic aka middle management Strategic adjustsadapts overall organization aka upper management Types of Managers Frontline manager manages employees who aren t managers ex Wardrobe master Functional manager lead a particular subunit General manager complex multifunctional units Administrator carry out a board s goals and policies Division of labor different for each organization informal structure improvised organizational structure always changing arts organizations are institutions Four Functions of Management Panning deciding what is to be done ex setting goals Organizing deciding how it will be done and by whom ex course of action Leading deciding how others will get it done Controlling deciding if it is getting done or not and how to get it done if not Operational Areas of the Four Functions of Management Planning and Development Marketing and Public Relations Personal Management Fiscal Management Board Relations Labor Relations Government Relations and Advocacy P P PP NE Skills Needed for Arts Managers Leadership BudgeUng Teambuilding Fundraising Communication skillswriting Marketing audience development Financial Management IOWU39lbULJNl l Chapter 2 Notes Ancient Times Public assemblies for religious rites managed by the priest Greeks with statesponsored play festivals Middle Ages The Church produced many sanctioned performances Trade guilds patronage and sponsorship led to managerdirector role Renaissance Arts manager role ourished as arts came back 17th19th centuries Newly created companies and institutions created jobs 20th century Arts managers increased and new technology was born 21st century Expansion slowed a need for money grew Special support for arts in America Forming an Organization in America ega status and nancial statements incorporation business plan forpro t ex LLC vs notfor pro t ful lling a public good tax exemption for arts and education 501c3 Arts Manager creates and arranges the meeting of artist and public need a strong personal mission and sense of purpose important under the National Endowment for the Arts NEA and National Endowment for the Humanities NEH NEA implemented a grantmaking process in 19605 stimulated careers in arts management National Assembly of State Arts Agencies NASAA new managerial role embrace the audience as part of the production process leads to community bene ts too
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