Strategic management in the arts:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York ; London
Routledge
2013
|
| Ausgabe: | 1. published |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XVII, 358 Seiten Illustrationen, Diagramme 23 cm |
| ISBN: | 0415530024 0415530032 9780415530026 9780415530033 |
Internformat
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| 245 | 1 | 0 | |a Strategic management in the arts |c Lidia Varbanova |
| 250 | |a 1. published | ||
| 264 | 1 | |a New York ; London |b Routledge |c 2013 | |
| 300 | |a XVII, 358 Seiten |b Illustrationen, Diagramme |c 23 cm | ||
| 336 | |b txt |2 rdacontent | ||
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| 500 | |a Includes bibliographical references and index | ||
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| 653 | |a Strategic planning | ||
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Datensatz im Suchindex
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| adam_text | IMAGE 1
CONTENTS
FOREWORD XI
PREFACE XIII
ACKNOWLEDGEMENTS XVII
1 INNOVATION AND ENTREPRENEURSHIP IN THE ARTS: A STRATEGIC APPROACH 1
1. TYPES OF ORGANISATIONS IN THE ARTS AND CULTURE SECTOR 2
2. ARTS ORGANISATION: RESOURCES, PROCESSES AND RESULTS 5
3. INNOVATIONS IN THE ARTS: CATEGORIES OF INNOVATIONS 8
4. ARTS MANAGERS: PROFILES AND FUNCTIONS 13
5. ENTREPRENEURSHIP IN THE ARTS 14
6. INTRAPRENEURIAL ARTS ORGANISATION: MAIN CHARACTERISTICS 19
7. INTRAPRENEURIAL PROCESS IN AN ARTS ORGANISATION 21
2 STRATEGIC MANAGEMENT: ESSENCE, ROLE AND PHASES 24
1. STRATEGIC MANAGEMENT AND PLANNING: HISTORICAL DEVELOPMENT 24
2. STRATEGIC MANAGEMENT AS A PROCESS TO MANAGE CHANGES IN ARTS
ORGANISATIONS 28 3. PHASES OF THE STRATEGIC MANAGEMENT PROCESS 30
4. REASONS FOR STRATEGIC MANAGEMENT IN THE ARTS 35
5. WHY IS STRATEGIC MANAGEMENT FOR ARTS ORGANISATIONS SPECIAL? 36
6. REASONS FOR RESISTANCE TO IMPLEMENTING STRATEGIC MANAGEMENT IN THE
ARTS 37 7. KEY TERMINOLOGY IN STRATEGIC MANAGEMENT 38
3 STRATEGIC PLANNING PROCESS, METHODS AND TYPES OF PLANS 40
1. STRATEGIC PLANNING: AN OVERVIEW 40
2. MAIN STRATEGIC PLANNING PRINCIPLES IN THE ARTS 42
3. PREPARING FOR STRATEGIC PLANNING 43
4. APPROACHES AND METHODS OF STRATEGIC PLANNING: THE PEOPLE FACTOR 44
5. THE PLAN: AN OVERVIEW 47
6. TYPES OF PLANS 48
7. PROJECTS AND PLANS IN THE ARTS 50
8. RATIONALE AND STRUCTURE OF A STRATEGIC PLAN 52
4 STRATEGIC THINKING: VISION, MISSION AND OBJECTIVES 58
1. THE IMPORTANCE OF ORGANISATIONAL IDENTITY 58
2. VISION, MISSION AND ORGANISATIONAL VALUES 60
3. ORGANISATION S NAME, LOGO AND SLOGAN 65
4. OBJECTIVES: THE THREE-DIMENSIONAL FRAMEWORK 67
5. HOW TO SET SMART OBJECTIVES 70
6. EXAMPLE OF A MISSION, VISION AND OBJECTIVES SECTION OF A STRATEGIC
PLAN
VN
IMAGE 2
VIII CONTENTS
7. CASE: INTERNATIONAL COUNCIL OF MUSEUMS (ICOM): A STRATEGY FOR
NETWORKING IN THE GLOBAL MUSEUM COMMUNITY 73
8. CASE: INTERARTS (BARCELONA, SPAIN): KNOWLEDGE-BASED APPROACH TO
STRATEGIC MANAGEMENT AND PLANNING 79
5 STRATEGIC ANALYSIS: THE ARTS ORGANISATION AND ITS ENVIRONMENT 86
1. STRATEGIC ANALYSIS: AN OVERVIEW 86
2. UNDERSTANDING AND ANALYSING THE MACRO-EXTERNAL ENVIRONMENT 88
3. CULTURAL POLICY AS AN ELEMENT OF THE EXTERNAL ENVIRONMENT 92
4. UNDERSTANDING AND ANALYSING THE MICRO-EXTERNAL ENVIRONMENT: INDUSTRY
AND MARKET ANALYSIS 95
5. UNDERSTANDING AND ANALYSING THE INTERNAL ENVIRONMENT 101
6. PREPARING TO DEFINE A STRATEGY: CRITICAL SUCCESS FACTORS 104
7. EXAMPLE OF SWOT ANALYSIS SECTION OF A STRATEGIC PLAN 107
8. CASE: VISHTYNETSKY ECOLOGICAL AND HISTORICAL MUSEUM (KALININGRAD
REGION, RUSSIA): COMMUNITY OWNERSHIP AS A POWERFUL FACTOR FOR BREAKING
ISOLATION AND ACHIEVING SUSTAINABILITY 108
9. CASE: MT SPACE (WATERLOO REGION, CANADA): ENGAGING CULTURALLY DIVERSE
ARTISTS AND COMMUNITIES 113
6 CHOICE OF STRATEGIES 120
1. WHAT IS A STRATEGY, AND WHY IS IT IMPORTANT IN THE ARTS? 120
2. CLASSIFICATION OF STRATEGIES 121
3. MAIN ORGANISATIONAL STRATEGIES 124
4. STRATEGIES FOR INTEGRATION, COOPERATION AND NETWORKING 128
5. PRODUCT (PROGRAMME)-MARKET STRATEGIES 131
6. COMPETITIVE STRATEGIES 136
7. EVALUATION OF ALTERNATIVES AND CHOICE OF STRATEGIES 139
8. EXAMPLE OF A STRATEGIES: OPTIONS AND CHOICES SECTION OF A STRATEGIC
PLAN 140 9. CASE: ODA THEATRE (PRISTINA, KOSOVO): COMPETITIVE ADVANTAGE
AND STRATEGIC CHOICES 141 10. CASE: ARTS COUNCIL OF MONGOLIA:
CAPACITY-BUILDING STRATEGY FOR PRESERVATION OF NATIONAL ARTS AND CULTURE
IN THE ERA OF GLOBALIZATION 147
7 MARKETING, CREATIVE PROGRAMMING AND AUDIENCE DEVELOPMENT PLAN 155 1.
WHY USE MARKETING IN ARTS ORGANISATIONS? 155
2. STRATEGIC MARKETING OBJECTIVES 158
3. DIGITAL MARKETING 160
4. AUDIENCE DEVELOPMENT STRATEGY 161
5. AUDIENCE RESEARCH 164
6. MARKETING MIX RECIPE: THE FOUR PS OF MARKETING 168
7. CREATING AND MANAGING AN ONLINE SPACE 179
8. EXAMPLE OF A MARKETING, CREATIVE PROGRAMMING AND AUDIENCE
DEVELOPMENT SECTION OF A STRATEGIC PLAN 182
9. CASE: EXODUS FESTIVAL (LJUBLJANA, SLOVENIA): MAKING CONTEMPORARY ART
ACCESSIBLE 184
10. CASE: BELGRADE PHILHARMONIC ORCHESTRA (BELGRADE, SERBIA):
REVITALISATION THROUGH ARTISTIC QUALITY AND MANAGEMENT INTEGRITY 192
8 HUMAN RESOURCE MANAGEMENT PLAN 198
1. THE HUMAN RESOURCE MANAGEMENT SYSTEM IN AN ART ORGANISATION 198
2. ORGANISATIONAL STRUCTURES AND INTERNAL REGULATIONS 202
IMAGE 3
CONTENTS IX
3. ANALYSIS AND EVALUATION OF PERSONNEL S POTENTIAL: PEOPLE AND JOBS 207
4. FINDING THE RIGHT PEOPLE FOR THE RIGHT JOB: RECRUITMENT AND SELECTION
STAGES 210 5. INVESTING IN PEOPLE: MOTIVATION, TRAINING AND PROFESSIONAL
DEVELOPMENT 211 6. HUMAN RESOURCE MANAGEMENT STRATEGIES: AN OVERVIEW 216
7. EXAMPLE OF A HUMAN RESOURCE MANAGEMENT SECTION OF A STRATEGIC PLAN
217 8. CASE: INTERCULT (STOCKHOLM, SWEDEN): SEEKING A SUSTAINABLE HUMAN
RESOURCE STRATEGY IN A COLLABORATIVE CROSS-BORDER ENVIRONMENT 218
9. CASE: FRAMEWORK (TORONTO, CANADA): EFFECTIVE STRATEGIC MANAGEMENT
THROUGH ONLINE SHARING AND COLLABORATION 223
9 TECHNOLOGICAL AND PRODUCTION PLAN 229
1. TERMINOLOGICAL ORIENTATION 229
2. MATERIAL RESOURCES, EQUIPMENT AND INFORMATION 230
3. TECHNOLOGICAL AND PRODUCTION PROCESSES IN AN ARTS ORGANISATION 233
4. PRODUCTION CAPACITY 235
5. INNOVATIONS, RESEARCH AND DEVELOPMENT IN THE ARTS 235
6. EXAMPLE OF A TECHNOLOGICAL AND PRODUCTION SECTION OF A STRATEGIC
PLAN 237 7. CASE: CARAVANSARAI (ISTANBUL, TURKEY): SUCCESS FACTORS AND
SUSTAINABILITY ISSUES IN AN ARTIST-RUN SPACE 238
8. CASE: MORAL FIBERS (MONTREAL, CANADA): ETHICAL BRAND HELPS ARTISTIC
COMMUNITIES IN DEVELOPING COUNTRIES 243
10 FINANCIAL AND FUNDRAISING PLAN 248
1. BASICS OF FINANCIAL PLANNING 248
2. BUDGETING 249
3. MAIN FINANCIAL SOURCES FOR ARTS ORGANISATIONS 251
4. THE FUNDRAISING PLAN: AN OVERVIEW 255
5. FUNDRAISING FROM FOUNDATIONS: PROJECT PROPOSAL 257
6. GAINING SUPPORT FROM SPONSORS 263
7. FUNDRAISING THROUGH CHARITY EVENTS AND INDIVIDUAL DONATIONS 268
8. ACCOUNTING PROCESS: AN OVERVIEW 270
9. MAIN FINANCIAL STATEMENTS 271
10. INTERPRETING FINANCIAL INFORMATION 274
11. EXAMPLE OF A FINANCIAL AND FUNDRAISING SECTION OF A STRATEGIC PLAN
276
12. CASE: BIRTHMARK ON THE MAP (NOVOSIBIRSK, RUSSIA): TELLING STORIES
ABOUT RURAL RUSSIA. LOCAL BRANDING IN AN INTERNATIONAL CONTEXT 279
13. CASE: AUDITORIUM PARCO DELLA MUSICA (ROMA, ITALY): OPPORTUNITIES AND
CHALLENGES IN MANAGING A LARGE VENUE 284
11 IMPLEMENTATION, MONITORING AND STRATEGIC REFLECTION 290
1. IMPLEMENTATION AND MONITORING 290
2. PERFORMANCE INDICATORS 291
3. RISK MANAGEMENT 293
4. WORKING WITH VOLUNTEERS 295
5. FINAL EVALUATION 297
6. SUSTAINABLE APPROACH TO PLAN IMPLEMENTATION 298
7. COMMUNICATING RESULTS 300
8. CASE: LOKOMOTIVA CENTRE FOR NEW INITIATIVES IN ARTS AND CULTURE
(SKOPJE, MACEDONIA): COLLABORATIVE CONTRIBUTION TO SOCIOCULTURAL CHANGES
IN A COUNTRY 301
9. CASE: MAXGUIDE.ORG (METRO VANCOUVER, CANADA): A COLLABORATIVE
STRATEGY TO COMMUNICATING ARTS AND CULTURE ACROSS THE REGION 306
IMAGE 4
X CONTENTS
APPENDIX 1: STRATEGIC PLAN AT A GLANCE: STRUCTURE AND CONTENT 313
APPENDIX 2: REFERENCES AND RECOMMENDED READINGS 325
NOTES 337
INDEX 349
ABOUT THE AUTHOR 359
|
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| dewey-hundreds | 700 - The arts |
| dewey-ones | 700 - The arts |
| dewey-raw | 700.68 |
| dewey-search | 700.68 |
| dewey-sort | 3700.68 |
| dewey-tens | 700 - The arts |
| discipline | Kunstgeschichte Wirtschaftswissenschaften |
| edition | 1. published |
| format | Book |
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| spelling | Varbanova, Lidia Verfasser (DE-588)103118354X aut Strategic management in the arts Lidia Varbanova 1. published New York ; London Routledge 2013 XVII, 358 Seiten Illustrationen, Diagramme 23 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Kunst (DE-588)4114333-4 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Arts / Management Strategic planning Kunst (DE-588)4114333-4 s Management (DE-588)4037278-9 s DE-604 Erscheint auch als Online-Ausgabe 0-203-11717-4 Erscheint auch als Online-Ausgabe 978-0-203-11717-0 SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025721956&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Strategic management in the arts |
| title_auth | Strategic management in the arts |
| title_exact_search | Strategic management in the arts |
| title_full | Strategic management in the arts Lidia Varbanova |
| title_fullStr | Strategic management in the arts Lidia Varbanova |
| title_full_unstemmed | Strategic management in the arts Lidia Varbanova |
| title_short | Strategic management in the arts |
| title_sort | strategic management in the arts |
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| topic_facet | Kunst Management |
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