Inside 6e
Inside 6e
The sixth edition of Management and the Arts has been revised and updated with the latest
concepts, theories, and practices to meet the evolving demands faced by arts managers in
cultural organizations around the world. This edition includes 60 illustrations, 25 tables, and 59
text boxes focused on all aspects of managing the arts. Here’s a quick recap of what’s in the
sixth edition.
New to this edition:
- A focus on how arts managers, their organizations, and the cultural sector can become more equitable, diverse, inclusive, and sustainable
- Expanded content on leadership, marketing, social media, ethics, and fundraising theories and practices
- Expanded coverage of mission development and organization culture and its impact on programming and operations
- Updated content about planning and assessment, business models, entrepreneurship, and System 1 and 2 thinking as it applies to the arts
- Reading suggestions from the internationally focused Routledge Companion to Arts Management so students can deepen their learning on topics in arts management
CHAPTER 1 - aRTS MANAGEMENT OVERVIEW
Introduction to systems theory and various classification systems used in the creative industries Definitions of terms and concepts used throughout the book.
The roles managers play in helping organizations fulfill their mission.
Levels and types of managers in the arts.
A review of management functions.
An introduction to key operational areas used in managing and leading arts organizations.
CHAPTER 2 - Arts Managers and the Practice of Management + Appendix 2.1: Management Timeline and Pioneers
A review of the last 3000 years demonstrating how people have taken on roles we
associate today with managers and management techniques to support the visual and
performing arts, events, rites, and rituals in societies.
Recap of changes in visual and performing arts management and the roles of arts
managers from the 17 th century to the 21 st century
Profile of today’s arts managers and the changing expectations facing cultural leader
Appendix 2.1 highlights pioneers of management theory and practices
CHAPTER 3 - Adaptive Arts Organizations
An introduction and review of competitive adaptation and the external environments
that impact the operation of cultural organization
Eight external environments are assessed and examined for their influence, relevance,
and the opportunities they present to artists and arts organizations
A summary of critical information sources an arts manager can use in evaluating the
environments is provided
Scenarios are offered to help arts managers develop proficiency and skill in creating
adaptive cultural organizations
CHAPTER 4 - Planning and the Arts
The strategic planning framework is developed for mission-driven arts organizations
Arts organization mission statements are analyzed with planning in mind, and examples
of situational assessment and environmental scans are presented.
Examples of arts organization means/ends mission statements are analyzed, and
strategy formulation options are explored
Examples are provided to show how to write goals and objectives.
Different approaches to other strategic planning systems and processes are reviewed,
including the balanced scorecard, scenario, contingency, and crisis planning.
Decision-making and problem-solving processes are reviewed, and examples are provided.
CHAPTER 5 - Organizing: Organization Design and Culture
Personal and business organizing is introduced as well as business structures and entrepreneurship in the arts
Organizational models, structures, and sample organization charts are used to
demonstrate principles such as division of work, communication lines, and hierarchy.
Functional, divisional, and matrix organizational designs are reviewed from the
perspective of how arts organizations operate and use using departmentalization and
vertical and horizontal coordination.
Concepts are reviewed on how organizational cultures develop and influence the
operation of arts and cultural organizations, and affinity bias is discussed.
CHAPTER 6 - Staffing, Boards, and Volunteers
This chapter focuses on the procedures and processes required for an arts organization
to hire and retain a diverse and inclusive workforce to help fulfill its mission.
The processes for undertaking an analysis of full and part-time jobs and contract positions needed are covered.
Examples of actual job postings are used to demonstrate how the chapter's concepts
are implemented.
The hiring process is summarized, and methods for orienting and training staff are outlined.
Arts unions and sample contracts are reviewed.
Roles and responsibilities of boards are discussed, and basic principles of governance are summarized.
The role of interns, apprentices, and volunteers are outlined.
CHAPTER 7 - Leading in the Arts
This chapter explores the challenges associated with defining what leading and
leadership mean and how arts leaders can employ a range of leadership styles and
motivational and communication theories in cultural organizations.
The use of power in leading is discussed, and trait, behavioral, contingency, and
situational approaches to leadership are summarized.
Personality assessment tools are analyzed, and various theories of leadership are summarized.
Motivation and techniques for working with groups are covered.
Inclusive, equitable, and ethical leadership is also a focus of the chapter.
There is a review of various theories of communication and approaches to put these
theories to work in an arts organization effectively are discussed.
CHAPTER 8 - Economics and the Arts
This chapter explores how arts organizations function in the macro and microeconomic environments.
Terms and concepts used in economics and cultural economics are summarized.
The private, public, and social sectors are reviewed, and the economics of nonprofit organizations is explained.
The economic impact of the arts is examined using several recent survey reports,
including updates on the impact of the pandemic on cultural organizations.
Trends in arts attendance and engagement are identified, and demographic profiles of arts consumers are reviewed.
Problems related to productivity and cost disease are discussed.
The application of economic principles in the operation of arts organizations is
reviewed, including examples of how fixed, variable, and marginal costs and economies of scale impact the operation of arts organizations.
The theory and application of supply, demand, and elasticity are contextualized for the
performing arts and museums' unique circumstances.
Various ticket pricing strategies are presented, including scaling the house and dynamic pricing.
Core concepts related to behavioral economics are summarized using examples from the arts.
CHAPTER 9 - Control - Operations, Budgeting, and Finance
This chapter outlines the steps needed to establish control and feedback systems to
facilitate problem-solving and decision-making in arts organizations.
Five factors that contribute to a control system are introduced, and the four steps used
when engaging in the process of control are delineated. The use of management by
exception and management by objective is outlined.
Performance reviews, risk management, management information systems, and
information technology systems are presented in the context of creating a control and
feedback system that aligns with the operation of arts organizations.
Budgets as controls are covered, and examples of budget formats, including cash flow
budgeting are reviewed in the context of an arts organizations.
Financial management techniques and tools to ensure the viability of arts organizations
are introduced, and the role of the CFO is discussed.
Accounting and bookkeeping concepts and processes are reviewed. Standard financial
reports are explained, and examples of the use of ratio analysis are provided.
CHAPTER 10 - Marketing and the Arts
Core marketing terms and concepts are introduced and applied to the arts, and an
example of a marketing director job description is provided.
Exchange Theory is reviewed, and marketing orientations are summarized with an
emphasis on the practice of relationship marketing.
Marketing segmentation and marketing mix, brand management, and approaches to
inclusive marketing research are discussed.
The development of an ethical framework for arts marketing is shared.
Strategic marketing planning is covered, and social media marketing is reviewed.
The principles and practices for creating and implementing a public relations plan to
support an arts organization’s programming and the institution are introduced.
CHAPTER 11 - Fundraising and Development
Theories of giving and philanthropy are summarized, and definitions are discussed.
The donor behavior model is outlined, and a framework for why people do or do not give is summarized.
Fundraising history is summarized and giving trends in the US and worldwide are analyzed.
Ethical practices, creating fundraising plans, conducting a mission analysis, and creating the case for support are presented.
The donor progression cycle is outlined, donor data management and systems are
reviewed, and various methods of calculating the cost of fundraising are detailed.
Fundraising tactics and techniques used in annual giving and special giving are reviewed,
and methods for conducting special events are discussed.
Website, email, and social media fundraising approaches are reviewed.
Writing proposals and seeking grants from businesses, foundations, and government sources are explained.
Issues related to discriminatory funding practices in arts funding are covered.
CHAPTER 12 - Managing and the Arts + Appendix 12.1 Charting an Arts Management Career
The concluding chapter focuses on four key areas an arts manager needs to master to be successful and effective.
Goal setting, using analysis and data, and understanding how to employ systems theory
to be an adaptive arts manager and leader are presented.
Three management models (process, HR, open system) are proposed for the arts
manager to deploy within a contingency operating model framework.
The four management functions are reviewed, and the integration of planning,
programming, organizing, leading, and stewarding the organization’s financial resources are summarized.
Finally, the impact of mental models in the arts, and the strategies needed for dealing
with management conundrums and the stress of toxic bosses and co-workers are reviewed.
Appendix 12.1 reviews employment prospects, compensation issues, cost of living and
work locations and career goal setting is discussed.