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, and fundraising theories and practices, and ethics
  • 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 are provided so students can deepen their learning on topics covered in the sixth edition


Inside 6e Chapter 1

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

Inside 6e
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 performances arts, events, rites, and rituals in societies.

Recap of changes in visual and performing arts management and the roles of arts managers from the 17th century to the 21st century.

Profile of today’s arts managers and the changing expectations facing cultural leader.

Appendix 2.1 highlights many of pioneers of management theory and practice as well as highlights of African American management thought.

CHAPTER 3 - Adaptive Arts Organizations

Inside 6e Chapter 3
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 for 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.

Examples of future scenarios are offered to help arts managers develop proficiency and skill in creating adaptive cultural organizations.

CHAPTER 4 - Planning and the Arts

Inside 6e Chapter 4
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 such as 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

Inside 6e Chapter 5
Personal and business organizing is introduced including 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 relative to how organizational cultures develop and influence the operation of arts and cultural organizations and affinity bias is discussed.

CHAPTER 6 - Staffing, Boards, and Volunteers 

Inside 6e Chapter 6
The focus of this chapter is on the procedures and processes required for arts organizations 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.

The board of directors' roles and responsibilities are discussed, and basic principles of governance are summarized.

The role of interns, apprentices, and volunteers are outlined.

CHAPTER 7 - Leading in the Arts 

Inside 6e

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 is 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 effectively put these theories to work in an arts organization are discussed.

CHAPTER 8 - Economics and the Arts 

Inside 6e Chapter 8

This chapter explores how arts organizations function in the macro and microeconomic environment.

Terms and concepts pertaining to 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 on 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

Inside 6e Chapter 9

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. Control by using 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 is covered and examples of budget formats, including cash flow budgeting is 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

Inside 6e Chapter 10

Core marketing terms and concepts are introduced and are 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 related to creating and implementing public relations plans to support an arts organization’s programming and the institution.

CHAPTER 11 - Fundraising and Development

Inside 6e Chapter 11

Theories of giving and philanthropy are summarized, and definitions are presented.

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 detailed, 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, special giving and executing 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

Inside 6e Chapter 12

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 is 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 is 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.