27755 Arts Organisations and Management

Subject level: Postgraduate

Handbook description

This is a specialised subject that develops a critical appreciation of management practices and organisational forms in arts and culture organisations. The subject examines the impact of different modes of managing and creative problem-solving. It aims to create an awareness of behavioural issues within arts organisations including power, control, conflict, negotiation, decision-making and strategic planning. It addresses a range of contemporary issues which impact upon managing within these organisations including leadership, human resource management and entrepreneurialism in non-profit arts organisations.

Subject objectives/outcomes

On completion of this subject, students should be able to:

1. demonstrate a critical understanding of management theory in relation to arts organisations, their practices and problems
2. analyse organisational and behavioural problems in arts organisations.
3. demonstrate an appreciation of strategic management problems and practices in arts organisations through case study analysis
4. develop an awareness of governance principles and ethical considerations for arts organisations.

Contribution to graduate profile

This subject provides students with a critical understanding of management and organisational skills relevant to the context of arts management. It provides an appreciation of current and future managerial practices within the context of non-profit arts organisations. The subject also develops conceptual and problem solving skills, people management skills and strategic management skills through arts management case studies.

Teaching and learning strategies

The subject is delivered through a combination of lectures and workshops using simulations, case study analysis and case study presentations. Content for this subject will be supported by UTSOnline.

Content

• Identifying the basis of management theories
• Understanding organisational structures
• Developing strategic thinking and strategic plans
• Team building, identifying leadership qualities
• Conflict resolution, negotiation skills
• Ethics, values, governance
• Decision-making in organisations
• Dynamics and management of change in organisations
• Human resource management, gender and difference in the workplace
• Job design and performance management

Assessment

Assessment item 1: Case study analysis and presentations (Group)

Assessment item 2: Examination (Individual)

Assessment item 3: Strategic plan case study (Individual)

Required text(s)

Byrnes, WJ, 2009, Management and the Arts, 4th edn, Focal Press, Amsterdam

For referencing: www.business.uts.edu.au/resources/guide.html

Indicative references

Agyris, C and Schon, DA, 1978, Organizational Learning: A Theory of Action Perspective, Addison-Wesley, Mass

Arsenault, J, 1998, Forging nonprofit alliances: a comprehensive guide to enhancing Your Mission through Joint Ventures and Partnerships, Management Service Organisations, Parent Corporations, Mergers, Jossey-Bass, San Francisco

Ashkenas, R Ulrich, D, Jick, T. Herr, S, 1998, The Boundaryless Organisation: Breaking the Chains of Organisational Structure, Jossey-Bass, SanFrancisco

Bolman, LG and Deal, TE, 1997, Reframing Organisations: Artistry, Choice and Leadership, 2nd ed. Jossey-Bass, San Francisco

Brown, S. L and Eisenhardt, K. M, 1998, Competing on the Edge: Strategy as Structured Chaos, Harvard Business School press, Boston

Bryson, J. M, 1995, Creating and Implementing Your Strategic Plan: a Workbook for Public and Nonprofit Organisations, Jossey-Bass, San Francisco

Byrnes, William J, 2003, Management and the Arts, 3rd ed. Focal Press, Boston

Carver, J and Carver, M.M, 1997, Reinventing Your Board: A Step by Step Guide to Implementing Policy Governance, Jossey-Bass, San Francisco

Carver, J, 2006, Boards that make a difference: a new design for leadershio in nonprofit and public organizations, 3rd ed. Jossey-Bas, San Fran

Chong, D, 2002, Arts Management, Sage, London

Clarke, T and Clegg, S, 1998, Changing Paradigms: The Transformation of Management Knowledge for the 21st century, Harper Collins Business, London

Clegg, Stewart R. et. al. (eds) 1996, Handbook of Organizational Studies, Sage, London

Clegg, S, Korneberger, M and Pitsis, T, 2005, Managing and organizations: an introduction to theory and practice, Sage, London

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De Wit, B and Meyer, R, 1998, Strategy: Process, Content, Context: an International Perspective, 2nd edn, International Thomson Business Press, London

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DiMaggio, P, 1987, Managers of the Arts: Careers and Opinions of Senior Administrators of US Art Museums, Symphony Orchestras, Resident Theatres and Local Art Agencies, Seven Locks Press, Washington

Drucker, Peter, 1999, Management challenges for the 21st century, Butterworth-Heinemann, Oxford

Drucker, Peter F, 1992, Managing for the Future, Butterworth Heineman, Oxford

Drucker, Peter, F, 1990, Managing the non-profit organization, Harper Collins, NY

Dunford, RW, 1992, Organisational Behaviour, Addison-Wesley, Sydney

Firstenberg, PB, 1996, The 21st Century Nonprofit: Remaking the Organisation in the Post-Government Era, Jossey Bass, San Francisco

Fishel, D, 2003 The book of the board: effective governance for nonprofit organisations, Federation press, Annandale

Frame, JD, 1995, Managing Projects in Organisations: How to Make the Best Use of Time, Techniques and People, 2nd ed. Jossey Bass, San Francisco

Francis, RD, 2000, Ethics and Corporate Governance: An Australian handbook, UNSW Press, Sydney

Frumkin, P, 2002, On being nonprofit: a conceptual and policy primer, Harvard University press, Cambridge, Mass.

Fulop, L and Linstead, S, 1999, Management: a Critical Text, Macmillan Business, South Yarra

Griffin, DJG. et al, 1997, Effective management of museums in the 1990s, UTS, Lindfield

Hamel, G and Prahalad, C. K, 1994, Competing for the Future, Harvard Business School Press, Boston

Harrison, M. I and Shirom, A, 1999, Organisational Diagnosis and Assessment: bridging theory and practice, Sage, Thousand Oaks Calif.

Kanter, Rossabeth Moss et. al, 1992, The Challenge of Organisational Change, Free Press, NY

Kotler, NG and Kotler, P, 1998, Museums Strategy and Marketing: Designing Missions, Building Audiences, Generating Revenue and Resources, Jossey-Bass, San Francisco

Lord, B and Lord, G. D, 1997, The Manual of Museum Management, The Stationery Office, London

Ludlow, R and Paton, F, 1991, The Essence of Successful Staff Selection, Prentice-Hall, New Jersey

McLaughlin, TA, 1998, Nonprofit Mergers and Alliances: A Strategic Planning Guide, Wiley, NY

Malaro, MC, 1994, Museum Governance: Mission, Ethics, Policy, Smithsonian Institute, Washington

Mintzberg, H, 1994, The Rise and Fall of Strategic Planning, Prentice Hall, New York

Moore, K. (ed.) 1999, Management in museums, Athelone Press, London

Nutt, P.C, 1992, Strategic Management of Public and Third Sector Organisations: A Handbook for Leaders, Jossey Bass, San Francisco

Oster, SM, 1995, Strategic Management for Nonprofit Organizations: Theory and Cases, Oxford University Press, Oxford

Ostrower, F, 2002, Trustees of culture: power, wealth and status on elite arts boards, University of Chicago press, Chicago

Palmer, G and Clegg, Stewart R. (eds.) 1996, Constituting Management, Meanings and Identities, Walter de Gruyter, Berlin

Peters, Tom 1987, Thriving on Chaos: Handbook for a Management Revolution, Pan, London

Pfeffer, Jeffrey, 1992, Managing with Power: Politics and Influence in Organisations, Harvard Business School Press, Boston

Pick, J and Anderton, M, 1996, Arts Administration, 2nd ed E and F.N. Spon, London

Porter, Michael, 1985, Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York

Pynes, J, 1997, Human Resource Management for Public and Nonprofit Organisations, Jossey-Bass, San Francisco

Rentschler, R, 2002, The entrepreneurial arts leader, University of Queensland Press, St Lucia

Robbins, SP, Bergman, R, Stagg, I and Coulter, M, 2000, Management, 2nd ed. Prentice Hall, Sydney

Robbins, SP, Millett, B. Cacione, R and Waters-Marsh, T, 2004, Organisational behaviour: leading and managing in Australia and New Zealand, 4th ed. Pearson, Sydney

Sandler, MW, 1998, Beyond the Bottom Line: How to Do More With Less in Nonprofit and Public Organisations, Oxford University press, NY

Senge, Peter, 1999 The Dance of Change: Challenges of Sustaining Momentum in Learning Organisations, Doubleday, NY

Steidl, P, 1997, The Art of Strategic Planning – Visions and Strategies for Cultural Organisations, DoCA, Canberra

Stone, Raymond, J. (ed.) n.d. Readings in Human Resource Management, John Wiley and Sons, Brisbane

Tompkins, JR, 2005, Organization theory and public management, Thomson Wadsworth, Belmont, CA.

Vaill, Peter B, 1990, Managing as Performing Art: New Ideas for a World of Chaotic Change, Josey-Bass, San Francisco

Vecchio, Robert P. et. al, 1994 Organisational Behaviour, 2nd ed.

Harcourt Brace, Sydney,

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Zan, L, 2006, Managerial rhetoric and arts organizations, Palgrave, Basingstoke