B5632 - MANAGEMENT OF ARTISTIC AND CULTURAL ORGANIZATIONS

Learning outcomes

The aim of this course is to stimulate a critical reflection on the nature of management knowledge and its application to the fields of arts and culture. At the end of the course, the student will be able to discuss the impacts of managerialism in a wide range of cultural organizations.

Course contents

MACO (Management of Artistic and Cultural Organizations) complements the previous module of Business Models in the Creative Industries.

This module trains you to look at arts organizations as, first of all, organizations. The idea is to provide you with some conceptual tools to further familiarize with the managerial dimension of arts organizations, while inviting you to acknowledge the specificity and complexity of cultural settings, which require careful managerial approaches.

The focus of this module is set on understanding cultural organizations in action, i.e. how cultural organizations work in practice, what people do in their day-to-day practice in cultural organizations.

Upon completion of the module, you should:

• have developed a solid understanding of what management is, and what is specific to it in arts organizations;
• be able to understand how arts organizations work (in terms of planning, organizing, leading, controlling practices);
• be able to recognize and discuss arts management issues in real-world situations, and critically reflect on them
• have developed or strengthened abilities of case-based discussion and critical engagement with theory

 

After an initial introduction on management and the arts, the module is organized in four main blocks:

• planning
• organizing
• leading
• controlling

Readings/Bibliography

A list of case studies will be given at the beginning of the course. Each case study (pre-reading) will be available in a Case Study Forum on Virtuale.

The background theory (post-readings) are selected book chapters and articles that will be available as a course package at a copy centre (instructions in class). This is the related bibliography:

SESSION #01 - INTRODUCTION – MANAGEMENT AND THE ARTS

1. Zan, L., Baraldi, S. B., Lusiani, M., Shoup, D., Ferri, P., & Onofri, F. (2016). Managing cultural heritage: An international research perspective. Chapter 1
2. Byrnes, W. J. (2022). Management and the Arts. Routledge. Chapter 1

   SESSION #02 – PLANNING/STRATEGIZING

3. Mintzberg, H. (1978). Patterns in strategy formation. Management science, 24(9), 934-948.
4. Normann, R. (1977). Management for growth. Chapters 3, 4

   SESSION #03 – PLANNING

5. Zan, L., Baraldi, S. B., Lusiani, M., Shoup, D., Ferri, P., & Onofri, F. (2016). Managing cultural heritage: An international research perspective. Chapter 9
6. Cray, D., Inglis, L., & Freeman, S. (2007). Managing the arts: Leadership and decision making under dual rationalities. The Journal of Arts Management, Law, and Society, 36(4), 295-313. Limited to pages 303-313
7. Langley, A., & Lusiani, M. (2015). Strategic planning as practice. In Cambridge Handbook of Strategy as Practice-second edition (pp. 547-563). Cambridge University Press.
8. Byrnes, W. J. (2022). Management and the Arts. Routledge. Chapter 5 (optional)

   SESSION #04 – ORGANIZING

9. Byrnes, W. J. (2022). Management and the Arts. Routledge. Chapter 7
10. Saintilan, P., & Schreiber, D. (2023). Managing organizations in the creative economy: Organizational behaviour for the cultural sector. Routledge. Chapter 3
11. Dubini, P., Montanari, F., & Cirrincione, A. (2020). Management of cultural firms. EGEA spa. Chapter 7

    SESSION #05 – LEADING

12. Saintilan, P., & Schreiber, D. (2023). Managing organizations in the creative economy: Organizational behaviour for the cultural sector. Routledge. Chapter 9
13. Cray, D., Inglis, L., & Freeman, S. (2007). Managing the arts: Leadership and decision making under dual rationalities. The Journal of Arts Management, Law, and Society, 36(4), 295-313. Limited to pages 295-303 (SEE NUMBER 6 IN THE LIST ABOVE)
14. Mintzberg, H. (1998). Covert leadership: Notes on managing professionals. Harvard business review, 76, 140-148.

    SESSION #06 & #07 - CONTROLLING

15. Turbide, J., & Hoskin, K. (1999). Managing non-profit arts organizations through management accounting systems: mission possible?. International Journal of Arts Management, 68-81.
16. Labaronne, L. (2017). Performance measurement and evaluation in arts management. Zeitschrift für Kulturmanagement, 3(1), 37-70.
17. Andreaus, M., Costa, E., & Parker, L. D. (Eds.). (2014). Accountability and social accounting for social and non-profit organizations. Emerald Group Publishing. Chapter 6

Teaching methods

Classes comprise a mix of case-based discussions and theory-based lectures.

Each session will revolve around a case study (pre-reading) and related background theory (post-readings). You will have to read the case study and respond to its questions before each session - a class discussion will follow. The background theory (post-readings) may be studied either along, or after the sessions.

Assessment methods

You will be evaluated both on your contribution to the case study forums during the course (+/- 1 point on/from the final grade) and by means of a written exam after the course. Instructions will be given in class.

Note: this module's final grade will average with module 1 (Business Models in the Creative Industries) final grade. Both modules must be completed within the academic year. Each module’s grade will be valid for 3 exam calls. After then, if you haven’t completed the other module, you will have to retake the whole 11 credits exam.

Grading system:

• <18: fail
• 18-23:sufficient
• 24-27: good
• 28-30: very good
• 30 e lode: excellent

Office hours

See the website of Maria Lusiani