MANAGEMENT OF ARTISTIC AND CULTURAL ORGANIZATIONS

This course contributes to the overall learning objectives of the degree in Economics and Administration of Arts and Culture, by training students to look at arts organizations as, first of all, organizations, with a strong case-based and critical approach. It provides students with some conceptual tools to familiarize with the managerial dimension of arts organizations, inviting them to acknowledge the specificity and complexity of cultural settings which require careful managerial approaches.

By the end of the course, students are expected to have developed a solid understanding of the nature, the logics, and the main issues of managing arts organizations.
In particular, students are expected to:
1) have developed an understanding of what management is, and what is specific to it in arts organizations;
2) be able to understand how arts organizations work and sustain themselves (in their main operational, economic and accounting aspects);
3) be able to recognize and discuss arts management issues in real-world situations, and critically reflect on them.
4) Have developed or stengthened abilities of case-based learning: specifically, to analyse, present and critically discuss a case study in public, to recognize elements of theory in case studies, and to mobilize evidence from case studies to illustrate theoretical concepts.

Basic knowledge of management and accounting. The course favourably welcomes students with a critical approach and with initiative, as well as the willingness to actively participate to the group work (strongly recommended) and to class discussions with constructive questions and comments that may benefit all participants.

The course is articulated in 4 main blocks:

1) SETTING THE SCENE (Week 1)
In this block, we will define the core concepts of the course, addressing the question of “what are we talking about?”. We will define what management is (levels, types, and functions of management), and we will reflect on the specificities of arts organizations and arts managers, with a focus on today’s main features, past trends, and future challenges.
Background readings: chapters 1, 2, 4 of the textbook.

2) THE UNDERLYING “BUSINESS MODEL” OF ARTS ORGANIZATIONS (Weeks 2-4)
In this block, we will address the question of “how do arts organizations work and sustain themselves?”. For this purpose, we will introduce the concept of business model as an analytical framework, and we will focus on its main elements: strategic and operational aspects; organizational and people aspects; economic aspects.
Background readings: chapters 9, 10 of the textbook.

3) CONTROL, PERFORMANCE MEASUREMENT, AND ACCOUNTABILITY FOR ARTS ORGANIZATION (Week 5)
In this block we will draw a reflection on why and how arts organizations should be accountable, to whom and for what.
Background readings: selected papers on arts organization and accountability.

4) RECAP AND CONCLUSION (Week 6)
In this final block, we will host a guest speaker on the practice of arts management, and we will review the main course contents and conclusions.

Byrnes, W. (2014). Management and the Arts. Routledge - Chapters: 1, 2, 4, 5, 7, 9, 10

Case Studies and selected papers (they will be communicated throughout the course, in class and on Moodle, and will be made available on Moodle).

The evaluation will be in 30/30.

For attending students, the evaluation is composed of an individual and a group assessment, as follows:

Individual:
- During the course: CASE STUDY FORUMS (50% of the final grade). Case studies discussion by means of written answers in Moodle Forums (instructions will be given in class and on Moodle)
Group:
- After the course: Reconstruction of the business model of an arts organization of own choice – POSTER PRESENTATION + FINAL REPORT (50% of the final grade). Instructions will be given in class and on Moodle.

For non-attending students, the evaluation is wholly individual, as follows:
- WRITTEN EXAM (50% of final grade). 3 open-ended questions based on the textbook chapters, slides, and on the case studies discussed during the course;
- Reconstruction of the business model of an arts organization of own choice – FINAL REPORT (50% of the final grade). Instructions will be given in class and on Moodle.

The course will alternate theory-based teaching (in ordinary lectures) and case-based learning (in case study seminars).
The purpose of the case study seminars is to have the students apply the theoretical concepts reviewed in the prior lectures to a real-world case, in order to get a more vivid understanding of the theoretical concepts.
Prior to the case study discussion, the students will be given an assignment questions and will have to work at home to analyse the case and answer to the questions in a written forum on Moodle.

Inglese

scritto

Questo insegnamento tratta argomenti connessi alla macroarea "Città, infrastrutture e capitale sociale" e concorre alla realizzazione dei relativi obiettivi ONU dell'Agenda 2030 per lo Sviluppo Sostenibile