The Resource Strategic management in the arts, Lidia Varbanova, (electronic resource)

Strategic management in the arts, Lidia Varbanova, (electronic resource)

Label
Strategic management in the arts
Title
Strategic management in the arts
Statement of responsibility
Lidia Varbanova
Creator
Contributor
Provider
Subject
Genre
Language
eng
Summary
"This book looks at the unique characteristics of cultural organizations and shows readers how to tailor a strategic plan to help these organizations meet their objectives. Including examples, cases, questions and suggestions for further reading, this book is designed to accompany classes on strategic planning, cultural management or arts management"--
Assigning source
Provided by publisher
Cataloging source
N$T
http://library.link/vocab/creatorName
Varbanova, Lidia
Index
index present
LC call number
NX760
LC item number
.V37 2012eb
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ebrary
http://library.link/vocab/subjectName
  • Arts
  • Strategic planning
  • BUSINESS & ECONOMICS / Strategic Planning
  • ART / Business Aspects
  • ART / Performance
  • ART / Reference
  • Arts
  • Strategic planning
  • Electronic books
Label
Strategic management in the arts, Lidia Varbanova, (electronic resource)
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Contents
Machine generated contents note: 1.Innovation and Entrepreneurship in the Arts: A Strategic Approach -- 1.Types of Organisations in the Arts and Culture Sector -- 2.Arts Organisation: Resources, Processes and Results -- 3.Innovations in the Arts: Categories of Innovations -- 4.Arts Managers: Profiles and Functions -- 5.Entrepreneurship in the Arts -- 6.Intrapreneurial Arts Organisation: Main Characteristics -- 7.Intrapreneurial Process in an Arts Organisation -- 2.Strategic Management: Essence, Role and Phases -- 1.Strategic Management and Planning: Historical Development -- 2.Strategic Management as a Process to Manage Changes in Arts Organisations -- 3.Phases of the Strategic Management Process -- 4.Reasons for Strategic Management in the Arts -- 5.Why Is Strategic Management for Arts Organisations Special? -- 6.Reasons for Resistance to Implementing Strategic Management in the Arts -- 7.Key Terminology in Strategic Management -- 3.Strategic Planning Process, Methods and Types of Plans -- 1.Strategic Planning: An Overview -- 2.Main Strategic Planning Principles in the Arts -- 3.Preparing for Strategic Planning -- 4.Approaches and Methods of Strategic Planning: The People Factor -- 5.The Plan: An Overview -- 6.Types of Plans -- 7.Projects and Plans in the Arts -- 8.Rationale and Structure of a Strategic Plan -- 4.Strategic Thinking: Vision, Mission and Objectives -- 1.The Importance of Organisational Identity -- 2.Vision, Mission and Organisational Values -- 3.Organisation's Name, Logo and Slogan -- 4.Objectives: The Three-Dimensional Framework -- 5.How to Set SMART Objectives -- 6.Example of a `Mission, Vision and Objectives' Section of a Strategic Plan -- 7.Case: International Council of Museums (ICOM): A Strategy for Networking in the Global Museum Community -- 8.Case: INTERARTS (Barcelona, Spain): Knowledge-based Approach to Strategic Management and Planning -- 5.Strategic Analysis: The Arts Organisation and Its Environment -- 1.Strategic Analysis: An Overview -- 2.Understanding and Analysing the Macro-External Environment -- 3.Cultural Policy as an Element of the External Environment -- 4.Understanding and Analysing the Micro-External Environment: Industry and Market Analysis -- 5.Understanding and Analysing the Internal Environment -- 6.Preparing to Define a Strategy: Critical Success Factors -- 7.Example of `SWOT Analysis' Section of a Strategic Plan -- 8.Case: Vishtynetsky Ecological and Historical Museum (Kaliningrad Region, Russia): Community Ownership as a Powerful Factor for Breaking Isolation and Achieving Sustainability -- 9.Case: MT Space (Waterloo Region, Canada): Engaging Culturally Diverse Artists and Communities -- 6.Choice of Strategies -- 1.What Is a Strategy, and Why Is It Important in the Arts? -- 2.Classification of Strategies -- 3.Main Organisational Strategies -- 4.Strategies for Integration, Cooperation and Networking -- 5.Product (Programme)-Market Strategies -- 6.Competitive Strategies -- 7.Evaluation of Alternatives and Choice of Strategies -- 8.Example of a `Strategies: Options and Choices' Section of a Strategic Plan -- 9.Case: ODA Theatre (Pristina, Kosovo): Competitive Advantage and Strategic Choices -- 10.Case: Arts Council of Mongolia: Capacity-Building Strategy for Preservation of National Arts and Culture in the Era of Globalization -- 7.Marketing, Creative Programming and Audience Development Plan -- 1.Why Use Marketing in Arts Organisations? -- 2.Strategic Marketing Objectives -- 3.Digital Marketing -- 4.Audience Development Strategy -- 5.Audience Research -- 6.Marketing Mix Recipe: The Four Ps of Marketing -- 7.Creating and Managing an Online Space -- 8.Example of a `Marketing, Creative Programming and Audience Development' Section of a Strategic Plan -- 9.Case: Exodus Festival (Ljubljana, Slovenia): Making Contemporary Art Accessible -- 10.Case: Belgrade Philharmonic Orchestra (Belgrade, Serbia): Revitalisation through Artistic Quality and Management Integrity -- 8.Human Resource Management Plan -- 1.The Human Resource Management System in an Art Organisation -- 2.Organisational Structures and Internal Regulations -- 3.Analysis and Evaluation of Personnel's Potential: People and Jobs -- 4.Finding the Right People for the Right Job: Recruitment and Selection Stages -- 5.Investing in People: Motivation, Training and Professional Development -- 6.Human Resource Management Strategies: An Overview -- 7.Example of a `Human Resource Management' Section of a Strategic Plan -- 8.Case: Intercult (Stockholm, Sweden): Seeking a Sustainable Human Resource Strategy in a Collaborative Cross-border Environment -- 9.Case: Framework (Toronto, Canada): Effective Strategic Management through online Sharing and Collaboration -- 9.Technological and Production Plan -- 1.Terminological Orientation -- 2.Material Resources, Equipment and Information -- 3.Technological and Production Processes in an Arts Organisation -- 4.Production Capacity -- 5.Innovations, Research and Development in the Arts -- 6.Example of a `Technological and Production' Section of a Strategic Plan -- 7.Case: Caravansarai (Istanbul, Turkey): Success Factors and Sustainability Issues in an Artist-run Space -- 8.Case: Moral Fibers (Montreal, Canada): Ethical Brand Helps Artistic Communities in Developing Countries -- 10.Financial and Fundraising Plan -- 1.Basics of Financial Planning -- 2.Budgeting -- 3.Main Financial Sources for Arts Organisations -- 4.The Fundraising Plan: An Overview -- 5.Fundraising from Foundations: Project Proposal -- 6.Gaining Support from Sponsors -- 7.Fundraising through Charity Events and Individual Donations -- 8.Accounting Process: An Overview -- 9.Main Financial Statements -- 10.Interpreting Financial Information -- 11.Example of a `Financial and Fundraising' Section of a Strategic Plan -- 12.Case: Birthmark on the Map (Novosibirsk, Russia): Telling Stories about Rural Russia. Local Branding in an International Context -- 13.Case: Auditorium Parco della Musica (Roma, Italy): Opportunities and Challenges in Managing a Large Venue -- 11.Implementation, Monitoring and Strategic Reflection -- 1.Implementation and Monitoring -- 2.Performance Indicators -- 3.Risk Management -- 4.Working with Volunteers -- 5.Final Evaluation -- 6.Sustainable Approach to Plan Implementation -- 7.Communicating Results -- 8.Case: Lokomotiva Centre for New Initiatives in Arts and Culture (Skopje, Macedonia): Collaborative Contribution to Sociocultural Changes in a Country -- 9.Case: MAXguide.org (Metro Vancouver, Canada): A Collaborative Strategy to Communicating Arts and Culture across the Region
Dimensions
unknown
Extent
1 online resource (xvii, 358 p.)
Form of item
online
Isbn
9780203117170
Isbn Type
(electronic bk.)
Other physical details
ill.
Specific material designation
remote
System control number
  • (OCoLC)823170111
  • (OCoLC)ocn823170111
Label
Strategic management in the arts, Lidia Varbanova, (electronic resource)
Publication
Bibliography note
Includes bibliographical references and index
Contents
Machine generated contents note: 1.Innovation and Entrepreneurship in the Arts: A Strategic Approach -- 1.Types of Organisations in the Arts and Culture Sector -- 2.Arts Organisation: Resources, Processes and Results -- 3.Innovations in the Arts: Categories of Innovations -- 4.Arts Managers: Profiles and Functions -- 5.Entrepreneurship in the Arts -- 6.Intrapreneurial Arts Organisation: Main Characteristics -- 7.Intrapreneurial Process in an Arts Organisation -- 2.Strategic Management: Essence, Role and Phases -- 1.Strategic Management and Planning: Historical Development -- 2.Strategic Management as a Process to Manage Changes in Arts Organisations -- 3.Phases of the Strategic Management Process -- 4.Reasons for Strategic Management in the Arts -- 5.Why Is Strategic Management for Arts Organisations Special? -- 6.Reasons for Resistance to Implementing Strategic Management in the Arts -- 7.Key Terminology in Strategic Management -- 3.Strategic Planning Process, Methods and Types of Plans -- 1.Strategic Planning: An Overview -- 2.Main Strategic Planning Principles in the Arts -- 3.Preparing for Strategic Planning -- 4.Approaches and Methods of Strategic Planning: The People Factor -- 5.The Plan: An Overview -- 6.Types of Plans -- 7.Projects and Plans in the Arts -- 8.Rationale and Structure of a Strategic Plan -- 4.Strategic Thinking: Vision, Mission and Objectives -- 1.The Importance of Organisational Identity -- 2.Vision, Mission and Organisational Values -- 3.Organisation's Name, Logo and Slogan -- 4.Objectives: The Three-Dimensional Framework -- 5.How to Set SMART Objectives -- 6.Example of a `Mission, Vision and Objectives' Section of a Strategic Plan -- 7.Case: International Council of Museums (ICOM): A Strategy for Networking in the Global Museum Community -- 8.Case: INTERARTS (Barcelona, Spain): Knowledge-based Approach to Strategic Management and Planning -- 5.Strategic Analysis: The Arts Organisation and Its Environment -- 1.Strategic Analysis: An Overview -- 2.Understanding and Analysing the Macro-External Environment -- 3.Cultural Policy as an Element of the External Environment -- 4.Understanding and Analysing the Micro-External Environment: Industry and Market Analysis -- 5.Understanding and Analysing the Internal Environment -- 6.Preparing to Define a Strategy: Critical Success Factors -- 7.Example of `SWOT Analysis' Section of a Strategic Plan -- 8.Case: Vishtynetsky Ecological and Historical Museum (Kaliningrad Region, Russia): Community Ownership as a Powerful Factor for Breaking Isolation and Achieving Sustainability -- 9.Case: MT Space (Waterloo Region, Canada): Engaging Culturally Diverse Artists and Communities -- 6.Choice of Strategies -- 1.What Is a Strategy, and Why Is It Important in the Arts? -- 2.Classification of Strategies -- 3.Main Organisational Strategies -- 4.Strategies for Integration, Cooperation and Networking -- 5.Product (Programme)-Market Strategies -- 6.Competitive Strategies -- 7.Evaluation of Alternatives and Choice of Strategies -- 8.Example of a `Strategies: Options and Choices' Section of a Strategic Plan -- 9.Case: ODA Theatre (Pristina, Kosovo): Competitive Advantage and Strategic Choices -- 10.Case: Arts Council of Mongolia: Capacity-Building Strategy for Preservation of National Arts and Culture in the Era of Globalization -- 7.Marketing, Creative Programming and Audience Development Plan -- 1.Why Use Marketing in Arts Organisations? -- 2.Strategic Marketing Objectives -- 3.Digital Marketing -- 4.Audience Development Strategy -- 5.Audience Research -- 6.Marketing Mix Recipe: The Four Ps of Marketing -- 7.Creating and Managing an Online Space -- 8.Example of a `Marketing, Creative Programming and Audience Development' Section of a Strategic Plan -- 9.Case: Exodus Festival (Ljubljana, Slovenia): Making Contemporary Art Accessible -- 10.Case: Belgrade Philharmonic Orchestra (Belgrade, Serbia): Revitalisation through Artistic Quality and Management Integrity -- 8.Human Resource Management Plan -- 1.The Human Resource Management System in an Art Organisation -- 2.Organisational Structures and Internal Regulations -- 3.Analysis and Evaluation of Personnel's Potential: People and Jobs -- 4.Finding the Right People for the Right Job: Recruitment and Selection Stages -- 5.Investing in People: Motivation, Training and Professional Development -- 6.Human Resource Management Strategies: An Overview -- 7.Example of a `Human Resource Management' Section of a Strategic Plan -- 8.Case: Intercult (Stockholm, Sweden): Seeking a Sustainable Human Resource Strategy in a Collaborative Cross-border Environment -- 9.Case: Framework (Toronto, Canada): Effective Strategic Management through online Sharing and Collaboration -- 9.Technological and Production Plan -- 1.Terminological Orientation -- 2.Material Resources, Equipment and Information -- 3.Technological and Production Processes in an Arts Organisation -- 4.Production Capacity -- 5.Innovations, Research and Development in the Arts -- 6.Example of a `Technological and Production' Section of a Strategic Plan -- 7.Case: Caravansarai (Istanbul, Turkey): Success Factors and Sustainability Issues in an Artist-run Space -- 8.Case: Moral Fibers (Montreal, Canada): Ethical Brand Helps Artistic Communities in Developing Countries -- 10.Financial and Fundraising Plan -- 1.Basics of Financial Planning -- 2.Budgeting -- 3.Main Financial Sources for Arts Organisations -- 4.The Fundraising Plan: An Overview -- 5.Fundraising from Foundations: Project Proposal -- 6.Gaining Support from Sponsors -- 7.Fundraising through Charity Events and Individual Donations -- 8.Accounting Process: An Overview -- 9.Main Financial Statements -- 10.Interpreting Financial Information -- 11.Example of a `Financial and Fundraising' Section of a Strategic Plan -- 12.Case: Birthmark on the Map (Novosibirsk, Russia): Telling Stories about Rural Russia. Local Branding in an International Context -- 13.Case: Auditorium Parco della Musica (Roma, Italy): Opportunities and Challenges in Managing a Large Venue -- 11.Implementation, Monitoring and Strategic Reflection -- 1.Implementation and Monitoring -- 2.Performance Indicators -- 3.Risk Management -- 4.Working with Volunteers -- 5.Final Evaluation -- 6.Sustainable Approach to Plan Implementation -- 7.Communicating Results -- 8.Case: Lokomotiva Centre for New Initiatives in Arts and Culture (Skopje, Macedonia): Collaborative Contribution to Sociocultural Changes in a Country -- 9.Case: MAXguide.org (Metro Vancouver, Canada): A Collaborative Strategy to Communicating Arts and Culture across the Region
Dimensions
unknown
Extent
1 online resource (xvii, 358 p.)
Form of item
online
Isbn
9780203117170
Isbn Type
(electronic bk.)
Other physical details
ill.
Specific material designation
remote
System control number
  • (OCoLC)823170111
  • (OCoLC)ocn823170111

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