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Managers
are people who
- are
in a position to make things happen
- decide
what is to be done, how it is to be done, with what
and with whom
Managers
may
- work
alone, collaboratively with others, or as head of
a team
- be
responsible to some form of voluntary board or committee
-
or may not be paid
- Their
managerial work may be part time or full time
Janet
Summerton
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Arts
& cultural management
is an umbrella term for a family of occupations.
It
is best viewed as an activity
rather than
the prerogative of a particular group or class of people.
Janet Summerton & Sue Kay
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The
individual manager is faced with a complex array of
quasi-commercial tasks in the relatively chaotic, creative
atmosphere that prevails in many dance organisations.
The apparently conflicting demands of accountability
and creativity have to be reconciled.
Jeanette
Siddall
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The
arts administrator aims to create an aesthetic contract
between an artist and an audience.
There
is no such thing as an objective view of arts administration…
values are inextricably a part of every action.
There
is no official view nor consensus about the best unofficial
way to do things.
John
Pick
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Aspects
of the cultural manager's work environment shape the
particular managerial task in a configuration somewhat
different to that of managers in other sectors
-
The
risk is greater
-
The
nature of the transaction is different
-
The
priorities or values are different
-
There
is an emotional commitment to the endeavour
-
It
often involves the recruitment, motivation and management
of volunteers
-
There
is a high degree of flux in the environment
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The
Arts Manager is a social pathfinder and creator of effective,
relevant public spheres.
[This]
highlights communication as a prevailing management
tool and skill.
The
traditional functions and tools of marketing, finance,
labour relations and accounting,
an arts manager should be aware of, and, if necessary
be able to use.
The
emphasis of
his/her
training and education is or should
be on social competence, cultural imagination and knowledge
of the arts.
Peter
Bendixen
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Managing
in any arts or cultural setting involves a number
of key skills such as:
-
making value judgements
-
working
with peers and public
-
good
personal management
-
developing
and monitoring plans
-
prudent management of resources
-
attending
to the tasks and issues related to specific contexts
and situations
Janet
Summerton & Madeline Hutchins
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The
skills of arts administration are practised in a curious
realm midway between artists, the arts and people
and
fuelled by an extraordinary and variable span of skills,
involving
art & arts criticism
politics, psychology
information science, economics
sociology and education
Source
unknown
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Literate,
critical well-informed managers capable of independent thought and intelligent discourse with artists, commentators, audience
and patrons alike should be encouraged
Hugh
Adams
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Effective
arts and cultural managers have
-
a
critical awareness of cultural theory and policy
issues
-
an
active involvement in arts and culture as practitioner,
observer, or ‘consumer’
-
the
willingness to make informed value judgements on
the arts and cultural activities themselves
-
an
orientation to self-reflection, learning and continuous
professional development
-
well-developed
skills of communication and management of diverse
relationships
-
a
future orientation
-
an
attitude which welcomes change and thrives on complexity
and
are flexible and adaptable
Janet
Summerton & Madeline Hutchins
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Arts
Organisations are changing coalitions of people who
may be paid or unpaid in the conventional sense.
These
people have a range of interests in the organisation
as well as a multiplicity of personal goals and motives.
They
are bound together in a common or mutually beneficial
pursuit with high expectations of opportunities for
personal effectiveness and fulfilment, and often share
the responsibility of management.
Janet
Summerton & Sue Kay
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