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The Culture of Cooperation. Structures, Processes, and Cultural Practices

In the cultural sector and in cultural policy, international cooperation is taken for granted. But to be truly fruitful, cultural exchange must be on an equal footing. But what does that mean? Are arts organizations really on a par with their partners? Is it really fair cooperation they pursue? With her award-winning doctoral thesis, Dr. Annika Hampel has triggered the discussion of a topic debated still much too rarely. Below, she gives a brief introduction to a very complex subject.  

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Oct 02, 2017

The A to Z of Arts Management - Upward Management

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This final chapter is about how leaders in the arts can upwardly manage stakeholders with a powerful impact on their work, and enable staff to upwardly manage their bosses as well.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Dec 21, 2016

Arts Management Quarterly No 125: Cooperation and Collaboration in Arts Management

The days of the lonesome artistic genius are already over for a long time. No one working in arts and culture would honestly assume that a creative process can prosper mostly in solitude. Instead, creativity and cooperation respectively collaboration accompany each other. This is also true because arts and cultural processes occur in social contexts and therefore always interact with social groups, whether it be producers, audiences, employees of institutions, sponsors, buyers and so on. Surprisingly for many, the same applies to management. And this is what makes the current issue of Arts Management Quarterly on "cooperation and collaboration" so promising.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Nov 30, 2016

The A to Z of Arts Management - Uncertainty

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This chapter is about the uncertainty and challenge of running an arts company.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Nov 08, 2016

The A to Z of Arts Management - Love

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. And although there are some great arts management books to both learn from and teach with, they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. In this series, I introduce a selection of neglected aspects and competencies from my book “The A to Z of Arts Management”. This chapter is about love for ones job and why it is important to be more open to the desires and needs of the people you work with and for.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Oct 17, 2016

Arts Management Quarterly No 124: An entirely new Arts Management

Societies worldwide are currently facing far-reaching and often challenging developments. And although every country’s arts sector has its peculiarities, these developments influence most countries and thereby their art sector as well. So, what can arts managers do to make the best of new circumstances and to help the societies we live in handle them? How can we use the arts' inherent creative potential to anticipate the changes that will come? What competencies and knowledge will we need in the future to fulfill our tasks? The approaches in the new issue of Arts Management Quarterly on "an entirely new Arts Management" want to find answers to this questions.

 

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Sep 29, 2016

The A to Z of Arts Management - Empathy

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. I’ve used some great arts management books to both learn from and teach with. All of them offer great insights into the role. But they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. And so I wrote the A to Z of Arts Management to talk about aspects and competencies that aren’t usually found in many management textbooks. I will introduce some of them, such as love, holidays or upward management, in this series on Arts Management Network. In this chapter, I hope to give you some insights in how developing empathy for others will help you lead your staff in such a way that you’ll be able to better meet the uncertainty and challenge of running an arts company.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Sep 19, 2016

The A to Z of Arts Management - Holidays

For years I’ve been an arts manager, an arts board member and an occasional arts management academic. I’ve used some great arts management books to both learn from and teach with. All of them offer great insights into the role. But they only seldom combine theory and practice, insights of success and failure, and story telling to help people understand how to do their job better. And so I wrote the A to Z of Arts Management to talk about aspects and competencies that aren’t usually found in many management textbooks. I will introduce some of them, such as love and empathy, holidays, uncertainty or upward management, in this series on Arts Management Network. In this chapter, as I hop on a plane to fly to Europe to escape Melbourne’s winter cold, I will recommend the rejuvenating effects of holidays for both you and your staff.

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Aug 23, 2016

Book Review: Doing Good Better: How Effective Altruism Can Help You Make a Difference

Is “well-intentioned” the same as “well done”? With the concept of effective altruism, William MacAskill - Professor of Economic Philosophy and the founder of two non-profit organizationspresents criteria to assess the work of non-profit organizations and make them more effective. His unusual but sound approaches can also be applied to the field of arts and culture. At the same time, MacAskill's book is a practical and intuitive guideline for facilities, staff workers and supporters of non-profit cultural work.

 

 

Management Topic: Organisation & Leadership
Cultural Area: General
Submitted by editor-in-chief on Aug 08, 2016

Introducing the EMPHOS Project on Cultural Entrepreneurship for Museum and Heritage Organization Professionals

In many European countries, the arts, heritage and cultural sector is supported by or partially subsidized by government. However, due to the economic crisis and cuts in budget, the amount of funds for direct subsidies is decreasing. Some cultural heritage organisations and museums do not have enough funds to sustain themselves. Starting from this assumption, the project “Empowering Museum Professionals and Heritage Organizations Staff by cultural entrepreneurship training and research” (EMPHOS) has the objective to develop the entrepreneurial skills and attitude of museum professionals and cultural heritage organization’s staff, using research, training, networking and exploitation activities.

Management Topic: Organisation & Leadership
Cultural Area: Museum+Visual Arts
Submitted by editor-in-chief on Apr 29, 2016