Management and the arts / William J. Byrnes ; foreword by Dan J. Martin.

1 Overview of the Arts and Management
The Business of Arts and Entertainment
Opportunities
Growing Businesses
Concerns about the Future
Managers and Organizations
The Manager
The Organization
The Process of Organizing
Levels of Management and Types of Managers
Common Elements in an Organization
Arts Organizations as Institutions
Sidebar: Sample Mission, Vision, and Values Statement
The Management Process
Sidebar: The Four Functions of Management
Planning
Organizing
Leading
Controlling
Sidebar: Management in Practice
Functional Areas
Key Terms and Concepts
Questions
Selecting a Project Organization
References

2 Arts Organizations and Arts Managers
The Artist-Manager
Arts Institutions
A Brief Historical Overview
Ancient Times
The Middle Ages
The Renaissance
Management Challenges
The Seventeenth through Nineteenth Centuries
The Twentieth Century
The Twenty First Century
International Perspective
Sidebar: Writing a Business Plan
In Practice: Writing a Business Plan
The Modern Arts Organization
How Organizations are Formed
Legal Status and Financial Statements
Incorporation
Starting a For Profit Business
Creating a Not for Profit Business
Tax Exemption
The Arts and Education
Sidebar: Outline of Bylaws
Profile of the Arts Manager
Updating the Profile
Jobs for Arts Managers Today
Salary Ranges
The Manager¿s Personal Mission
Sidebar: From the Bookshelf
The Growth of the Arts Manager Role and the NEA
Government Support
Budget Battles and Censorship
New Directions
The NEA and the Arts Manager
State Agencies
Conclusion
Summary
Key Terms and Concepts
Questions
Discussion Article - Managing the Arts Today
References

3 Management History and Trends
Management as an Art and a Social Science
On-the-Job Management Theory
The Effective Manager
Evolution of Management Thought
Preindustrialization
A Change in Philosophies
The Industrial Revolution and Early Pioneers of Management
Management Pioneers
Changes in America
Management Trends to the Present
Classical Management Perspectives
Application to the Arts
Administrative Management (1916 to Present)
Arts Application
Human Relations Management (1927 to Present)
The Behavioral Approach
The Hawthorne Effect
Maslow¿s Hierarchy of Needs
McGregor¿s Theory X and Theory Y
Arts Application
Modern Management
Scientific Management Today¿Quantitative Approaches
Systems Theory
Contingency Approaches
Arts Application
Emerging Views
Shifting Paradigms
The Halo Effect in the Arts
Other Sources
Conclusion
Summary
Key People, Terms, and Concepts
Questions
References

4 The Adaptive Arts Organization
Competitive Adaptation
Changing Environments
Managing Change
Growth and Change
The Example of the Evolving Opera Company
Content Analysis
Where to Look for Arts Content
Assessing Environments
Economic
Sidebar: The Arts and the Economy
Political and Legal
Sidebar: Lobbying for the Arts
Other Input Sources for the Political Environment
In the News: Congress Demands More Form 990 Changes
In the News: The NonProfit Times - Arts funding released with severe cuts
Cultural and Social
Sidebar: Book Sources for Trends
Demographic
Sidebar: Research Tool
Technological
Educational
Information Sources
Audiences
Other Arts Groups
Board and Staff Members
The Media
Professional Meetings and Associations
Consultants
Other Sources
The Impact of Future Trends on the Arts
Summary
Questions
Discussion Focus - Future Trends - Shakespeare in the Metaverse by Teresa Eyring
References

5 Planning and the Arts
Mission, Vision, and Values Statement
The Context of Planning
Relationship of Planning to the Arts
The Necessity of Planning
The Organization¿s Map and Leadership
Sidebar: Planning Proverb #1
Planning Terminology
Short-, Intermediate-, and Long-Range Plans
Why Planning is Difficult
Strategic and Operational Plans
Single-Use and Standing-Use Plans
Developing a Planning Process for the Arts
The Mission Statement
Mission Analysis
Vision Statement and Planning Resources
Situation Analysis
Resource Analysis
Formulating Strategies
Stability Strategy
Growth Strategy
Retrenchment Strategy
Combination Strategy
Strategy Summary
Goals, Objectives, Action Plans, and Evaluation
Other Planning Approaches
Developing a Formal Business Plan
Top-down and Bottom-up Planning
Contingency Planning
Crisis Planning
Sidebar: FYI¿Other Resources for Planning
Limits of Planning
Decision Making in Planning
Choices, Decisions, and Problem Solving
Steps in Problem Solving
Problem-Solving Techniques
Defining Problems, Making Hasty Decisions, and Accepting Risk
Analyzing Alternatives
Making a Final Choice

Decision Theory
[SIDEBAR ¿ Calibrating Success]
Conclusion

Summary
Key Terms and Concepts
Questions
Case Study ¿ Mission, Values, Goals, and Vision - Seacoast Repertory Theatre
Questions
References
Additional Resources

6 Organizing and Organizational Design
Life in Organizations
The Management Function of Organizing
Four Benefits of Organizing
Organizing for the Arts
Organizational Design Approaches
Organic and Mechanistic
Organizational Design
Bureaucracy
Organizational Structure and Charts
Divisions of Work
Type of Work Performed
Working Relationships
Departments or Work Groups
The Levels of Management
Lines of Communication
Informal Organizational Structure
Problems Inherent in the Informal System
Structure from an Arts Manager¿s Perspective
General Considerations
Strategy
People
Size
Technology and Environment
External Environments
Departmentalization
Function
Divisions
Matrix Organization
Coordination
Vertical Coordination
Span of Control
Delegation
Centralization¿Decentralization
Horizontal Coordination
Organizational Growth
Corporate Culture and the Arts
Levels in corporate culture
Corporate Cultures and the Real World
Summary
Key Terms and Concepts
Questions
Case Study - Symphony-opera works to restore fiscal harmony
References

7 Human Resources in the Arts
Staffing the Organization
The Staffing Process
Job Analysis
Work Activities
Work Tools
Job Context
Standards
Personnel Qualifications
Job Description for Staff Openings
Sidebar: Sample Job Posting
General Description
Responsibilities
Specific Duties
Requirements for Employment
Compensation
Benefits
Application Method
The Overall Matrix of Jobs
Constraints on Staffing
Government Regulations
Organized Labor
Recruitment
Internal
External
Recruitment Philosophy
Recruitment Difficulties
Diversity in the Arts Workplace
Selection Process
Auditions
Traditional Application Process
Formal Application
Screening
Interviewing
Testing, Reference Check, and Hiring
Orientation and Training
Training and Development
On-the-Job Training
Job Rotation and Cross-Training
Coaching
Apprenticeships
Modeling
Performance Appraisals and Firing
Performance Appraisals
Firing
Sidebar: Volunteer Contracts
Volunteers in the Arts
Sidebar: Board of Directors Responsibilities and Duties
The Board of Directors
Sidebar: In the News
Unions and the Arts
Sidebar: Sample Wording from a Contract
Definition and Purpose
Disputes
Sidebar: FYI ¿ Actor Salaries
Sidebar: FYI ¿ Designer¿s Salaries
Maintaining and Developing the Staff
Career Management
The ¿Right Staff¿
Summary
Key Terms and Concepts
Questions
Resource
Class Discussion Topic: The Arts Workplace and the Working Artist
Sample Employee Manual
References

8 Leadership and Group Dynamics
The Central Role of the Leader
Leadership Fundamentals
Formal and Informal Leadership Modes
Side bar - Revisiting Theory X and Theory Y Approaches to People
Power: A Leadership Resource
Sources of Power
Personal Power
Limits to Power
Acceptance Theory
Zone of Indifference
Guidelines for Using Power
Approaches to the Study of Leadership
Trait Approaches to Leadership
Behavioural Approaches to Leadership
Contingency and Situational Approaches to Leadership
Transactional and Transformational Leadership
Applications of Theories to the Arts
Leadership and the Creative Spirit
Sidebar: Arts Leader Profile
Future Leadership?
Theories of Motivation
Need Theories
Two-Factor Theory
Acquired-Needs Theory
Cognitive Theories
Equity Theory
Expectancy Theory
Reinforcement Theory
Organizational Behaviour Modification
Social Learning Theory
Theory Integration
Group Dynamics
Group Management Activities and Forms
Types of Groups
Stages of Group Development
Group Norms and Cohesiveness
Dysfunctional Group Activities
Strategies for Making Groups More Effective
Leadership and Working with the Board of Directors
Applying Rules of Order
Running a Meeting
Sidebar: Typical Agenda for a Business Meeting
Distributed Leadership
Communication Basics and Effective Leadership
The Communication Process
Perception
Stereotypes
Halo Effect
Selective Perception
Projection
Formal and Informal Communication
Conclusion
Summary
Key Terms and Concepts
Questions
Case Study ¿ Philharmonic director resigns
Discussion Questions
Additional Resource
Leadership Books and Resources
References

9 Operations and Budgeting
Operational Control as a Management Function
Elements of the Operational Control Process
Input Standards
Management by Exception
Management by Objectives
Performance Appraisal Systems
Personnel Appraisal Methods
Timely Feedback
Summary of Operational Control Systems
Management Information Systems
Data and Information
Management Information Systems in the Arts
Computers and the Management Information System
An Effective Management Information System
Uncontrollable Factors
Partially Controllable Factors
Fully Controllable Factors
Common Mistakes
Management Information System Summary
The Future
Sidebar: Computer Software Packages
Budgets and the Control System
Budgetary Centres
Budgets as Preliminary Controls
Budgets as Top Secret Documents
Types of Budgets
The Budgetary Process
Budget Reality
Budget Controls
From the Budget to Cash Flow
Cash Flow Projections
Summary
Key Terms and Concepts
Questions
Case Study: Ex-official of orchestra tells court he¿s a thief
Questions
FYI¿Budgeting Information Resources
References

10 Economics and Financial Management
The Economic Big Picture
The Economic Problems and Issues Facing the Arts
Sidebar: Arts & Economic Prosperity III
The Cultural Boom from an Economic Perspective Trend Shift in the 1980s
The Arts Audience
The Productivity Issue
The Economic Environment and the Arts
Market Failure and the Arts
The Economics of Spending More than You Make
Sidebar: Ticket Prices and Revenue Generation
The Multiplier Effect and the Arts
Applying Basic Economic Principles to the Arts
Fixed, Variable, and Marginal Costs
Sidebar: Putting Fixed, Variable and Marginal Costs to Work
Economies of Scale
Demand, Supply, and Elasticity
Law of Demand
Price of Other Goods
Income
Expectations
Tastes
Market Demand and the Arts
Law of Supply
Price of Resources
Number of Suppliers
Suppliers¿ Expectations
Elasticity
Price-inelastic Ticket Sales
Supply, Demand, Elasticity, and Revenue Maximization
Scaling the House
Pricing Summary
Summary of Basic Arts Economics
Overview of Financial Management
The Role of the Business Manager
Nonprofit Financial Management
Financial Management Information System (FMIS)
Developing a Financial Management Information System
Accounting and Bookkeeping
Cash-Based Accounting
Accrual-Based Accounting
Accounting and Budgets
The Accounting System Overview
Accounting Formula
Financial Statements
Balance Sheet
Statement of Activity
Ratio Analysis
Problem Areas
Investment
Summary of Financial Management
Managing Finances and the Economic Dilemma
Reserve Funds
Looking Ahead
Questions
Creating a Financial Report
Questions
Web Source for Financial Statements
Other Resources on Arts Economics and Finance
Elasticity Change Formula
Percentage Change in Quantity Demanded
Percentage Change in Price
References

11 Marketing the Arts
The Marketing Landscape
The Search for the Audience
A Means to an End
Marketing Principles and Terms
Needs and Wants
Sidebar: Marketing and the acquired taste for the arts
Exchange Process and Utilities
Sidebar: In the News
Strategic Marketing and the Exchange Process
Evolution of Modern Marketing
Sidebar: Marketer Profile
Modern Marketing
Sidebar: In the News
Marketing Approaches
Product Orientation
Sales Orientation
Customer Orientation
Sidebar: Arias for the People
Marketing Management
The Classic Four Ps
Managing Your Brand
Sidebar: Branding Resource
Market Research
Other Arts Research
Sidebar: The New Rules of Marketing & PR
Marketing Ethics
Sidebar: PatronMail«
Strategic Marketing Plans
Sidebar: TCG¿s Free Night of Theatre
Planning Process
Sidebar: Sample Marketing Plan
Marketing Audit
Consultants
Strategies
The Competitive Marketplace and Core Strategies
Project Planning and Implementation
Evaluation
Marketing Data System
Conclusion
Don¿t Forget the Audience
Summary
Key Terms and Concepts
Questions
Case Study ¿ Applying the Marketing Plan
Additional Resources
References

12 Fundraising for the Arts
Giving History and Trends
Why Do People Give?
Sidebar: The Donor Bill of Rights
Fundraising and the Arts
Fundraising Plans
Preparing Fundraising Plans
Sidebar: Code of Ethical Principles
Strategic Planning and Fundraising
Profile, Self-Assessment and an Organizational Audit
Marketing and the Relationship to Fundraising
Management Skills of the Fundraiser
The Case for Support
Sidebar: Case for Support
What Does the Organization Do?
Staff and Board Participation
Data Management
Data System Needs
Sidebar: Web Resources
Fundraising Costs and Control
Direct and Indirect
Fundraising Techniques and Tools
The Comprehensive Campaign
Individual Donors
Sidebar: FYI Giving
Donor Research
Funding Options
Personal Contacts
Communication Tools
Telephone Solicitations
The Process
Direct Mail
Tracking Responses
E-Fundraising
Special Events
Sidebar: In the News
Corporate Giving
Potential Problems
Fundraising Process
Foundations
Government Funding
The National Endowment for the Arts
The Peer Review Process
Other Government Support
Conclusion
Summary
Key Terms and Concepts
Questions
Additional Resources
Case Study ¿ Vying for Corporate Support
Questions
References

13 Managing the Arts Organization
Management Styles
The Dysfunctional Arts Manager
A Model Rooted in Overextension
Dysfunctional Organizations
Sidebar: The First-Time Manager, 5th
The Positive Profile
The Analytical Manager: Changing the Culture
The System Manager: Structure and Control
The Organic Manager: Adjustment and Adaptation
Management Practices
Process Management
Human Resources Management
The Organization as an Open System
The Management Functions
Planning and Development
Sidebar: ?WhatIF! The Innovation Company
Types of Plans
Marketing and Public Relations
Marketing Strategies
Personnel Management Board, Staff, Labor, and Relations
Board of Directors
Unions
Personnel Management
Fiscal Management
Financial Strategies
Government Relations
Conclusion
Questions
Case Study - Theatre struggles to go on
Questions
Reference

14 A Career in Arts Management
The Evolving Arts Workplace
Where the Jobs Are and Will Be
Personal Choices and Selection Criteria
Develop a Personal Plan
From the Employer's Perspective
Compensation Issues
Salary Research
Other Sources for Salary Information
Cost of Living and Salaries
Sidebar: Compensation Table
Doing Your Payroll Math
Salary Negotiation Strategies
Career Development Options
From Student to Employee
Internships
Seeking and Flourishing in the Internship
Organizing Your Job Search
Developing Your Résumé
Sidebar: Skills-based Résumé
Developing Your Cover Letter
Sidebar: Sample Cover Letter
Portfolios and Other Ways to Demonstrate Your Skills
Interviewing
Getting Hired
Building a Career
Career Goal
Career Development Work Plan

Includes bibliographical references and index.