Term
| When DiMaggio conducted a study of arts managers in the 1980s, what did he learn about the typical demographic of arts manager? What did the study reveal about the primary way in which most arts managers had learned how to manage arts organizations? |
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Definition
| DiMaggio learned that the typical demographic of an arts manager is: male, upper-middle class, and highly eduated (Arts, English, History, Foreign Language) but few majored in management. He also found that most managers learned on the job. |
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Term
| What key trends have we seen in the changed profile of arts managers since Di Maggion's study? |
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Definition
1997 Rich and Martin: Mixed opinions between on the job and classroom education, wanted more marketing and fundraising education, AM prefer hiring marketing and development directors who have ARAD training, marketing and fundraising specific skills best learned on the job
1990s-> increase in minorities and women in the field, today represents our society more but mostly still similar to DiMaggio's model (all baby boomers are retiring)
1998--> Journal of Arts Mgmt, Law, and Society: study said 76% of middle-management level were women, women paid less, projected to balance out in the next 10-20 years |
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Term
| What are the four main goals of the National Endowment for the Arts |
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Definition
Access to Artistic Exellence
Learning in the Arts
Partnerships for the Arts
Effective Managment |
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Term
| Arts Organizations are Open systems. Identify the six external environments that impact arts organizatioins. |
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Definition
Demographic
Economic
Cultural/Social
Educational
Political/Legal
Technological
(DECEPT)
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Term
| Why are mid-level arts organizations considered to be at the highest risk of failure. |
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Definition
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Term
| What are the four main functions of arts managers? |
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Definition
Planning
Organizing
Leading
Controling |
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Term
| Give one example each of short, mid, and long range planning issues that an arts organization is likely to address. |
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Definition
Short: A single event i.e. yearly gala (specific)
Mid: Budgetting (a lot of change and response)
Long: New Building (Plan changes) |
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Term
| What are three tactics and arts manager should use when dealing with change? |
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Definition
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Term
| When using the methodology known as 'content ananlysis,' an arts manager looks to key sources for information about what two topics? |
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Definition
| Current practices and possible future trends. important in the analysis to note a difference betweent rends and fads. Fads have very quick turn over and aren't nearly as useful as trends which have longer staying power. |
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Term
| A SWOT analysis involves assesing four factors that can impact an arts organization's success. What are those factors? |
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Definition
Strenghths
Weaknesses
Opportunities
Threats |
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Term
| Identify four types of strategies that an arts manager might use when trying to steer the organization in a certain direction. |
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Definition
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Term
| What does it mean to manage an arts organization from the top down? |
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Definition
| Top-down management is a style where a general manger will give objctives to middle management then middle management implements it to the rest of staff. This model doesn't allow much if any interaction between general management and operational staffe. This is common in more mechanistic management structures. |
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Term
| Give four examples of why organizational plans fail. |
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Definition
~ Upper mgt. fails to build formal planning process into genreal operation routine
~ The people involved in planning aren't skiled in planning process
~ The data used in making the plans are incorrect (or incomplete)
~ The resources needed are not made available to execute plan
~ Circustnces change due to nforseen events
~ Staff resists change and hold to plans that don't work
~ Staff gets bigged down in details and fail to reach broader objective plan.
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Term
| Briefly describe "behavioral decision theory." |
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Definition
| This theory assumes that people only act in terms of what they percieve about a given situation. Because perceptions are foten imperfect the behavioural decision maker acts with limited information. According to this theory people come to a decision they feel comfortable with given their limited knowledge. |
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Term
| What four key bennefits can be derived from effective organization? |
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Definition
~ Making Clear whis is to do what
~ Establishing who is in charge of whom
~ Defining the appropriate channels of communication
~ Applying the resources to defined objectives
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Term
| Identify and briefly describe fie elements that are foten identified as influencing organizational design. |
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Definition
~ Strategy - what you want to do
~ Technology and Environemt -
~ External Environments - ie. political legal establishing laws about hiring/training etc.
~ People - what will employees realisticly need to be effective
~ Size - Big v. Small Mechanisitic v. Organic
(STEPS) |
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Term
| What do we mean by "span of control", and what our factors are often cited as determining the span of control within an organization? |
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Definition
Span of Control: How many people report to one person
~ Similarity of functions
~ Physical proximity of functions
~ Complexity of functions
~ Required coordination among functions |
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Term
| Identify and brielfy explain the five key areas for each job within an organization that an arts manager should consider as s/he plans for staffing needs. |
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Definition
~ Personel Qualifications - what experience education is
~ Work Activities - what is to be done?
~ Job Context - contracts, compensation, schedule
~ Work Tools - what is need to complete tasks (comptuer, dance floor, stage lights)
~ Standards - manager sets how much and what quality.
needed
(PACTS) |
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Term
| Identify and briefly explain the five guidlines for using power that an arts manager should follow when managing other people within an organization. |
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Definition
~ Don't deny your formal authority - act like a boss while keeping perspective.
~ Don't be afraid to create a sense of obligation - a few favors will help establish obligation for an employee to get work done.
~ Create a feeling of dependence. Employees to feel that you are helpful & necessary.
~ Build and believe in expertise.
~ Allow others to identiyfy with you as a person |
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Term
| Identify and briefly describe the five stages a group goes through as it developss and implements its responsibilities within an organizaton. |
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Definition
Forming Stage: The groups attempts to establish its prupose, rules, memebr ids.
Storming Stage: may be emotional or relatively.
Norming Stage: building of groups cohesivenes and clarifying roles
Performing Stage: Actively adresses its purpose. good leader=everyone involved bad leader = not all invovled
Adjourning Stage: Wraps up work and dispands, no longer needs to meet. |
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Term
| Identify and briefly explain four task activities can an arts manager use to help support effective group interactions? |
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Definition
~ Initiating: Setting agendas, giving ideas, defining problems, and suggesting solutions
~ Giving and Seeking Inofrmation: ofering directly rlevant info, asking others for ideas, andseeking facts
~ Summarizing:
~ Elaborating: clarifying ideas by citing relevant examples
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Term
| Identify and briefly explain the four key steps in the operational contorl process. |
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Definition
~ Establish performance objectives and targets
~ Measure actual performance agains targets
~ Assess causes for difference in performance
~ Take action to improve performance |
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Term
| What is the difference between an operating budget and a captial budget? |
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Definition
Operating: Yearly to carry out an organizations operational plans.
Capital: Large-scale one time equipment or facility expense. |
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Term
| What is the "multiplier effect" of spending by an arts organization? |
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Definition
| The multiplyer effect describes a process whereby money expended for one purpose has an impact beyond that singles use. When on buys a ticket to a play they ofte will pay for a baby sitter, dinner, and maybe dessert. this has a ositive impact on the economy that extends beyond the singles purchase of the ticket to the play. |
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Term
| What does it mean to scale the house? |
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Definition
| Scaling the house menas that the ticket prices change with where the seats within the house are located. For instance a front row seat would be far more expensive ticket than the last row of the mezanine. |
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Term
| What is "accrural-based" accounting, and why might it be a better system than cash-based accounting for an arts organizzation to use? |
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Definition
| Accrural-based accounting recognizes expenses when they are incurred and income when it is commited. The primary advantage of this system is taht it shows future commitments and how much money you owe. |
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Term
| An arts manager needs to have access to, and understand the information provided in, financial reports. What is the difference between a balance sheet and a statement of activity? |
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Definition
| Balance sheet is a financial snapshot of the organization and shows how much the company is worth on a date whereas a statement of activity is more connected to the budget and depicts annual revenue and expenses for the year. |
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Term
| What are "time and place utilities"? Why can they creat difficulties for arts organizations? |
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Definition
| The ability to make the products or services available when and where the consumer wants them. THis is a specific challenge for arts organizations because often there is little flexibility with this. ON has to go to the theater to see a play on the day and time it is presented where as someone can now record a tv show and watch it whenever they have the time. |
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Term
| What do we mean by "customer orientation" in marketing? |
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Definition
| Customer orientation means that there is a mixture of product and price orientation. The company listens to their consumer market to define pricing of product as awell as quality of product. |
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Term
| What is a data management policy, and why is it important for an arts organizaton to have one? |
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Definition
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Term
| Identify and briefly describe six areas of focus that should be included in a marketing audit. |
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Definition
Markets,
Objectives,
Customers,
Organizational Structure,
Marketing Information System,
Marketing Mix
(MOCOMM) |
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Term
| What are three threats to successful marketing that an arts manager should be aware of? |
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Definition
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Term
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Definition
| Based on vountary action for the common good. A tradition of giving and sharing that is primary to the quality of life. |
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Term
| What is the difference between an arts organization's contributed income and its earned income? |
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Definition
| Contributed income comes from donations monetarily or in kind where as earned income comes from sales and sponsorships. |
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Term
| Identify and briefly describe the five major activity areas of the fundraising planning process. |
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Definition
Organization Profile and Audit: Missioin, Values, vision
Need Assessment: What is the ask?
Plans Development: specific objectives, strategies
Implementation: programs for giving
Proceesing and Evaluation: Monitor the giving, acknowledge, adjust. |
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Term
| What is the difference between direct and indirect costs of a fundraising campaign? |
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Definition
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Term
| What are three primary sources of funding for the arts? |
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Definition
Individual Donors
Corporations/Foundations
Govenrment
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Term
| Briefly describe and differentiate the analytical and systems styles of management. |
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Definition
Analytical:
~ Analyses dysfuntion, Adaptive approache, cooperation, seeks support, defines new culture and values.
Systems:
~ Analyzes dysfunction, formulates organizational development plan, installs better control systems (finance, personnel), revises job description and redifines working relationship. |
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Term
| What is the prupose of a board of directors, and how does it differ from the role of arts manager? |
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Definition
| A board is a legally empowered group that has the ultimate responsibillity and financial responsibility for the coorporation. They do not have a hand in the day to day operation like the arts manager does. they have final say wheras the arts manager does not. |
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Term
| What does it mean to use a contingent operating system as the means of effectively leading and managing an arts organization? |
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Definition
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