Arts Management in the US and Russia: Pedagogical Aspects (original) (raw)
Related papers
Arts and Humanities in Higher Education, 2019
If today the departments of “cultural management” (in its broadest term) have been in existence for almost four decades, it is in part because of the existence of the “cultural industries”. If this concept’s founder and critical theorist, Theodore Adorno, indeed stigmatised cultural industries as “predominance of profit … over culture”, how can the rise and importance of this academic field be accounted for? This article proposes to reconstruct, analytically, a narrative of the rise of arts and cultural management departments, established almost two decades ago in Istanbul and which has been producing graduates in Turkey since that time. This article argues that, as a micro-case, the knowledge that this experience affords us is worth discussing and taking into consideration while trying to address the question of “cultural industries” as a pedagogic field.
Content meets practice in Cultural Management Education
European Journal of Cultural Management and Policy
The intent of this paper is to expose activity theoretical perspectives to work-based pedagogy through the pedagogical model of the Degree Programme of Cultural Management at Mikkeli University of Applied Sciences (MUAS) and the case study Mikkeli Meets Russia –event. The paper brings up the key differences between traditional learning and work-based pedagogy. It presents the strategic partnership between MUAS and Mikkeli Theatre as one form of collaboration in work-based pedagogy. As a conclusion it can be said that requirements of working-life and the main tasks of the University of Applied Sciences put a great deal of pressure onto professional education. In response to these demands new pedagogical models must be developed and researched. Compared to traditional classroom teaching, work-based pedagogy has changed the context of assignments, evaluation and the schedule of the studies. It has also laid more emphasis on the collaborational relationships between students, teachers a...
ARTS MANAGEMENT – WHAT AND WHY? Cultural Needs Assessments and Methodologies of Managing
Journal of Economics and Social Research, 2021
Origins - Intentions The paper is based on the courses given by the author in the Arts Management Department at Yeditepe University, Istanbul between 2009 and 2016 and also on the Arts Management Internship Programme in Istanbul at halka sanat projesi between 2011 and 2020. The paper consists of three parts: A brief overview of the arts management as a field, assessments on the human cultural needs and reflections on the methodologies of managing in the art sector with the experienced derived from directing an independent art initiative in Turkey. Scale - Human Resources The focus of the paper leads towards rethinking the particular nature and widely shared elements of the cultural work regardless of its scale, popularity or connections. Human element is one of the most crucial assets in this dynamic. Management teams from senior members to fresh interns standing at diverse points of the cultural work take their place at the core of the discussion. Expertise - Apprenticeship - Continued Learning The paper centres around questions of what a good arts management is and why it is needed. The aim is to emphasize the importance of individual as well as collective practice, significance of the critical approach in management and the influence of continued learning in the work environment to build upon the theoretical basis received at university level arts management education. The value of apprenticeship and the manifestations of diverse teaching methods will be highlighted.
Understanding Arts Management in the US: From Context to Professional Tasks
In this paper, I address the issues of professionalism for arts administration in the United States. I deconstruct the impact of government changes, private foundations involvement and mass communication development in shaping the life of arts organizations. In particular, I analyze how these factors impacted the professional skills of arts organization in area such as education and community program, development, and marketing and communication. Drawing from these findings I suggest guidelines for curriculum development.
This essay describes the development of cultural management as a profession and as an academic subject in Germany and discusses new challenges for cultural management according to changes in the cultural sector, enforced by migration, internationalization, and digitalisation. It identifies new working fields and discusses how this is going to change role models of cultural managers. The way academic programmes for arts and cultural management react to these developments, and adapt their curricula and training methods, is described, based on an analysis of university programs in Germany, Austria and Switzerland.
Journal of Arts Management Law and Society, 2010
The transition from state socialism to capitalism brought changes to the Russian cultural sector. Previously entirely sponsored and controlled by the patron state, the cultural organizations had to cope with dramatically reduced budgets. While the state remained the principal sponsor and patron of cultural organizations, the new actors-foreign foundations-provided additional possibilities of funding and introduced a new discourse on arts administration. The foreign concept of "cultural management" became an alternative to a Soviet-type "cultural bureaucracy" and found its partisans among the active part of arts administrators who effectively profited from foreign grants and scholarships and tried their best to integrate into the international community. They are now promoting cultural economy and innovation and are striving for further liberalization of the cultural sphere. But the organization of culture inherited from Soviet times persists. This article provides analyses of interviews with Russian cultural managers devoted to their professional trajectories in the 1990s and 2000s.
Artists in the sportlight-In search of new agendas for education and research in the cultural management and policy field 3 COLOPHON "Artists in the spotlight! In search of new agendas for education and research in the cultural management and policy field." A compilation of papers presented in the framework of the 12 th Annual ENCATC Education and Research Session and published by ENCATC. Authors are responsible for the linguistic accuracy and readability of their peers. The editors of the publication are not responsible for linguistic errors or translations contained in the papers. No part of this book may be reproduced in any form by print, photocopy, microfilm or any other means, without prior written permission from the publisher.
Arts Management Newsletter "International Training Opportunities in Arts Management"
2015
The significance of an international learning experience is a big issue in the landscape of education and training. Through the Internet, new ways of learning with multi-faceted exchanges about a topic can be developed that extend beyond financial, temporal or local possibilities. Cultural managers have an urgent need for advanced trainings to face the changes in society and politics concerning the arts. It is difficult to set up and implement trainings that can keep pace with the current developments in theory and practice and can be adapted to any given context and diverse situations. Thus, international exchange, thinking outside of the box, new ways of learning and flexible up to date curricula are needed to secure the applicability of training knowledge all throughout the world. An increasing number of organizations is taking on this important task and some are presented in this newsletter. To offer suggestions and support for individual projects, organizers and participants have their say. At the heart of the matter is the question of how one conceives and implements programs that, on one hand, are based on the broad theoretical expertise in cultural management, expanding this expertise for international aspects while at the same time adapting to local circumstances in a sustainable manner.
Arts Management Quarterly No 133: Arts Managers in Foreign Regions
Arts Management Quarterly, 2020
This issue aims to explore the potentials, such as personal development and the broadening of individual horizons and perceptions, that arise when arts and cultural managers work in a region for a longer time that in many aspects is different from their previous living context. But it also shows the difficulties that may occur under such circumstances, even with the best of intentions, anticipation and the will to create. International cooperation and stays abroad in the arts and cultural sector are flourishing. At the same time, the difficulties of such forms of international and intercultural exchange became increasingly clear and are also discussed more intensively: Power hierarchies and the dominance of primarily Western regions and cultural management approaches, verbal and non-verbal communication difficulties, unequal financial conditions, and so on. This issue contributes to a deeper reflection and wants to positively change the efforts regarding internationalization in the arts and cultural sector.