The concept of management means a system of management activities that contributes to the successful functioning of a variety of socially significant organizations that ensure the life of society. This is a commercial and non-profit business, science and politics, education and so on.
The specific management methods (or management technology) depend on various factors. This is the socio-economic development of a particular sphere and society, and information support, and the provisions of the current legislation, etc.
And what is cultural management? In relation to this area, it is considered in the form of a type of activity and a special field of knowledge about the organization's management processes that relate to the production, distribution, and also the consumption of relevant services in the current conditions of an economy that has entered the market.
Cultural management is the management of cultural institutions. This concept also includes planning, preparation, as well as programming of non-commercial and commercial projects that are designed to implement such organizations. Management in the field of culture has its own specifics. And a similar circumstance puts forward the relevant requirements for the professionalism and competence of a modern manager.
Socio-cultural sphere
This concept itself is quite complex and ambiguous. Some authors believe that the socio-cultural sphere is represented by the totality of those enterprises that produce a product directly related to the life of each of the members of society. This allows you to include in it a lot of industries. This is the automotive industry, and the production of household appliances, and so on. But there is another opinion. Some researchers include in this sphere the totality of those enterprises that perform social and cultural functions, and their activity is important only for the development of the cultural level of members of society. Such a vision of terminology significantly narrows the list of organizations. Indeed, in this case, it includes only museums, clubs, libraries, theaters and some other institutions of this type.
Consider management in the field of culture and art with respect only to those organizations that produce goods and services that satisfy the socio-cultural needs of a person. Similar activities are carried out by enterprises that are part of various departments. Their affiliation may be state or municipal. There are private organizations working in the field of culture and art, as well as public ones. All of them can have a different form of ownership or are organized by private individuals.
Art management
This term refers to management carried out in the field of culture. Art management in most of its areas has much in common with traditional service management. This specific product, no matter whether it is produced by a cultural institution or a commercial organization, is impossible to try, demonstrate, evaluate and see before it is received. After all, services are most of all connected with such phenomena of consciousness as understanding, perception, experience, thinking, etc. And while they are for the most part not subject to storage. The production of cultural services, as a rule, coincides in time with their consumption. An example of this is watching a movie or a performance, listening to a concert, and so on. In addition, unlike those things that are products of material production and are destroyed in the process of their consumption (vegetables are eaten, shoes wear out, etc.), cultural values can gradually increase their significance. It will increase as more people read the book, see the picture, hear the concert, etc.
The most important features of cultural management are that financing of this sphere is the result, as a rule, of raising money from sponsors, charitable organizations, authorities distributing budget funds, etc., and not from commercial activities. Even in the notorious show business, the proceeds from the sale of tickets do not exceed 15% of the tour budget. All other funds are allocated by sponsors. And the tour itself is most often organized to advertise a new album or disc.
Institution management
The specificity of management in the field of culture is that its foundation is the organization of art. This may be a philharmonic society or a theater, a production center, etc. In this case, management is carried out in the form of a combination of means, methods and principles that allow organizing business opportunities in the field of art. The effectiveness of the work of a cultural institution will depend on a properly selected management model. An important role in this is to be played by the professional training and personality of the manager.
It is worth noting that each of the individual areas of the art business has its own management methods and criteria for its effectiveness. The management of cultural institutions is no exception. Here there are indicators of the effectiveness of management models.
Basic goals
Features of management in the field of culture are determined by the solution of specific tasks. Among them:
- propaganda among the population of professional art;
- development of genres;
- creating conditions that provide opportunities for professional and creative growth of performers.
Organizational and administrative area of management
What is management in the field of culture and art? First of all, it is necessary to consider its organizational and administrative management mechanism. It is expressed in a system that distributes authority (rights and obligations). It is recorded in the charters, job descriptions and regulations of a particular institution.
Cultural management is sometimes understood as a management apparatus. After all, it is he who drives the organizational and administrative mechanism. The most important document that regulates the activities of cultural institutions is the charter. It contains a description of the main areas of work of the organization, its governing bodies, reporting, sources of funding, etc.
The written job descriptions describe the requirements that a particular employee must meet. This document may be updated and revised if necessary. When concluding employment contracts, the job description is considered in two aspects. First of all, as a separate independent document. This is the case when fulfilling the terms of perpetual employment. Also, the job description is an annex to the contract or contract.
Features of cultural management are that such organizations are managed at 4 levels, each of which regulates the following:
- Relations between the organization and society. This process takes place based on a system of normative and legislative acts. These are documents that regulate the stages of creation, as well as the functioning and possible liquidation of a particular organization.
- Relations between organizations of the cultural sphere, as well as between them and other institutions and enterprises. This process is being implemented through a system of contracts.
- The relationship that develops between a cultural institution and a potential audience. This is made possible by connecting marketing and pricing to this process.
- The relationship of the institution with those structural divisions, as well as individual workers and art groups that are part of it. They are carried out thanks to the current system of administrative acts and contracts concluded by the administration.
Information mechanism
This concept is an aggregate system with the help of which the interaction between the structural divisions of a cultural institution is established. This process is being implemented thanks to the management decisions made on a wide variety of personnel, commercial and business issues. Moreover, in information management in the field of culture, as in all other areas, the corresponding document flow is used. Business papers allow for the close interconnection of such parts of the organization’s work as planning, control, accounting and reporting.
Subject of management
Features of management in the field of culture are determined by those specific concepts that take place in this phenomenon. Moreover, acquaintance with them allows us to understand the essence, specificity, functions and mechanism of this type of control. These parameters include, first of all, the subjects of management. They are:
- Producer. This is an entrepreneur who conducts his activities in the field of art and culture. The main goal of the producer’s work is to create the final product that will be in demand by the audience. Such a person is the organizer-creator, as well as an intermediary between the public and the creator.
- Cultural manager. This specialist is a professional manager. He directs the work of the enterprise, production, the career of performers and the author, the process of creating values of the artistic plan, as well as their further promotion to the art market. It can be called an organizer-performer.
The similarities between these subjects of art management are that they both manage, make the necessary decisions, and also have legal and financial literacy. In addition, the producer and cultural manager work with people, are responsible for the final result, and must have appropriate personal qualities, as their professional success will directly depend on this.
But these subjects have some differences. They conclude that the producer is responsible for the risks, assumes the obligations given to investors. The manager only deals with the organization of the project.
Objects of art management
The management of cultural institutions is an independent type of professional activity. The manager, which is its subject, manages the economic work of the organization, either as a whole or in its specific area. Such activity is the object of art management. At the same time, management is carried out over a set of interconnected structural units that perform various functions. These are sectors, departments, departments, etc. They are also objects of art management. Their management is carried out with the aim of the most effective solution of the tasks that are put forward before the organization.
HR policy
The cultural sphere has its own impact resources. They are shots characterized by great potential for creative energy. Moreover, it is aimed at the collective creation and active transformation of the socio-cultural environment of society.
The personnel management mechanism in the field of culture is personnel-oriented. It is a system of activization of activities, as well as the search for new areas that contribute to improving the quality of the final product.
Modern technologies used in the personnel management mechanism in the field of culture, allow us to create a community of interests of the team. Without this, managing people will be ineffective.
To date, the personnel policy of any organization considers three types of theories. Their ideas are applied in personnel management. Among these theories are:
- classic
- human relationships;
- human resources.
Let's consider them in more detail.
- Classical theories began to be introduced most actively in the period from 1880 to 1930. Their authors were A. Fayol, F. Taylor and G. Ford, M. Weber and some other scientists. Classical theories indicated that the main task of management, which allows it to be made as effective as possible, is to clearly distinguish between the duties of the leader and his subordinates, as well as to convey concrete ideas of senior managers to direct executors. In this case, each person was perceived as a separate element of this system. According to the ideas of classical theories, labor does not bring satisfaction to most workers. That is why they should be under the strict control of the leader.
- Theories of human relationships. They began to be used in management since the late 1930s. The authors of such concepts were E. Mayo, R. Blake, R. Pictart. It was first recognized that all people strive to be meaningful and useful. Everyone feels the desire to integrate in a common cause and be recognized as a person. It is these needs, and not the level of wages, that motivate the individual to work. When adopting such a concept, management should focus on relieving tension, on small groups, approving the principles of collectivism and resolving conflicts. The main task of the leader at the same time is to contribute to creating a feeling in people of their need and usefulness. It is important for the manager to inform subordinates, to take into account the proposals put forward by them, which will make it possible to quickly achieve the goals of the organization, and also to provide workers with some independence, encouraging their self-control.
- Theories regarding human resources. The authors of these concepts are F. Heriberg, A. Maslow, D. McGregor. A similar vision of the personnel policy of management began to take shape in the 1960s of the 20th century. The authors of these theories proceeded from the idea that labor gives satisfaction to most workers. That is why people are capable of independence, personal self-control, creativity, and express their desire to make a personal contribution to achieving the goals set for the organization. The main task of the leadership in this case is a more rational use of the human resources at its disposal. In connection with this, the top manager has a need to create a situation in the team that would allow the maximum abilities of each employee to be manifested. All members of the team should be involved in solving critical problems and have independence and self-control.
Since the late 1990s, personnel management began to acquire an entrepreneurial and innovative focus. The main thing at the same time was joint thinking and solidarity. There was such a thing as an "entrepreneurial person." It has become the main characteristic of a team member.
When teaching management in the field of culture, all these theories must be carefully considered, subsequently applying in practice the one that will solve the problem facing the team. It is also worth considering that the activities of cultural personnel are aimed at creating a creative art product. Such areas as management and marketing in the field of culture pay special attention to personnel. On the one hand, actors and musicians are people who create artistic values, and on the other, as employees, they participate in the process of implementing these specific services (guides, librarians, etc.). The level of customer satisfaction depends on the skill of the former and the professionalism of the latter. In this regard, such requirements as the possession of creativity, high qualification, competence, friendliness, courtesy, initiative, etc. are made to the personnel of institutions of the socio-cultural sphere.
Main goals
The problems of cultural management are the mission of most of these organizations and the specifics of their activities. Despite the fact that such institutions have different departmental affiliations and status, they are for the most part non-profit. Their main goal is not to make a profit, but to achieve such spiritual goals as enlightenment, education, creative development, upbringing, etc. For example, the library’s mission is not only to create a unique information resource, but also to form a communicative and creative platform in the region.
In this regard, the work of art managers is directly dependent on the direction of the institution and on financial support from the state.The main task of the leader is the competent use and development of available resources, which will realize the goals of cultural activity and ensure the mission of the institution. In this case, a concomitant (secondary) goal of a manager may be to obtain material profit. This problem can be solved in different ways.
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Today, the use of technologies in this area is the key to successful activity of the socio-cultural sphere. They provide a stable position in the market of the organization of both commercial and non-commercial type.
The concept of marketing in cultural management and the services it provides is also the promotion of the final product. But due to the fact that the service has differences from the product, this direction has its own characteristics. They are:
- In the way of providing services. Today, this area is developing using interactive technologies. So, this type of service is quite popular in modern museums.
- As a final product. To solve this problem, marketers of socio-cultural institutions use various tools. An example of this is the use of innovation (a night in a museum, staging a performance not on the stage, but in a historically significant place, etc.). Such a solution makes the cultural service original and attracts the attention of more consumers.
- Productivity increase. Such a move involves technical equipment that facilitates the provision of services. It also leads to a more professional staff.
- Adaptation of tools applied by marketing to cultural services. This direction considers the use of methods of differentiated prices (based on the age of the consumer, time of visiting the institution, etc.), stimulating demand when it falls, for example, in the tourist off-season, as well as the introduction of related or additional services (photography at the exhibition, etc. .).
Sports Management
This concept denotes a specific area of activity. Under sports understand one of the types of industry management. It includes the theory and practice of effective management of organizations working in the field of physical education.
The objects of management in the field of physical culture are various organizations that carry out their activities in this direction. These are sports schools, clubs, stadiums, federations, fitness centers, etc. The product of their activity is organized forms of physical education, training, matches, competitions, etc.
The subject of sports management is those management decisions that develop during the interactions of the subject, as well as the control object. It can be implemented both within such organizations and in the distribution of the services offered to the consumer.
The essence of management in the sports field is the targeted regular impact of the subject on the object. The purpose of such a management is to achieve the latter's new planned quality condition.
Certain elements of sports management to some extent are performed by all employees in this field. For example, a trainer. He makes a set in the sports section, keeps records, and also analyzes and summarizes the results of work.
Event management
In the modern world, the practice of special events is widely used. It is used not only in cultural life, but also in business activity, the political sphere and in social communications. In the field of art, such events are understood as concerts and performances, exhibitions and holidays. Each of them performs various social functions, the list of which starts from artistic and aesthetic and ends with communicative and economic ones.
The management of special events in the field of culture is project management. The organization of the event begins with the identification of goals to be achieved by the upcoming event, and ends with a summary of the work done. Based on the tasks set for the event, the manager builds drama, logistics, as well as the scenography of the event. After that, if necessary, agreements are concluded with contractors and all social, financial, technical, economic and organizational issues that are not only direct but also indirectly related to the upcoming event are considered.
Staff retraining
For whom is knowledge relevant in modern areas of management in the field of culture and art? Retraining of specialists is relevant for:
- Civil servants working in the departments of culture.
- Managers and specialists of cultural and art institutions.
- Students of the last courses of secondary schools and universities who wish to receive a second specialty.
- The teaching staff of colleges and universities, conducting classes in the disciplines in the direction of "Socio-cultural activity."
Retraining in management in the field of culture and art is carried out on the basis of state higher educational institutions. Any specialist with:
- primary (secondary) vocational education;
- higher education.
Graduate students of secondary and higher professional institutions are also accepted.
The training period is 3 months. Professional retraining in management in the field of culture is 252 academic hours, during which questions of the history of this direction are considered, and also relevant topics for organizing events in the field of leisure, tourism and creativity are offered for study. An internship at the listener's place of work is also envisaged. Successful completion of the program ends with the issuance of a diploma of professional retraining.
Literature
There are many textbooks that introduce their readers to cultural management. One of them is the book “Management in the field of culture”. It was written by a team of authors and published under the general editorship of G.P. Tulchinsky and I.M. Bolotnikova.
The textbook "Cultural Management" consistently acquaints the reader with the concepts and content of the field of creating art products. It examines the role of the state in managing this area, the existing sources of financing for cultural organizations, methods for developing and implementing events, personnel management systems, as well as issues of charity, sponsorship, patronage and fund activities.