The purpose of this enquiry is to challenge and add a further dimension to cultural management, through an empirical exploration of what cultural managers do in a particular domain (theatre) and scale of organisation (micro-) within the (subsidised) cultural sector, in South West England. Working from a sensemaking perspective (Weick, 1979, 1995a, 2009), it focuses attention on what these practitioners do, rather than what they could, should or do not do. It draws on literature from cultural management, theatre and performance studies and organisation and management studies to help address the following questions: • What do cultural managers do in micro-scale theatre organisations (in South West England)? • Why do they do what they do? • How do they do what they do? • In what ways might an analysis of what they do inform talk in and about cultural management? • To what other theoretical conversations might such an analysis contribute? The subjects are three cultural managers running micro-scale contemporary theatre organisations in Bristol, Plymouth and Redruth. The study adopts a qualitative, ethnographic, multi-case study approach, with data collected through non-participant observation, informal interviews and documentary sources. Analysis is inductive, deductive and abductive. The thesis concludes with a conceptual and epistemological re-framing of cultural management as cultural managing, suggesting that what the cultural managers studied do is not only vocationally dedicated to the purpose, values and work of their organisation, but is also isomorphically inflected by them in the doing. Furthermore, it offers (a) an adjusted perspective on “high reliability organising” (Weick & Sutcliffe, 2007) orientated more towards making the best than mitigating the worst; (b) a focus on organising in theatre to colleagues pursuing the relationship between management and the arts; and (c) a challenge to traditional notions of divide between theatre managing and theatre making, particularly at the micro-scale. This is an interdisciplinary study with cross-disciplinary implications.

This review is an academic report used to provide recommendation and an in-depth look into The NOCCA Institute. The report includes an analysis of the organization’s structure, programs, finances, and my internship activities; Spring - Summer 2015. Additionally the report includes a SWOT Analysis and my recommendations based on the analysis and best practices of similar organizations.

This academic report is the written analysis of my experience as a production intern at The John F. Kennedy Center for the Performing Arts in Washington, DC. My internship specifically involved production and this report discusses production management across the performing arts disciplines, as experienced during my 480 hour internship experience. I describe the organizational history of the Kennedy Center and the internship process. I create a SWOT analysis pertaining to factors affecting the Production Department, discuss production management best practices, and make recommendations for the Center’s improvement.

A presente investigação tem por objeto a atuação de Yolanda Penteado como gestora da arte moderna em São Paulo e no Brasil. A pesquisa pretende refletir sobre os mecanismos de gestão da arte brasileira no período entre as décadas de 1940 e 1960 - período no qual ocorrem as constituições do Museu de Arte Moderna de São Paulo (MAM SP), do Museu de Arte de São Paulo (MASP), da Bienal de São Paulo, dos Museus Regionais e do Museu de Arte Contemporânea da Universidade de São Paulo (MAC USP), delineando o ambiente cultural e estético paulistano e o início do intercâmbio internacional através de mecenas como Francisco Matarazzo Sobrinho, o Ciccillo, Assis Chateaubriand e, particularmente, Yolanda Penteado. Discute-se o papel de Yolanda Penteado como gestora das artes modernas, ou seja, mecenas e líder na criação de coleções, eventos e instituições. Nessa direção, as estratégias metodológicas adotadas no trabalho envolvem suportes interdisciplinares, relacionando História, História da Arte, Estética e outras áreas do conhecimento. O estudo recorre à autobiografia de Yolanda - Tudo em Cor-de- Rosa -, de 1976, à biografia Yolanda, de Antonio Bivar, publicada em 2009, às cartas, aos telegramas, às fotos, aos recortes de jornais, revistas e aos documentos oficiais presentes nos arquivos particulares e institucionais, tais como: Wanda Svevo (pertencente à Bienal de São Paulo), MAC USP, MASP, Fundação Cultural Ema Gordon Klabin, entre outros. Além disso, devem ser mencionadas entrevistas com pessoas que foram próximas a Yolanda Penteado e visitas técnicas à Fazenda Empyreo, que ainda hoje guarda objetos e reminiscências de sua presença. / The intention of this research is to assess the performance of Yolanda Penteado as a manager of modern art in São Paulo and Brazil and to reflect on the workings of art management in Brazil from the 1940s to 1960s, when the Museum of Modern Art of São Paulo (MAM SP), the Art Museum of São Paulo (MASP), regional museums, the Contemporary Art Museum of the University of São Paulo (USP MAC) and the Biennale São Paulo were all founded. It also aims to put her work into the context of the cultural and aesthetic environment in São Paulo at that time, during which she and other art patrons, such as Ciccillo Matarazzo and Assis Chateaubriand began international exchanges. This research explores Yolanda Penteado´s role as a manager, patron and leader of collection creation, modern art institutions and events and how her work adopts strategies and methods from various disciplines, including History, Art History, Aesthetics and other knowledge bases. Reference is made to previous publications by Antonio Bivar: All in Pink-Rose (1976), and Yolanda Biography ( 2009), letters, telegrams, photos, newspaper clippings, magazines and official documents, all of which are kept in private and institutional archives, such as: Wanda Svevo (belonging to the Bienal de São Paulo), MAC USP, MASP, and the Ema Gordon Klabin Cultural Foundation. It contains content from interviews with people who were close to Yolanda Penteado and details visits to the Empyreo farm, which still keeps objects and reminders of her presence.

A presente investigação tem por objeto a atuação de Yolanda Penteado como gestora da arte moderna em São Paulo e no Brasil. A pesquisa pretende refletir sobre os mecanismos de gestão da arte brasileira no período entre as décadas de 1940 e 1960 - período no qual ocorrem as constituições do Museu de Arte Moderna de São Paulo (MAM SP), do Museu de Arte de São Paulo (MASP), da Bienal de São Paulo, dos Museus Regionais e do Museu de Arte Contemporânea da Universidade de São Paulo (MAC USP), delineando o ambiente cultural e estético paulistano e o início do intercâmbio internacional através de mecenas como Francisco Matarazzo Sobrinho, o Ciccillo, Assis Chateaubriand e, particularmente, Yolanda Penteado. Discute-se o papel de Yolanda Penteado como gestora das artes modernas, ou seja, mecenas e líder na criação de coleções, eventos e instituições. Nessa direção, as estratégias metodológicas adotadas no trabalho envolvem suportes interdisciplinares, relacionando História, História da Arte, Estética e outras áreas do conhecimento. O estudo recorre à autobiografia de Yolanda - Tudo em Cor-de- Rosa -, de 1976, à biografia Yolanda, de Antonio Bivar, publicada em 2009, às cartas, aos telegramas, às fotos, aos recortes de jornais, revistas e aos documentos oficiais presentes nos arquivos particulares e institucionais, tais como: Wanda Svevo (pertencente à Bienal de São Paulo), MAC USP, MASP, Fundação Cultural Ema Gordon Klabin, entre outros. Além disso, devem ser mencionadas entrevistas com pessoas que foram próximas a Yolanda Penteado e visitas técnicas à Fazenda Empyreo, que ainda hoje guarda objetos e reminiscências de sua presença. / The intention of this research is to assess the performance of Yolanda Penteado as a manager of modern art in São Paulo and Brazil and to reflect on the workings of art management in Brazil from the 1940s to 1960s, when the Museum of Modern Art of São Paulo (MAM SP), the Art Museum of São Paulo (MASP), regional museums, the Contemporary Art Museum of the University of São Paulo (USP MAC) and the Biennale São Paulo were all founded. It also aims to put her work into the context of the cultural and aesthetic environment in São Paulo at that time, during which she and other art patrons, such as Ciccillo Matarazzo and Assis Chateaubriand began international exchanges. This research explores Yolanda Penteado´s role as a manager, patron and leader of collection creation, modern art institutions and events and how her work adopts strategies and methods from various disciplines, including History, Art History, Aesthetics and other knowledge bases. Reference is made to previous publications by Antonio Bivar: All in Pink-Rose (1976), and Yolanda Biography ( 2009), letters, telegrams, photos, newspaper clippings, magazines and official documents, all of which are kept in private and institutional archives, such as: Wanda Svevo (belonging to the Bienal de São Paulo), MAC USP, MASP, and the Ema Gordon Klabin Cultural Foundation. It contains content from interviews with people who were close to Yolanda Penteado and details visits to the Empyreo farm, which still keeps objects and reminders of her presence.

The lack of discrete motivation strategies to improve the consistency of employees' performances was the problem that instigated this research. The purpose of this single-case study was to explore the motivation strategies live-entertainment artistic directors (ADs) use to improve consistency in the artists' performances. Data were collected within an international live-entertainment company to uncover whether artists self-determined the approach to improving consistency in performance or whether consistency occurred from strategies developed by the ADs. Data were collected from face-to-face interviews with ADs and senior ADs and performance evaluations of employees, and then analyzed using Miles, Huberman, and Saldana's data analysis method. The 2 emergent themes indicated that the ADs achieved consistency from performers through strategies supporting well-being and technical proficiency. Analysis of employee evaluations indicated the use of alternative motivational strategies for achieving and improving consistency at the show level. Some ADs rely on artists to self-determine consistency when working in environments perceived as conducive to consistent behavior. These findings might result in a mutual understanding between employers and employees of the role of consistency in employees' live performances, which may also improve employer-to-employee relationships in the live-entertainment sector. Such understanding might lead to positive social change by improving cultural output to the community and improving employees' economic viability and ability to contribute to society.

There are many perceived advantages of developing a film from a comic book series such as its preexisting built-in audiences, easy marketability, licensing opportunities of comic book characters, and easily adaptable stories. All these qualities make the comic book conducive to film adaptation and profitable franchises. Studios have also taken notice and have been producing comic book inspired films in record numbers in the past decade. This thesis will investigate the comic book-to-film phenomena and will attempt to quantify whether it is in fact as lucrative as it appears. In order to quantify the effect of the comic book variable on film's success, this study will utilize the ordinary least squares method. By regressing the comic variable along with all other control variables, we hope to determine if the effect of the comic variable varies between two different measures of success.

Syftet med uppsatsen var att belysa hur de kulturella och sociala praktikerna kring ICE HOT, en plattform för samtida dans, var formade och konstituerade. Vår analys grundar sig i hur aktörerna på fältet formas av sannings regimer. Detta undersöktes genom en diskursanalys av primärdata, i form av intervjuer av aktörer i fallet samt publicerade dokument av ICE HOT som sekundärdata. De senaste decenniernas styre av offentlig sektor, har starkt påverkats av influenser från näringslivet, även känt som New Public Management (NPM). Sedan en tid tillbaka går det att skönja hur mål- och resultatstyrning, ökande kontroll, användandet av ekonomiska incitament och köp-och-säljmodeller präglat den offentliga sektorns kultursfär och inte minst kulturpolitiken.  Vi har använt oss av Cornelius Castoriadis ontologisk institutionell teori, Michel Foucaults utgångspunkter om sanning, maktrelationer och governmentality. Samt Eva Bejeroth och Hans Hasselbladhs modell om interventioner. NPM har blivit den hegemoniska diskursen på fältet. Aktörerna tycks i mångt och mycket befinna sig mitt i diskursens bubbla, men i vissa fall finner vi en konkurrerande diskurs. Dock verkar den konkurrerande diskursen ha svårt att undanröja NPMs instrumentella rationalitet, då den förespråkar den kulturella logiken.

This study highlights the difficulty for non-profit cultural organisations to measure and evaluate the performance of their operations. The goal was to suggest and test a model for performance evaluation that can be used by museums, more specifically it was developed for Swedish Museums. The theoretical framing of the study is Operations Management. With this being a practical and problem-solving research discipline, the pragmatic approach with Design Science research was chosen as the methodological foundation. Based on this strategy several research methods were used in the process of solving the problem and designing the model. Based on previous models for performance evaluation, with the adaptation to the setting of Swedish Museums a model was presented, tested and evaluated in the study. The study was delimited to the design phase and implementation was not part of the report. After having tested the model, a follow-up interview was conducted. In the interview, the test results were presented to a museum manager in order to validate that the model can be used as a tool for decision support and as a way to report non-financial results to stakeholders such as politicians or their representatives.

No description available.