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In 1880, the 46th US Congress requested the first federal study of the state of arts education. A two-volume report, of almost 2,000 pages, was written by Issac Edwards Clarke and submitted in 1885. Titled Art and Industry: Education in the Industrial and Fine Arts in the United States, it stated, "The wide spread interest and activity [of the arts] gives promise of an important development in the art productions of the United States." Now, over a century later, the expansion of arts continues. A most recent development is the growth of arts education programs within professional producing/presenting organizations. The purpose of this study is to understand the motivations, benefits and realities of educational programs from the perspective of a professional producing/presenting arts organization. More specifically, what has enticed these organizations to create and sustain educational programs? Are these programs viewed as an extension of outreach, or as a program to serve their mission, or for reasons unstated? Research was collected in Charlotte, NC, a community with diverse arts organizations, many of whom support educational programs. The school district also has a strong arts education programming. Nine arts organizations and three supporting organizations were selected for direct interviews. Each interview was conducted in the same manner, based on five questions. This research reveals that arts organizations are proactive and have created valuable educational experiences for their community, but many organizations are doing a disservice to their core beliefs by not defining the value the educational program provides for the organization. / Master of Fine Arts

<p>Organisations are different from each other due to a myriad of factors. One of them is motive. Organizations fundamentally operate under two premises: first is to make profits and the second is to provide social services without an explicit intend to make profits. This study mainly focuses on these organisations and explores the compatible leadership behaviours in these organisations. In other words, what different leadership behaviours prevail in these organisations? Major studies in the field related to profit and non-profit organisations are discussed in a comparative way, from leadership, organisational, and employees’ point of views. Moreover, leadership approaches such as situational and major behavioural patterns are discussed in order to have a broader understanding of the topic.</p>

Organisations are different from each other due to a myriad of factors. One of them is motive. Organizations fundamentally operate under two premises: first is to make profits and the second is to provide social services without an explicit intend to make profits. This study mainly focuses on these organisations and explores the compatible leadership behaviours in these organisations. In other words, what different leadership behaviours prevail in these organisations? Major studies in the field related to profit and non-profit organisations are discussed in a comparative way, from leadership, organisational, and employees’ point of views. Moreover, leadership approaches such as situational and major behavioural patterns are discussed in order to have a broader understanding of the topic.

The question of how to enhance viability is ever present in the minds of leaders of Non Profit Organizations. By using a methodological pluralism approach involving concepts in organisational learning, appreciative inquiry, systems thinking and the Viable Systems Model, this study investigates the capacity for learning in five Non Profit Organizations and links this capacity to their viability. A case is established through a review of literature that only organizations that adopt a generative learning posture, can survive in times of great change and contextual turbulence. The study, which followed an appreciative inquiry process, interviewed leaders from the five organizations in both semi-structured interviews as well as questionnaires. It found that while learning is taking place all the time in the organizations studied, most of that learning is lost to the organisations for lack of effective capturing, storing, disseminating and rewarding systems. These organisations also lack a clear conceptual framework to guide their learning. The learning present in most of the organizations is of a single loop nature, which is limited in not allowing the critique of the assumptions and worldviews behind the experiences of individuals in the organisation. This study therefore recommends prioritisation of collective learning within the organizations studied by investing in policies, structures and systems that support dialogue and reflective practices. To this end, the study recommends that if these organizations are to better their viability, they will have to develop a more systemic approach not only to their learning but also to their management. Keywords: Learning Organisation, viable systems model, knowledge management, participatory action research, systems thinking and practice, strategic conversations, dialogue, non profit organizations, Appreciative Inquiry, vocabularies of hope. / Thesis (M.Com.)-University of KwaZulu-Natal, 2008.

Univ., Diss.--Louvain, 2004.

Thesis--Catholic University of America. / Published also without thesis statement under title: Distribution of profits in the modern corporation; Catholic moral teaching. Biographical note. Bibliography: p. 167-174.