Do you know what it takes to manage a performing arts organization today? In this comprehensive volume, more than 100 managers of top nonprofit and commercial venues share their winning strategies. * Financial management, building a funding base, labor relations, much more * Explores the realities of running a performing arts organization today From theater to classical music, from opera to dance, every type of organization is included, with information on how each one is structured, key managerial figures, its best-practices for financial management, how it handles labor relations, and more. Kennedy Center, the Brooklyn Academy of Music, Lincoln Center, the Mark Morris Dance Company, the New Victory Theater, the Roundabout Theater, the Guthrie Theater, Steppenwolf Theater Company, and many other top groups are represented. Learn to manage a performing arts group successfully in today’s rapidly changing cultural environment with Performing Arts Management.
For centuries the seas around Scotland were notorious for shipwrecks. Mariners' only aids were skill, luck, and single coal-fire light on the east coast, which was usually extinguished by rain. In 1786 the Northern Lighthouse Trust was established, with Robert Stevenson appointed as chief engineer a few years later. In this engrossing book, Bella Bathhurst reveals that the Stevensons not only supervised the construction of the lighthouses under often desperate conditions but also perfected a design of precisely chiseled interlocking granite blocks that would withstand the enormous waves that batter these stone pillars. The same Stevensons also developed the lamps and lenses of the lights themselves, which "sent a gleam across the wave" and prevented countless ships from being lost at sea. While it is the writing of Robert Louis Stevenson that brought fame to the family name, this mesmerizing account shows how his extraordinary ancestors changed the shape of the Scotland coast against incredible odds and with remarkable technical ingenuity.
The fifth edition of Management and the Arts provides you with theory and practical applications from all arts management perspectives including planning, marketing, finance, economics, organization, staffing, and group dynamics. Regardless of whether you are a manager in a theatre, museum, dance company, or opera, you will gain useful insights into strategic planning, organization, and integrated management theories. Case studies, statistics, and real-world examples will allow you get a handle on all aspects of arts managements, from budgeting and fundraising, to e-marketing and social networking, to working effectively with boards and staff members. Revised to reflect the latest thinking and trends in managing organizations and people, this fifth edition features class-tested questions in each chapter, which help you to integrate the material and develop ideas about how the situations and problems could have been handled. Case studies focus on the challenges facing managers and organizations every day, and "In the News" quotes give you real-world examples of principles and theories.
This revised edition of the popular book The Road Show is designed to help solo artists and performing groups in music, theater, and dance develop the skills needed to compete in the rough-and-tumble marketplace. Rena Shagan reveals the secrets of more than twenty years' experience, including how to turn a single booking into a tour; prepare a sound budget for touring; target prospective bookings; and create promotional materials that sell. Booking and Tour Management for the Performing Arts is the most comprehensive handbook ever assembled about booking performances and organizing and managing tours. Special chapters by experts give inside information about touring abroad as well as what presenters expect from artists.
In the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on—in short, to participate in the organization’s programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, ...
Nothing could prepare Imogen Clark for the shock of discovering that her daughter was a heroin addict. "I discovered that my daughter was a heroin addict at 7.25 pm on Tuesday, February 13, 1996... I'm not very proud of the next couple of hours. I would like to be able to write that I gathered her in my arms, soothed her obvious misery, reassured her that I loved her... but I was enraged. How could she do this to me? What was wrong with her? My child was not supposed to be on heroin." The youngest child in a tightly knit, loving family, Jessie was intelligent, beautiful and talented--she did not fit the stereotype of the unhappy child who turns to drugs to escape pain. This astonishingly can...
Over the last 20 years, the number of professional managers displaced from US corporate jobs has increased dramatically. This has coincided with the rapid expansion of employment in the US nonprofit sector; a sector that has a high proportion of managerial and professional workers among its employees. Workforce Transitions from the Profit to the Nonprofit Sector examines the career sequences of dislocated white-collar corporate managers who want to move to the nonprofit sector. It highlights the managers' motivations, the structural barriers which prevented them from making the transition, and the methods of penetrating the barriers. It uncovers the reasons why some corporate managers are able to make the transition and why others do not. Finally, it presents the methods of adaptation that were utilized in their new environments. This volume will be of interest to human resource managers in the profit and nonprofit sectors, sociologists, occupational researchers, and organizational psychologists.
The most common murder victim in 19th century Australia was a baby, and the most common perpetrator was a woman. Annie Cossins pieces together the fascinating story of the most infamous legal trial in Australia to reveal an underworld of struggling mothers, unwanted babies, and a society that preferred to turn a blind eye.
When Marie MacPherson, a mother of two, finds herself unexpectedly pregnant at thirty-nine, she feels guilty. Her best friend, Elizabeth, has never been able to conceive, despite years of fertility treatments. Marie's dilemma is further complicated when she becomes convinced something is wrong with her baby. She then enters the world of genetic testing and is entirely unprepared for the decision that lies ahead. Intertwined throughout the novel is the story of Margaret, who gave birth to a daughter with Down syndrome in 1947, when such infants were defined as "unfinished" children. As the novel shifts back and forth through the decades, the lives of the three women converge, and the story speeds to an unexpected conclusion. With skill and poise, debut novelist Theresa Shea dramatically explores society's changing views of Down syndrome over the past sixty years. The story offers an unflinching and compassionate history of the treatment of people with Down syndrome and their struggle for basic human rights. Ultimately, The Unfinished Child is an unforgettable and inspiring tale about the mysterious and complex bonds of family, friendship, and motherhood.