ORGANIZING FOR ARTS AND CULTURE
Updated A.Y. 2021-2022
The course addresses the specificities of the organizations pertaining to creative and cultural industries (CCIs). In particular, it will address the aspects relative to organizational behavior, people management and organizational design from the point of view of organizations within CCIs. At the end of the course the student will be able to define the cultural and creative industries (CCIs) and what characterizes the organizations active in this field. She will be able to outline the issues regarding organizational behavior in this specific context and she will be able to detail how the coexistence of an aesthetic logic and a market logic impact organizational choices at the level of structure and management of people. In addition, she will be able to define the main European programs to support artistic and cultural entrepreneurship.
The course aims at developing students' ability to understand the specific social and cultural context in which these organizations operate, and the way in which this context influences the application of the theories. In addition, the course promotes interaction between students, simulating what happens in a real workplace. For this reason, the course will be based on group and individual works, which will be presented during classes, and on the interaction among students and with the teacher.
KNOWLEDGE AND UNDERSTANDING:
At the end of the course the student will be able to apply the knowledge acquired and show the skills necessary to demonstrate a critical approach to understanding the organizational problems of cultural and creative organizations. Also, she will have adequate skills to conceive and support arguments relating to the topics covered in class.
APPLYING KNOWLEDGE AND UNDERSTANDING:
At the end of the course the student will be able to master of the theoretical and practical topics covered during the classes, such as to allow him to analyze real cases of problems relating to cultural and artistic organizations. The student will be able to independently search for information to be used to propose solutions, demonstrating mastery of the theory and ability to apply it.
At the end of the course, the student will be able to express critical judgments on organizational problems related to cultural and artistic organizations, proposing creative and individual solutions to the proposed cases, which demonstrate understanding of the theory and the ability to apply it to such a very specific context.
At the end of the course, the student will be able to clearly communicate, in oral or written form, the analysis of problems inherent to cultural and creative organizations and the proposed solutions. Such communicative skills will be applied both within the groups, where they will be essential to mediate between the different proposals, and during classroom presentations
At the end of the course, the student will be able to take advanced courses on the topic of creative and cultural industries, proving independence of judgment and critical skills. Furthermore, she will be able to apply the knowledge and skills learned, working for a creative or cultural organization.
There are no prerequisites
The course addresses the organizational issues faced by organizations operating in the cultural and creative industries (CCIs). In the first part of the course the CCIs are defined; then issues of organizational behavior, organizational design and human resources management are dealt with, with specific reference to this category of organizations. Finally, the main European programs to support entrepreneurship for CCIs are discussed, such as Creative Europe.
Please find below the detailed program, class by class:
Class 1: Course introduction + what are cultural and creative industries (CCIs) - slides
Class 2: Firms in arts and culture - Dubini Chapter 3; Santilan Chapter 1
Class 3: Individual case study + discussion
Class 4: Perceiving and dealing with change in CCIs - Saintilan Ch. 2
Class 5: Personality of the creative and those who manage them - Saintilan Ch. 3
Class 6: Group case study + discussion
Class 7: Attitudes and the creative industries - Saintilan Ch. 4
Class 8: Motivation in creative organizations - Saintilan Ch. 5
Class 9: Group case study + discussion
Class 10: Conflict and negotiations between market and aesthetic values - Saintilan Ch. 6; box 4.4 and par 4.6 Dubini
Class 11: Decision making in small and large creative industry firms - Saintilan Ch. 6
Class 12: Group case study + discussion
Class 13: Organizational design and people management - Dubini chapter 7
Class 14: Book publishing industry case study - slides
Class 15: Group case study + discussion
Class 16: Power, politics and leadership for CCIs - Saintilan Ch. 7, 8
Class 17: Creative Europe and support to CCIs - slides
Class 18: Final group case study + discussion
The evaluation policy differs for attending students and for non-attending students
Each week one of the three lessons will be dedicated to the individual and group presentation of case studies, which the teacher will distribute at the beginning of the week. Groups will be formed during the first week of classes and the total number of groups will depend on the total number of students enrolled in the course. Every week some groups will present the work done, while the other groups will act as discussants: therefore, not all the groups will present every week, but all groups (and all their members) will have an active role in the presentation day of the works . These presentations and discussions will serve as ongoing means of evaluation and will account for 50% of the final grade. To be considered as attending, students must participate in all discussions.
A written exam, which will focus on the theoretical topics addressed during the classes will account for the remaining 50% of the final grade.
Non-attending students will have to take a written exam, which will be valid for the entire evaluation, and which will be different from the exam for attending students. It will be a longer exam.
Dubini, P., Montanari, F., & Cirrincione, A. (2020). Management of cultural firms. EGEA spa. Chapter 1, box 4.4, paragraph 4.6, and chapter 7
Saintilan, P., & Schreiber, D. (2017). Managing organizations in the creative economy: Organizational behaviour for the cultural sector. Routledge. Chapters 1-8
Slides and other teaching material (case studies, external resources, exercises video and audio material) will be available during the course on the website or distributed during classes.
BEWARE: the slides are a support to the study and are not sufficient, alone, to prepare the exam.
Dubini, P., Montanari, F., & Cirrincione, A. (2020). Management of cultural firms. EGEA spa.
Saintilan, P., & Schreiber, D. (2017). Managing organizations in the creative economy: Organizational behaviour for the cultural sector. Routledge.
Hesmondhalgh, D. (2007). The cultural industries.
The course adopts a mixed didactic model, which includes lectures, case discussion performed by the professor, and case discussions by groups of students.
The lectures will introduce the theoretical concepts, which will be applied by the students for the discussion of the case studies, which will be proposed by the teacher to the groups. A strong interaction between teacher and students is recommended.
Each week one lesson will be dedicated to the presentation of group works developed by students. The goal is to provide students with a chance for personal development that complements the learning of concepts and theories with their implementation, through individual and group works. Attending students are invited to participate in all lessons, to encourage interaction with the teacher and between students.
Attendance is not compulsory but the exam is different for attending or non-attending students. Given the interactive nature of the course, constant participation in the classroom is suggested. Students who participate in ALL the individual and group discussion of case studies, and in their discussion, are considered as attending. Groups must be formed within the first week.