Universitat Internacional de Catalunya - BarcelonaLeadership, Culture and New Technologies
Main language of instruction: Spanish
Other languages of instruction: English
If the student is enrolled for the English track then classes for that subject will be taught in the same language.
Head instructor
Dp. Àngel MESTRES - amestres@uic.es
MsU Felix ORTIZ - fortiz@uic.es
Office hours
To arrange a meeting please contact me at fortiz@uic.es
Leadership
All students arrive to the Masters of Cultural Management program after several years of challenging work experience. In most cases, however, this experience is based on individual performance, or working in small teams, or managing only a few direct reports. This course will help students develop an understanding of the increasing complexity of leading and managing people at different levels of the organization. By relying on theoretical, empirical, and practical frameworks, this class will provide the tools necessary for students to make meaningful contributions as leaders of people, teams, and organizations.
The course is designed to address several fundamental aspects of managing and leading people in organizations. These include understanding human behavior and work motivation, inspiring trust and commitment, managing interpersonal relationships and conflict, working in teams, developing talent, and fostering a sense of mission in the organization.
In addition, we will examine some cutting-edge leadership challenges that leaders face in the 21st century, such as leader emotion management, how leaders manage (both their own and others’) loneliness, and the unprecedented, nuanced challenges of leading in the digital age.
Culture and New technologies
Recent decades have witnessed an extraordinarily intense period of experimentation with technology within the performing arts. Digital media has been increasingly incorporated into theatre, dance and opera and has produced new forms of interactive and participatory performance across and beyond disciplines. This has had a clear impact on cultural experiences and has drastically reframed the role of cultural managers and the way productions are created, produced and communicated.
Technologies have allowed small performing arts companies and huge cultural institutions to establish new parameters in their relationship with the audience. The use of both low and high-tech applications has expanded the audience experience, allowing their participation through processes of co-creation and intervention prior or during the performance itself. Thus, the content and aesthetics of the piece appear as important as the apparatus set up to engage with the audience. Gradually, the creative process and marketing strategy appear aligned; as it sometimes happens, the participatory apparatus is used as a commercial tactic to reach new audiences or broaden the impact of the experience beyond the theatrical space. In this process, the challenge that the performing arts are facing is to harmonise the uses that the audience gives to technology and media with the products that cultural institutions can offer to attract them, educate them or foster customer loyalty. Cultural managers need to be aware of the potential of media’s novel approaches to creating theatrical spectacle, including virtual reality, telematics performance in which remote locations are linked in real time, webcams and online communities which do not necessarily coincide with the ones attending the show in the theatre.
This module identifies new performance practices at the cutting-edge of experimentation in relation to technology. It focuses on practices that are pivotal in alternative and also mainstream performance and popular culture to provide a broad understanding of the challenges that cultural managers need to deal with while providing the necessary skills to effectively respond to different organisational and cross-cultural settings. It addresses the key topics in relation to performing arts, technology and communication so cultural managers can successfully adapt or improve their skills according to the current performing arts market scenario so they can design, manage and provide successful strategies according to the expectations of the audiences and the artists’ goals and needs.
Digital Module
Today, digital media pervades every corner of museum activity and every public-oriented content: website, online collection, mobile, social media, interactive museography, marketing. The key question is how digital media can help us fulfil our mission and better serve our audiences’ needs. How best can we create added value through digital media?
To be able to better serve our audiences, to better communicate knowledge to the public, to work more efficiently, to analyse and segment users, digital media plays a strategic role that needs to be well planned.
Leadership
A passion for leadership, and a desire to understand how leadership can be operationalized in the context of arts and cultural organizations.
Some management background can help. However, the course is designed for students from all backgrounds.
New techonolgies
Basic knowledge of the performing arts is desirable, especially in relation to production and marketing. However, the module is designed for students from all backgrounds.
Leadership
This course intends to achieve three primary objectives that transcend the field of leadership:
In addition, the course aims to achieve the following specific objectives necessary for students to become future leaders:
New technologies and museums and heritage
New technologies and Performing arts
• To identify the challenges that cultural managers might encounter related to production, audience reach or dissemination.
• To manage and understand the needs and challenges in different small, medium and large cultural organisations
• To be capable of aligning creative and marketing strategies according to the production target.
Basic competencies
CB6: To have and understand knowledge which provides and grounding or opportunity to be original in terms of the development and/or application of ideas, often in a research-based context.
CB7: To know how to apply the knowledge acquired and the ability to resolve problems in new or little know environments within broader or multidisciplinary contexts related to area of study.
General competencies
CG1: To analyse and interpret social and cultural environments in order to identify needs, opportunities, weaknesses and strengths.
CG2: To manage, coordinate and take part in interdisciplinary work teams.
CG7: To know how to apply and adapt to new technologies in processes of cultural management, production and dissemination.
Cross-disciplinary competencies
CT1: To design, direct, produce and evaluate projects, programmes, strategies, policies or cultural actions which involve a wide variety of different professional profiles, agents and institutions.
Specific competencies
CE9: To coordinate interdisciplinary work teams and use new technologies when managing, producing and disseminating cultural products and services.
In addition:
Leadership
The course is divided into nine sessions:
Session 1, March 27
Session 2 & 3, April 8
Session 4, April 11
Session 5, April 24
Session 6, April 26
Session 7, April 29
Session 8, May 3
Session 9, May 6
New Technologies and Museums and Heritage
Digital Module professor Conxa Rodà
1. Museums and Digital Strategy
2. Content strategy
3. Museums and Social media
4. Mobilising Museums
New Technologies and Performing Arts
Chapter 1 Introduction to performing arts, technology and communication
1. Current trends: from traditional performing arts to emerging interdisciplinary practices
1.1 Incorporating new technologies into performing arts
Chapter 2 Performing Arts Technology and communication through case studies
2.1 Digitalisation and performing arts pre-production processes: strategy, budget, management and the digital development.
2.2 Digitalisation and performing arts dissemination processes: expanding the theatrical experience.
2.3 Digitalisation and performing arts educational-commercial 360 strategic processes: targeting and broadening the audience through innovative products.
Chapter 3 Addressing trends and challenges
3.1 Main challenges for cultural managers: digitalisation, from theory to practice.
Chapter 1 Introducción to performing arts, technology and communication
1. Current trends: from traditional performing arts to emerging interdisciplinary practices
1.1 The incorporation of new technologies in performing arts
Chapter 2 Performing Arts Technology and communication through case studies
2.1 Digitalization and performing arts pre-production processes: strategy, budget, management and the digital development.
2.2 Digitalization and performing arts dissemination processes: expanding the theatrical experience.
2.3 Digitalization and performing arts educative-commercial 360°strategic processes: targeting and broadening audience through innovative products.
Chapter 3 Addressing trends and challenges
3.1 Main challenges for cultural managers: digitalization from theory to practice.
Leadership
The course is based on a mixture of case method, classroom exercises, reflective leadership assignments, and lectures. At the end of each case there will be a wrap-up with the main learning points. Course requirements include a team assignment and three papers.
New Technologies
The learning activities that will help to understand the theoretical concepts through practice are: Master class, content analysis, discussion of case studies, correction of cases and an oral presentation of a group project. A group activity such as a visit to a cultural institution might be included in the module.
Leadership
Course Evaluation
Your final grade for the course will be based on four criteria:
The individual paper:
The goal of this paper is to provide you with the opportunity to reflect about yourself as a leader, and how your way of leading may affect your effectiveness as a leader and your relationships with the people you will be leading or working with at the same level.
Your reflection will take into consideration the results of the LCP and VUCA7. The first test will show you if you are leading from a creative or reactive approach. The second test will show you how well prepared you are to lead in a VUCA world.
The reflection has to show what have you learn about yourself as a leader, what new understanding you have as a result of the reflection, what would be key insights that you want to incorporate in the way you lead and, finally, what are going to be some practical steps that you are going to take to further develop yourself as a leader.
The length should not be more than three pages double space and Roman 11 type of letter.
The professor will evaluate how practical the reflective process and action steps are.
The paper is going to be submitted by April 29
The group paper:
The group paper will be done by the groups that are already working on the TFM. The goal of this paper is to reflect the learnings they have made as a result of applying the principles taught during the classes in their reality as a team.
The paper should be a journal that reflects how they have grown as a team thanks to the application of the different tools and strategies taught in class. The paper should answer the following questions:
1. Were we a team or a group? Why?
2. What were the most obvious dysfunctions in our team? What have we done to overcome them?
3. What kind of team were we: individual stars, basic group, teenage team, learning team, high performance team?
4. Which of the characteristics of a high performance team were missing? What have we done to overcome them?
5. What actions steps are we going to take to become a high performance team?
The length should not be more than three pages double space and Roman 11 type of letter.
The professor will evaluate how practical the reflective process and action steps are.
The paper is going to be submitted by May 6
Performing Arts & Technology
The assessment criteria and procedures include:
Leadership
Avolio, Bruce, Walumbwa, Fred and Weber, Todd: Leadership: Current Theories, Research, and Future Directions
Boyatzis, Richard, McKee, Annie and Goleman, Daniel: Reawakening Your Passion for Work
Collins, Jim and Porras, Jerry: Building Your Company’s Vision
Collins, Jim: Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Davis, Murray: That’s Interesting!
Goffee, Rob and Jones, Gareth: Managing Authenticity: The Paradox of Great Leadership
Goffee, Rob and Jones, Gareth: Leading Clever People
Goleman, Daniel: The Focused Leader
Goleman, Daniel: What Makes a Leader
Humphrey, Ron: How Do Leaders Use Emotional Labor
Humphrey, Ron, Ashforth, Blake and Diefendorff, James: The Bright Side of Emotional Labor
Maccoby, Michael: Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
Maccoby, Michael: Why People Are Drawn to Narcissists Like Donald Trump
Owens, Bradley and Hekman, David: Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, And Outcomes
Schwartz, Tony and McCarthy, Catherine: Manage Your Energy, Not Your Time
Senge, Peter: Leading Learning Organizations
Silard, Anthony: The Bait‐and‐Switch of the Internet: The Influence of Connectivity on Contactedness and Connectedness
Wright, Sarah: Coping with Loneliness at Work
Wright, Sarah and Silard, Anthony: The Price of Wearing the Crown: The Antecedents and Outcomes of Leader Loneliness
Optional references
Competencies and coaching
How to Develop Leadership Competencies. Pablo Cardona and Pilar García. Ed. EUNSA, 2005.
Effective Coaching. Marshall J. Cook. Ed. McGraw-Hill, 1999.
Building Robust Competencies. Paul C. Green. Ed. Jossey-Bass, 1999.
The 7 Habits of Highly Effective People. Stephen R. Covey. Ed. Simon & Shuster, 1989.
Communication
Difficult Conversations: How to Discuss What Matters Most. Douglas Stone et al. (Harvard Negotiation Project). Penguin Books, 2010.
People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Robert Bolton. Touchstone Books, 1986.
Nonviolent Communication: A Language of Life. Marshall Rosenberg. Puddledancer Press, 2015.
The Dance of Connection: How to Talk to Someone When You’re Mad, Hurt, Scared, Frustrated, Insulted, Betrayed, or Desperate. Harriet Lerner. William Morrow Paperbacks, 2002.
Since Strangling Isn’t an Option…..Dealing with Difficult People—Common Problems and Uncommon Solutions. Sandra Crowe. Perigee Books, 1999.
Leadership
The Nature of Leadership (2nd Edition). David V. Day and John Antonakis. Sage, 2012.
The Leadership Challenge. James M. Kouzes and Barry Z. Posner. Ed. Jossey-Bass, 1995.
Why Should Anyone Be Led By You? Rob Goffee xxxx…..
Handbook of Leadership: Theory and Practice. Nitin Hohria and Rakesh Khurana. Havard Business Press, 2010.
Primal Leadership. Daniel Goleman, Richard Boyatzis, and Annie McKee. Harvard Business Review Press. 10th Anniversary ed., 2013.
Stewardship. Peter Block. Ed. Berrett-Koehler, Publishers, 1996.
Leading organizations
Built to Last. James C Collins. HarperCollins Publishers Inc, 1994.
The Individualized Corporation. Sumantra Ghoshal and Christopher A. Bartlett. Ed. Harper Business, 1997.
Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. Scott Keller and Colin Price. John Wiley & Sons, Inc., 2011.
Motivation and influence
The Power of Full Engagement. Jim Loehr and Tony Schwartz. Free Press. 2003.
Work Motivation. Gary P. Latham. Sage, 2007.
Rewarding Excellence. Edward E. Lawler III. Ed. Jossey-Bass, 2000.
Working with Emotional Intelligence. Daniel Goleman. Ed. Bantam Books, 1998.
Textbooks on Organizational Behavior
Organizational Behavior (2nd European ed). Robert Kreitner, Angelo Kinicki, and Marc Buelens. Ed. McGraw-Hill, 2002.
A Primer on Organizational Behavior (4th ed). James L. Bowditch and Anthony F. Buono. Ed. John Wiley & Sons, 1997.
Classic Readings in Organizational Behavior (2nd ed). J. Steven Ott. Ed. Harcourt Brace College Publishers, 1996.
New Technologies and museums
Anuario AC/E de Cultura Digital. Modelos de negocios culturales en Internet. Focus: Museos y Nuevas tecnologías. 2015
(http://www.dosdoce.com/upload/ficheros/noticias/201503/anuario_ace_de_cultura_digital_2015.pdf consultat 9 d’abril de 2016)
ASENSIO, M. y ASENJO, E. (Eds.). Lazos de Luz Azul: Museos y Tecnologías 1, 2 y 3.0. Barcelona: UOC, 2011.
BELLIDO GANT, M. L. Arte y museos del siglo XXI: entre los nuevos ámbitos y las inserciones tecnológicas. Barcelona: UOC, 2013.
BELLIDO GANT, M. L. Arte, museos y nuevas tecnologías. Gijón: Trea, 2001.
BERTACCHINI, E. y MORANDO, F. “The future of museums in the digital age: New models for access to and use of digital collections”.En. International Journal of Arts Management, 15 (2), 2013, 60-72.
CAMARERO, Carmen, GARRIDO, M. José i SAN JOSÉ, Rebeca. “Efficient of Web Communication Strategies: The Case of Art Museums”. En: International Journal of Arts Management, 18, 2016, p 42-61.
CARRERAS, Cèsar (coord.). Evaluación TIC en el patrimonio cultural: metodologías y estudios de casos. Barcelona: UOC, 2009.
CARRERAS, Cèsar i MUNILLA, Glòria. Patrimoni digital : un nou mitjà al servei de les institucions culturals. Barcelona: UOC, 2007
DOS DOCE: Los museus en la era digital. Uso de nuevas tecnologías antes, durante i después de visitar un museo, centro cultural o galería de arte. Dosdoce, 2013.
(http://www.dosdoce.com/articulo/estudios/3820/museos-en-la-era-digital/, consultat 21 de febrer de 2014).
GARAU, Chiara. Augmented reality to support of Cultural Heritage. Saarbrücken : LAP LAMBERT Academic Publishing, 2013.
PARRY, Ross. Museus in a digital age. London: Routledge, 2010.
PULH, Mathilde and MERNCARELLI, Rémi: “Web 2.0: Is the Museum-Visitor Relationship Being Redefined?”. En: International Journal of Arts Management, 2015, 18, 1, p. 43-51.
Rodríguez Silgo, Alba. “Digitalización y virtualización cultural. Hacia un nuevo horizonte en la conservación-restauración”. En Teros, 102, 67, 2015, p 67-75.
STYLIARAS, Georgios, KOUKOPOULOS, Dimitrios, LAZARINIS, Fotis (eds.). Handbook of research on technologies and cultural heritage : applications and environments. Hershey, PA: Information Science Reference, cop. 2011
RUIZ TORRES, David: La Realidad aumentada y su aplicación en el patrimonio cultural. Gijón: Trea, 2013
SANTACANA, Joan i MARTÍN, Carolina (coords). Manual de museografía interactiva. Gijón: Trea, 2010.
New technologies and performing arts
General bibliography
Benson, S. & Giannachi,G. (2011). Performing Mixed Reality. Massachussets: MIT Press.
Bilton, C. (2007) Management and creativity. From creative industries to creative management, Blackwell publishing: Oxford.
Blake, B. (2014). Theatre and the Digital. New York: Palgrave Macmillan.
Byrnes, W.J. (2009) Management and the arts, 4th edition, Elsevier: Oxford.
Dixon, S. (2007). Digital Performance: a History of New Media in Theatre, Dance, Performance Art and Installation, Massachusetts: MIT Press.
Fine, D. & et al. (2018) Digital Media, Projection Design and Technology for Theatre. London: Routledge.
Napoli, P.M. (2010). Audience Evolution: New Technologies and the Transformation of Media Audiences. Columbia University Press: New York.
Rosewall, E. (2013). Arts Management: Uniting Arts and Audiences in the 21st Century, Oxford: Oxford University Press.
Townley, B. & Beech,N.(2009) Managing Creativity: Exploring the Paradox. Cambridge University Press: Cambrigde.
Other materials such as texts and presentation might be delivered throughout the sessions according to the students' needs.