Universitat Internacional de Catalunya - BarcelonaTools for Managing Culture
Main language of instruction: English
Head instructor
Dr. Miquel BASTONS - bastons@uic.es
MsU Mohammed Hassan ELRAZZAZ - melrazzaz@uic.es
Office hours
Upon request and coordination.
In the 21st century it is impossible to think of Culture and Management as two separate spheres.
As cultural managers, we are mostly managing “cultural companies and/or products” in an open market, open to an unlimited set of audiences, consumers and stakeholders. In addition to appreciating cultural products, we need to understand the dynamics that affect the behavior of such “companies and products” in the market.
A good point to start is to acquire a global theoretical framework followed by practical tools used in management. Throughout the course, the students get accustomed to the most relevant concepts and vocabulary:
Organizational structure, decision-making, management functions, assets and liabilities, revenues and expenses, balance sheets and cash flows, present and future values, opportunity costs, etc. These will be some of your tools and companions along the road to realize your future aspiration as cultural manager.
A passion for art and culture, and a desire to understand how they can be managed in a professional context.
Some financial background can help, and the same applies to art and cultural studies. However, the course is designed for students from all backgrounds.
Transversal Competencies
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1. |
Design, direct, produce and evaluate projects, programs, strategies, policies or cultural activities where various professional, actors and institutions are involved. |
General Competencies
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2. |
Analyze and interpret social, economic, political, technological and cultural environments in order to identify strengths, opportunities, weaknesses and threats. |
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3. |
Lead, coordinate and work within interdisciplinary teams. |
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4. |
Create or raise and manage resources within an institution, a company, or for a cultural program, project or service. |
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5. |
Know how to communicate, share and mediate between different agents involved in a cultural project, program or a service. |
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6. |
Know how to maintain professional and responsible attitude and commitment while emphasizing quality and methodological rigor. |
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7. |
Know how to incorporate flexibility in addressing social and cultural diversity in the work environment. |
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8. |
Know how to apply and adapt new technologies in the processes of management, production and promotion of culture. |
Specific Competencies
The ability to identify and use the main tools and methods of financial management that are applicable in different cultural organizations (public, non-profit or commercial).
First Block: Organizational Tools
1- Introduction to Management
Management models, skills and functions, formal and informal organization, etc.
2- Forms of Business and Non-Profit Organizations
Proprietorships, Partnerships, Corporations; concepts of efficiency and effectiveness, etc.
3- Business Environment Analysis
Macro and Micro Environment; sector, industry and competition; etc.
4- The Cultural Sector
Cultural industries, peculiarities, etc.
Second Block: Financial Tools
5- Cost Components
Types of costs for a project/company, opportunity cost, etc.
6- Break-Even Analysis
Contribution margin, break-even point, operational risk, etc.
7- Investments
Investment evaluation, time value of money, etc.
8- Evaluation of Projects
Capacity utilization, pricing, special price regimes, activity lines, etc.
9- Decisions with uncertainty
Evaluation of action plans, elements of a decision, type of information, etc.
Third Block: Human Resources Tools
10- Human Resource Management
Organizational structure, HR policies, functions, etc.
11- Work Flow
Systems and methods to analyze work.
12- Personnel
Structure, selection, productivity, benchmarks, evaluation, promotion, etc.
13- Salary and Compensation
Salary policy, fringe benefits, guiding principles and concepts, etc.
Chapter Sessions
Course Material:
Slides for each session are uploaded to the Intranet in advance (in PDF format).
Relevant case-studies are printed and handed to the students each session.
Course Methodology:
The course comprises 18 lectures and over 20 case studies and practical cases.
Apart from the lectures and the case-studies, relevant activities are realized.
Attendance & Class Participation 20%
Group Presentation 30%
Final Exam (Written) 50%
Making Money, Making Meaning: Directions for the Arts and Cultural Industries in the Creative Age. Lisa Andersen and Kate Oakley. Cambridge Scholars Publishing; new edition (January 12, 2008)
The Economics of Arts and Culture. James Heilbrun and Charles M. Gray. Cambridge University Press; 2 edition (April 23, 2001)
Management and the Arts. William J Byrnes. Focal Press; 4 edition (October 13, 2008)
Managing a Non-Profit Organization in the Twenty-First Century. Thomas Wolf. Fireside / Simon & Schuster; Revised & Updated edition (June 15, 1999)
Art Management: Entrepreneurial Style. Giep Hagoort. Eburon Publishers, Delft; 1 edition (February 15, 2004)
Principles of Accounting. Needles / Powers / Crosson. South-Western College Pub; 10 edition (January 12, 2007)
Essentials of Managerial Finance. Weston / Besley / Brigham. South-Western College Pub; 14 edition (May 24, 2007)
Creative Industries: Contracts between Art and Commerce. Richard E. Caves. Harvard University Press (June 30, 2000)
Management and Creativity: From Creative Industries to Creative Management. Chris Bilton. Wiley-Blackwell; 1 edition (September 18, 2006)
Managing Creative People: Lessons in Leadership for the Ideas Economy. Gordon Torr. Wiley (June 3, 2008)
The Cultural Industries. David Hesmondhalgh. Sage Publications Ltd; 2nd edition (April 13, 2007)
Entertainment Industry Economics: A Guide for Financial Analysis. Vogel Harold L. Cambridge University Press; 7 edition (April 23, 2007)
Managing Cultural Assets from a Business Perspective. Laura Price and Abby Smith. Commission on Preservation & (July 2000)