The main institutions of art management are general characteristics. The main institutes of art management

Introduction

management extraordinary social culture

Art management today is considered as one of the functional-role types of activities associated with the processes of selection, storage, production and dissemination of cultural values. Based on the fact that art management is also a process of managing the production of a product of the cultural services market, which includes all structural elements of management (planning, organization, motivation, control) by the organization of people involved in this production, it can be argued that art management is a set of management techniques (planning, organization, motivation, control) characteristic of classical management, and a special type of management activity in the field of art, which includes the process of creating and distributing artistic products.

As noted by some Russian researchers, in particular, G.N. Novikova, V.M. Chizhikov, V.V. Chizhikov, art management is currently one of the most relevant areas commercial activities in the field of culture and art.

The market economy has contributed to the development of alternative directions in this area. Numerous private firms appeared, companies engaged in organizing concert activities, the management of which involves the use of a variety of techniques.

Today, the creative and commercial success of projects in the field of culture and art largely depends on effective management, a well-developed enterprise strategy, setting real goals and objectives, making optimal decisions, studying the market, competitiveness, and recruiting personnel. And this is fully or partially included in the substantive activity of marketing, as well as art management, as a separate industry.

The main tasks of the art manager are managerial and creative tasks: the search for extraordinary ideas, new works in the field of culture, talented performers, the organization of their creative activities, the selection of a repertoire, the search for investors, the creation of a stage image, taking care of the creative growth of a performer or a creative group and planning them careers, selection of a team of specialists who step by step solve assigned tasks.

Thus, in the course of his work, the art manager is guided by both the main management functions and the specific ones inherent only in the cultural sphere.

The purpose of this work: to study the formation of a business strategy of enterprises in the social and cultural sphere.

Objectives: to study the stages of developing strategic management plans, to analyze the features of goal-setting in art management, to study the specifics of teamwork, to study art management technologies aimed at achieving the goal.

The object is the technological features used in art management. The subject is theoretical and applied data.

1. Formation of a business strategy in art management

.1 Goal Setting as the Basis of Business Strategy

Speaking about management in the cultural and leisure industry, we argue that one cannot limit ourselves to the statement that it has the same features as management in another area of the economy. The use of art management technologies in the cultural and leisure industry has its own specifics, since a cultural and leisure product exists both in a material-material and non-material form (books, discs, films - on the one hand, and a performance, a concert, a thematic program etc. - on the other).

a certain development of culture, an element of which is social equality;

social security of citizens, the availability of certain social guarantees;

conditions for the free development of personality;

a sufficiently high level of political culture;

a high level of management culture, when the main focus is on the human or social aspect of management.

Strategy execution is an independent discipline, direction, and at the same time an integral part of the strategy. As V. Shershidsky said, "the strategy is speculatively simple, its implementation is not easy." Doing a strategy is like a multi-horse cart - if all horses are not pulling in the same direction, you are not going anywhere.

The key to the successful execution of a strategy is to clearly and convincingly communicate the strategic objectives to all employees, without exception, so that they become committed to its idea and motivated to achieve.

In addition, it is necessary to broadcast the strategic decisions made to all levels of the company, to make it understandable, transparent and, more importantly, part of daily work. It is important for each employee of the company to understand their role and contribution to the execution of the strategy.

However, as in any other field of activity, the functioning of enterprises in this industry is impossible without defining its purpose. Therefore, the formation of goals - (goal-setting) refers to the most important part of the methodology, both management in general and art management in particular.

A goal is an objectified motive that awakens an organization or its individual members to take action for something. A derivative term - goal-setting - means that the action or behavior of the organization can be considered as aimed at achieving a goal, i.e. the final state in which an object reaches a certain correspondence in time and space with another object or event.

To transfer the control system from the existing state to the desired one, a specific program of actions is required, which will allow solving the problem that separates the given situation from the desired one.

A.M.Dolgorukov offers several definitions of the goal:

1. The goal is the desired state of the future, which the company is trying to achieve. The meaning of goals is determined by the fact that each company exists for the sake of some result. Awareness of organizational goals brings some order to production activities.

Purpose is a source of motivation and engagement. Thanks to clear goals, employees understand what specific results the company as a whole or the department in which they work is striving for. The strategic goal contains the answer to the question "why does the company exist"

The goal is the basis for making decisions. By developing a tree of goals and drawing up plans, managers get an idea of what the company is striving to achieve, which means that it is easier for them to make decisions at their workplace that will be useful for the common cause, that is, decisions that take into account:

internal company policy;

organizational structure;

Nature of activity;

organizational statuses and roles;

goods and / or services;

the cost of obtaining the desired result.

The goal allows you to define performance standards. If you do not know what you want to achieve as a result of many days of efforts, you naturally cannot assess how successful your activity is, since you have nothing to compare the results with. It's another matter when the goal is clear, that is, it is known what exactly needs to be achieved and in what time frame. The goals determine the results of the company's activities and serve as criteria for their assessment.

For goals to lead to effective decisions, and then actions, they must satisfy a number of requirements.

The goal should be positive. The statement of the goal should reflect the state of affairs that you want to achieve, and not what you would like to avoid in the future.

The goal should be an environmentally friendly product. If you have set a goal, the achievement of which will negatively affect many, at best you will spend unreasonably much effort to achieve it, at worst you will never achieve it. People usually resist change, and if these changes affect them negatively, they will resist doubly. Many managers believe that this “law” can be circumvented. However, wise people argue that this principle works inexorably in the long run.

The goal should be within your scope. This rule states that you must set goals for which you have the intellectual and administrative resources. This rule is not as simple as it might seem at first glance. On the one hand, "the road will be mastered by the one walking," the proverb says, that is, if the right goals are set, resources will be found. In fact, a goal that “guesses” any need of a society or organization, strengthens your opportunities and gathers supporters under “your banners,” which means that your opportunities are growing. On the other hand, if you set goals that are not within the scope of your capabilities, then you are setting “goals not for yourself, but for others” (in this case, direct subordinates are not meant). Goals need to be challenging, or the enthusiasm will quickly fade, but they need to be realistic so they don't look overwhelming in times of failure.

The goals of the organization are realized through strategy and tactics and proceed from the mission of the organization.

The mission of an organization is the main goal of the organization for which it was created and which characterizes a certain type of its activities. The mission details the status of the organization and the direction of activities to achieve the main goal and develop the strategy of the organization. To formulate the mission usually includes: the purpose of the organization (trajectory or point) for goods and services, markets, technologies; characteristics of the culture of the organization; type of employees involved.

V non-profit organization organization of the sphere of culture and art, the mission is to meet the needs of the population for a certain kind of spiritual services, the needs of the population for intellectual products.

Strategy, in turn, is the main direction of the organization. The strategy involves the development of a concept, forecast or program containing methods and measures for the implementation of the mission. The strategy is developed through:

assessment and analysis of the external environment of the organization;

diagnostic analysis of the internal environment of the organization;

developing and analyzing strategic alternatives;

choosing the most preferred strategy option;

evaluating the strategy in relation to the mission and the main goal of the organization;

implementation of the strategy in the form of a program, a business plan.

Tactics is a system of measures for implementing a strategy at certain intervals of time of an organization's activities. Its purpose is operational management to achieve the goals of the organization in certain periods of its activity.

Thus, just like management in the usual sense of the word, art management involves the use of a variety of techniques, methods and approaches to streamline the execution of procedures and operations necessary to make a profit. The choice of a goal, which has taken the form of a final decision, allows you to move on to developing a program, i.e. to develop an action plan and to determine the necessary resources to achieve the goals.

1.2 Definition of technologies aimed at achieving goals

Organizational and managerial technologies play a significant, even sometimes decisive role in the implementation of the conceived social and cultural program, project, in the conduct of diagnostic or expert research. This is understandable, since the correct organization and effective management are the conditions for the success of most social and cultural events.

In classical management, the organization is considered as one of the main functions along with planning, motivation and control. Each of the functions is vital in the design and implementation of socio-cultural and art projects. At the same time, planning provides the basis for achieving the main goal - the creation and implementation of the project, and the functions of organization, motivation and control are focused on the implementation of the tactical and strategic tasks of the project.

If an "organization" is viewed as an institution, then it is an internal interaction, consistency, subordination of its individual parts into a single whole. In an institution as an organization, employees are united, included in a single process for the implementation of the main goals on the basis of accepted rules and procedures.

When developing art projects, there is always an organizational stage, i.e. the stage of creating certain conditions for achieving the planned goals. The organizational function of management ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of a cultural institution, art firm, art manager and project execution.

The issues of organizing social and cultural activities are of certain interest also because in its course the founders and organizers have to solve more than one series of problems.

On the one hand, it is necessary to formalize the main processes of activity, but so that this formalization does not become a brake on the creative component of social and cultural activity, and on the other hand, the organizers must understand that social and cultural activity is impossible without the active initiative of all participants in the process. That is why AD Zharkov, considering the concept of "organization of cultural and leisure activities", sees in it a special process. It (organizational process) presents a set of operations grouped into certain stages, where each stage includes a certain set of targeted actions, which are also carried out in a certain sequence.

Organizational activity of an art manager is closely related to managerial activity and is based on general and specific features. Among the common uniting organization and management, one can single out common goals for achieving a positive result. What distinguishes them is that management is largely based on interaction and relationship between specialists, while the organization is based on interaction both between organizing specialists and ordinary participants - visitors to events, as well as representatives of the general public involved in the implementation of the project.

The process of organizing activities solves the following tasks: a) determining the shortest and most cost-effective way to achieve the goal; b) establishing a connection between participants in the sociocultural process; d) coordination of their actions.

There are a number of principles that an art manager must follow in the process of performing an organizational function, regardless of the scale of art projects:

definition and detailing of the goals of the institution, firm, organizing committee, which were identified during the design;

determination of the types of activities necessary to achieve the identified goals;

division of labor between specialists and their unification into manageable working groups or subdivisions;

coordination of the various activities assigned to each group through the establishment of working relationships, including a clear definition of the leader and subordinates, terms of reference, deadlines, types of reporting, general manager or director;

the unity of the goals of activity, where each member of the organization works for the common good, no one has the right to work against the goals of the organization;

the scope of management, including a certain number of subordinates.

Thus, we can understand the organization as the most important management function, on the one hand, as a structural system in the form of relationships, rights, goals, roles, activities and other factors, and on the other, as a process during which a project is developed and created and the structure of the institution, the firm is preserved.

If we consider management in dynamics, then it is a process of functioning of bodies and employees of an institution to organize the process of activity.

In art programs and art projects, the management process is also a rather complex education, since it incorporates the content side of the activity, organization and technology. The content of the management process is determined by the essence, goals and objectives, principles, methods, functions, the specifics of the industry, the level of this body in the general system of management bodies. Organizational activities and technological developments in the art industry are determined on the basis of content and an understanding of the essence of management.

Successful management activity depends on a systematic approach to solving the assigned tasks, which includes:

planning of the upcoming work, the correct setting and ranking of the goals of the socio-cultural process according to the degree of importance;

a clear placement of personnel, the establishment of harmonious ties between subsystems and their regulation, efficiency and coordination between the links and directions of social and cultural activities;

establishing a system of operational information within the institution and effective feedback with activists and participants in events;

comprehensive and in-depth analysis of activities, timely assistance in the prevention and elimination of identified deficiencies;

creation of conditions for the introduction of the latest technologies, the scientific organization of labor in the activities of employees of the institution and activists;

creation of a special psychological climate, conditions for the successful work of the team, changing attitudes and motivation within the team of employees and event participants;

stimulating the desire of employees to constantly improve their qualifications, professional growth, and creative activity.

Organizational and managerial technologies, widely used in art projects, have a rather complex dynamic structure, in which three interrelated aspects can be distinguished: functional, structural, informational. Projects of large-scale actions are implemented on the basis of orders of the city authorities with the organization of security zones, schemes of security barriers and a developed system and forms of accreditation and passes. Advertising and information services responsible for commercials, posters, advertising banners, advertising interviews in the media bear a significant load.

Each element of the system exists, functions and develops on the basis of solving certain goals and objectives in general, and at the same time the elements of the system acquire a new quality and new meaning. This process is characterized by a constant change of states, changes in the connections between the elements of the system, due to the goals and objectives of the age or social group.

The systematic approach can be represented as the following chain:

Goal - Resources - Plan - Decision - Implementation.

Organizational and managerial technologies in the activities of an art manager have a number of features that are manifested in the fact that;

in this industry there are great opportunities for cooperation with other areas, attracting significant funds from various financial donors on the basis of mutual interest (building the reputation and image of the company, conducting advertising campaign etc.);

the socio-economic situation in the country has led to a change in the management mechanisms, which are now based on an independent search for new management mechanisms;

the management of commercial and non-commercial projects required managers to master new knowledge and skills not only in the field of culture and art, but also in the field of management, economics and law.

Organizational and managerial technologies imply a strict distribution of responsibilities, adherence to the hierarchy of subordination and control based on legal documents governing labor rights and obligations. These also include materials and documents that reflect both the content of the organizational and administrative activities of a project, and its structure, staffing and funding. Economic and economic management of projects includes a system of resource support - finances, staffs, salaries, types of incentives or punishments, material and technical resources.

The search for funding sources plays a significant role in the implementation of the assigned tasks and requires the organizers to conduct an analysis to identify the primary state of affairs in the industry, the service market, its development trends, expertise and assessments, recommendations ( marketing analysis). Carrying out such an analysis will contribute to making informed decisions on the implementation of state support for the project and attracting sponsorship funds from individuals and charitable organizations.

Organizational and economic cooperation of business in the implementation of social and cultural programs and projects takes various forms, which are formalized by agreements stipulating mutually beneficial terms. This can be the purchase of equipment and inventory, the establishment of awards, scholarships, fees, prizes, grants, etc. on the part of business representatives, while project managers undertake to contribute to the formation of a positive image of the sponsoring organization or the promotion of its products.

The form of patronage involves financial and organizational patronage on a stable and long-term basis. Funds for support and development of cultural institutions, boards of trustees represent various benefits and prerogatives for the implementation of projects.

The form of charity is a kind of philanthropy and demonstrates an act of free expression of will in supporting the project, without requiring any obligations from the project management.

Selected social funds become active participants in the development and implementation of social policy in the region and their priorities, organize lobbying for projects and ensure a high standard of their organization. Such a social mediator requires certain costs - about 10% of the project cost.

Equally important in organizational and managerial technologies is the built-up control system, whose tasks include identifying successful experience activities and shortcomings that appeared during the implementation of the project. This is facilitated by accounting, which is carried out in four types: current, statistical, accounting, creative.

The control system is carried out in several forms: departmental, representing control by the superior organization - the founder; state - by the state through the audit bodies; public - by public organizations, as well as control by citizens.

Thus, the project is a kind of response to a social order, an artistic response to this or that phenomenon. Today the project is considered as a concept, a plan aimed at transformation, as an integral part, as a preliminary model of one of the forms of social and cultural activities for the implementation of the concept and is an obligatory component of the professional activity of the creative team of a producer, art manager, collective of a cultural institution, ministry, initiative private person

1.3 The psychological block of working with a team

Researcher of the problems of cultural and leisure technologies closest to art technologies, A.D. Zharkov, considering the organization of cultural and leisure activities as part of technological process, binds it to the functional features of the socio-cultural sphere, highlighting in the organization:

optimal ordering of all elements of the technological process in institutions of the social and cultural sphere, their relationship; rational structure of management of social and cultural activities;

interaction of organizers of social and cultural events with visitors.

However, in practice, everything is not so simple. In the course of organizing their activities, specialists working in the field of culture have to deal with multipurpose and multivariate situations that sometimes require immediate resolution, the use of open latest technical means and innovative technologies, for which the organizers must be ready. It should also be borne in mind that a large number of participants in social and cultural actions (numerous and different genres of creative teams), cultural workers - organizers of events, various types of managers require coordination of actions, their management from one center, which owns all information about the preparation and conduct of the event, and also purposeful actions of working with the audience.

The use of all the possibilities of human resource management is becoming a priority in the activities of thriving art firms and cultural institutions. The peculiarities of the environment of such organizations, their activities, require that management hierarchies should be replaced by work in teams, where each employee has the opportunity to show his abilities, to effectively use his energy. That is, managers turn their subordinates into their assistants and partners.

The success of the organization is ensured by how fully the potential of personnel is used in achieving goals, and management methods should be aimed at making the company's human resources the most productive [22]

Organizational, technical and socio-psychological conditions are created for the maximum realization of the professional, physical and spiritual qualities of professional specialists. Organizations and their structures are becoming open systems ready to exchange information with the environment, and the modern management paradigm contains the marketing concept of business management and the concept of social responsibility of management, that is, managers turn their subordinates into their assistants and partners.

When people have to master a huge amount of knowledge and then apply it in practice, the importance of teamwork grows, but at the same time, companies are increasingly relying on the personal responsibility of employees, on their perseverance and personal integrity.

The sense of community is a human need, and in our information age it is becoming more and more important. Knowledge is gradually replacing tangible assets as an indicator of wealth, and companies increasingly need the ability to develop communities of people, both internal and external. When people have to master a huge amount of knowledge and then apply it in practice, the importance of well-coordinated teamwork grows.

Companies feel an urgent need to have people who can think independently and work interactively, who know when to go it alone and when to work with others, who are proud of their work and value the achievements of their colleagues.

The main reason for this focus on teamwork is the increased uncertainty in the environment in which you do business. In the modern world, it is impossible to develop a sustainable strategy for any lengthy period. The solution is to develop a team that can carry out strategic initiatives in "real time".

The use of teams as the main connecting links and factors of organizational adaptation is also of great importance for strategic initiatives. The leader must stimulate the continuous adaptation of his company through some kind of dynamic process. Forming temporary teams to perform specific specific tasks is the best source of updates.

By creating such temporary teams, leaders "provoke" some uncertainty in their usual activities, but this pays off by the opportunity to feel the nature of their future company.

With the help of teams, the leader can check the adequacy of the existing structure, as well as the capabilities of the people included in such teams.

A team is characterized by established ties both within it and with other teams and groups.

Leaders must create these points of connection by reallocating roles and responsibilities, stimulating communication, providing rewards for achievement, and creating an environment in which team members are not afraid to make mistakes. Many teams, especially those exploring new business opportunities, may not get the desired result. But the team must have the right to make mistakes. If in the course of work the team not only survives, but also succeeds, it eventually pays for its existence. Signs of a good team include a healthy sense of independence and self-confidence.

Thus, the use of all human capabilities is becoming a leading direction in the activities of thriving art firms and cultural institutions. Organizational, technical and socio-psychological conditions are created for the maximum realization of the professional, physical and spiritual qualities of professional specialists. Organizations and their structures are becoming open systems ready to exchange information with the environment, and the modern management paradigm contains the marketing concept of business management and the concept of social responsibility of management.

2. Choosing a strategy for promoting social and cultural services

.1 Determination of indicators of competitive status

In modern conditions of the functioning of the socio-cultural sphere, cultural institutions should rely on a detailed study of the market for goods and services and their consumers. Determination of indicators of competitive status in modern conditions has become an integral part of the marketing of any organization, and art marketing in general.

A.M. Dolgorukov proposes to use the following indicators to assess the state of the competitive environment:

determination of the main USP of the competitor;

determination of the competitor's pricing policy. Moreover, the subject of intelligence is not the price list, but the discount coefficients to it. This information is closed, and the smaller the market, the more difficult it is to find out. It is especially important when participating in tenders;

determination of methods for promoting products or all activities in general. Distribution channels are classified information, and if distribution methods or sales organization can still be copied painlessly, then copying distribution channels can hit the company hard;

determination of the course of development of a competitor;

identification of real benefits;

identification of the competitor's shortcomings;

determination of the terms of cooperation with contractors, and their range;

identification of key counterparties;

identification of key persons of the company and their real status;

identification of external key figures;

identification of funding sources;

assessment of the prospects for investment resources;

determination of the structure of income by product or type of activity;

determination of the structure of expenses by product or type of activity;

determining the profitability of products or activities;

defining the structure of business processes;

determination of technical development plans (identification of technical innovations, solutions or technologies.

To date, Russia has developed a program for the development of competition in the Russian Federation, approved by the order of the Government of the Russian Federation dated May 19, 2009 No. 691-r (Collected Legislation of the Russian Federation, 2009, No. 22, Art. 2736; 2010, No. 52, Art. 7177. A methodology is proposed for it, which is intended for assessing the state of the competitive environment in the Russian Federation, analyzing the effectiveness of the implementation of measures taken by state and local authorities to ensure competition in the Russian Federation, as well as for analyzing and assessing the progress of implementation.

According to the current methodology, art managers need to analyze the external environment of the organization, namely:

territorial location;

presence in the target market in the region of a player that occupies a significantly larger market share in comparison with other participants;

whether the largest player in the target market in the region influences its competitors in the field of pricing, assortment policy, product quality standards;

Has the organization had to reduce the price of products (works, services) in order to attract customers over the past year?

whether your competitors' activity in advertising their products has increased over the past year;

whether the company had to improve the quality of its products over the past year;

whether the company had to expand the range of products (works, services) over the past year;

whether the company has carried out marketing campaigns over the past year, whether it has changed the packaging of the goods, the terms of maintenance, or has taken any other measures to promote its products.

In this technique, there is a formula according to which the result is displayed, which evaluates the state of the competitive environment of the organization and allows the art manager to orient himself in the further strategy of his project.

Thus, the task of art management is to study the service market in the region, analyze its activities.This study will help to identify urgent problems faced by companies operating in regional markets, and will also contribute to the development of recommendations for the development of competition and the formation of a favorable business climate in the economy. regions of Russia.

.2 Bringing Business Strategy to Life

For successful promotion on the market of social and cultural services, it is necessary to select and develop the main strategic provisions.

But you should first assess the current position of the organization providing social and cultural services. When analyzing the current situation, three main stages can be distinguished: information collection, forecasting and SWOT analysis (analysis of the strengths and weaknesses of the organization, identification of opportunities and threats from the external environment).

The collection of current information includes an analysis of the macrosystem, the market, opportunities and threats, as well as risk chances, segment analysis of profitability and profitability, analysis of the attractiveness of market segments, an overview of our own marketing activities.

The internal environment of the organization is the source of its life force, makes it possible for the organization to exist and survive in a certain period of time. The external environment is the source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival.

When analyzing the external sphere, the influence of the following factors is revealed:

demographic structure of society;

population growth or decline;

the level of education;

mobility of people, i.e. readiness to change the place of residence;

people's attitude to work and quality of life;

values shared by people;

customs and beliefs existing in society.

The state and structure of demand for social and cultural services is fundamentally influenced by trends in the structure and size of the population, changes in family and marriage relations, population migration, density and urbanization processes, changes in the national environment, regional differences in the standard of living of the population, changes in ideas about material well-being, etc. the market of social services in modern Russia is clearly geographically segmented, which stimulates the development of regional marketing, taking into account the size of various regional segments, paid population, income level, cultural specifics and the resulting consumer preferences.

Achievements of science and technology provide opportunities for the production of new products, improvement of manufactured products, modernization of manufacturing technology and marketing of products. There is virtually no aspect of business that is not affected by the change. Now the most important factors affecting the activities of organizations in the socio-cultural sphere are the acceleration of technological changes, the massive use of information technology, and the decline in prices for high-tech goods.

At the same time, many organizations in the social and cultural sphere are not able to see the opening prospects, since the technical opportunities for implementation of changes are mainly created outside the industry in which they operate. Late in modernization, they lose their market share, which can lead to negative consequences for them. In this case, it is necessary to take into account various indicators and conditions of the changing external environment, namely:

general level of economic development;

the level of education of the labor force;

the size of the average wage;

inflation rate;

unemployment rate;

taxation norms;

exchange rate of currencies;

energy prices etc.

For example, the emergence of wealthy strata of the population creates effective demand for a number of new services in the social and cultural sphere.

political factors -

changes in legislation regulating economic processes;

Basic characteristics of the political subsystem;

The attitude of the government to various sectors of the economy and regions of the country;

lobbying groups that exist in government bodies.

Analysis of the internal environment should identify the competitive advantages of the organization associated with its resource potential:

qualified personnel;

Image potential;

material and technical base;

informational resources;

The property;

financial resources;

own know-how.

With the further development of strategic lines, the market is segmented according to various criteria. The main ones are: grow up, income, marital status, life cycle of seven, lifestyle, life values, etc.

All segments must meet the following conditions:

Measurability (the ability to measure the size and characteristics of a segment);

Significance (the ability to bring at least minimal profit);

Availability (the ability to access and service the segment);

Reality (the ability to apply strategies for servicing segments).

These conditions require relevant information, for the collection, analysis and storage of which a special research program is required.

The specifics of the segmentation of the market for services in the social and cultural sphere are due to the following circumstances:

territorial limitation;

Territorial features;

natural and climatic factors;

segments of individual consumers and customer organizations.

The next step in developing a strategic line is positioning on the market for social and cultural services.

The positioning of an organization implies the creation of a position of the organization in the market that is different from competitors, which would guarantee it a stable position for a long time: the creation of a unique range of goods and services, ensuring the perception of this range by the target market, and the organization itself as unique. Organizations and services in the social and cultural sphere take positions in relation to competing organizations and services, therefore the quality and level of service are assessed in relation to what is offered by competitors. Positioning on the market of social and cultural services presupposes a clear choice of goals:

In what market segment does the organization want to compete;

What position should it take in relation to other competitors;

What should be the service concept to solve this problem.

Thus, for the successful promotion of a business strategy in life, a huge complex of techniques and methods is used, which takes into account and involves almost all areas, starting with the internal environment of the organization, the ability of the company's personnel as a whole to take strategic initiatives, the state of organizational structure etc., ending with the external environment.

Conclusion

Management of the sphere of show business involves the use of a variety of techniques, methods and approaches to streamline the execution of procedures and operations necessary to make a profit. The functioning of enterprises in this industry is impossible without defining the purpose of the enterprise. Therefore, the formation of goals - (goal-setting) also refers to the most important part of the methodology, both management in general and art management in particular.

To transfer the control system from the existing state to the desired one, a specific program of action is needed, which will allow solving the problem that separates the given situation from the desired one, and the choice of a goal, which has taken the form of a final decision, allows one to proceed to the development of a program, i.e. to develop an action plan and to determine the necessary resources to achieve the goals.

The goals of art management are, first of all, to promote professional art, create conditions for creativity and professional growth of performers, and develop genres of professional art.

When developing art projects, there is always an organizational stage, i.e. the stage of creating certain conditions for achieving the planned goals. The project is a kind of response to a social order, an artistic response to this or that phenomenon. In recent decades, ideas about how the leisure economy works in the modern world have noticeably changed around the world, what economic mechanisms and management technologies provide the necessary flow of resources to the cultural and leisure industry. The economic and socio-cultural significance of the cultural and leisure industry will only increase

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What is an art manager? What kind of knowledge should he possess, and what functions do he bear on his shoulders? Faculty teachers answer these and other questions.

Who is an art manager

An art manager is a person who organizes an art market. A gallery owner can also be called an art manager, and the role of a gallery owner in the market and in the art world, it seems to me, does not require additional clarification. An art manager is a person who comprehends and then organizes everything related to art.

Understanding art: if a person wants to do something in art, he needs deep knowledge in this area. Since, when planning a business, it is necessary to have at least an approximate idea of what will happen to art tomorrow, in what directions it will develop, etc.

Organization and versatility: the ability to do everything right and on time, as well as quickly understand how various processes in art work.

Ability to work with information: spread information around you and use the one that rotates in the art community, as well as constantly look for new channels of communication.

Ability to communicate with people.

Good reaction and willingness to change: art management is a rapidly changing and growing environment in which the average time for a change in reality is six months. Therefore, it is important to be able to adapt quickly.

General culture: you cannot make high-quality projects in art without understanding the general trends in theater, literature, social and political, economic life, etc.

Design thinking: there is never an endless continuum in art, any exhibition or client is always a project, and any project has its own cycle.

I don't like the word "manager". Now people who have money can make art. But if you think that there is money in art, then it is better not to go there, but simply to open a factory. Money is made by those who understand human nature. You have to love art. Therefore, I believe that an art manager should combine these qualities, that is, first of all, love what he does and understand human nature ... A manager should be a fanatic and a devotee, he should be able to make creative decisions and communicate.

Art management in the field of art, a set of methods, principles, means for realizing the possibilities of entrepreneurship in the field of art.

Art management is based on organizations:

Concert companies (philharmonic societies, concert associations, agencies, directorates, concert business centers, independent art groups, concert halls)

Theater and entertainment enterprises (theaters, circuses, production and promotion companies)

Recording studios

Entertainment and entertainment enterprises

· Creative associations and agencies.

From the nature of the property a given organization can be: its own material and technical resources, resource users, owners and managers of resources. By the composition of founders: state, municipal, private, cooperative. By the nature of the administrative focus: independent legal entities, a single unit, a structural unit within an administrative unit. In relations with other similar organizations, they can act as: associations of legal entities, independent subjects. Target this organization propaganda and dissemination of art, copyright protection and the achievement of financial results. Tasks: improving the culture of serving the population; creation of services for various categories of the population. Management activities are carried out at 4 levels:

1. The relationship between society and organization through the system of legislative and legal acts.

2. The relationship of these organizations with each other through a system of contracts.

3. The relationship between the organization and the potential audience through the marketing system.

4. The relationship of the organization with its constituent creative teams, structural divisions and individual employees.

The management of show business can be singled out as an area of expertise. Helping to guide the processes of creating artistic (material and spiritual) values and promoting cultural services to the market is the result of creative activities of authors, performers, directors, etc., working in show business; gallery management.

Gallery policy - a tool for establishing social and cultural communications of the gallery with all subjects. Gallery policy directions:

1. Image - aimed at creating the image of the art gallery.

2. Commercial - making a profit through the formation of a pricing policy, a client environment and the creation of a collection.

3. Communicative - promoting the image of an art gallery: magazines, newspapers, TV, Internet, criticism.

Representative - focused on organizing exhibitions and implementing projects, i.e. demonstration of contemporary art in a cultural space through art projects: artistic actions, performance(a performance is a theatrical and artistic act, where the artists know in advance what to do, happening(English - to happen) - none of the participants knows in advance how events will develop - randomly, unpredictably. An integral part of any is spectator participation. One of the main management tools of museums is a long-term plan.

Museum in the art management system.

Museums are engaged in the provision of various services, which can be classified according to several criteria. From the point of view of achieving statutory goals, the services of museums can be divided into the main and additional... The main services are aimed at realizing the mission of the museum. For example, the main services for the Hermitage are exhibition activities(presentation and interpretation of collections), as well as educational work (excursions, lectures, children's and youth studios, seminars, conferences, etc.). Additional services, on the contrary, realize the secondary goals of the museum and can be aimed at meeting the needs of clients in information support, food, souvenirs, etc.

In this case, additional services appear as services of buffets, restaurants, shops for visitors, as well as in the form of various events (receptions, meetings, concerts, performances). For example, in the Hermitage to additional services include the services of cafes, book kiosks, photo workshops, foreign exchange office, post office, etc.

Advertising in museums plays a small role. This is primarily due to the high costs of purchasing space and time in the media, which the museum cannot afford. As an alternative to advertising, museums actively use PR, whose tasks include popularizing the museum, placing informational articles in mass print media (newspapers, magazines), disseminating important information through radio and television programs, etc.

Theater marketing. In principle, it follows, obviously

The educational program "Art Management and Gallery Business" was created to train future and current art managers, gallery owners, art dealers, employees of museums and auction houses and those who want to develop and actively participate in the formation of the art market.

The course will help you understand contemporary art, navigate the art market, create your own cultural project, develop a base of useful contacts and find like-minded people.

Business education: 9 months (Tuesday and Thursday: 19.00–22.15, Saturday: 14.00–17.15). Training includes lectures, master classes, visiting classes in museums and galleries, working on their own projects.

After successfully passing tests and exams and defending the final certification work, students receive a diploma of professional retraining under the Art Management and Gallery Business program. ...

Place: RMA training center, (Moscow, Kurskaya / Chkalovskaya metro station)

Who will be interested in the program

People who want to understand the art industry and start working in the field of art.

For those who want to open a gallery or launch a project in the cultural field.

Art historians, cultural experts, curators who want to understand the business processes of the modern art market.

Museum staff who want to improve their qualifications.

Artists who want to promote their art on their own or find a competent manager.

Anyone who lacks professional connections and contacts of art managers, gallery owners and other representatives of the industry.

Training program

The curriculum consists of lectures and master classes covering all the necessary knowledge and skills for managing an art project: "Management in the art industry", "History and theory of contemporary art", "Organization management in the field of culture", "Economics and finance in the field of art "," Marketing. PR & media planning ".

In addition to lectures at the RMA training center, classes are held at the Pushkin State Museum of Fine Arts named after A.S. Pushkin, the Museum of Moscow, the Multimedia Art Museum, the Moscow Museum of Modern Art, galleries, at the Cosmoscow fair. Students learn in practice how the spaces of museums and galleries are arranged, how the exhibition process and logistics are organized, learn about the technical nuances and work of the team.

At the end of the training, trainees protect thesis, which can become a ready-made business plan for a gallery or another project in the field of art, a strategy for the development of a museum, a program for promoting an artist. Graduated graduates receive the right to attend closed lectures on art management even after graduation.

Teachers

Classes are conducted by active participants in the art business: museum directors, gallery owners, representatives of art fairs, art dealers and managers of cultural institutions. Also, the faculty regularly organizes master classes and creative meetings with artists and curators. In addition to knowledge, students receive professional contacts that will help them become part of the art industry.

Victoria Kondrashova

Director of the Russian office of the viennacontemporary fair

Internships

During their studies, students can take part in specialized internships at art fairs, foundations and galleries. Assistance in organizing and holding events, working with VIP guests and artists, internships in PR departments provide an opportunity to apply the knowledge gained and understand how everything works in practice.

Especially for its students and graduates, the RMA business school regularly organizes business trips across Russia and foreign internships, during which participants get acquainted with international experience, attend master classes of key specialists in the field of culture.

Career in the art industry

After graduation, you will be able to organize cultural projects of any scale, open a gallery, work in a museum in any position, engage in fundraising and PR, promote artists and develop institutions. We regularly post new jobs in the art industry that are only available to RMA students and alumni.

Graduates of the Faculty of Art Management and Gallery Business work in museums (Tretyakov Gallery, The Pushkin State Museum of Fine Arts, Museum of Moscow, MAMM, MMOMA, Art4), galleries (CW Gallery, Omelchenko Gallery, Art Fragment, Orekhov Gallery, Artis Project), auction house Vladey, at the Cosmoscow fair.

Also, graduates open galleries and develop projects in the cultural sphere:

Tamuna Arshba (Erti Gallery, Georgia)

Elena Belonogova and Nadezhda Zinovskaya (Center for Contemporary Art CUBE Moscow)

Anastasia Bushueva (Gallery XVI)

Nadezhda Vinnichenko (VG Gallery)

Konstantin Volkov (Art-Penza Gallery)

Irina Marinova (MIZK Gallery)

Alexandra Moskovskaya (Science.me educational project)

Elena Parshina (PA Gallery)

Ekaterina Khrustaleva (S E L E C T I O N Art Show, USA)

Bonuses for students and graduates

Graduated graduates can attend lectures of the Faculty of Art Management and Gallery Business after graduation.

Attendance at specialized conferences, seminars, exhibitions with discounts or free of charge.

From partners of the RMA business school in museums, restaurants, sports clubs.

The structure of the art industry is made up of the following organizations:

Concert companies - philharmonic societies, concert associations and agencies, directorates and centers of concert business, independent art groups, concert halls, as well as other enterprises and organizations, the subject of which is the organization and holding of concert events;

Theater and entertainment enterprises - theaters, circuses, circuses on stage, etc .;

Production and promotion companies;

Recording studios;

Entertainment and entertainment enterprises;

Creative associations and agencies.

Depending on the nature of ownership, these organizations can be:

Owners of material and technical resources;

Users of material and technical resources;

Owners and managers of material and technical resources.

According to the composition of the founders, these organizations can act as:

State;

Municipal;

Private;

Corporate.

By the nature of administrative and legal certainty, there can be:

Independent legal entities;

An administrative and legal unit within a legal entity;

A structural unit within a legal entity;

A structural unit within an administrative unit that is part of a legal entity.

In relation to other similar organizations, they can act as:

Consolidation of legal and (or) individuals;

An independent subject.

Depending on the nature of the financing, there may be:

Budgetary;

Self-supporting, but not commercial;

Entrepreneurial (commercial).

By organizational and legal form, they are subdivided into:

- commercial, the main purpose of which is to make a profit as a result of their activities;

- non-commercial, which do not depend on the financial result, and obtaining the maximum possible profit is not for them the goal of all their activities.

The fundamentals of the financial and economic activities of organizations in the art industry are determined by legislative and regulatory acts that correspond to one or another organizational form in which this organization is created and operates.

Management in the field of professional arts in general is a combination of artistic management, organizational and economic activities; its goal is to create favorable conditions for the creation, promotion and dissemination of art, copyright protection, achievement

21 continued... a certain optimal financial result. The solution of these problems is inextricably linked with the improvement of the culture of serving the population, with the creation of services for various categories of the population.

Management activities in art industry organizations are carried out at four levels, while regulating:

The relationship between society and an organization - through a system of legislative and regulatory acts governing the processes of creation, functioning and liquidation of a particular organization;

The relationship of these organizations with each other and with other enterprises and institutions - through a system of contracts;

The relationship between the organization and the potential audience through the marketing system, pricing;

The relationship of the organization with its constituent art groups, structural divisions and individual employees - through a system of contracts, administrative acts of the organization's administration.

Today's concert agencies are the successors of large government organizations and companies. Every year the number of established concert organizations is steadily growing and expanding geographically. This factor depends on the increasing, every year, interests and needs of the audience, as well as the economic and financial capabilities of the regions and the level of purchasing power in them. This phenomenon cannot be called negative because: firstly, the market for cultural services is saturated, secondly, the cultural industry is developing, thirdly, not only the needs of the audience are satisfied, but also a new system of relations between show business entities and government agencies is being formed.

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