Sometimes artists are commissioned by governments or companies to enliven a space, get media attention or realize tourism and place marketing aims. The installation artist can use a variety of media, and the installation is always temporary. The idea is to
modify a space in terms of our tangible experience or concept of it. Most art installa- tions are indoors, often in galleries. When they are outdoors they can attract a lot of attention, like a planned event but without a programme.
Arts and Cultural Management
(Figure 6.6)
Superficially, arts and cultural management (or administration) is the application of management, including business practices and theory, to the operation of arts and cul- tural organizations and their work. It gets more complex, however, when we hear that many people in the arts or cultural sectors do not think that what they do is a business, or that normal management functions like marketing should not apply. Why? Because what they do requires ‘artistic integrity’ that should not be diluted or commercialized by business methods – that audience development and accessibility are more important than pricing for profit, or that cultural tourism erodes authenticity.
Arts and cultural Nature and Antecedents Planning and Outcomes Processes and management meanings: to attending producing and the patterns
the event events events impacted
experience
• Management • Events as • Audience • Management • Evaluating • Changing of arts and artistic and building of arts and satisfaction cultural
cultural cultural efforts culture with venues norms
organizations expression generate organizations and • Elitist
• Community • Fostering demand that programme performances perspectives building appreciation for events venues and • Cultural on what is
through the and produce events impacts on important
arts and interpretation • Volunteerism society • The
culture of arts and at events distribution
culture • Partnerships of venues,
for the events and
arts/culture organizations
Figure 6.6 Arts and cultural management.
Nevertheless, numerous arts and cultural administration programs have been created.
As an example, Columbia University (www.tc.columbia.edu) offers an Arts Administration programme that:
‘. . . reflects the conviction that the management of cultural institutions and arts organizations requires strategic planning, artistic creativity and social commitment. The arts managers capable of responding to the challenges and responsibilities of the arts must possess integrated management and financial skills, knowl- edge of the artistic process in which they are involved and sensitivity to the dynamics and educational needs of the communities they serve.’
Degree programs in arts administration present one means of getting professionally involved with events, especially arts festivals and events held in art and cultural venues, such as theatres, concert halls, museums and galleries. This is also a pathway into com- munity outreach to foster art and cultural appreciation. In these programmes business management is applied to governmental and not-for-profit organizations that pro- duce or commission events. Community building is covered, including outreach pro- grams, fundraising, volunteerism and partnership building, all of which is useful to the event manager. Perhaps more importantly, the student will get an appreciation of the importance and roles of arts and culture in community life.
Cultural Studies
(Figure 6.7)The meanings and practice of everyday life are the subjects of cultural studies, a field that draws from anthropology, sociology and theory about all the forms of art and communications. Cultural practices comprise the ways people do particular things (such as watching television or eating out) in a given culture. Researchers examine how art, or popular activities like watching television, relate to matters of power, ide- ology, race, social class or gender. There can be a heavy Marxist bent to cultural stud- ies, or a more neutral attempt to understand mass culture and how consumers attach meanings to forms of cultural expression. Hermeneutics is therefore employed to study the various ‘texts’ of cultural productions or artefacts.
Cultural Studies Nature and Antecedents Planning and Outcomes Processes and meanings: to attending producing and the patterns the event events events impacted
experience
• Critical study • The appeal • Cultural • Linking the • The • Culture is of popular of art and capital event sector distribution dynamic culture and entertainment • Extrinsic to power of costs and • Cross- ordinary life events motives to and politics, benefits cultural
• Importance attend gender and comparisons
and nature of events inequality and
cultural interactions performances
• High and popular culture
• Cultural policy
Figure 6.7 Cultural studies.
Sport Management and Sport Studies
(Figure 6.8)Sport management focuses on sport organizations, such as professional clubs and pub- lic facilities, with specific interests in sport marketing, human resources, finance, orga- nizational structure, organizational behaviour, ethics, information technology, policy development and communications (North American Society for Sport Management;
www.nassm.com). NASSM’s Journal of Sport Management carries articles on sport events and sport tourism which are of particular interest to Event Studies.
Nature and Antecedents Planning and Outcomes Processes and meanings: to attending producing and the patterns
the event events events impacted
experience
Sport • Sport is both • Unique • Sport venue • Sport tourism • Sport trends, management big business motives for mangers impacts fads (e.g.,
• Management and public competing in produce and • Personal the diffusion of sport good or spectating host events well-being of new
organizations, • Sport for at sport • Competitions and social sports) venues and health, fitness events produced by benefits of • Sport events and mastery • Demand for leagues and participation development
• Sport as a sport tourism clubs in sport events policy Sport studies social • Sport events bid • Sport history
• Sport phenomenon on as part of • Sport
psychology, • Sport as sport tourism geography
sociology, entertainment • Social structures, (patterns of
history, patterns and sport and
geography organizations sport events)
engaged in sport
Figure 6.8 Sport management and sport studies.
Sports by nature involve competitions, both regularly scheduled and one-time, so the co-ordination, production or marketing of events is usually an essential part of the job.
This generally applies in athletics departments of educational institutions, international sport federations, professional sport clubs and leagues, sport facility and fitness club management, recreational sports (for parks and recreation departments or associations), sports commissions (city-based agencies active in event tourism development) and sport marketing firms. Graham et al. (1995) in their book The Ultimate Guide to Sport Event Management and Marketing, described this sector in detail, including types of careers and specific sport-event issues. In the book Profiles of Sport Industry Professionals by Robinson et al. (2001), many contributors described their career paths and jobs, many of which involve events.