Organizational Management in the Non-Profit Performing Arts: Exploring New Models of Structure, Management and Leadership
Galli, Jaime D.
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Galli, Jaime D.
Arts organizations today face many changes and challenges. A tense economic and political climate, resource concerns, and a rapidly changing technological environment often complicate the leadership and management process. Without looking to one or multiple effective approaches to organizational management and strategic decision-making, performing arts organizations will continue to struggle to adapt to the challenges facing them. Most non-profit performing arts organizations operating today are managed under a dual leadership structure. This model, though not without some inherent benefits, is often argued as being innately problematic, causing internal tension among managers and staff and stagnating the strategic decision-making and planning process. Additionally, the role of artistic director, a position that has traditionally been separated from administrative duties, must be examined in order to understand the aesthetic requirements of non-profit performing arts organizations. It would be beneficial for organizations of this nature to look to alternative methods of organizational management in order to more effectively manage internal complexities as well as the challenges and changes that manifest externally. Foundations, however, must first be put properly into place by evaluating the well being of the individuals within the organization. This paper looks at models drawn from the for-profit, public, and creative sectors and their possible application to organizational non-profit performing arts.