Volume 2, ISSUE2/2011 - Review of Applied Socio-Economic ...

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Pag׀ 152 ISSN: 2247-6172ISSN-L: 2247-6172Review of Applied Socio- Economic Research(Issue 2/ 2011)URL: http://www.reaser.eue-mail: editors@reaser.euare all managers and need to have management qualities in order to succeed in their endeavour of employerguidance.The process of artistic product creation and spreading takes places within an organization defined andmade up as any other type of organization. At the basis of its existence and well functioning lies the artisticproduct whose creation and spreading is the responsibility of the management. An organization or art institutionis born due to the artists who look for material resources and the environment where they can put their creativeideas into practice. We can bring a series of examples in order to support this statement, such as: a group ofdancers who want to set up their own company that offers the audience their personal vision of interpretation; ascript writer looking for material support in order to make a theatre performance; a group of artists who want toexhibit their works in a gallery that they also administer. A more thorough analysis of the specific activitiesunderlines the strict dependency between the quality of the artistic idea and the quality of the management.Thus, even if at its basis there is a valuable artistic idea, putting it into practice can fail when the planning or theorganization of the activities are made unprofessionally. For this reason, any organization or art institution thatenvisages the success of the creation process needs good managers. On the other hand, even if the managementis effective, long term success is subject to the quality of the artistic manifestations – performance, concert,exhibition.The four functions of management are to be found in any type of organization, independent of the scope.As the personality of the artist and the specificity of the creative activities cannot be easily framed in rigid forms oforganization, the management of art organizations needs to offer favorable conditions for the manifestation ofthe act of creation and its reception by the audience. On the other hand an important characteristic of this type oforganization is the lack of personnel at the level of management in most of the cases because of the lack of fundsfor salaries. This phenomenon leads to the overcharging of the manager’s working agenda by an increase in thenumber of duties normally shared by several people.During the management process, the art institution and organization managers need to carry out seven mainfunctions:„1. Planning and development – a good manager of an art institution will permanently look for ways ofincome increase for new programs and for cost payment2. Marketing and public relations – represents the tie of the organization with the community it belongsto, the audience of the manifestations it organizes and the potential donors that it has to attract3. Personnel management – an effective use of the human resources represent the key to success for anart organization4. Fiscal management – a good financial resource administration can lead to the attraction of investors5. Relationships with the board – the divergence of opinions and values of the manager and the board ofdirectors within an art organization are totally unproductive in the process of aim fulfillment.6. Relationships at work – the manager of an art organization has to collaborate in its work with theemployed personnel and is responsible for their actions as well as those of the personnel in front of the board ofdirectors.7. Relationships with the government – a good art manager needs to be informed about the existing set oflaws and act accordingly 156 .”During its existence any institution or art organization interacts with the external environment, illustratedin Figure 1.156Ardeleanu Roxana Sorana, idem, p.13
Pag׀ 153 ISSN: 2247-6172ISSN-L: 2247-6172Review of Applied Socio- Economic Research(Issue 2/ 2011)URL: http://www.reaser.eue-mail: editors@reaser.euTHE INTERACTION WITH THE EXTERNAL ENVIRONMENT: Economic, Political, Cultural andSocial, Demographic,TechnologicalINPUTSRaw materials andresources (plank,paint, musicians,actors, dancers,etc. )ORGANIZATIONTransforms theinputs based onresourcemanagement anduniqueorganizationOUTPUTS• Productions• Exhibitions• Specialevents• ProjectsFeedback that modifies the inputs, modifies in its turn the processes and the outputsFig.1: The institution or art organization interacts with the external environment 157Irrespective of the object of activity, all the organizations are under the influence of the external environmentwith its six components: economic, political, cultural and social, demographic and technological. The artinstitutions owe their survival and development to their capacity of adjustment to the opportunities and threats ofthe external environment. This capacity is the responsibility of the manager, who firstly has to decipher theinformation that comes from the external environment correctly and then decide the actions that the institutionhe/she manages needs to take in order to resist the external pressures.As any other type of organization, the art institution functions in variable environments made up of aseries of external forces that the institution comes in contact with. The description of the interaction of such anorganization with the six components of the external environment has to focus on the importance of informationsource selection concerning the opportunities and the threats of the external environment: the audience, themanagement and personnel members, other organizations and art groups, the press, the professional associationsand the consultants.157Ionescu Gh., Emil Cazan, Adina LetiŃia Negruşa, Organizational Management (Management organizaŃional), Bucharest:Tribuna Economică Publishing House, 2001
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Percent of GDPLoans to corporations
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6. Employment and skillsPag׀ 75 IS
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