Management of Cultural Organizations: Extraversion, Partnerships, and Strategic Communication

Course Description

In the contemporary sociocultural environment, which is characterized by new roles, services, and systems of cultural institutions, numerous opportunities as well as significant risks emerge. The economy and society have increasingly turned toward the orientations and challenges of the New and Creative Economy, thereby highlighting the values that derive from cultural capital. Management and economic practice have inevitably incorporated these new trends and conditions, leading to the readjustment and/or renewal of prior practices. The emerging administrative and economic models frequently adopt an outward-looking orientation, progressively distancing themselves from the inward-focused character of traditional organizations.

Learning Objectives & Intended Learning Outcomes

The postgraduate course comprises three thematic units: The first addresses the fundamental theoretical and practical issues in the management of cultural institutions. The second examines specialized tools and approaches related to extroversion, partnerships, and strategic communication. The third presents case studies drawn from both the Greek and the international context.

More specifically, the following lectures will be delivered:

• Introduction – Course Evaluation
• Fundamental Concepts
• Environmental Analysis – Extroversion and Partnerships
• Programming – Planning
• Organization – Organizational Structure
• Leadership
• Control
• Change Management
• Marketing Strategies
• Advocacy
• Human Resource Management
• Case Studies ...
• Case Studies...

Invited speakers give lectures.

Selected Bibliography  

Addis, M., & Rurale, A. (Eds.). (2020). Managing the cultural business: Avoiding mistakes, finding success. Routledge.

Ambrose, T., & Paine, C. (2006). Museum basics: the international handbook. Routledge.

Bradford, H. (2005). A new framework for museum marketing. In Museum management (pp. 41-51). Routledge.

de las Heras-Pedrosa, C., Iglesias-Sánchez, P. P., Jambrino-Maldonado, C., López-Delgado, P., & Galarza-Fernández, E. (2023). Museum communication management in digital ecosystems. Impact of COVID-19 on digital strategy. Museum Management and Curatorship, 38(5), 548-570.

Fopp, M. (2012). Managing museums and galleries. Routledge.

Gilmore, A., & Rentschler, R. (2002). Changes in museum management: A custodial or marketing emphasis?. Journal of management development, 21(10), 745-760.

Goulding, C. (2000). The museum environment and the visitor experience. European Journal of marketing, 34(3/4), 261-278.

Hatton, A. (2012). The conceptual roots of modern museum management dilemmas. Museum Management and Curatorship, 27(2), 129-147.

Jung, Y. (2021). Transforming museum management: evidence-based change through open systems theory. Routledge.

Kann-Rasmussen, N. (2019). The collaborating cultural organization: Legitimation through partnerships. The Journal of Arts Management, Law, and Society, 49(5), 307-323.

Liu, J. C. (2019). Cultural Management: Managing Culture? Or Culturizing Management?. Cultural Management, 171.

Marty, P. F. (2008). Museum websites and museum visitors: digital museum resources and their use. Museum Management and Curatorship, 23(1), 81-99.

Marty, P. F. (2009). An introduction to digital convergence: libraries, archives, and museums in the information age. Museum Management and Curatorship, 24(4), 295-298.

McPherson, G. (2006). Public memories and private tastes: The shifting definitions of museums and their visitors in the UK. Museum Management and Curatorship, 21(1), 44-57.

Reussner, E. M. (2003). Strategic management for visitor-oriented museums: A change of focus. The International Journal of Cultural Policy, 9(1), 95-108.

Schouten, F., & Houtgraaf, D. (1995). The management of communication: a systematic approach to the design of museum displays. Museum Management and Curatorship, 14(3), 299-307.

Simone, C., Cerquetti, M., & La Sala, A. (2021). Museums in the Infosphere: Reshaping value creation. Museum Management and Curatorship, 36(4), 322-341.

Tobelem, J. M. (2007). The marketing approach in museums. In Museum management and marketing (pp. 294-312). Routledge.

Waltl, C. (2006). Museums for visitors: Audience development-A crucial role for successful museum management strategies. Intercom, 2006, 1-7.

Zan, L. (2000). Management and the British museum. Museum Management and Curatorship, 18(3), 221-270.

- Journals:

Collection and Curation

Curator

International Journal of Cultural Property

International Journal of Intangible Heritage

Journal of Museum Education

Museum and Society

Museum International

Museum Management and Curatorship

Visitor Studies

Teaching and learning methods:

• Combination of synchronous distance learning with face-to-face teaching.
• Face-to-face: two (2) lectures per semester.
• Distance learning (using the synchronous ZOOM platform): eleven (11) lectures
• Use of the Ionian University's asynchronous opencourses platform

Use of Information and Communication Technologies

• Support of teaching and learning via the asynchronous OpenCourses platform of the Ionian University (document repository, online announcements, lecture notes and ppts, user groups, online assignments, file exchange, etc.).
• Use of Zoom for synchronous teaching and communication with students.
• Use of the Turnitin text-processing software for plagiarism detection in assignments.
• Use of MS Teams for communication with students.
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Assessment Methods

Assessment methods include:

• Individual and presentation of written assignment (80%)
• Public presentation of the assignment (at the examination period)
• At the platform open courses, a file of instructions on the assessment (structure, methodology, bibliography, important dates etc.) is uploaded.
• Participation in team  assignments