Author: Adizes, Ichak

Publication Year: 1970

Media Type: Report

Summary:

Published by University of California at Los Angeles, Graduate School of Management, Management in the Arts Program. Dated June 971. To identify the differences between business and artistic organizations is of importance since many artistic organizations rely on the guidance of Boards composed of businessmen who might be utilizing business practices for the arts. Are those practices applicable? This article then directs itself to the study of Boards of Directors in the performing arts, a topic of significance as yet unexplored.

Abstract:

Published by University of California at Los Angeles, Graduate School of Management, Management in the Arts Program. Dated June 971. To identify the differences between business and artistic organizations is of importance since many artistic organizations rely on the guidance of Boards composed of businessmen who might be utilizing business practices for the arts. Are those practices applicable? This article then directs itself to the study of Boards of Directors in the performing arts, a topic of significance as yet unexplored.

I have gained insights into the problems of Boards of Directors of artistic organizations by conducting one-hundred fifty-six in-depth interviews with artistic directors, administrative managers, various other members of artistic organizations, and active and inactive members of Boards of Directors in thirty-three leading performing arts companies throughout the , Yugoslavia, and Israel during 1969 and 1970. Furthermore, I had first-hand experience serving as a management consultant to the Los Angeles Music Center for a period of over a year.

The performing arts organizations to which I refer in this paper are opera, dance, symphony, and theater companies which have as permanent members on their organizational payroll, performers and administrators. These organizations, furthermore , consciously attempt to maximize some artistic standards rather than compromise those standards and produce commercialized productions exclusively for the purpose of obtaining maximal returns on financial investments. (p. 1)

CONTENTS
Introduction.
The desired functioning of Boards of Directors in the performing arts.
Duties.
Authority: 
     1. Authority through the planning and control of strategies.
     2. Authority to enforce communication.
Organizing the board of directors: Composition.
Recruitment and commitment.
Committees.
Rotation.
How boards implement decisions - relations with the chief executives.
Staffing.
Potential conflicts.
Responsibilities of the board of directors.
The performing arts' board of directors - a reflection of the future?
Bibliography.

Arts & Intersections:

Categories: Governance