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Over the past two decades, the arts in America have experienced an unprecedented building boom, with more than sixteen billion dollars directed to the building, expansion, and renovation of museums, theaters, symphony halls, opera houses, and centers for the visual and performing arts. Among the projects that emerged from the boom were many brilliant successes. Others, like the striking addition of the Quadracci Pavilion to the Milwaukee Art Museum, brought international renown but also tens of millions of dollars of off-budget debt while offering scarce additional benefit to the arts and embodying the cultural sector’s worst fears that the arts themselves were being displaced by the big, ...
By the early twentieth century, it became common to describe the United States as a "business civilization." President Coolidge in 1925 said, "The chief business of the American people is business." More recently, historian Sven Beckert characterized Henry Ford's massive manufactory as the embodiment of America: "While Athens had its Parthenon and Rome its Colosseum, the United States had its River Rouge Factory in Detroit..." How did business come to assume such power and cultural centrality in America? This volume explores the variety of business enterprise in the United States and analyzes its presence in the country's economy, its evolution over time, and its meaning in society. It intro...
Dreams for a shared future united a modern rodeo cowboy and a nurse in West Texas. Grief and guilt from their separate pasts, debt, drought, constant hard work, and infidelity threaten their present. What will it take to bring them back together, if that's even possible? Maybe an old man and his dog can help.
In Leading Museums Today: Theory and Practice, readers learn about leadership theory in both for profit and nonprofit worlds and how to effectively master the role of both leader and follower. Literature from business and non-profit management as well as the insights of current thought leaders provide lessons for the reader. The book explores the reality of change in the workplace, the standards and best practices of businesses and museums, and innovative approaches to creating a nimble and responsive organization. Topics covered include: Organizational structure, team-based work, and new business models are detailed. Working as a leader at the middle of the organization and ways to be successful in leading up are described. Leadership training and how individuals can be continual learners. Case studies and profiles cover the work of university museums, children’s museums, historic sites, history, art, and multi-disciplinary museums. Each of the case studies provides personal perspectives of leadership qualities, career progression, and highlights of the transformative work at their museum.
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