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Strategic Planning in the Arts
Planning today is more important than ever. Both acquisition and allocation of resources are increasingly difficult for arts organizations as a result of emerging technologies, reduced arts education, aging donors, and the advent of new forms of entertainment. It is essential for arts organizations to take a coherent approach to these issues to remain vibrant over time. In fact, most arts organizations do periodically attempt some kind of planning exercise. But a review of hundreds of such plans suggests that most contain merely a wish list, rather than concrete plans for the future: "We will increase ticket sales!" is a common "strategy" expressed in too many arts plans. In the absence of d...
The Cycle
In the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on—in short, to participate in the organization’s programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, ...
Leading Roles
A concise, practical, and timely guide for board members of arts organizations
Curtains?
In this clear-minded but sobering book, Michael M. Kaiser assesses the current state of arts institutions-orchestras; opera, ballet, modern dance, and theater companies; and even museums. According to Kaiser, new developments in the twenty-first century, including the Internet explosion, the death of the recording industry, the near-death of subscriptions, economic instability, the focus on STEM education in schools, the introduction of movie-theater opera, the erosion of newspapers, the threat to serious arts criticism, and the aging of the donor base have together created tremendous challenges for all arts organizations. Using Michael Porter's model of industry structure to describe how in...
The Art of the Turnaround
Practical advice (supported by extensive case studies) for fixing troubled arts organizations
Curtains?
In this clear-minded but sobering book, Michael M. Kaiser assesses the current state of arts institutions-orchestras; opera, ballet, modern dance, and theater companies; and even museums. According to Kaiser, new developments in the twenty-first century, including the Internet explosion, the death of the recording industry, the near-death of subscriptions, economic instability, the focus on STEM education in schools, the introduction of movie-theater opera, the erosion of newspapers, the threat to serious arts criticism, and the aging of the donor base have together created tremendous challenges for all arts organizations. Using Michael Porter's model of industry structure to describe how in...
Dance of the Furies
By training his eye on the ways that people outside the halls of power reacted to the rapid onset and escalation of the fighting in 1914, Neiberg dispels the notion that Europeans were rabid nationalists intent on mass slaughter. He reveals instead a complex set of allegiances that cut across national boundaries.
Managing Arts Organizations
Things have changed, to say the least. The arts field is resizing, recombining, rethinking. Gone are the days of long term subscribers and reliable audiences. Arts organizations must become more flexible, adaptive, and nimble to survive and thrive in today’s world. Arts managers must engage, adapt, and innovate. Great management invites creativity. Vibrant artistry welcomes strong management. Managing Arts Organizations can help. In Managing Arts Organizations, David Andrew Snider provides a playbook for navigating arts management in this new era and seeks to inspire a new generation of arts managers. Each chapter is focused on a specific topic, with principles, stories, exercises, advice, and best practices related to that topic. The appendix includes eight case studies, each illuminating issues in arts management via a real world scenario or organization. These narratives will enhance the reader’s understanding of topics including financial management, marketing, programming, Diversity, Equity, and Inclusion efforts, and accessibility across multiple disciplines. An instructor’s manual is available for professors who adopt the book as a required textbook.
The Last Kaiser
None
The Kaiser and His Times
What were the consequences for Germany, and the world, that William II was Kaiser at the onset of the 'Great War'? In The Kaiser and His Times (first published in 1964), Michael Balfour analyzes the social, constitutional, and economic forces at work in imperial Germany, and sets the complex and disputed character of the Kaiser, who occupied such a central position in the three decades before 1918, in the context of his family background and the history of Germany. '[Balfour] has borne in mind the Kaiser's own request to the head of his military Secretariat - 'Not dry reports only, please, but now and then a funny story.' The circumstances that allowed to Kaiser to live as if 'The greater part of his life... was illusion' would make comic reading if the results had not been so tragic...' Kirkus Review
