Managing People for Art and Cultural sector

THE UTILIZATION OF PERFORMANCE TARGETS AS A MANAGEMENT TOOL FOR THE CULTURAL SECTOR

INTRODUCTION

Asian countries , such as Macau and Singapore , have invested in innovations directed at the development of operations management (also known as management science ) for the cultural sector . Managing the arts calls for skills in the management of cultural activities background knowledge about how culture may be viewed by analyzing incidents in their proper historical context , a deep understanding of how cultural organizations and artists integrate paradigms in to achieve the goals of their objectives finally , there is

the required broad knowledge about the various types of art expressions (Tan , 2001 For these Asian economies , Management of the Arts curriculum designs focused on training of human resource to oversee the preservation of cultural and heritage sites and to meet the demands that go with the very organization inherent to the management systems that give the construction of modern cultural infrastructures , such as museums and art centers , their significant purposes and roles (Karugawa , 2002

In Europe , cultural policy and management of the arts , derive their rights to discourse from how Europe recognizes that human resource for the arts and cultural sector must do away with generalist principles and aim for good training when it comes to management skills and long worthwhile immersion periods in one 's chosen cultural activity or art form (Leary , Ed , 2007

Presently , these models when applied to management courses as training pathways , allow professionals to build their careers in more dynamic ways . Individuals can now choose specific and highly concentrated modules if they want to immerse their professional lives in only one cultural activity or art form , but they can also opt for a more generic placement options within a certain discipline and its areas of discourse , such as research development and even tourism (Holden , 2006

This examines the strengths and weaknesses of using performance targets as management tools in the cultural sector . In a more defined essence , it aims to answer the following question

What is performance management and what are the basic features of performance targets

What are the core competencies in the area of human resource management and how do these manifest in the efficient evaluation of management science tools

What are some issues to consider when planning for innovations in the design of management of the arts pathways ' and modules

The theories and related literature that support this analysis are presented as follows

Taylor (1911 ) in Scientific Management ' philosophized that management should focus on securing maximum prosperity for the employer , coupled with maximum prosperity for the employee . Fayol (1916 ) in What is Management ' drew the roles of a manager by highlighting the tasks of to plan , organize , command , co-ordinate and control ' as being those significant tasks proper to all managerial[management] positions

What management is as a discipline as presented by Stewart (1967 ) in Managers and their Jobs ' was approached in four classic ways which were segregated as being the theoretical , descriptive , comparative action-based ' methods of deriving...