Course 2009-2010 a.y.

Course Objectives

When it comes to the organizations of companies in the cultural arts industry, there is an increasing tendency to discuss concepts such as organizational networks, teams, and projects. The organization of an event, a cultural project, and networks of institutions are clear examples in which designing the models which govern these activities becomes a critical success factor. In situations such as these, what is the role of the organizational structure? What does it mean to design these new models of organization?
Groups of enterprises, and therefore of people, go beyond the traditional boundaries of an organization in order to integrate complementary skills and carry out complex projects. By project we therefore mean a temporary set of activities which bring together resources which were originally part of separate organizations and which are then integrated and managed together in order to meet a specific need. Thus there is a shift from inter-organizational management to the management of interpersonal relationships in order to create the best organizational structure for the task. In this course, we discuss these topics, beginning with traditional organizational boundaries and moving forward to both inter- and intra-organizational relationships.

Course Content Summary

• Performance and competitive advantage in the Cultural Industry
• Cultural projects and urban settings
• Project management: rational and relational conditions
• Rational conditions: Roles and Responsibilities, Human Resources and Volunteers Management, Planning, Decision Making and Risk Management
• Relational conditions: Stakeholders as Relational Rents, Social Network, Individual and Team Creativity
• The Legacy of the Events

Detailed Description of Assessment Methods

Attending students:

Written exam:

50% first mid term exam + 50% second mid term exam

or 100% general exam

Non - Attending students:

Written exam on all the course materials

Textbooks