CULP40010 Business 1 (Management)

Academic Year 2021/2022

This module explores the three main domains of management: people, risk and strategy. As a particular form of management, Arts Managers find themselves wearing many different 'hats': being a business manager, a people manager, a facilitator of creativity, a mediator between stakeholders, a custodian of artistic and cultural values, and an agent of change. The skilled manager is familiar with best practice and contemporary management thinking but is critically reflective about what is needed and when.This module sets out to stimulate sustained reflection on individual interpersonal skills and personal management style, and to critically reflect on espoused and actual management practice. Secondly, this module will help you develop a strategic mindset and to focus on the relationship between the organisation and its environment, as we explore strategic choices and strategic planning as befits an arts and cultural sector experiencing significant change. Overall, the objectives of this module are:

1. To help you understand the key principles of strategy and people management while placing a strong emphasis on critical and independent thinking
2. To address the relevance of management to arts organisations, and of the special issues that may arise in such organisations
3. And particularly: To provide you with the opportunity to discuss and reflect on different aspects of management in a group setting and help you explore your own managerial style and approach




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Curricular information is subject to change

Learning Outcomes:

On completing this module, students will be expected to be able to:

1. Understand and critically assess the key principles of people, risk and strategy management
2. Articulate the relevance of management to arts organisations while understanding its challenges
3. Identify and explain your own managerial style and approach
4. Apply the skills of reflective practice

Indicative Module Content:

This module explores the three main domains of management: people, risk and strategy. The following is an indicative lecture schedule for 2020/2021.

Module Introduction. Who are we? How do we want to work together? What do managers and leaders do? What does an arts manager do? A (very) brief history of management.

Management as Creative Practice - The principles and tools of traditional strategy and the changing world of Arts Management.

Innovative and Entrepreneurial Thinking: managing cultures or managing art? Collaboration, co-creation, communities, customers, end-users and audience. Business models, pivots and lean thinking.

Managing yourself. What makes you tick?

What motivates other people? Team roles and motivation theories.

Working in the arts means working through and with people. What do we need to know in order to be a ‘good’ people manager?

What is the role of the arts manager in facilitating creative and artistic risk?

What happens when things go wrong? Can we learn from failure (artistic and other)?

Student Effort Hours: 
Student Effort Type Hours
Lectures

24

Autonomous Student Learning

100

Total

124

Approaches to Teaching and Learning:
Sessions are intended to be highly interactive, and you are expected to become involved in class discussion. You will be introduced to management theories and our mutual task is to explore the application of these ideas to arts management. You are asked in turn to bring your reflections, examples and reactions to class discussion, and this material is a valuable part of the course learning. In this module the lecturer is not the ‘authority’ on the topics we will be discussing. Your life, work and educational experiences will be key to animating topics and theories.

Each session will have several components: some formal lecture material, interactive discussion and group work. From time to time we may have invited guests who will offer their perspective on the task of managing in the arts. These sessions will be an opportunity for you to critically apply theory to the reality of managing and to practice your skills of interviewing, facilitating and listening. 
Requirements, Exclusions and Recommendations

Not applicable to this module.


Module Requisites and Incompatibles
Equivalents:
Business 1 (Management) (AH40010)


 
Assessment Strategy  
Description Timing Open Book Exam Component Scale Must Pass Component % of Final Grade
Assignment: Collaborative team presentation to learn about, apply and teach the class about an arts-related topic Varies over the Trimester n/a Graded No

20

Project: A 3500 word written assignment designed to help deepen and personalise your learning on this module Unspecified n/a Graded No

80


Carry forward of passed components
Yes
 
Resit In Terminal Exam
Spring No
Please see Student Jargon Buster for more information about remediation types and timing. 
Feedback Strategy/Strategies

• Feedback individually to students, post-assessment
• Peer review activities

How will my Feedback be Delivered?

Team Teach In: You will receive informal feedback from peers following class presentation. You will receive written group feedback post-assessment Strategic Analysis: You will receive individual written feedback post-assessment

Name Role
Ms Carla Briggs Lecturer / Co-Lecturer
Dr Victoria Durrer Lecturer / Co-Lecturer
Mr John O'Brien Lecturer / Co-Lecturer