The main institutions of art management are a general description. Fundamentals of art management

Art

The history of the development of art management in modern Russia.

Today in Russia there is a rethinking of the traditional understanding of cultural management as exclusively the activities of the leaders of cultural organizations to promote them to the goal of the most effective way. Today, “art management” is understood not as the management of cultural institutions, but as a conscious activity aimed at regulating processes in this area and influencing the economic, political, social and spiritual components of society. Art management is presented as a new space for

dissemination of the theory and practice of managing the organization of the sphere

culture. However, most artists deny any

administration, and this leads to the fact that management activities in

art is replaced by ethical and ideological motives, which

adversely affects the performance of organizations

culture in the marketplace.

New management paradigm of the 21st century. determined the appearance

areas of management such as Strategic management»,

"Personnel Management", "Innovation Management", "Business Process Management", "Cross-Cultural Management", "Project Management".

The history of the formation and development of art management in St. Petersburg.

Petersburg in the last third of the 19th century. exhibitions organized by various art associations have come to the fore as a market mechanism. Association (society, partnership, circle) as a form of self-organization of artists has become an integral part of the structure of the art market, the organizer and regulator of market relations. In the 1950s–1980s In Leningrad, in parallel with the officially operating system of payment for artistic labor, an unofficial market system was developed (mainly in the underground environment), which had its own specific features.

The concept of "art industry".

Art industry (from lat. art-, industria - activity) - a field of activity, a sector of the art market, which includes the production, marketing of works of art and services in the field of culture, related sectors and a consumer audience.

The transformation of the art industry over the past twenty years: from a closed club for the world's elites to a fast-growing segment of the consumer market. Art is acquired by hundreds of thousands of people, information about collectibles is more accessible, and the most valuable art objects in addition to consumer properties have the ability to protect capital during periods of financial instability, which attracts professional investors to the art market. Serving the global art market, the art industry is rapidly growing and professionalizing.

Art management - management in the field of art; a set of principles, methods, means for realizing the possibilities of entrepreneurship in the field of art. The basis of professional art management is an organization (theater, philharmonic society, production center, etc.), the effectiveness of which depends on the correctly found model, as well as the personality and vocational training manager. Each area of the art business has its own management models and criteria for its effectiveness. Cultural entrepreneurship is no exception. In this area, there are indicators of the effectiveness of the processes of managing the organization's activities.

The goals of art management are: promotion of professional art, creation of conditions for creativity and professional growth of performers, development of genres of professional art.

The structure of the art industry is made up of the following organizations: concert companies - philharmonics, concert associations and agencies, directorates and centers of concert business, independent art groups, concert halls, as well as other enterprises and organizations whose subject of activity is the organization and holding of concert events; theatrical and entertainment enterprises - theaters, circuses, circuses on stage, etc.; production and promotion companies; recording studios; entertainment and entertainment enterprises; creative associations and agencies.

The structure of the art industry consists of the following organizations: concert companies - philharmonics, concert associations and agencies, directorates and centers of concert business, independent art groups, concert halls, as well as other enterprises and organizations whose subject matter is the organization and holding of concert events; theatrical and entertainment enterprises - theaters, circuses, circuses on stage, etc.; production and promotion companies; recording studios; entertainment and entertainment enterprises; creative associations and agencies. Depending on the nature of ownership, these organizations can be: owners of material and technical resources, users of material and technical resources, owners and managers of material and technical resources. According to the composition of the founders, these organizations can act as: state, municipal, private, corporate. By the nature of administrative and legal certainty, they can be: independent legal entities, administrative and legal unit as part of legal entity, a structural unit within a legal entity, a structural unit within an administrative unit that is part of a legal entity. In relation to other similar organizations, they can act as: an association of legal entities and (or) individuals, an independent entity. Depending on the nature of financing, they can be: budgetary, self-supporting, but not commercial, entrepreneurial (commercial). According to the organizational and legal form, they are divided into: commercial, the main purpose of which is to make a profit as a result of their activities; non-commercial, which do not depend on the financial result, and obtaining the maximum possible profit is not for them the purpose of all their activities. The fundamentals of the financial and economic activities of art industry organizations are determined by legislative and regulations corresponding to one or the other organizational form in which the organization is established and operates.

Genres and types of art.

Art really exists in the system of its species: literature. theater, graphics, painting, sculpture, choreography, music, architecture, circus, art photography, cinema, television, applied and decorative arts.

Artistic development of mankind - two counter processes: from syncretism to education certain types art and from individual types of art - to their synthesis.

Thus, dance, singing, music, theatre, and literature spun off from undifferentiated, unified artistic thinking in antiquity. In the 19th century, artistic photography was formed and the process of delimitation of painting and graphics, which was completed by the Impressionists, deepened. Then there is the formation of new types of art through their synthesis: cinema - and a separate type of art, and the synthesis of a number of types of art, the same applies to television.

A lot of classifications of art forms have been created, but all of them are unable to completely avoid formal moments. In the 19th century, a tradition arose to divide all types of art into spatial, temporal and spatio-temporal, as well as fine and expressive.

Among the various forms of art, there are those that are closest to labor activity human and are directly related to production. This is architecture, arts and crafts, design. On the other hand, there are art forms that are closest to the game. These are all acting, performing arts. Taken in the totality of its varieties, art, as it were, smoothly emerges from the sphere of work and just as smoothly passes into the sphere of play. But art is also a special kind of ideology and knowledge of the world. This meaning appears most directly in the literature. Therefore, literature is, as it were, in the center of the system of arts, the phalanxes of which are formed by the arts of labor (applied) and play (spectacular). The transitional spheres are the visual arts and the art of sound (music). They reveal common properties, on the one hand, between labor arts and literature (the directly objective and at the same time narrative nature of the visual arts), on the other hand, between literature and play arts (sound, procedural and at the same time executive, playful character). music).

The system of art forms, arising from the nature of artistic activity, is thus expressed in following scheme: DPI, ISO, Lit, Muses, spectacular

If we take into account that labor, visual and gaming arts combine several types, then the classification will take next view:

Each type of art can be divided into different groups, united according to the method, purpose or type of depicted or expressed. So, literature is divided into epic, lyrics, drama, artistic journalism, and painting - into monumental, easel, decorative, decorative and design, miniature, graphics - into easel or sheet (easel drawing, printmaking, popular print), book and magazine and newspaper , applied (diplomas, diplomas, stamps, labels, posters, posters, etc.), music - for opera, ballet, symphony, chamber, light, cinematography - for fiction, popular science, documentary newsreels, etc. d.

Each of the groups of individual types of art, in turn, is subdivided into genres according to the type of the depicted (French "kind, variety"), which are characterized by a common structural and compositional features specific to a particular genre. Thus, in painting, genres are distinguished: portrait, battle, historical, everyday life, landscape and still life.

At each stage of the development of artistic culture, one or another leading art is distinguished, which best meets the spiritual needs and historical originality of the era.

Legal address for the company

Renting premises for any young company, as well as buying it, is an expensive pleasure. As an alternative method, one can refer to the current legislation. In accordance with it, it is possible to register a company at the home address of its specific participant, however, such a solution can lead to some problems. For example, in tax office during registration cash registers You may be asked to provide a rental agreement. Naturally, this will entail that you will not only have to conclude this agreement, but also make changes to the constituent documentation as soon as possible. And it will cost a lot and take a lot of free time.

The next option is to buy legal ardes from an organization that specializes in this. Despite the fact that it is absolutely legal, the authorities tax service are quite negative about it. Thus, if several dozen other companies were registered at your legal address, then you will surely have serious problems.

Only after you decide on the name of the company, prepared the required documentation, legal address and other important details, you can go to the tax authorities at the location of the company. The verification will take place over the course of five days. If no violations are found, the enterprise will be registered, and its owner will receive a certificate of state registration.

The next step is the production of a seal of a new company, the issuance of an order to take office CEO, as well as an order on the appointment of a person responsible for tax and accounting. In addition, it is necessary to register the organization in the compulsory medical insurance fund, the pension fund, the State Statistics Committee and the fund social insurance. Then you can go to the bank branch and draw up an agreement on opening current accounts.

1. The concept of art management, main directions and essence 2

2. Art management in the socio-cultural sphere 2

3. The history of the formation and development of art management (the era of Antiquity, the Middle Ages). 3

4. The history of the development of art management in the Age of Enlightenment 4

5. The history of the development of art management in Europe XIX - early. XX centuries 4

6. History of formation and development of art management in Russia (pre-revolutionary period) 5

7. History of the development of art management in Russia (post-revolutionary period) 6

8. History of development of art management in Russia (Soviet period). 7

9. The history of the development of art management in modern Russia. 8

10. The history of the formation and development of art management in St. Petersburg. 8

11. Contemporary Issues art management in Russia and ways to solve them. 8

12. Characteristics of the activity of an art manager, main functions 8

13. Organizational and legal aspects of the activity of an art manager 9

14. Socio-psychological functions of an art manager 10

15. Moral and ethical foundations of the art manager 10

16. Characteristics of the managerial roles of the art manager 11

17. Model professional qualities art manager 11

18. Corporate culture of an art manager 12

19. The concept of "art industry". 12

20. Production technology in the art industry. 13

21. The place of Russian art management in the global art industry. 13

22. Financing mechanism in the field of the art industry 13

23. The concept of diversification of art industry products. fourteen

25. The concept of "market contemporary art". fourteen

26. Structure of the world art market. fourteen

27. The structure of the art market in Russia. 15

28. Genres and types of art. 15

29. Basic forms of art organization. 16

30. Basic controls production processes in art (planning, organization, control). 17

31. Management in the field of art. 17

32. The main institutions of art management. general characteristics. 19

33. Museum in the system of art management. twenty

34. Gallery in the system of art management. twenty

35. Auction in the system of art management. twenty

36. Tour policy and tour management. 21

38. Organization of an art firm (goals, objectives, conditions of activity). 22

39. Marketing technologies in the field of art. 23

40. Project management. The main types and types of projects. 23

41. Technology and stages of creating an art project. 24

42. Types and types of art project documentation. 25

43. Business plan (stages of preparation and implementation). 26

44. Feature of project promotion in the art industry. General characteristics. 27

45. Feature of the promotion of the project in the art of music. 27

46. Feature of project promotion in fine arts. 28

47. Feature of the promotion of the project in the field of show business. 29

48. The concept of "artistic and creative products" (types and types). 29

50. Technology of organizing exhibition activities. 31

The concept of art management, main directions and essence

Art-management - management in the field of art; a set of principles, methods, means for realizing the possibilities of entrepreneurship in the field of art.

Art management is an activity aimed at regulating processes in the art industry and influencing the economic, political, social and spiritual component of society.

Art management in a broad sense is the desire of a person through his activity to achieve a higher level, rich and dynamic cultural life of society.

Art management in the narrow sense is the management of cultural enterprises.

An art manager must remember that artistic culture, like art, is part of the general culture of mankind, an important component of the spiritual culture of any local and world civilization.

Cultural entrepreneurship is no exception. In this area, there are indicators of the effectiveness of the processes of managing the organization's activities.

The goals of art management are: promotion of professional art, creation of conditions for creativity and professional growth of performers, development of genres of professional art.

Art management specializations: administrator, entrepreneur, manager, agent, personal manager, business manager, promoter (impresario), production manager, director, producer of theaters, theater studios, concert halls, concert organizations. Specialists of film and photo studios; audio and video recording studios; leading local, regional and central television channels.

The main directions of the art industry:

1) concert companies (philharmonics, concert associations, agencies, concert centers, amateur art groups);

2) theater and entertainment enterprises (theatres, circuses);

3) studios (recording studios);

4) entertainment and entertainment enterprises;

5) creative associations and agencies.

Art management in the field of art, a set of methods, principles, means for realizing the possibilities of entrepreneurship in the field of art.

The basis of art management are organizations:

concert companies (philharmonic societies, concert associations, agencies, directorates, concert centers, independent art groups, concert halls)

theatrical and entertainment enterprises (theaters, circuses, production and promotion companies)

recording studios

entertainment and entertainment enterprises

creative associations and agencies.

From the nature of the property this organization can be: own material and technical resources, users of resources, owners and managers of resources. According to the composition of the founders: state, municipal, private, cooperative. By the nature of the administrative direction: independent legal entities, single-right unit, structural unit within an administrative unit. In relations with other similar organizations, they can act as: associations of legal entities, independent entities. Target This organization promotes and disseminates art, protects copyright and achieves financial results. Tasks: improving the culture of public service; creation of services for various categories population. Management activities are carried out at 4 levels:

Relations between society and organization through a system of legislative and legal acts.

The relationship of these organizations with each other through a system of contracts.

The relationship between an organization and a potential audience through the marketing system.

The relationship of the organization with its constituent creative teams, structural divisions and individual workers.

Separately, show business management can be singled out - a field of knowledge. Helping to manage the processes of creating artistic (material and spiritual) values and promoting cultural services to the market - the result of creative activity of authors, performers, directors working in show business, etc.; gallery management.

Gallery policy - a tool for establishing social and cultural communications between the gallery and all subjects. Directions of gallery policy:

Image - aimed at creating the image of an art gallery.

Commercial - making a profit through the formation pricing policy, client environment and collection creation.

Communicative - promoting the image of an art gallery: magazines, newspapers, TV, Internet, criticism.

Representative - focused on the organization of exhibitions and the implementation of projects, i.e. demonstration of contemporary art in the cultural space through art projects: artistic actions, performance(performance is a theatrical and artistic act, where artists know in advance what to do, happening(English - to happen) - none of the participants knows in advance how events will develop - randomly, unpredictably. An integral part of any - spectator participation. One of the main tools of museum management is a long-term plan.

Introduction

management extraordinary social culture

Art management today is considered as one of the functional role-playing activities associated with the processes of selection, storage, production and distribution of cultural values. Based on the fact that art management is also the process of managing the production of a product of the cultural services market, including all structural elements of management (planning, organization, motivation, control) of the organization of people involved in this production, it can be argued that art management is a set of management techniques (planning, organization, motivation, control) characteristic of classical management, and a special type of management activity in the field of art, which includes the process of creating and distributing artistic products.

As noted by some Russian researchers, in particular, G.N. Novikova, V.M. Chizhikov, V.V. Chizhikov, art management is currently one of the most relevant areas commercial activities in the field of culture and art.

The market economy contributed to the development of alternative directions in this area. Numerous private firms, companies involved in the organization of concert activities have appeared, the management of which involves the use of various methods.

Today, the creative and commercial success of projects in the field of culture and art largely depends on effective management, a well-developed enterprise strategy, setting realistic goals and objectives, making optimal decisions, studying the market, competitiveness, and recruiting personnel. And this is fully or partially included in the subject activity of marketing, as well as art management, as a separate industry.

The main tasks of an art manager are managerial and creative tasks: searching for extraordinary ideas, new works in the field of culture, talented performers, organizing their creative activities, selecting a repertoire, searching for investors, creating a stage image, taking care of the creative growth of a performer or creative group and planning them careers, selection of a team of specialists who gradually solve the tasks.

Thus, in the course of his activity, the art manager is guided by both the basic functions of management and the specific ones inherent only in the cultural sphere.

The purpose of this work: to study the formation of business strategies of enterprises socio-cultural spheres.

Tasks: to study the stages of development of strategic management plans, to analyze the features of goal setting in art management, to study the specifics of teamwork, to study art management technologies aimed at achieving the goal.

Object are technological features used in art management. The subject is theoretical and applied data.

1.Formation of business strategy in art management

.1 Goal setting - as the basis of business strategy

Speaking about management in the cultural and leisure industry, we argue that we cannot limit ourselves to the assertion that it is characterized by the same features as management in another area of the economy. The use of art management technologies in the cultural and leisure industry has its own specifics, since a cultural and leisure product exists both in tangible and intangible form (books, CDs, films - on the one hand, and a performance, concert, thematic program etc. - with another).

a certain development of culture, an element of which is social equality;

social security of citizens, the availability of certain social guarantees;

conditions for the free development of personality;

enough high level political culture;

a high level of management culture, when the main attention is directed to the human or social aspect of management.

The execution of the strategy is an independent discipline, direction, and at the same time an integral part of the strategy. As V. Shershidsky said, "the strategy is speculatively simple, its implementation is not easy." Executing a strategy is like a multi-horse cart - if all the horses aren't pulling in the same direction, you're not going anywhere.

The key to successful strategy execution is to clearly and persuasively communicate strategic objectives to all employees, without exception, so that they become committed to its idea and motivated to achieve.

In addition, it is necessary to broadcast the adopted strategic decisions to all levels of the company, to make it understandable, transparent and, more importantly, a part of daily work. It is important that each employee of the company understand their role and contribution to the implementation of the strategy.

However, as in any other field of activity, the functioning of enterprises in this industry is impossible without defining its purpose. Therefore, the formation of goals - (goal setting) refers to the most important part of the methodology, both management in general and art management in particular.

A goal is an objectified motive that awakens an organization or its individual members to action for the sake of something. A derivative term - goal setting - means that the action or behavior of the organization can be considered as aimed at achieving the goal, i.e. an end state in which an object achieves a certain correspondence in time and space with another object or event.

To transfer the control system from the existing state to the desired one, a specific program of actions is needed that will allow solving the problem that separates this situation from the desired one.

A.M. Dolgorukov offers several definitions of the goal:

1. The goal is the desired state of the future, which the company is trying to achieve. The meaning of goals is determined by the fact that each company exists for the sake of some result. Awareness of organizational goals brings some order to production activities.

Purpose is the source of motivation and engagement. With clear goals, employees understand what specific results the company as a whole or the department in which they work are striving for. The strategic goal contains the answer to the question "why the company exists"

The goal is the basis for making decisions. By developing a tree of goals and making plans, managers get an idea of \u200b\u200bwhat the company is striving to achieve, which means it is easier for them to make decisions in their workplace that will be useful for the common cause, that is, decisions that take into account:

internal policy of the company;

organizational structure;

Nature of activity;

organizational statuses and roles;

goods and/or services;

costs to achieve the desired result.

The goal allows you to define performance standards. If you do not know what you want to achieve as a result of many days of effort, you naturally cannot evaluate how successful your activity is, since you have nothing to compare the results with. Another thing is when the goal is clear, that is, it is known what exactly should be achieved and in what time frame. Goals determine the results of the company's activities and act as criteria for their evaluation.

For goals to lead to effective solutions, and then actions, they must satisfy a number of requirements

The goal must be positive. The goal statement should reflect the state of affairs that you want to achieve, and not what you would like to avoid in the future.

The goal should be environmentally pure product. If you have set a goal, the achievement of which will negatively affect many, in best case You will spend unreasonably much effort to achieve it, in the worst case, you will never achieve it. People generally resist change, and if that change affects them negatively, they will be doubly resistant. Many managers believe that this "law" can be circumvented. However, wise people say that in the long run this principle works inexorably.

The goal should lie within your capabilities. This rule states that you must set goals for which you have the intellectual and administrative resources. This rule is not as simple as it might seem at first glance. On the one hand, “the road will be mastered by the one who walks,” says the saying, that is, if the right goals are set, there will be resources. In fact, the goal that “guesses” any need of a society or organization, strengthens your capabilities and gathers supporters under “Your banners”, which means that your capabilities are growing. On the other hand, if you set goals that are not within the scope of your capabilities, then you set “goals not for yourself, but for others” (in this case, direct subordinates are not meant). Goals should challenge you, otherwise enthusiasm will quickly fade, but they must be realistic so as not to look impossible in moments of failure.

The goals of the organization are realized through strategy and tactics and come from the mission of the organization.

The mission of the organization is the main goal of the organization for which it was created and which characterizes a certain type of its activity. The mission details the status of the organization and the direction of activities to achieve the main goal and develop the strategy of the organization. Formulating missions usually includes: the purpose of the organization (trajectory or point) for goods and services, markets, technologies; characteristics of the culture of the organization; the type of workers involved.

IN non-profit organization What organizations in the field of culture and art can be, the mission is to meet the needs of the population for a certain kind of spiritual services, the population's requests for intellectual products.

The strategy, in turn, is the main direction of the organization. The strategy involves the development of a concept, forecast or program containing methods and measures for the implementation of the mission. The strategy is developed through:

evaluation and analysis of the external environment of the organization;

diagnostic analysis internal environment organizations;

development and analysis of strategic alternatives;

choosing the most preferred strategy option;

evaluation of the strategy in relation to the mission and main goal of the organization;

implementation of the strategy in the form of a program, business plan.

Tactics is a system of measures to implement the strategy at certain intervals of the organization's activities. Its purpose is operational management to achieve the goals of the organization in certain periods of its activity.

Thus, just like management in the usual sense of the word, art management involves the use of a variety of techniques, methods and approaches to streamline the implementation of procedures and operations necessary to make a profit. The choice of the goal, which has taken the form of a final decision, allows you to proceed to the development of a program, i.e. to the development of an action plan and to the definition necessary resources to achieve goals.

1.2 Determination of technologies aimed at achieving goals

Organizational management technologies play a significant, even sometimes decisive role in the implementation of the planned socio-cultural program, project, in the conduct of diagnostic or expert research. This is understandable, since proper organization and effective management are the conditions for the success of most socio-cultural events.

In classical management, the organization is considered as one of the main functions along with planning, motivation and control. Each of the functions is vital in the design and implementation of socio-cultural and art projects. At the same time, planning provides the basis for achieving the main goal - the creation and implementation of the project, and the functions of organization, motivation and control are focused on the implementation of tactical and strategic objectives project.

If the "organization" is considered as an institution, then it represents the internal interaction, consistency, subordination of its individual parts into a single whole. In an institution as an organization, there is an association of employees included in a single process for the implementation of the main goals on the basis of accepted rules and procedures.

When developing art projects, there is always an organizational stage, i.e. the stage of creating certain conditions for achieving the planned goals. The organizational function of management ensures the streamlining of the technical, economic, socio-psychological and legal aspects of the activities of a cultural institution, art company, art manager and project implementation.

The issues of organizing socio-cultural activities are of particular interest also because in its course the founders and organizers have to solve more than one number of problems.

On the one hand, it is necessary to formalize the main processes of activity, but in such a way that this formalization does not become a brake on the creative component of social and cultural activities, and on the other hand, the organizers must understand that social and cultural activities are impossible without the active initiative of all participants in the process. That is why A.D. Zharkov, considering the concept of "organization of cultural and leisure activities", sees in it a special process. In him ( organizational process) represents a set of operations grouped by certain stages, where each stage includes a certain set of purposeful actions, which are also carried out in a certain sequence.

The organizational activity of an art manager is closely related to the managerial one and is based on common and special features. Among the general, uniting the organization and management, one can single out common goals to achieve a positive result. What distinguishes them is that management in more is based on the interaction and relationship between specialists, while the organization is based on the interaction between both professional organizers and ordinary participants - visitors to events, as well as representatives of the general public involved in the implementation of the project.

The process of organizing activities solves the following tasks: a) determining the shortest and most cost-effective way to achieve the goal; b) establishing a connection between the participants in the socio-cultural process; d) coordination of their actions.

There are a number of principles that an art manager must follow in the process of performing an organizational function, regardless of the scale of art projects:

definition and specification of the goals of the institution, firm, organizing committee, which were identified during the design;

definition of the types of activities necessary to achieve the identified goals;

division of labor between specialists and their integration into manageable working groups or divisions;

coordination various kinds activities assigned to each group through the establishment of working relationships, including a clear definition of the leader and subordinates, terms of reference, deadlines, types of reporting, chief manager or director;

unity of goals of activity, where each member of the organization works for the common good, no one has the right to work against the goals of the organization;

scope of management, including a certain number of subordinates.

Thus, we can understand the organization as the most important function of management, on the one hand, as a structural system in the form of relationships, rights, goals, roles, activities and other factors, and on the other hand, as a process during which a project is developed and created. the structure of the institution, the firm is preserved.

If we consider management in dynamics, then it is a process of functioning of the bodies and employees of the institution to organize the process of activity.

In art programs and art projects, the management process is also a rather complex formation, since it incorporates the content side of the activity, organization and technology. The content of the management process is determined by the essence, goals and objectives, principles, methods, functions, industry specifics, the level of this body in common system governing bodies. Organizational activities and technological developments in the art industry are determined on the basis of substantive foundations and understanding of the essence of management.

Successful management activity depends on a systematic approach to solving the tasks, which includes:

planning of forthcoming work, correct setting and ranking of the goals of the socio-cultural process according to the degree of importance;

a clear placement of personnel, the establishment of harmonic links between subsystems and their regulation, efficiency and coordination between links and areas of social and cultural activities;

establishing a system of operational information within the institution and effective feedback with activists and participants of events;

comprehensive and deep Scan activities, timely assistance in the prevention and elimination of identified deficiencies;

creation of conditions for the introduction the latest technologies, scientific organization labor in the activities of employees of the institution and activists;

creation of a special psychological climate, conditions for the successful operation of the team, changes in attitudes and motivation within the team of employees and participants in events;

stimulating the desire of employees for continuous professional development, professional growth, and creative activity.

Organizational and managerial technologies, widely used in art projects, have a rather complex dynamic structure in which three interrelated aspects can be distinguished: functional, structural, and informational. Large-scale action projects are implemented based on the orders of the city authorities with the organization of security zones, schemes of security barriers and the developed system and forms of accreditation and passes. A significant burden is borne by advertising and information services responsible for commercials, posters, advertising banners, advertising interviews in the media.

Each element of the system exists, functions and develops on the basis of solving certain goals and objectives in general, and at the same time, the elements of the system acquire a new quality and new meaning. This process is characterized by a constant change of states, changes in the links between the elements of the system, determined by the goals and objectives of the age or social group.

A systematic approach can be represented as the following chain:

Purpose - Resources - Plan - Decision - Implementation.

Organizational and managerial technologies in the activities of an art manager have a number of features that are manifested in the fact that;

in this industry there are great opportunities for cooperation with other areas, attracting significant funds from various financial donors on the basis of mutual interest (building the reputation and image of the company, conducting an advertising campaign, etc.);

the socio-economic situation in the country has led to a change in management mechanisms, which are now based on an independent search for new management mechanisms;

management of commercial and non-commercial projects required managers to master new knowledge and skills not only in the field of culture and art, but also in the field of management, economics and law.

Organizational and managerial technologies imply a strict distribution of responsibilities, observance of a hierarchy of subordination and control based on legal documents regulating labor rights and responsibilities. They also include materials and documents that reflect both the content of the organizational and administrative activities of a particular project, and its structure, staffing and funding. Economic and economic project management includes a system of resource support - finances, staffing, sizes wages, types of encouragement or punishment, material and technical resources.

The search for funding sources plays a significant role in the implementation of the tasks set and requires the organizers to conduct an analysis to identify the primary state of affairs in the industry, the service market, its development trends, expertise and assessments, recommendations ( marketing analysis). Conducting such an analysis will help to make informed decisions on the implementation of state support project and attracting sponsorship funds from individuals and charitable organizations.

Organizational and economic cooperation of business in the implementation of socio-cultural programs and projects takes various forms, which are formalized by agreements stipulating mutually beneficial conditions. This may be the purchase of equipment and inventory, the establishment of awards, scholarships, fees, prizes, grants, etc. by business representatives, while project managers undertake to contribute to the formation of a positive image of the sponsoring organization or the promotion of its products.

The form of patronage involves financial and organizational patronage on a stable and long-term basis. Funds for the support and development of cultural institutions, boards of trustees provide various benefits and prerogatives for the implementation of projects.

The form of charity is a kind of philanthropy and demonstrates an act of free will in providing support to the project, without requiring any commitment from the project management.

Separate social funds become active participants in the development and implementation of the social policy of the region and their priorities, organize lobbying for projects and ensure a high standard of their organization. Such a social intermediary requires certain costs - about 10% of the project cost.

No less important in organizational and managerial technologies is the built-in control system, the task of which is to identify successful experience activities and shortcomings that emerged during the implementation of the project. This is facilitated by accounting, which is carried out in four types: current, statistical, accounting, creative.

The control system is carried out in several forms: departmental, representing control by a higher organization - the founder; state - from the state through the audit bodies; public - by public organizations, as well as control by citizens.

Thus, the project is a kind of response to a social order, a response in an artistic form to a particular phenomenon. The project today is seen as an idea, a plan aimed at transformation, as component, as a preliminary model of one of the forms of socio-cultural activities for the implementation of the concept and is a mandatory component professional activity a creative team of a producer, an art manager, a team of a cultural institution, a ministry, an initiative of a private individual

1.3 Psychological block of working with a team

A researcher of the problems of cultural and leisure technologies that are closest to art technologies, A.D. Zharkov, considering the organization of cultural and leisure activities as part of technological process, ties it to functional features socio-cultural sphere, highlighting in the organization:

optimal ordering of all elements of the technological process in institutions of the socio-cultural sphere, their relationship; a rational structure for managing socio-cultural activities;

interaction of the organizers of social and cultural events with visitors.

However, in practical activities It is not that simple. In the course of organizing their activities, specialists working in the field of culture have to deal with multi-purpose and multi-variant situations that sometimes require immediate resolution, the use of open new technical means and innovative technologies that organizers should be prepared for. It should also be taken into account that a large number of participants in social and cultural events (numerous and diverse creative teams), cultural workers - organizers of events, various kinds of managers require coordination of actions, their management from a single center that owns all the information about the preparation and holding of the event, as well as targeted actions of working with the audience.

Using all the possibilities of human resource management is becoming a priority in the activities of flourishing art firms and cultural institutions. The peculiarities of the environment of such organizations, their activities, require that management hierarchies be replaced by work in teams, where each employee has the opportunity to show their abilities and use their energy effectively. That is, managers turn their subordinates into their assistants and partners.

The success of the organization is ensured by how fully the potential of the staff is used in achieving goals, and management methods should be aimed at what would do human resources firms are the most productive [ 22]

Organizational-technical and socio-psychological conditions are being created for the maximum realization of the professional, physical and spiritual qualities of professional specialists. Organizations and their structures become open systems ready to exchange information with the environment, and the modern management paradigm contains marketing concept business management and concept social responsibility management. That is, managers turn their subordinates into their assistants and partners.

When people have to master a huge amount of knowledge and then apply it in practice, the importance of teamwork grows, but at the same time, companies place an increasing stake on the personal responsibility of employees, on their perseverance and integrity.

A sense of community is a human need, and in our information age it is becoming increasingly important. Knowledge is gradually replacing tangible assets as an indicator of wealth, and companies increasingly need the ability to develop communities of people, both internal and external. When people have to master a huge amount of knowledge and then apply it in practice, the importance of well-coordinated teamwork grows.

Companies feel a strong need to have people who can think independently and work interactively, who know when it's best to go it alone and when to work with others, who take pride in their work and appreciate the accomplishments of their colleagues.

The main reason for this close attention to teamwork is the increased uncertainty of the environment in which one has to do business. IN modern world it is impossible to develop a sustainable strategy for any long period. The solution is to grow a team that can implement strategic initiatives in real time.

Of great importance for strategic initiatives is also the use of teams as the main connecting links and factors of organizational adaptation. The leader must stimulate the constant adaptation of his company through some kind of dynamic process. The formation of temporary teams to perform certain specific tasks is the best source of updating.

By creating such temporary teams, leaders “provoke” some uncertainty in their usual activities, but this pays off with the opportunity to grope for the nature of their future company.

With the help of commands, the manager can check the adequacy existing structure, as well as the capabilities of the people included in such teams.

The team is characterized by established ties both within it and with other teams and groups.

Leaders must create these points of connection by redistributing roles and responsibilities, stimulating communication, providing rewards for achievement, and creating an environment in which team members are not afraid to make mistakes. Many teams, especially those that explore new business opportunities, may not get the results they want. But the team must be allowed to make mistakes. If in the course of work the team not only survives, but also achieves success, it eventually pays for its existence. The hallmarks of a good team are a healthy sense of independence and self-confidence.

Thus, the use of all human capabilities becomes the leading direction in the activities of flourishing art firms and cultural institutions. Organizational-technical and socio-psychological conditions are being created for the maximum realization of the professional, physical and spiritual qualities of professional specialists. Organizations and their structures are becoming open systems, ready to exchange information with the environment, and the modern management paradigm contains the marketing concept of business management and the concept of social responsibility of management.

2. Choosing a strategy for promoting socio-cultural services

.1 Determination of indicators of competitive status

IN modern conditions the functioning of the socio-cultural sphere of cultural institutions should be based on a detailed study of the market for goods and services and their consumers. Determination of indicators of competitive status in modern conditions has become an integral part of the marketing of any organization, and art marketing in general.

A.M. Dolgorukov proposes to use the following indicators to assess the state of the competitive environment:

determination of the main USP of a competitor;

determination of the competitor's pricing policy. Moreover, the subject of intelligence is not the price list, but the discount coefficients for it. This information is confidential, and the smaller the market, the more difficult it is to find out. It is especially important when participating in tenders;

determining methods for promoting products or all activities in general. Distribution channels are classified information, and while distribution methods or a sales organization can still be painlessly copied, copying distribution channels can hit a company hard;

determining the course of development of a competitor;

identifying real benefits;

identifying the weaknesses of a competitor;

determination of the terms of cooperation with counterparties, and their range;

identification of key counterparties;

identification of key persons of the company and their real status;

identification of external key figures;

identification of funding sources;

assessment of the prospects for investment resources;

determination of the income structure by products or activities;

determination of the cost structure by product or activity;

determining the profitability of products or activities;

determining the structure of business processes;

determination of plans for technical development (identification of technical innovations, solutions or technologies.

To date, Russia has developed a program for the development of competition in Russian Federation, approved by the order of the Government of the Russian Federation of May 19, 2009 No. 691-r (Collected Legislation of the Russian Federation, 2009, No. 22, Art. 2736; 2010, No. 52, Art. competitive environment in the Russian Federation, analysis of the effectiveness of the implementation of measures taken by public authorities and local government to ensure competition in the Russian Federation, as well as to analyze and evaluate the progress of implementation.

According to the current methodology, art managers need to analyze the external environment of the organization, namely:

territorial location;

the presence in the target market in the region of a player who occupies a significantly larger market share compared to other participants;

whether the largest player in the target market in the region influences its competitors in the field of pricing, assortment policy, product quality standards;

Has the organization had to reduce the price of products (works, services) in order to attract customers over the past year?

whether the activity of your competitors in advertising their products has increased over the past year;

whether the company had to improve the quality of its products during the last year;

whether the company had to expand the range of products (works, services) during the last year;

whether the company conducted marketing campaigns during the last year, whether it changed the packaging of the goods, the terms of maintenance, took any other measures to promote its products.

This technique contains a formula according to which the result is derived, which evaluates the state of the competitive environment of the organization and allows the art manager to navigate the future strategy of his project.

Thus, the task of art management becomes the study of the service market in the region, the analysis of its activities. This study will help to identify actual problems faced by companies operating in regional markets, and will also contribute to the development of recommendations for the development of competition and the formation of a favorable business climate in the economy of Russian regions.

.2 Bringing the business strategy to life

For successful promotion in the market of socio-cultural services, it is necessary to select and develop the main strategic provisions.

But first it is necessary to assess the current situation of the organization providing socio-cultural services. When analyzing the current situation, three main stages can be distinguished: information collection, forecasting and SWOT analysis (analysis of the strengths and weaknesses of the organization, identification of opportunities and threats from the external environment).

The collection of current information includes an analysis of the macrosystem, the market, opportunities and threats, as well as risk chances, segment analysis of profitability and profitability, an analysis of the attractiveness of market segments, and an overview of our own marketing activities.

The internal environment of the organization is the source of its vitality, enables the organization to exist and survive in a certain period of time. The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival.

When analyzing the external sphere, the influence of the following factors is revealed:

demographic structure of society;

population growth or decline;

the level of education;

mobility of people, i.e. readiness to change the place of residence;

people's attitude to work and quality of life;

values shared by people;

existing customs and beliefs in society.

The state and structure of demand for socio-cultural services are fundamentally influenced by trends in the structure and size of the population, changes in family and marriage relations, population migration, density and processes of urbanization, changes in the national environment, regional differences in the standard of living of the population, changes in ideas about the material well-being, etc. the market of social services in modern Russia is clearly geographically segmented, which stimulates the development of regional marketing, taking into account the size of various regional segments, paid population, income level, cultural specificity and resulting consumer preferences.

Advances in science and technology provide opportunities for production new products, improvement of manufactured products, modernization of manufacturing technology and marketing of products. There is virtually no aspect of business that is not affected by change. Now the most important factors influencing the activities of organizations in the socio-cultural sphere are the acceleration of technological changes, the massive use of information technologies, lower prices for high-tech goods.

At the same time, many organizations in the socio-cultural sphere are not able to see the opening prospects, since the technical capabilities for implementing changes are mainly created outside the industry in which they operate. Being late with modernization, they lose their market share, which can lead to negative consequences for them. In this case, it is necessary to take into account various indicators and conditions of the changing external environment, namely:

general level of economic development;

the level of education of the labor force;

the value of the average wage;

inflation rate;

unemployment rate;

taxation norms;

exchange rate;

energy prices etc.

For example, the emergence of wealthy strata of the population forms effective demand for a number of new services in the socio-cultural sphere.

political factors -

changes in legislation regulating economic processes;

Basic characteristics of the political subsystem;

The attitude of the government to various sectors of the economy and regions of the country;

lobbying groups existing in public authorities.

Analysis of the internal environment should reveal competitive advantages organizations associated with its resource potential:

qualified personnel;

Image potential;

material and technical base;

informational resources;

Real estate;

financial resources;

own know-how.

With further development of strategic lines, the market is segmented according to various criteria. The main ones are: increase, income, marital status, life cycle seven, lifestyle, life values etc.

All segments must meet the following conditions:

Measurability (ability to measure the size and characteristics of a segment);

Significance (the ability to bring at least a minimal profit);

Availability (ability to access and service the segment);

Reality (the possibility of applying strategies for servicing segments).

These conditions require appropriate information, for the collection, analysis and storage of which a special research program is needed.

Features of segmentation of the market of services in the socio-cultural sphere are due to the following circumstances:

territorial limitation;

Territorial features;

natural and climatic factors;

segments of individual consumers and organizations - clients.

The next step in developing a strategic line is positioning in the market of social and cultural services.

Positioning of the organization involves creating a position of the organization in the market that is different from competitors, which would guarantee its stable position for a long time: creating a unique range of goods and services, ensuring that the target market perceives both this range and the organization itself as unique. Organizations and services in the socio-cultural sphere take positions relative to competing organizations and services, therefore the quality and level of service are evaluated relative to what is offered by competitors. Positioning in the market of social and cultural services involves a clear choice of goals:

What market segment does the organization want to compete in?

What position should it take relative to other competitors;

What should be the concept of service to solve this problem.

Thus, for the successful promotion of a business strategy, a huge set of techniques and methods is used, taking into account and involving almost all areas, starting with the internal environment of the organization, the ability of the company's personnel as a whole to take strategic initiatives, the state of organizational structure etc., ending with the external environment.

Conclusion

Show business management involves the use of a variety of techniques, methods and approaches to streamline the implementation of procedures and operations necessary to make a profit. The functioning of enterprises in this industry is impossible without defining the purpose of the enterprise. Therefore, the formation of goals - (goal setting) also refers to the most important part of the methodology, both management in general and art management in particular.

To transfer the control system from the existing state to the desired one, a specific program of actions is needed, which will allow solving the problem that separates the given situation from the desired one, and the choice of the goal, which has taken the form of the final decision, allows proceeding to the development of the program, i.e. to the development of an action plan and to the determination of the necessary resources to achieve the goals.

The goals of art management are primarily: promotion of professional art, creation of conditions for creativity and professional growth of performers, development of professional art genres.

When developing art projects, there is always an organizational stage, i.e. the stage of creating certain conditions for achieving the planned goals. The project is a kind of response to a social order, a response in an artistic form to a particular phenomenon. In recent decades, ideas around the world have been noticeably changing about how the leisure economy works in the modern world, what economic mechanisms and management technologies provide the necessary inflow of resources into the cultural and leisure industry. The economic and socio-cultural significance of the cultural and leisure industry will only increase

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The structure of the art industry consists of the following organizations:

Concert companies - philharmonic societies, concert associations and agencies, directorates and centers of concert business, independent art groups, concert halls, as well as other enterprises and organizations whose subject of activity is the organization and holding of concert events;

Theatrical and entertainment enterprises - theaters, circuses, circuses on stage, etc.;

Producing and promotional companies;

recording studios;

Entertaining and entertainment enterprises;

Creative associations and agencies.

Depending on the nature of ownership, these organizations can be:

Owners of material and technical resources;

Users of material and technical resources;

Owners and managers of material and technical resources.

According to the composition of the founders, these organizations can act as:

State;

Municipal;

Private;

Corporate.

By the nature of administrative and legal certainty, there can be:

Independent legal entities;

An administrative-legal unit within a legal entity;

Structural unit within a legal entity;

A structural unit within an administrative unit that is part of a legal entity.

In relation to other similar organizations, they can act as:

Association of legal entities and (or) individuals;

Independent entity.

Depending on the nature of the funding, there may be:

budget;

Self-supporting, but not commercial;

Entrepreneurial (commercial).

According to the organizational and legal form, they are divided into:

- commercial, the main purpose of which is to make a profit as a result of their activities;

- non-commercial, which do not depend on the financial result, and obtaining the maximum possible profit is not the goal of all their activities for them.

The fundamentals of the financial and economic activities of art industry organizations are determined by legislative and regulatory acts corresponding to one or another organizational form in which this organization is created and operates.

Management in the field of professional art as a whole is a combination of management of the artistic process, organizational and economic activities; its purpose is to form favorable conditions for the creation, promotion and dissemination of art, copyright protection, achievement

21 cont. certain optimal financial result. The solution of these problems is inextricably linked with the improvement of the culture of servicing the population, with the creation of services for various categories of the population.

Management activities in organizations of the art industry is carried out at four levels, while regulating:

The relationship between society and organization - through a system of legislative and regulatory acts regulating the processes of creation, operation and liquidation specific organization;

The relationship of these organizations with each other and other enterprises and institutions - through a system of contracts;

The relationship between the organization and the potential audience through the marketing system, pricing;

The relationship of the organization with its constituent art groups, structural divisions and individual employees - through a system of contracts, administrative acts of the administration of the organization.

Today's concert agencies are the successors of major government organizations and companies. Every year the number of created concert organizations is steadily growing and expanding geographically. This factor depends on the increasing, every year, the interests and needs of the audience, as well as the economic and financial capabilities of the regions and the level of purchasing power in them. Such a phenomenon cannot be called negative because: firstly, the market of cultural services is saturated, secondly, the cultural industry is developing, thirdly, not only the needs of the audience are satisfied, but also the new system relations between the subjects of show business and government agencies.

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The main institutions of art management are a general description. Fundamentals of art management

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