MA Arts Management, Policy and Practice / Course details
Year of entry: 2023
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Course unit details:
Business Strategies for Arts, Culture and Creative Industries
|Unit level||FHEQ level 7 – master's degree or fourth year of an integrated master's degree|
|Teaching period(s)||Semester 2|
|Available as a free choice unit?||Yes|
This unit provides a comprehensive introduction to key processes, factors, tools and approaches involved in strategic and operational management of arts, cultural and creative industries organisations. Its content blends professional insight, case studies and grey material with theoretical approaches, to be delivered via blended learning through lectures, seminars, workshops and site visits. During the course, students will learn how to develop their business strategy portfolios including a pitch presentation, case study analysis, funding proposal, and business plan.
- Introduce a range of relevant functions which support marketing, finance, business development, governance, resource development and fundraising in arts, heritage and cultural organisations.
- Provide specialist advice and insight from cultural professionals on models and approaches to arts management, project management, and business development.
- Explore the political, social and economic context and current environment for creative and cultural businesses and organisations.
Teaching and learning methods
Some of the lectures for this unit will be delivered online.
Knowledge and understanding
- Develop a critical understanding of theoretical and practical tools and relevant skills, practices and issues relevant to business development, planning, fundraising and project management in the arts, culture and heritage sectors
- Demonstrate relevant knowledge of the context for the management and strategic development of arts and cultural organisations and be able to apply and adapt this knowledge in professional practice
- Undertake self-directed learning and skills acquisition; conduct independent, critical fieldwork and develop appropriate methodological and analytical skills
- Apply skills and ideas learned in one institutional context to another, while remaining aware of the complexity of the issues
- Research, design and develop appropriate business strategies and planning processes for arts and cultural management functions (e.g. marketing, communications, branding, budgeting, business planning, fund-raising, human resources and performance management)
- Communicate complex research findings through clear written and verbal articulation, supported by appropriate technological tools
- Retrieve, select and critically evaluate information from a variety of sources, including libraries, archives and the internet
Transferable skills and personal qualities
- Communicate information and ideas effectively in a professional, as well as an academic environment.
- Critically evaluate personal performance through monitoring and analytical reflection.
- Demonstrate independent learning ability suitable for continuing study and professional development.
- Students on this course will learn about and apply project management, resource development and business planning tools and strategies relevant to the arts, culture and heritage sectors. They will learn how to critical analyse the context, markets risk and quality controls for projects and organisations in these sectors, and will devise funding applications and business strategies which demonstrate their understanding and are ready to apply in real-world arts, heritage and museum management.
|Pitch presentation for funding application||0%|
|Business plan document||50%|
Formative or Summative
Verbal feedback from lecturing staff and peers on pitch presentation of project idea
Written feedback on funding application proposal
Written feedback on funding application and business planning assessments
Book, L. and Phillips, D.P. eds. (2013) Creativity and Entrepeneurship: Chaning Currents in Education and Public Life, Cheltenham: Edward Elgar Publishing Limited.
Byrnes, W (2009) ‘Chapter 6: Organizing and Organizational Design’ in Management and the Arts, Focal Press.
Cray, D. and L. Inglis, 2011. ‘Strategic Decision Making in Arts Organizations’ , The Journal of Arts Management, Law, and Society, 41 (2): 84-102,
Hagoort, G., 2005. Art Management: Entrepreneurial Style. Utrecht : Eburon.
Daigle, P. and L. Rouleau, 2010. ‘Strategic Plans in Arts Organizations: A Tool of Compromise between Artistic and Managerial Values’ , International Journal of Arts Management, 12 (3): 13-30,
Mullins, J. W. 2006. The New Business Road Test. What entrepreneurs and executives should do before writing a business plan. 2nd edition. London: Prentice Hall.
McNicholas, B. 2004. “Arts, Culture and Business: A Relationship Transformation, a Nascent Field.” International Journal of Arts Management Vol 7 No 1.
Munoz-Seca, B. and Riverola, J. 2010. When Business Meets Culture. Ideas and Experience for Mutual Profit. Basingstoke: Palgrave MacMillan.
Varbanova, L. (2013) Strategic Management in the Arts, New York & London: Routledge.
|Scheduled activity hours|
|Independent study hours|
|Abigail Gilmore||Unit coordinator|