ISBN: Ostalo
Godina izdanja: ....
Jezik: Engleski
Oblast: Pozorište
Autor: Strani

The Art of the Turnaround: Creating and Maintaining Healthy Arts Organizations
Hardcover – September 30, 2008
by Michael M. Kaiser (Author)
---------------------.Knjiga na ENGLESKOM jeziku. .. TVRD LUX povez. .. .185. strana
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Many arts organizations today find themselves in financial difficulties because of economic constraints inherent in the industry. While other companies can improve productivity through the use of new technologies or better systems, these approaches are not available in the arts. Hamlet requires the same number of performers today as it did in Shakespeare’s time. The New York Philharmonic requires the same number of musicians now as it did when Tchaikovsky conducted it over one hundred years ago. Costs go up, but the size of theaters and the price resistance of patrons limit what can be earned from ticket sales. Therefore, the performing arts industry faces a severe gap between earnings and expenses. Typical approaches to closing the gap―raising ticket prices or cutting artistic or marketing expenses―don’t work. What, then, does it take to create and maintain a healthy arts organization? Michael M. Kaiser has revived four major arts organizations: the Kansas City Ballet, the Alvin Ailey American Dance Theater, American Ballet Theatre, and London’s Royal Opera House. In The Art of the Turnaround he shares with readers his ten basic rules for bringing financially distressed arts organizations back to life and keeping them strong. These rules cover the requirements for successful leadership, the pitfalls of cost cutting, the necessity of extending the programming calendar, the centrality of effective marketing and fund raising, and the importance of focusing on the present with a positive public message. In chapters organized chronologically, Kaiser brings his ten rules vividly to life in discussions of the four arts organizations he is credited with saving. The book concludes with a chapter on his experiences at the John F. Kennedy Center for the Performing Arts, an arts organization that needed an artistic turnaround when he became the president in 2001 and that today exemplifies in practice many of the ten rules he discusses throughout his book.

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Mnoge umetničke organizacije danas se nalaze u finansijskim poteškoćama zbog ekonomskih ograničenja svojstvenih ovoj industriji. Dok druge kompanije mogu da poboljšaju produktivnost korišćenjem novih tehnologija ili boljih sistema, ovi pristupi nisu dostupni u umetnosti. Hamlet danas zahteva isti broj izvođača kao u Šekspirovo vreme. Njujorška filharmonija sada zahteva isti broj muzičara kao i kada ju je Čajkovski dirigovao pre više od sto godina. Troškovi rastu, ali veličina pozorišta i otpor cenama korisnika ograničavaju ono što se može zaraditi od prodaje karata. Stoga se industrija izvođačkih umetnosti suočava sa velikim jazom između zarade i troškova. Tipični pristupi zatvaranju jaza – podizanje cena karata ili smanjenje umetničkih ili marketinških troškova – ne funkcionišu. Šta je onda potrebno za stvaranje i održavanje zdrave umetničke organizacije? Majkl M. Kajzer je oživeo četiri velike umetničke organizacije: Balet Kanzas Sitija, Američko plesno pozorište Alvina Ejlija, Američko baletsko pozorište i Kraljevsku operu u Londonu. U Umetnosti preokreta on deli sa čitaocima svojih deset osnovnih pravila za vraćanje u život finansijski ugroženih umetničkih organizacija i njihovo održavanje jakim

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