Leadership has never been more important to the cultural industries. The arts, together with museums and heritage sites, play a vital part in keeping economies going, and, more importantly, in making life worth living. People in the sector face a constant challenge to find support for their organizations and to promote the value of culture. Leadership and management skills are needed to meet the mission of creative arts and cultural organizations, and to generate the income that underpins success. The problem is, where can you learn these essential skills? The Cultural Leadership Handbook written by Robert Hewison and John Holden, both prime movers in pioneering cultural leadership programmes, defines the specific challenges in the cultural sector and enables arts leaders to move from 'just' administration to becoming cultural entrepreneurs, turning good ideas into good business. This book is intended for anyone with a professional or academic interest anywhere in the cultural sector, anywhere in the world. It will give you the edge, enabling to you to show creative leadership at any level in a cultural organization, regardless of whether your particular interest is the performing arts, museums and art galleries, heritage, publishing, films, broadcasting or new media.
A case study of the relationship between arts and cultural policy and nationalism, Scotland, CEMA and the Arts Council, 1919-1967: Background, Politics and Visual Art Policy examines the overlooked significance of Scotland in the development of British arts policy and institutions. This study is broadly relevant in an era of political devolution, which continues to pose questions for the constituent nations of Britain and their sense of self- and collective identities. Euan McArthur provides a clear account of the background to and evolution of the Council for the Encouragement of Music and the Arts (CEMA) and the Arts Council of Great Britain (ACGB) in Scotland up to the formation of the Scottish Arts Council (SAC) in 1967. He also presents a study of Scottish visual art policy and activities between 1940 and 1967, assessing the successes and failures of visual art policy in Scotland, including the degree to which it evolved differently from England. This development, leading to the re-naming of the Scottish Committee of the ACGB as the SAC, prepared the way for the expansion of activities that marked the 1970s and after. Based on extensive archival research, this book brings to light previously unavailable material, not covered in existing accounts of CEMA/ACGB.
This new volume in the series of Handbooks in International Art Business published in association with Sotheby's Institute of Art offers a timely guide to the history, nature and importance of corporate collecting and the different reasons for starting and maintaining corporate collections, including investment, cultural cachet, and asset diversification. Based on interviews with the curators, consultants and investors who run such collections, and more extended case studies of important collections, the book concludes with an examination of when corporate collecting becomes a liability and the market-impact of deaccessioning, looking ahead to the future of corporate collecting.
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