Managerial Rhetoric and Arts Organizations

This book is a critical analysis of the extension of managerial rhetoric within arts organizations that exposes the problematic relationship between the arts and management.

LUCA ZAN is a Professor of Management and Director of the postgraduate programme on Management and Innovation of Cultural and Arts Organizations at the University of Bologna, Italy. He also runs a course on Managerial Rhetoric and Arts Organizations at MAM, Carnegie Melon University.

List of Figures and Tables

vii

Preface to the English Edition

viii

Preface to the Italian Edition

xi

Acknowledgements

xiv

1 Arts Organizations between Uses and Abuses of Managerial Rhetoric

1

(29)

1.1 Management as rhetoric

1

(3)

1.2 The controversial extension of economics and management to arts organizations

4

(3)

1.3 Management and cultural organizations: a modest approach

7

(4)

1.4 A variety of discourses about managing cultural organizations

11

(5)

1.5 The multidimensional nature of management of cultural organizations: a framework

16

(5)

1.6 Responsibility, accountability and governance structures

21

(9)

2 Management and the British Museum: Competing Rhetorics and Identities

30

(45)

2.1 Management rhetoric and the British Museum: the Edwards Report

31

(8)

2.2 A critique of the Edwards Report from a management studies perspective

39

(10)

2.3 Criticism of the Edwards Report's managerial rhetoric from outside academic management studies: the debate in the United Kingdom press

49

(16)

2.4 A critique with the benefit of hindsight: changing processes following the Edwards Report

65

(10)

3 Management Control and Managerial Rhetoric in Italian Public Sector Cultural Institutions

75

(19)

3.1 Management as an iceberg: transcending communication and fundraising

75

(2)

3.2 Managerial control: the missing link in the reform of the soprintendenza

77

(4)

3.3 True and false managerialism in the transformation of Italian municipal museums

81

(7)

3.4 Managerialism and museum standard-setting: another lost opportunity

88

(2)

3.5 Beyond the rhetoric of goals: toward a serious focus on resources

90

(4)

4 Managerialization of Cultural Organizations and Institutional Settings: the Transformation into Foundations and Managerial Rhetoric

94

(21)

4.1 Foundations in the managerialization processes of arts organizations

94

(1)

4.2 An international phenomenon with national variations

95

(2)

4.3 The Italian case, or the lack of modernization within central and local government from a managerial viewpoint

97

(2)

4.4 Beyond the excesses of managerial rhetoric: foundations and the focus on current operations

99

(4)

4.5 The Foundation of the municipal museums of Milan: a modest view of the institutional transformation

103

(7)

4.6 Managerialization and désétatisation: disciplining the relationship between politics and administration

110

(5)

5 Reporting on Performance: the Development of Venetian Municipal Museums in the 1990's

115

(42)

5.1 The transformation process of the MCV during the 1990's: a reconstruction

116

(12)

5.2 Effectiveness: a more in-depth view

128

(19)

5.3 Efficiency and effectiveness: a question of trade-offs

147

(3)

5.4 Organizational and institutional settings

150

(7)

References

157

(11)

Index

168

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Managerial Rhetoric and Arts Organizations

Summary

Author Biography

Table of Contents

Supplemental Materials