Symphony Audience Development: Analysis of Organizational Culture in the Performing Arts

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This is my presentation from the International Conference on the Arts in Society on July 29, 2009.

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Symphony Audience Development: Analysis of Organizational Culture in the Performing Arts

  1. 1. Symphony Audience Development:Analysis of Organizational Culture in the Performing Arts<br />July 29, 2009<br />Erin E. Gore<br />
  2. 2. Structure of Presentation<br />Introduction<br />Research<br />Research Strategy<br /> b) Research Questions<br />III. Findings<br />IV. Conclusion<br />
  3. 3. Goal of Case Study<br /><ul><li>Discover how the tensions within a symphony can be harnessed into a positive effect for the organization
  4. 4. Fill the gap in existing literature</li></li></ul><li>Organizational Culture<br /><ul><li>Evolving internal dynamics and behaviors which affect management outcomes within an organization</li></li></ul><li>Inherent Tension<br /><ul><li>The tension that can manifest while attempting to appeal to a wide range of audiences and maintain artistic quality</li></li></ul><li>Inherent Tension<br />
  5. 5. Existing Research<br /><ul><li>Established connection between artistic programming and audience development
  6. 6. Lack of research investigating the connection between symphony organizational culture and artistic programming</li></li></ul><li>Hypothesis<br /><ul><li>Internal organizational dynamics of a symphony orchestra affect the ultimate product of artistic programming</li></li></ul><li>Research Strategy<br /><ul><li>Literature Review
  7. 7. In-depth Case Study</li></li></ul><li>The Eugene Symphony<br /><ul><li>Professional Orchestra
  8. 8. $2 Million budget</li></li></ul><li>Main Research Questions<br />How does a symphony’s organizational culture and structure affect the artistic programming?<br />How can symphonies utilize programming to optimize their audience development efforts and increase organizational stability? <br />
  9. 9. The Artistic Process and Inherent Tension<br /><ul><li>A challenge between economic and administrative sides of an organization
  10. 10. Product of the hierarchical management structure</li></li></ul><li>Symphony Hierarchical Structure<br />
  11. 11. Inherent Tension<br />
  12. 12. “It is not necessarily destructive to have friction and struggle in an organization”<br />Report of the National Task Force for the American Orchestra, p. 75<br />
  13. 13. How does Symphony Organizational Culture affect Artistic Programming?<br /><ul><li>The traditional hierarchical symphony structure affects decision-making
  14. 14. Organizational history and values influence programming</li></li></ul><li>Findings:<br /><ul><li>Organizational Culture
  15. 15. Inherent Tension
  16. 16. Artistic Programming</li></li></ul><li>Organizational Culture<br /><ul><li>Inclusivity within organizational culture increases commitment to artistic output</li></li></ul><li>Inherent Tension<br /><ul><li>Communication from both the musicians and management led to a positive organizational culture</li></li></ul><li>Programming<br /><ul><li>Connection and passion for classical music aligns organizational goals with artistic programming</li></li></ul><li>“Artistic programming is like putting this huge puzzle together”<br />Chris Collins, Education and Operations Director, Eugene Symphony<br />
  17. 17. Programming<br />Eugene Symphony Programming, 1999-2009<br />
  18. 18. Implications<br /><ul><li>Connection between organizational culture and artistic product of all arts organizations
  19. 19. Need for further research</li></li></ul><li>Conclusion<br /><ul><li>Correlations exist between the organizational Culture and Artistic Programming in the Eugene Symphony</li></li></ul><li>Questions?<br />

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