1,721,039 research outputs found
Trasformazione istituzionale e managerializzazione nel patrimonio culturale: Heritage Malta
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Change and continuity in managerialism: 100 years of administrative history at the International Museum of Ceramics in Faenza
Full text linkThis paper offers a long-term perspective on the debate on managerial transformations in the public sector: how public sector organisations actually arrived at such changes, what processes, discourses and practices are transformed and how. This is investigated through archival research and a longitudinal analysis of 100 years of the administrative history of an Italian museum. Taking a historical perspective allows us to account for organisational changes that occurred over time, including major reforms in the governance structure and the dynamics of some core managerial features. Such an approach enables a more in-depth, empirically grounded and historically aware discussion on the so-called rise of managerial issues in the public sector. © The Author(s), 2011
"Much ado about Management. Managerial Rhetoric in the Trasormation of Italian Opera Houses"
No full textIn the article "Much ado about Management. Managerial Rhetoric in the Trasormation of Italian Opera Houses" Luigi Maria Sicca and Luca Zan take a critical look at the organizational and management changes that in recent years have swept through Italian opera houses – the shrines of grand opera for opera lovers the world over. The winds of “managerialization” – a watchword that has affected most arts institutions across the European continent (Pick- Anderton, 1996; Sicca, 1997; Fitzgibbon and Kelly, 1997; Zan, 1998, 2000) – have perhaps blown strongest of all in the world of Italian opera, with a reform that has altered the status of opera houses, making them private foundations (Sicca, 1998). It seems appropriate to inquire into the organizational and management consequences of this transformation, for the process is subject to a contradiction in terms. In Italy, as elsewhere, it involves profound and delicate organizational and management changes, but here these are being made by means of national legislation. This comes as no great surprise in a country that introduced management accounting into the public sector by law, surely a case of “management by decree” (Marcon and Panozzo, 1998). In this context the reform has undoubtedly made a great impact, radically modifying the status quo. Whether the results correspond to the intentions is open to discussion. Our approach involves a close reading of the texts of the reform and the specific data concerning one institution, the Fondazione Teatro Comunale of Bologna, focusing on the rhetorical nature of management (McCloskey, 1986; Czarniawska, 1997; Gratton et al.,1999; Zan, 2000; Harris and Purdy, 2000). Our material was gathered from available public documents (laws, ministry documents, financial statements and reports) and numerous encounters with the people who are experiencing the ongoing reform from within, making sense of the text and the terminology used by the practitioners and reconceptualizing the most prevalent metaphors (Deetz,1986; Morgan, 1986). The dynamics of an organization cannot be grasped if one ignores the context of economics and industrial policy and the interchange between the micro and macro levels. In the same way, in order to understand the structural and dynamic problema facing the Teatro Comunale of Bologna, we constantly tried to take account of both national cultural policy and the actual experience of the individual organization (Bennett, 1995; Berenson, 1996; Gray, 1996). On the other hand, structures and meanings of public policy are difficult to understand without investigating the effects at the level of individual social action. The paper is structured as follows: in the second section we analyse some of the key legislative measures in light of management rhetoric. In the third section we consider the impact of the reform at the global level, looking at some quantitative data regarding the 13 national opera houses in terms of the participation of private investors in funding, and the changes introduced into the distribution of public funding (by means of the Fondo Unico dello Spettacolo, or FUS, the single fund for the performing arts). In the fourth section we investigate the micro level by assessing the impact of the new management on the Teatro Comunale of Bologna, before offering some conclusions in the final section
Planning and heritage
Full text linkPurpose
– The purpose of this paper is to introduce the papers selected for the present special issue on planning and heritage. This paper aims at advancing knowledge about the variety of uses and meanings of planning tools and practices in the cultural heritage field, by bridging disciplines and by building on evidence from the studies composing the special issue.
Design/methodology/approach
– After a review of the debate on planning in management studies, the paper briefly outlines the features of the five selected papers and it reconstructs a composite narrative on planning in cultural heritage, as it emerges from the collected papers taken together.
Findings
– In the fields of both management and urban studies a similar trajectory of “rise and fall” of rationalistic views of planning has taken place. Today's discourse of planning in urban studies is strongly dominated by the issue of inclusiveness and participation. When looking at “who” really participates in these processes, it is clear that a vast array of public and private actors is involved, at least formally. When looking at “how” they are involved, a variety of possible approaches to participative planning are in use, from more formal, to more informal and emergent ones. Whether these participative forms of planning in cultural heritage actually “work” remains in part an open question.
Originality/value
– Despite the increasing centrality of plans and planning in cultural heritage management, an investigation about the state-of-the-art of the debate on planning in this field and an exploration of how planning is done in practice are missing
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