What are the implications of applying generic management theory and skills to arts management? What can be made of Dundon’s (1992) view that ‘business approaches are at odds with the more fluid nature of the arts?’
One likely consequence of applying generic management theory and skills to arts management would be the resulting poor work environment for artistic personnel. Whilst human resource management is essential in all organisations, arts organisations are made up of predominantly creative people. These individuals and their processes require sympathetic understanding and freedom to work and innovate. Traditionally, where generic management plans, organises, influences and controls; arts management encourages, facilitates and channels.
That said, business approaches are now necessary in the arts sector but, despite the fluid nature of arts, they can be applied in a mindful manner. Arts management must balance the financial and creative goals of the organisation for success. This complex role takes into account the need for external relevance and funding along with the internal intricacies of creative personnel management.