Principles and Practice of Arts and Management: Building Studio 275

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Essay #: 059158
Total text length is 10,380 characters (approximately 7.2 pages).

Excerpts from the Paper

The beginning:
Principles and Practice of Arts and Management: Building Studio 275
Part A: People involved in the strategic planning process
If I was a board member given the task of leading the strategic planning process at studio 275, I would include (if possible) a representative from the Canada Council for the Arts; the Ontario Arts Council; the Toronto Arts Council; and from chief sponsors like Canadian Tire. The reason why I would involve these groups in the strategic planning process is that I would want to gain their input into new directions for the studio and whether or not they believe those directions are economically feasible – and whether or not, in their experiences, similar initiatives have worked out for other studios. Since these groups...
The end:
..... dramaturgy; they must also be given insight into the commercial or business aspects of dramaturgy so that they are aware of the production costs and what features of dramaturgy bring people back to the studio a second or third time. For this to be accomplished, orientation initiatives need to be established for new interns; having interns put on or manage plays of their own at the end of their first term in the cooperative program would also be a good idea. A mentoring process should be embraced (otherwise known as a peer mentoring process) whereby individuals would work alongside colleagues and see how things were/are done.
Works Cited
“Studio 275.” University of Windsor. N.d. 6 Apr. 2010 http://cfl-x.uwindsor.ca/24-275/studio/default.htm