LEADER 01088nam0-2200361li-450 001 990000173510203316 005 20180312154649.0 010 $a0-471-89186-X 035 $a0017351 035 $aUSA010017351 035 $a(ALEPH)000017351USA01 035 $a0017351 100 $a20001109d1988----km-y0itay0103----ba 101 0 $aeng 102 $aUS 200 1 $aStatistics and data analysis$ean introduction$fAndrew F. Siegel 210 $aNew York [etc.]$cJohn Wiley & Sons$dcopyr. 1988 215 $aXXV, 518 p.$cill.$d26 cm 610 1 $aStatistica 676 $a5195$9Statistica matematica 700 1$aSiegel,$bAndrew F.$0101938 801 $aSistema bibliotecario di Ateneo dell' Universitą di Salerno$gRICA 912 $a990000173510203316 951 $a519.5 SIE$b0011703 959 $aBK 969 $aSCI 979 $c19900503 979 $c20001110$lUSA01$h1712 979 $c20020403$lUSA01$h1625 979 $aPATRY$b90$c20040406$lUSA01$h1613 979 $aPATRY$b90$c20070716$lUSA01$h1709 996 $aStatistics and data analysis$9198785 997 $aUNISA LEADER 05098oam 2200685I 450 001 9910453146703321 005 20200520144314.0 010 $a1-136-30245-X 010 $a0-203-11717-4 010 $a1-283-91937-0 024 7 $a10.4324/9780203117170 035 $a(CKB)2550000000996512 035 $a(EBL)1104757 035 $a(OCoLC)823389966 035 $a(SSID)ssj0000819082 035 $a(PQKBManifestationID)11525979 035 $a(PQKBTitleCode)TC0000819082 035 $a(PQKBWorkID)10844643 035 $a(PQKB)11073660 035 $a(MiAaPQ)EBC1104757 035 $a(Au-PeEL)EBL1104757 035 $a(CaPaEBR)ebr10641657 035 $a(CaONFJC)MIL423187 035 $a(OCoLC)823170111 035 $a(EXLCZ)992550000000996512 100 $a20180706d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aStrategic management in the arts /$fLidia Varbanova 205 $a1st ed. 210 1$aNew York ;$aLondon :$cRoutledge,$d2013. 215 $a1 online resource (377 p.) 300 $aDescription based upon print version of record. 311 $a0-415-53002-4 311 $a0-415-53003-2 320 $aIncludes bibliographical references and index. 327 $aCover; Title; Copyright; Dedication; Contents; Foreword; Preface; Acknowledgements; 1 Innovation and Entrepreneurship in the Arts: A Strategic Approach; 1. Types of Organisations in the Arts and Culture Sector; 2. Arts Organisation: Resources, Processes and Results; 3. Innovations in the Arts: Categories of Innovations; 4. Arts Managers: Profiles and Functions; 5. Entrepreneurship in the Arts; 6. Intrapreneurial Arts Organisation: Main Characteristics; 7. Intrapreneurial Process in an Arts Organisation; 2 Strategic Management: Essence, Role and Phases 327 $a1. Strategic Management and Planning: Historical Development2. Strategic Management as a Process to Manage Changes in Arts Organisations; 3. Phases of the Strategic Management Process; 4. Reasons for Strategic Management in the Arts; 5. Why Is Strategic Management for Arts Organisations Special?; 6. Reasons for Resistance to Implementing Strategic Management in the Arts; 7. Key Terminology in Strategic Management; 3 Strategic Planning Process, Methods and Types of Plans; 1. Strategic Planning: An Overview; 2. Main Strategic Planning Principles in the Arts; 3. Preparing for Strategic Planning 327 $a4. Approaches and Methods of Strategic Planning: The People Factor5. The Plan: An Overview; 6. Types of Plans; 7. Projects and Plans in the Arts; 8. Rationale and Structure of a Strategic Plan; 4 Strategic Thinking: Vision, Mission and Objectives; 1. The Importance of Organisational Identity; 2. Vision, Mission and Organisational Values; 3. Organisation's Name, Logo and Slogan; 4. Objectives: The Three-Dimensional Framework; 5. How to Set SMART Objectives; 6. Example of a 'Mission, Vision and Objectives' Section of a Strategic Plan 327 $a7. Case: International Council of Museums (ICOM): A Strategy for Networking in the Global Museum Community8. Case: INTERARTS (Barcelona, Spain): Knowledge-based Approach to Strategic Management and Planning; 5 Strategic Analysis: The Arts Organisation and Its Environment; 1. Strategic Analysis: An Overview; 2. Understanding and Analysing the Macro-External Environment; 3. Cultural Policy as an Element of the External Environment; 4. Understanding and Analysing the Micro-External Environment: Industry and Market Analysis; 5. Understanding and Analysing the Internal Environment 327 $a6. Preparing to Define a Strategy: Critical Success Factors7. Example of 'SWOT Analysis' Section of a Strategic Plan; 8. Case: Vishtynetsky Ecological and Historical Museum (Kaliningrad Region, Russia): Community Ownership as a Powerful Factor for Breaking Isolation and Achieving Sustainability; 9. Case: MT Space (Waterloo Region, Canada): Engaging Culturally Diverse Artists and Communities; 6 Choice of Strategies; 1. What Is a Strategy, and Why Is It Important in the Arts?; 2. Classification of Strategies; 3. Main Organisational Strategies 327 $a4. Strategies for Integration, Cooperation and Networking 330 $a"This book looks at the unique characteristics of cultural organizations and shows readers how to tailor a strategic plan to help these organizations meet their objectives. 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