Arts Management (MAM)
College of Visual and Performing Arts
501 Fundraising and Development in the Arts (3:3:0)Overview for students seeking general knowledge, as well as introductory course for those who will complete fundraising concentration. Teaches role of fundraising as management function and part of overall strategic intention of arts organizations, presenting fundraising as a multifaceted, team-based process. Analyzes tools and techniques for effective fundraising.
503 Information Technology for Arts Managers (1:0:0) Prerequisite: acceptance to graduate program in CVPA, or permission of instructor. Provides arts management students the opportunity to advance IT skills to required levels. Following skills assessment and seminar, students take three classes in campus media labs ranging from MS Office/Excel to advanced IT.
599 Special Topics in Arts Management (1-6:1-6:0) Prerequisite: admission to MAM graduate program, or permission of instructor. Provides opportunity to explore special and timely topics in arts management including theoretical and applied areas. Topics and credit vary; may be repeated for up to 12 credits taken under different topics.
602 Seminar in Arts Management (3:3:0) Prerequisite: admission to graduate program in CVPA, or permission of instructor. Develops tools and techniques necessary for successful pursuit of a management career in visual and performing arts. Introduces wide range of arts organizations, working arts administrators, and institutional models through guest lectures, readings, field trips, and analysis of institutional data. Students gain understanding of organizational structures and functions of arts organizations as well as a theoretical model for general management and practical tools.
603 Arts in Society (3:3:0) Prerequisite: admission to a master’s program in CVPA, or permission of instructor. Examines role of visual and performing arts as social and cultural institutions, with emphasis on historic traditions and trends that have most directly influenced contemporary American practice. Consideration is given to the essential functions of art in society in an effort to address questions: Why do we require art at all? What constitutes “good” or “bad” art? What is the value of art? What encouragements or impediments does our society offer to the creative artist or arts institution? How do the various forms differ in their traditions, philosophical underpinnings, and current manifestations? How can arts managers participate in the cultural conversation to the benefit of art forms, artists, and the institutions they serve?
604 Public Relations and Marketing Strategies for the Arts (3:3:0)Prerequisite: admission to a graduate program in CVPA, or permission of instructor. MAM 602 should be taken prior to or concurrently with MAM 604. Teaches strategic way of thinking about audience, community, and markets. Structured into four modules, beginning with fundamentals of strategic planning. Students learn about external and internal environments and the interplay among them; discuss marketing fundamentals pertaining to arts audiences; and are introduced to fundamentals of applied marketing media and advertising fundamentals. Designed as fundamentals course for elective concentration in marketing and public relations.
605 Arts Audiences (3:3:0) Prerequisite: admission to CVPA graduate program, or permission of instructor. Introduces theory and practice of creating commitment of arts audiences for performing and visual arts. Students explore different perspectives such as psychological, anthropological and business-minded.
704 Finance and Budgeting for Arts Organizations (3:3:0) Prerequisite: admission to CVPA graduate program, or permission of instructor. Introduces budget and finance as fundamentals of the budget process, specifically tailored to needs of arts organizations. Provides overview of accounting as tool to manage and control arts organizations. Involves laboratory component for teaching software application frequently encountered in fiscal operation of arts organizations.
705 Budgeting and Finance for Arts Organizations II (3:3:0) Prerequisites: MAM 704. Introduces budgeting, planning, and finance as fundamentals of strategic planning process and management control, specifically tailored to needs of arts organizations.
710 Arts Policy (3:3:0) Reviews current state of nonprofit arts field, then familiarizes students with the most common rationales for public support of the arts and respective roles of federal, state, and local governments and private policy actors. Examines dilemmas that arts organizations face in balancing the need for government support and artistic integrity with push and pull of the market. Compares U.S. policies to those of other developed countries.
711 Directed Readings and Project Course (3:3:0) Opportunity to engage in a more intensive study or project in arts management. Students partner with faculty member for intensive readings and project in strategy and planning in the arts, fundraising and development, entrepreneurial project work, arts marketing, arts policy and law, or other specialized areas pertinent to arts administration.
712 Grant Writing in the Arts (3:3:0) Prerequisite: admission to master of arts management program, or permission of instructor. Places components of grant-writing process within broader context of nonprofit management. Introduces perspectives of grant seeker and grant maker including program officers and selection panels. Students engage in all aspects of process, from research and proposal writing to developing specific aspects of the grant as well as terminology, and oral and written presentation techniques. Explores grant-seeking resources, and teaches compelling writing skills for proposal writing and letters of intent.
740 Internal Internship-Laboratory Rotation (3:0:0)Prerequisite: admission to master of arts management program; 12 credits taken in the master’s program; or permission of program director. Required for developing practical application. Builds on apprenticeship as a core means of teaching applied concepts of arts management. Augments use of Center of the Arts and active arts environment, both performing and visual, as a learning laboratory. Builds on practical learning, and provides internal training as preparation for external internship.
760 Current Issues in Arts Management (3:3:0) Prerequisite: admission to CVPA graduate program, or permission of instructor. Offers perspective on strategic decision making as it occurs in complex web of social, political, economic, personal, and ethical dimensions; dimensions both internal and external to organizations. By engaging in strategic analysis of real world cases, students integrate ethical frameworks to solve current arts management dilemmas.
780 Arts Consultancy (3:3:0) Prerequisite: admission to CVPA graduate program, or special written approval of program director. Studies techniques, frameworks for selecting and using consultants effectively. Incorporates business development, project scope, contract and pricing, and independent contractor as opportunities in arts management field.
790 External Internship (3-6:0:6-12) Prerequisite: admission to master of arts management program; 15-credit standing; or permission of program director. Designed to follow internal internship. Provides a specific work environment to build on skills developed in the classroom, and integrates work experience with specific academic exercises. Students advised to pursue a three-pronged approach toward specialization: electives; internal internship in the same area as concentrated electives; and external internship consistent with specialized course work and internal internship.