10.2190/WR.13.2.c 016R666JPLMG97V6 3 "I'm Here to Save You": A Case Study of the Arts and Managerialism in Australia 133 145 20081118 20081118 20081118 20081118 016R666JPLMG97V6.pdf http://baywood.metapress.com/link.asp?target=contribution&id=016R666JPLMG97V6 2 Hilary Glow Stella Minahan Deakin University, Australia Managerialism has been adopted with alacrity by Australian government agencies across multiple sectors. A few studies of managerialism in concept and practice have been undertaken in some public sectors. Here we challenge the appropriateness and effectiveness of new managerialism generally, and for the arts in particular, through an analysis of conflict between an artistic director, the general manager(s), and the board of directors in a community arts organization. We outline the implications of the implementation of managerialism for the organization generally and the implications specifically for the workplace rights of some of the artistic and administrative staff. We call for further research into the appropriateness of management theory and practice for the arts, and we seek new ways of managing our cultural capital.

Australia Council. 2007. Arts resources: On board. Retrieved from <a target="_blank" href='http://www.ozco.gov.au/arts_resources/publications/on_board/'>http://www.ozco.gov.au/arts_resources/publications/on_board/</a>

Byrnes, W. J. 2003. Management and the Arts. Boston: Focal Press.

Caust, J. 2003. Putting the "art" back into art's policy making: How arts policy has been captured by the economists and the marketeers. International Journal of Cultural Policy, 9(1): 51-63.

Caust, J. 2005. Does it matter who is in charge? The influence of the business paradigm on arts leadership and management. Asia Pacific Journal of Arts and Cultural Management, 3(1): 153-165.

Clarke, J., & Newman, J. 1997. The managerial state: Power, politics and ideology in the remaking of social welfare. London: Sage.

Considine, M., & Painter, M. 1998. Managerialism: The great debate. Melbourne: Melbourne University Press.

DCA. 1994. Creative Nation: Commonwealth Cultural Policy. Canberra: Department of Communications and the Arts.

Deem, R., & Brehony, K. 2005. Management as ideology: The case of "new managerialism" in higher education. Oxford Review of Education, 31(2): 217-235.

Derricourt, F. 2007. A conversation with Kathy Steele. Retrieved from <a target="_blank" href='http://samagorg.sitesuite.ws/files/june_seminar_summary.pdf'>http://samagorg.sitesuite.ws/files/june_seminar_summary.pdf</a>

Evard, Y., & Colbert, F. 2000. Arts management: A new discipline entering the millennium? International Journal of Arts Management, 2(2): 4-13.

Exworthy, M., & Halford S. 1999. Professionals and the new managerialism in the public sector. Buckingham, UK: Open University Press.

Farrell, C., & Morris, J. 2003. The neo-bureaucratic state: Professionals, managers and professional managers in schools, general practices and social work. Organization, 10(1): 129-156.

Garnham, N. 2005. From cultural to creative industries. International Journal of Cultural Policy, 11(1): 15-30.

Glow, H., & Johanson, K. 2006. Looking for cultural value: Critiques of Australian cultural policy. Asia Pacific Journal of Arts and Cultural Management, 4(2): 259-269.

Hawkes, J. 2001. Fourth Pillar of Sustainability. Melbourne: Common Ground.

Hughes, O. 1998. Public management and administration. London: Macmillan.

Jeffcutt, P., Pick, J., & Protherough, R. 2000. Culture and industry: Exploring the debate. Studies in Culture, Organizations and Societies, 6(2): 129-144

Jones, B. 2007. Our education failures. The Age, May 30.

MacDonald, S. 2004. The cost of control: Speculation on the impact of management consultants on creativity in the BBC. Prometheus, 22(1): 43-70.

Martin, L. 2005. Innovation pays off in arts support, Sydney Morning Herald, July 25: 11.

McDaniel, N., & Thorn, G. 1993. Towards a new arts order: Process, power, change. New York: Arts Action Research.

McMaster, B. 2008. Supporting excellence in the arts, report for the U. K. Department for Culture, Media and Sport. Retrieved from <a target="_blank" href='http://www.artscouncil.org.uk/publications'>www.artscouncil.org.uk/publications</a>

Morgan, J. 2008. Business-like arts a failure says entrepreneur. Sydney Morning Herald, April 3.

Osborne, D., & Gaebler, T. 1992. Reinventing Government. Reading, MA: Addison-Wesley.

Palmer, I. 1998. Arts managers and managerialism: A cross-sector analysis of CEOs' orientations and skills. Public Productivity and Management Review, 21(4): 433-452.

Protherough, R., & Pick, J. 2002. Managing Britannia: Culture and management in modern Britain. Harleston UK: Edgeways.

Quiggin, J. 2003. Blog archive—Word for Wednesday: Managerialism (definition). Retrieved from <a target="_blank" href='http://johnquiggin.com/index.php/archives/2003/07/02/word-for-Wednesday-managerialism-definition'>http://johnquiggin.com/index.php/archives/2003/07/02/word-for-Wednesday-managerialism-definition</a>

Radbourne, J., & Fraser, M. 1996. Arts management: A practical guide. St. Leonards, NSW, Australia: Allen & Unwin.

Reed, M. 2002. New managerialism, professional power and organizational governance in UK universities: A review and assessment. In A. Amaral, G. A. Jones, & B. Karseth (Eds.), Governing higher education: National perspectives on institutional governance: 163-186. Dordrecht, Netherlands: Kluwer Academic Publishers.

Rousseau, D. M. 1996. Psychological contracts in organizations: Understanding written and unwritten agreements. Newbury Park, CA: Sage.

Saunders, M. 2006. The madness and malady of managerialism. Retrieved from <a target="_blank" href='http://quadrant.org.au/php/article_view.php?article_id=1921'>http://quadrant.org.au/php/article_view.php?article_id=1921</a>

Throsby, D. 2006. Does Australia need a cultural policy? Strawberry Hills, NSW, Australia: Currency Press.

Townley, B. 2002. The role of competing rationalities in institutional change. Academy of Management Journal, 45(1): 163-179.