DDMZ302 Management and Leadership

Theatre Faculty
Winter 2020
Extent and Intensity
2/0/3. 2 credit(s). Type of Completion: zk (examination).
Teacher(s)
prof. MgA. Blanka Kolegar (lecturer)
Guaranteed by
prof. MgA. Blanka Kolegar
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Timetable
Tue 12:00–12:45 106, Tue 12:45–13:30 106
Prerequisites
Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.
Course Enrolment Limitations
The course is only offered to the students of the study fields the course is directly associated with.
fields of study / plans the course is directly associated with
Course objectives
To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.
Learning outcomes
Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.
Syllabus
  • 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
  • 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
  • 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
  • 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
  • 5. Institution is not in a vacuum. External environment, internal environment, organizational culture, culture of external environment and management ethics. Pluralism, social responsibility and ethics.
  • 6. Organizational culture and its relation to management and leadership. Levels and types of organizational culture. Management of cultural change. Intercultural management. Functions and roles, this time according to Kotter.
  • 7. Decision-making in terms of leadership / leadership.
  • 8. Strategic management - management.
  • 9. Strategic management - Leadership.
  • 10. Corporate ethics, CSR, CCI and corporate philanthropy and relationship to marketing. Management and decision-making in terms of fundraising, sponsorship and lobbying.
Literature
    required literature
  • Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
  • BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
  • VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
  • BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
  • BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
  • SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
  • KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
  • DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
  • PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info
    recommended literature
  • HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
  • HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info
  • LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
  • HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
  • STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info
Teaching methods
Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.
Assessment methods
Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Plamínek: Synergic Management, Drucker: Effective executive.)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.
Language of instruction
Czech
Follow-Up Courses
The course is also listed under the following terms Winter 2014, Winter 2015, Winter 2016, Winter 2017, Winter 2018, Winter 2019, Winter 2021, Winter 2022, Winter 2023, Winter 2024.
  • Enrolment Statistics (Winter 2020, recent)
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