Arts Management — Organizational Profile Essay Example

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Masters
  • Page:
    2
  • Words:
    1178

Arts Management-Art Monthly Australia Limited

Arts Management-Art Monthly Australia Limited

Mission, Vision and Values

The Art monthly Australia Limited is a monthly magazine in the Australian market. The magazine applies a series of business and sales models such as both physical and online platforms. In this regard, the magazine has a series of retail outlets through which their papers are sold. In addition, the organization has an online platform through which subscribers acquire annual access to the monthly prints through online channels. Pike (2004, p.43) argued that in order for organisations to develop and expand not only in the short run but also in the long run, they require a vision statement. A vision statement is an outline of collective objectives that an organization seeks to achieve, thus serving as a roadmap to organizational long-term success. The evidenced radical yet steady growth of the Arts Monthly Australia for the last four decades is because the organization has a strategic vision of attaining an informed arts industry in the Australian society (“AMA”, 2014).

In this regard, the organization operates under the principles and value of high quality arts information to enhance the industry development. Therefore, in order to increase and retain this value, the organization recruits and retains qualified and ethical seasoned writers as part of their staff. Such employees promote ethics as well as quality in their magazine article reports. Millar, Hind and Magala (2012, p.492) stated that an organisations values and principles influenced their market performance. In this case, the adopted values influence on organizational cultures, work and services delivery ethics as well as market reputation. An evaluation of the organisations values indicates a mixture of both positive and negative implications. Positively, the values have promoted the organizational newsletter far and beyond Australia due to its reliability. However, its emphasis on national issues has reduced its overall and the desired impact on the local and less formal arts industry in Australia.

Governance

The Art monthly Australia Limited is an incorporated Australian public company. In this regard, the company is run by a board of directors elected and appointed by the organizational shareholders. The boards comprises of 10 board directors and a board chairperson. Currently, the organizational board chairperson is Ann Stephen. Other board directors include “Helen Ennis, Denise Ferris, Michael Whitworth, Claire Roberts, Hannah Mathews, Samantha Faulkner, Christine Nicholls, and Julie Gough, Andrew McNamara and Zara Stanhope” (“AMA”, 2014, “About Us). The board directors serve as strategic guides to the organizational long-term operations in the Australian arts and cultural industry. The board of directors is an imperative organizational management and decision making organ in any corporation. Due to their direct election and potential removal from office by the shareholder on a regular basis, they are perceived as shareholders representatives in organizational management.

Besides the board of directors, the organization has executive staff members concerned and charged with the day to day running of the venture operations. The executives include the editor, creative director and the publications manager (“AMA”, 2014). The employment of these staff members on a permanent basis seeks to introduce an appropriate organizational culture. In this regard, the organization benefits from the subsequent management and operations consistency.

However, the employment and retention of three staff members only on a permanent basis expose the organization to high employee turnover rate as well as the associated high labour costs. In this regard, employees working on semi-permanent, contract or casual basis are likely to move on to better employment terms in other organisations. Fuller and Vassie (2002, p.453) argued on the role of employee cultures to an organizational overall increased performance. In this regard, the study established that corporations with established labour cultures recorded increased market performances than counterparts with little or no employee culture trends. Therefore, this leads to labour culture development challenge, an important virtue in developing information quality and consistency reputation in the Australian arts industry.

Financial Analysis

The organization, besides being a publicly owned incorporation, operates as a non-profit oriented organization. As such, its main objective is not profit gains but rather as a means of promoting arts and culture within the Australian economy. Therefore, the organizational newsletters are fairly charged to cover operational costs. In this case, the organization has two key strategic revenue streams form the newsletter namely the physical print copy sale as well as the online copy subscriptions (“AMA”, 2014). In addition, the organization acquires funds through donations channelled through the Arts Monthly Australia fund, a kitty through which individuals and organisations channel funds to its operations. Therefore, this double funds stream forms part of the overall organizational strength for increased arts industry promotion competitiveness (Behl, 2009, p.282).

Operations

Organizational operations represent an organizational day to day affairs and activities. In this regard, as Perry (2009, p.85) argued, an organizational operations comprise a breakdown of collective activities that form is mission statement and objective. Therefore, through an evaluation of organizational operations, an analyst establishes an organisations ability to achieve its mission and vision statements as well as its overall conformance to its set operational values and principles. An evaluation of the Art monthly Australia Limited operations establishes that the organization distributes its papers online and physically. Under its distribution channels, the organization has distributors across the market distribution chan. In this regard, it distributors are not only large and well established art gallery stores, but also specialist book stores. Through this wide distribution channels, the organization reaches out to a large Australian leadership base, enhancing increased quantity sales and revenue generation. Consequently, this serves as the organizational key strength, as it facilitates development and growth potential (“AMA”, 2014).

With respect to its writers and employees base, the organization places much emphasis on writers’ reputation and work ethic. In this regard, it seeks to promote emphasis on reliability. Although this operational approach has increased its market influence through the use and hiring of prolific writers, it presents a major weakness. In this case, as Caemmerer and Wilson (2010, p.293) argued, such an organization fails to support growing talents and writers who despite their inexperience and the subsequent lack of market reputation could evolve and develop into better future writers. Therefore, based on this analysis, it is apparent that the organization lacks appropriate corporate social responsibility initiatives under its employment terms, despite its being a non-profit venture.

References

Art Monthly Australia, 2014, Organizational Profile. Author. [Online] Available at <http://www.artmonthly.org.au/trade.asp> [Accessed August 23, 2014].

Behl, R., 2009, Information technology for management, Tata McGraw-Hill, New Delhi, India.

Caemmerer, B. & Wilson, A. 2010, «Customer feedback mechanisms and organizational learning in service operations», International Journal of Operations & Production Management, vol. 30, no. 3, pp. 288-311.

Fuller, C.W. & Vassie, L.H. 2002, «Assessing the maturity and alignment of organizational cultures in partnership arrangements», Employee Relations, vol. 24, no. 5, pp. 540-555.

Millar, C., Hind, P. & Magala, S. 2012, «Sustainability and the need for change: organizational change and transformational vision», Journal of Organizational Change Management, vol. 25, no. 4, pp. 489-500.

Perry, B., 2009, Enterprise operations, CIMA, Oxford.

Pike, S., 2004, Destination marketing organisations, Elsevier, Amsterdam.