1. Culture and art organizations role within “reflexive modernization” processes: tradition re-inventing, identity building, behavioural models diffusion, storytelling, social responsibility;
2. Interactions between cultural and artistic production, different kinds of tourism and DMO (destination management organizations);
3. Economic and financial dimensions of arts and culture productions: an introduction;
4. Melting strategic analysis and communication competencies for fund raising campaigns;
5. Pitfalls and biases of budgeting in culture production organizations;
6. Performance predictors integration in financial planning and control: strategic maps and BSC (Balanced ScoreCard) control model in arts and culture production;
7. Cultural production and territorial development;
8. Art production, creativity and innovation processes.
Frontal lessons and guest speakers from cultural production linked sectors are employed.
Class composition deserves attention in fostering active attendance: individual and team assignments are given, also to be discussed in the classroom.
A midterm anonymuos customer satisfaction and climate questionnaire is given in order to allow the fine tuning of the second part of the course.
Exam consists of a report on the planning of a cultural event.
Each team of 4/5 attendants proposes a topic and reaches an agreement with the teacher on the summary. Two weeks are given for reports drawing up.
Report structure should allow evaluation of each attendant work.
The reports are submitted to the teacher who writes a individual feedback for each attendant.
Reports presentation and discussion in the classroom shall close the exam period.
