Management Culture

Setting aside the fact that the lack of a policy is also some kind of policy, while analyzing the events of the last 25 years in cultural policy, from the perspective of the year 2014, can we really say that there is no cultural policy in Poland? The author describes and analyzes the changes in culture management and cultural policy in Poland from the last quarter of a century. The responsibility for cultural policy rests not only with the central authorities, the Ministry of Culture, but also with local governments, which more and more frequently include citizens in the decision-making process. The citizens themselves are becoming more and more aware of their rights. Apart from cultural institutions , non-governmental organizations more and more often become the contractors of public tasks. They co-create and enrich the cultural offer of cities and regions significantly. Not only the number of non-governmental organizations but also their creativity and the professional level of their actions are increasing. Cultural activity is more and more often undertaken by private economic operators (not only art galleries, but also artistic agencies and impresarios). They cannot count on subsidies from local governments any more, but they can become contractors of services at their request under the Public Procurement Law, which, thanks to the last amendment (raising the threshold for public procurement to more than 30,000 EUR), will become a bit easier from the procedural point of view. The role of public cultural institutions is changing. Many of them have redefined their mission and have been successively building new relations with the audience, taking into consideration the changing needs of the consumers and new economic conditions. Despite the underdeveloped sponsorship in Poland, many of them use the conceptions of CSR and CCR, while others diversify their offer, in terms of both the merits and the price, often introducing a commercial offer as a complementary one. The new infrastructure in Poland, in case of many cultural institutions , contributed to a substantial change and improvement of their conditions. After many years of a total investment stagnation in this sphere, together with Poland's accession to EU, the Polish state and local governments started to undertake tasks in this area more bravely. New infrastructure naturally generates the need for innovation. Cultural institutions more willingly and effectively make use of the new media today (communication with the audience, mailing, FB, promotion, marketing, crowdfunding, crowdsourcing). They more often see the importance of spending money on marketing activities, which they used to economize on in case of a shortfall of funds for substantive activities. SŁOWA KLUCZE: polityka kulturalna, zarządzanie kulturą w Polsce, festiwalizacja kultury, infrastruktura kultury a innowacje, społeczeństwo obywatelskie, NGO

Public or Private? The Artistic Institution Management in Poland

The article is devoted to the management of public artistic institutions in Poland in the context of a cycle of debates under the shared title: CULTURE AGAINST THE WALL – ABOUT CULTURE & WITH CULTURE. They were organised by the Culture Institute of the Jagiellonian University during the academic year 2013/14. The debates were organised in cooperation with the Foundation for Modjeska and the “Dziennik Polski” newspaper. The topic was concentrated around the privatisation of culture institutions and its consequences – looking for the balance between the mission and economy, the position of the artists, the way of employment, and different types of contracts.

The author tries to show the main problems of the functioning of public artistic institutions in Poland (taking into consideration the Baumol’s cost disease), the difficulties in cooperation between the public administration and private companies as well as the lack of models of good practices in the area of cultural policy system in our country. The  public-private partnership is too often understood in Poland as a public-social partnership. The public-private partnership is not known (act of law of Dec 2008). To underline the differences between Poland and other European countries, the author shows a few ways of supporting private entities in France, Germany or Czech Republic. There is a lack of such models in Poland.

This paper gives a critical analysis on the strengths and weaknesses of Google’s approach to culture management in relation to its vision and strategies. The paper goes further to give lessons which other  companies could adopt from Google’s talent management practices.

This study uses a structured literature review method to examine the concept of ‘canteen culture’ which has been identified as a feature of police forces around the world. Theories from the fields of sociology, organisation/management studies and gender/diversity studies are used to define the origins and nature of police canteen culture and gain an understanding of why it arises, how it influences the effectiveness of police forces, and which factors might be relevant in promoting or suppressing it.
The historical origins of police culture and authority are examined and a number of key policy changes affecting the police over the last century are traced, with particular reference to evolving views about the direction in which policing culture should be heading.
Chapter five examines a range of empirical studies on police culture under the thematic headings of a) use of force; b) stress and coping mechanisms, c) diversity and resistance to diversity and d) peer group networks. This empirical review shows that police canteen culture in the UK and in other contemporary police forces is an enduring phenomenon which is fuelled by the nature of the job itself and the underlying values and beliefs which motivate people to take up a career in the first place. These underlying values and beliefs are modified through the experiences that younger officers have in their first operational shifts, highlighting a built-in dynamic of limited resistance to senior management and visible loyalty to fellow members of the immediate working unit.
Referring back to the theoretical part of this study, it is found that these behaviours are amply explained by organisational and leadership theories about culture and change management. There is a particularly acute problem in contemporary police culture, however, due to the proliferation of major policy changes in recent years, and the addition of multiple layers of governance including now an elected Commissioner role which brings added political pressure to bear on an organisation which is under-resourced in terms of its remit to combat crime on a fair and equal basis.  Moreover the empirical studies appear to show that many attempts to combat the negative aspects of police canteen culture may in fact reinforce it by increasing the pressure on serving police officers to relinquish features which many of them regard as non-negotiable of elements of both individual and corporate police identity.
This dissertation concludes that police canteen culture is gradually being changed over time, but that because of the fragmented and often contradictory nature of policy development, this change will contain good and bad elements and it will include planned changes as well as some unplanned changes for the better and for the worse. If any recommendations can be made in this area, they should be in the direction of encouraging individual value formation, questioning and openness in daily interactions between all grades of staff. Canteen culture is here to stay and the best that can be achieved is greater diversity within this canteen, and greater consistency in the messages that are being heaped upon rank and file officers from above.

Monografia pt. Zarządzanie w sektorze kultury – w stronę teorii i praktyki podejmuje kwestie teoretycznych i praktycznych analiz dotyczących zarządzania instytucjami i organizacjami sektora kultury. Celem książki jest zaprezentowanie interdyscyplinarnego podejścia do tego tematu, z naciskiem na uwzględnienie tzw. miękkich problemów i kompetencji w działaniach instytucji kultury. Naszym zdaniem ujmowanie zarządzania w sektorze kultury z różnych perspektyw pozwala ujrzeć badany problem wielostronnie. Pozwala to nie tylko na ich wzajemne  uzupełnienie, ale także na wniesienie nowej jakości w nauce. Autorami poszczególnych rozdziałów są zarówno doświadczeni badacze i praktycy działający w sektorze kultury, jak i adepci kierunku zarządzania kulturą, niektórzy od lat pracujący także w instytucjach kultury […]
Prezentowane w niniejszej monografii artykuły to w przeważającym stopniu materiały przygotowane dla teoretyków i praktyków sektora kultury oraz absolwentów studiów z zakresu zarządzania kulturą. Wyłaniająca się z ich badań i analiz sytuacja sektora kultury w Polsce, postrzegana w zdecydowanej większości przez studia przypadków, to żywy obraz nie tylko stanu i procesów zachodzących w instytucjonalnym i pozainstytucjonalnym wymiarze kultury, ale również wizerunek jej pojmowania przez wykształconych specjalistów tej nadal młodej specjalności naukowej […].

Abstract. In this chapter, we focus on the change and continuity in the Turkish business system and managerial culture. First we discuss the distinguishing characteristics of the business system, family-owned big business groups, and their relationships with each other and the state. After a brief presentation of Turkish cultural values, we discuss the main features of Turkish organizational and managerial culture and their implications for the practice. We conclude that the state-dependent characteristics of the Turkish business system have started to erode due to the liberalization policies implemented over the last three decades. However, the dominating economic actors are still big business groups, invariably diversified vertically and horizontally, and controlled by the owning family members through pyramidal or complex ownership structures. We also conclude that Turkish managerial culture has gradually become less paternalistic and collectivistic, and more masculine and risk-taking.

S. MUSTEAŢĂ, Sporirea încrederii între comunitățile de pe ambele maluri ale Nistrului prin intermediul culturii / Increasing trust through culture on both banks of the Dniester river communities, Chișinău, Editura ARC, ICOM Moldova, 2022, 134 p. IBAN 978-9975-0-0587-6

La conformación de esta propuesta se relaciona con las diversas instancias del desarrollo cultural a un nivel local, específicamente con el rol del gestor cultural en las organizaciones comunitarias, el fomento de la participación ciudadana; como expresión y agregación de las demandas ciudadanas (existencia de una metodología) en torno a la cultura, y la relación municipio-ciudadanía como representante institucional del Estado en la comuna.
Este trabajo relaciona la participación y la cultura, como protagonista situamos al gestor cultural, individuo que tiene que asumir un liderazgo social, en torno al contexto actual de la participación democrática, y desarrollar sus conocimientos culturales para poder atraer o captar mayor cantidad y diversidad de público en las muestras artístico-culturales que realiza.
La Municipalidad, en coordinación con estas instituciones, intenta impactar con un grado de armonía la identidad cultural local, fortaleciendo sus iniciativas y acometiendo variadas tareas para poner en primer plano el desarrollo local.
Por participación entenderemos el proceso de intervención de la sociedad civil, individuos y grupos organizados, en las decisiones y acciones que los afectan a ellos y a su entorno: y el desarrollo de la cultura como la entrega de medios aptos a las personas, para fortalecer sus valores, comprender el mundo en el que viven, asumirlo e interferir en los cambios.
En referencia a las dimensiones que se interrelacionan para el logro del progreso cultural podemos nombrar; el marco jurídico que regula la relación municipio-centros culturales, las fuentes de financiamiento y su procedencia, la estructura de la sociedad civil en este sector, algunas competencias y/o determinado nivel de capacitación con que deben contar los gestores culturales.
La concepción del gestor cultural como un usuario coproductor, es debido a que comparte un espacio en la definición del problema a tratar y en las potenciales soluciones.

El sistema de gestión de la política pública concerniente a la cultura en Paraguay se vio marcado por coyunturas vividas tanto en el ámbito político como en el social y económico a lo largo de los años, desde su etapa colonial hasta nuestros días. Ante este panorama, el objetivo de este trabajo es realizar una revisión histórica y presupuestaria de las políticas culturales para el desarrollo en Paraguay, además de identificar sus principales mecanismos de aplicación. La metodología es de carácter documental bibliográfica, con la utilización de métodos descriptivos, analítico-sintéticos. Los resultados indican que, si bien a partir de la década de los noventa del siglo XX y, sobre todo, avanzado los años 2000, se dio un mayor impulso al sector cultural y creativo en Paraguay, las iniciativas aún son incipientes. Luego de esta revisión y a pesar de que el actual Plan Nacional de Cultura 2018-2023 recoge los grandes avances realizados con el fin de potenciar la cultura ante un escenario en el que se imponen la globalización, la tecnología, la innovación y el bono demográfico, se concluye que aún se encuentran elementos a fortalecer en aspectos tales como el financiamiento, el mayor impulso a otros sectores y la articulación entre diferentes actores que son necesarios para el desarrollo cultural

Este trabajo se centrará en los ejes de cultura y territorio en la propuesta de una política cultural metropolitana para el Consorcio Intermunicipal denominado Región Norte 2 (RN2). Este consorcio presenta problemas de fragmentación y falta de liderazgo y de objetivos claros en materia metropolitana en su gestión global; en lo que concierne a la cultura en particular, hay una ausencia de comprensión de la importancia de la cultura y su rol fundamental para generar inclusión y transformación social. Este trabajo propone idear una política metropolitana específica que genere identidad de gestión y que considere a la cultura como factor primordial del crecimiento social para generar, por un lado, una mayor integración comunitaria, reconocimiento de la diversidad cultural y por otro, una mayor cohesión entre los municipios. Proponemos que la política metropolitana se construya a partir del vínculo entre el Estado con la sociedad civil con base en la cultura comunitaria, creemos que este vínculo debe ser concebido desde una retroalimentación constante entre ciudadanos, instituciones comunitarias y barriales y el Estado.

El objetivo que persigue este monográfico es el de compilar una serie de trabajos académicos, con distintos formatos y aproximaciones, que sirva para dar cuenta de nuevas perspectivas de análisis en torno a esta manifestación tan peculiar y prototípica del capitalismo neoliberal vigente: el fenómeno del «gerencialismo».

Alicja Kędziora, Historia zaklęta w obrazach. Zarządzanie projektem wydawniczym na przykładzie publikacji „Helena Modrzejewska w rycinach” [w:] Anna Góral, Anna Kościelna, Alicja Kędziora, Joanna Zdebska-Schmidt (red.), Zarządzanie projektami w sferze kultury. Studia przypadku, Attyka, Kraków 2015, s. 83-101.

The cultural activity of the Municipality of Thessaloniki begins in the first postwar years and especially in the 50's and later, in order to cover the inability of the Greek state to finance cultural activities outside the capital. This weakness is based on the fact that Greece came out devastated by the German occupation, but also by the civil war, which was the painful result of national division. On the other hand, it was considered a symptom of the Cold War. Consequently, the Municipality of Thessaloniki with its meager forces undertook the task of promoting and familiarizing its citizens with forms of contemporary culture and modern art, as the cultural heritage of the ancient Greek world was in the hands of of the central administration. Along the way, the Municipality of Thessaloniki and its departments take up the organization of art exhibitions, mainly of artists who came both from the city and from the Macedonian hinterland. The first concern of the Municipality was the creation of a gallery with works by contemporary artists and then it implemented a cultural activity, which was to become one of the most important cultural institutions in the country: Dimitria Festival, in the honor of the patron saint of Agios Dimitrios. During the Political Changeover, the Municipality of Thessaloniki increased its activities in the field of Culture as the economic situation of Greece significantly improved being a permanent member of the European Union since 1981. Thus, sponsorships were made by its citizens for the creation of new cultural infrastructure (Vafopouleio Cultural Center, History Center); the architectural wealth of the once prosperous Jewish community was used for cultural purposes, and also the Ottoman buildings, which are scattered throughout the city, were preserved.

This report concentrates on presenting the
academic framework and resources that reffer to
our new service development for the museum,
in the case of facilitating innovation and embracing
the ongoing trend which is on the rise, the update
of the museum’s technological standards by
introducing services concerning web
interconnectivity and interaction of the museum
with it’s visitors.

The term “ Experience economy “ was first described in an article
published in1998 by Pine and Gilmore. The article argued that, service companies would evolve from simply providing a service to creating memorable events for their customers, with the memory of the experience becoming the product. Rather than the service company charging for the activities it performs, it would be charging for the feelings that the customers derive from engaging with the service. In the forthcoming years many organizations have focused on creating these experiences.

In this article, the use of the actualization of the problem of the knowledge management process, which is due to the need to mobilize scientific activity, practical implementation of scientific results and improve the quality of higher education. In the latest conditions of the pandemic crisis, there are significant changes in the organization of the culture of knowledge management and quality improvement in the modern system of higher education. The effectiveness of distance learning and distance organization of higher education comes to the fore. This necessitates the improvement of management models of higher education institutions and changes in the functions of key actors in management models. It is concluded that modern knowledge management in the higher education system cannot be limited to the process of knowledge creation, knowledge exchange and their implementation. Currently, the higher education system faces the need to address the impact of knowledge management culture...

The paper contains a conceptual proposal that aims at indicating new models of participatory financing of cultural institutions as well as actions towards supporting culture. It presents results of a qualitative study in the form of action research, on identifying legal barriers of financing of cultural institutions in Poland. Additionally, it presents practical suggestions to the encountered problems that were worked out after discussions with cultural managers, taxpayers, and government administration decision-makers. The unique value of the study is a multidimensional and complex analysis of participatory financing of culture, citing varied sources and bearing a structured research procedure. We suggest a new discussion on establishing legal solutions for increasing of the funding or making the financing of cultural institutions more flexible, which appears to be particularly important in crisis times. All is presented as an original concept of participatory citizen-enterprise fi...

Joanna Szulborska-Łukaszewicz, Dokąd zmierzamy? Wokół konstytucji sektora kultury w Polsce [Ustawa o organizowaniu i prowadzeniu działalności kulturalnej]
Rozdział w książce  "Zarządzanie w sektorze kultury.  Między teorią a praktyką" pod red. Ewy Kocój, J. Szulborskiej-Łukaszewicz i Alicji Kędziory,  Wydawnictwo UJ, 2019
Abstrakt: W ostatniej dekadzie w sektorze kultury w Polsce zaszło wiele zmian. Zmieniły się nie tylko sposoby uczestnictwa w kulturze, lecz także -w ślad za tym - oczekiwania odbiorców i uczestników, często z ochotą podejmujących rolę prosumentów. Zmieniła się też oferta kulturalna, sposób komunikacji i budowania narracji przez instytucje kultury. Ogromnym przekształceniom uległa infra-struktura kultury: powstały nowe i nowoczesne przestrzenie, zrewitalizowano i zagospodarowano z przeznaczeniem na działalność kulturalną wiele obiektów, w tym zabytków historycznych i przestrzeni poprzemysłowych. Oferta kulturalna coraz częściej jest udostępniana za pośrednictwem nowoczesnych mediów i nowych technologii. Nie uległ natomiast zasadniczym przekształceniom formalnoprawnym system organizacji działalności kulturalnej. Jego podstawę stanowią nadal finansowane w sposób ciągły, głównie za pośrednictwem dotacji podmiotowych, publiczne instytucje kultury, prowadzone przez ministerstwo bądź samorządy. Jednak niezwykle ważnym dopełnieniem ich oferty jest działalność kulturalna inicjowana i prowadzona przez organizacje pozarządowe oraz podmioty biznesowe, m.in. galerie sztuki, kawiarnie i księgarnie literackie, wydawnictwa, agencje i impresariaty artystyczne, prywatne puby i kluby muzyczne, prywatne teatry, muzea i ośrodki kultury.

Acercamiento a las denominadas prácticas colaborativas o procesos comunitarios que han trabajado con la fotografía y el audiovisual y se han impulsado desde las instituciones culturales públicas y privadas de la Comunidad de Madrid en el marco temporal de la última década (2010- 2020). Se plantea la hipótesis entre la posible instrumentalización y la integración de estas prácticas comunitarias e institucionales y establece una metodología de investigación comparativa y cuantitativa, que a través de varios casos de estudio pretende dar respuesta a la cuestiones de interés planteadas.

Palabras clave:
fotografía + audiovisual + democratización de los medios + prácticas de proximidad + comunitario + gestión cultural

This study aims to see the success of the implementation of gender mainstreaming in the perspective of cultural management, especially in developing a career at DJKN Regional Office in Bali and Nusa Tenggara. The methodology used in this study is descriptive qualitative using a purposive sampling technique where the informants were female or male employees aged between 25-50 years with a minimum education bachelor degree and willing to be informants. Data collected will be analyzed by reducing data, presenting data, and drawing conclusions. The validity of the data will be tested by triangulating the data so it is expected that the data presented is valid. The result of this study indicates that in the Regional Office of DJKN Bali and Nusa Tenggara, there is no difference in access to information and opportunities for career development, but the pattern of employee rotations and culture is still an obstacle for female employees to have an interest in being promoted. Besides, in socializing gender mainstreaming itself is still hampered in terms of cost. This is because postal costs related to PUG do not yet exist in each regional office. After all, the Gender analysis pathway has not been implemented well. This research is to provide a new perspective in implementing gender mainstream (PUG) using culture management. To implementing gender mainstreaming (PUG), policies, commitment from leaders, and cultural management are needed to change employee motivation. In the future, the next researcher is expected to examine more depth about gender mainstream (PUG) using culture management.

THE NATIONAL MUSEUM OF THE VILLAGE OF „DIMITRIE GUSTI” IN BUCHAREST
The purpose of this article is to describe the history and activities of one of the most interesting ethnographical museums in Romania – The National Museum of the Village of ,,Dimitrie Gusti”. The origins of this museum go back to the XIX century when, on the wave of an interest in the folk character, the Romanian researchers and enthusiasts of folklore commenced the action of collecting ethnographical exhibits in the villages of Romania. In the XX century the museum created one of the richest ethnographical collections in Romania. After the fall of the Ceauşescu regime, this institution underwent various changes in the effect of which in terms of its management and program of activity, the museum now belongs to one of the leading ones in Romania.
The latest trends in museology are resorted to, where one tries to combine harmoniously various scientific, educational and popularizing elements for the management of this institution. Attempts are also made to create certain economic mechanism which would serve its mission.
"

El sistema de gestión de la política pública concerniente a la cultura en Paraguay se vio marcado por coyunturas vividas tanto en el ámbito político como en el social y económico a lo largo de los años, desde su etapa colonial hasta nuestros días. Ante este panorama, el objetivo de este trabajo es realizar una revisión histórica y presupuestaria de las políticas culturales para el desarrollo en Paraguay, además de identificar sus principales mecanismos de aplicación. La metodología es de carácter documental bibliográfica, con la utilización de métodos descriptivos, analítico-sintéticos. Los resultados indican que, si bien a partir de la década de los noventa del siglo XX y, sobre todo, avanzado los años 2000, se dio un mayor impulso al sector cultural y creativo en Paraguay, las iniciativas aún son incipientes. Luego de esta revisión y a pesar de que el actual Plan Nacional de Cultura 2018-2023 recoge los grandes avances realizados con el fin de potenciar la cultura ante un escenari...

The culture has become important part of EU`s economy. As the part of cultural sector, archives can contribute to cultural offering and economic progress. For achieving these goals, it is necessary to implement marketing and management strategy in archives too.