Management
2016/81In the last fifty years management has become a significant factor in the development of sectors that have no profit characteristics. The culture and arts organisations are aware of the need for management. However, various specific aspects of the artistic practice are the key issue regarding the implementation of management in culture and arts. The main problem in obtaining positive outcomes is the correct adjustment of management and art functions having in mind the relationship between the two. The management functions need to be implemented and applied in such a manner that art activities should not be compromised. Due to project orientation, lack of funding and environment changes, entrepreneurship has assumed a significant role in achieving the goals of culture and arts organisations. In less developed countries, the functions of management are not implemented in arts and culture to their full potential. One reason is the importance a given society assigns to arts and culture. Still, implementation of management is the fundamental assumption of faster development of artistic, organisational and technical modernization and financial stabilisation of culture and arts organisations.
A specialised discipline of management whose major goal is efficient management and execution of a variety of projects, project management has so far failed to be recognised and adopted in the creative industry, especially in the theatre, regardless of an evident congruence between the scientific definitions of the project and of the theatre performance. This results in high production and system maintenance costs, in an uneconomical use of available resources, as well as in relatively modest outcomes of theatrical activities in comparison with what could be achieved otherwise. According to the European experience, the best starting point in the reform of the theatre activity organization and financing in Serbia, which, in the opinion of competent representatives of the theatre, has long failed to satisfy the needs of theatre creativity, is the implementation of the project management principles and functions, methods and techniques.
radu je dat istorijski prikaz razvoja organizaciono-upravljačkog modela srpskog pozorišta od njegovog nastanka sredinom XIX veka do danas, pod uticajem aktuelnih društveno-ekonomskih i idejno-političkih okolnosti. ukratko je predstavljen razvoj pozorišne prakse u Srbiji u tri istorijske celine, od osnivanja Kneževskosrpskog teatra u Kragujevcu do II svetskog rata, zatim u posleratnoj socijalističkoj Jugoslaviji, zaključno sa prvom decenijom XXI veka. pri tome, istorija pozorišta obično se bavi razvojem dramske književnosti i scenskog stvaralaštva, potpuno zanemarujući razvoj organizacije i upravljanja, pa se nameće potreba za značajnijim naučnim pristupom ovom pitanju, u cilju smanjenja veštački stvorene, neosnovane i štetne konfrontiranosti pozorišta i menadžmenta, oduvek prisutne u umetničkim delatnostima. Ali, imajući u vidu dostupnu kulturološku, istorijsku i ekonomsku literaturu, ovu temu moguće je istraživati isključivo u okviru istorije pozorišne delatnosti u celini, a kroz dodatno naglašen aspekt razvoja organizaciono-upravljačkog modela, sa posebnim osvrtom na odnos države i pozorišta.Ključne reči: pozorište, organizaciono-upravljački model, razvoj, istorijski prikaz, Srbija. * Doc dr Dragoljub Raduški, Fakultet za projektni i inovacioni menadžment, Beograd
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.