Offers exercises, tools and techniques for sustaining organisational learning over the long term, as well as suggestions, advice, cautions and warnings based on the experience of people who have already followed the path suggested by the author in "The Fifth Discipline". The central message of the text is that learning is the only sustainable competitive advantage.

In cities around the world, urban culture is threatened as commercial pressures overwhelm concerns for architectural integrity. Recognizing that isolated efforts at architectural renovation do not automatically restore the historic integrity of cities, planners are seeking new methods and tools to save the structure and history of cities. In this book Nahoum Cohen establishes the emerging discipline of urban conservation as crucial to the future of urban planning and to the survival of cities in the twenty-first century.


This is the first comprehensive presentation of the wide range of issues involved in urban conservation. The author examines such cities as Athens, Budapest, Istanbul, Jaffa, Jerusalem, Paris, Rome, San Francisco, Sofia, Tel Aviv, and Vienna, as well as Middle Eastern, Mediterranean, and European archeological sites. He shows how preservation is the direct result of urban conservation and how it is enhanced by in-depth knowledge of city structure and history.


Paperback: 380 pages

The MIT Press, February 1999

Many books on Corporate Identity seem to concentrate either on the design elements, with lots of well-lit photographs of expensive letterhead, or on the dry marketing case for design with little discussion of what the logo looked like. This is a refreshing change in that it combines both elements, through the use of up-to-date case studies of companies such as Philips, Bird's Eye and Direct Line. The author describes the key concepts that people often regard as synonymous - logo, corporate identity and brand - and shows how the differences between them are key to an understanding of this process. The over-arching point that Morgan makes is that a new corporate identity is only the icing on the cake of a whole host of organisational change and will only succeed if everyone within the company is prepared to buy into the process of change. The whole corporate identity process is illustrated by the case history of Orange - surely the best new corporate identity for a long time and one which completely changed the perception of mobile phones in the UK.


This will be a useful handbook for anyone who is about to embark on the process of a new identity and it will be particularly useful for helping to convince stakeholders of the value of good design. It doesn't really tell us how to do it in the arts - perhaps that's a book that somebody should write soon!

Explains how businesses can use interactive information gathering to get a better idea of what their customers want and serve them better by anticipati their needs.

Review
The technological wave is making products smarter and changing what consumers buy, how they buy, and where their loyalty goes. Enterprise One to One can help your business stay in front of the wave. Our current technology makes it easy for businesses to build customer relationships. Businesses can now treat different customers differently; however, it's important to know how each customer wants to be treated. Peppers & Rogers explain how to harness technology to achieve competitive advantages in customer loyalty and unit margin. They show you how you can tell customers apart, remember them individually, and have them give feedback directly to you. They also display how mass customization technology enables businesses to customize products and services as a matter of routine. Enterprise One to One explains what kinds of strategies are applicable to what kinds of businesses and under what circumstances; how to retain customers and increase your share of each customer's business; how to create entirely new markets of individual customers who have diverse needs; how to make the transition to the interactive age, taking advantage of new technologies without being threatened by them.--- Amazon.com

A text which examines a challenging area of management, bringing together the research and experience of experts and professionals from a range of perspectives within dance, management and dance education.



Hardcover: 176 pages

Publisher: Northcote House Publishers Ltd (1999)

Since the late 1980s privatization has been a feature in the field of culture in Europe. However, the cultural political debate on this issue has been hampered by speculations and prejudices. Many connect the term only with selling public institutions to private firms, and with governments passing on their responsibilities for the arts and culture to the market. Privatization and Culture is a pioneering venture, confronting fables with facts. It focuses on European experiences in the performing arts (theatre and opera), heritage (museums and built heritage) and cultural industries (film and television broadcasting and the book industry). The result is an up-to-date insight into privatization in the cultural sector and its consequences for cultural policy and development in Europe. The contributors are academics, practitioners and policy-makers, working in different cultural fields and in different countries. They offer a rich spectrum of concepts, experiences and perspectives.


Hardcover: 224 pages

Publisher: Springer; 1 edition (November 1999)

Culture is essential to everything we do and is going to play a very significant role in the world of the future. In spite of this, most of us have only a hazy understanding of culture and do not realize how it will affect individual, institutional, community, national, and international affairs. This volume delves deeply into the domain of culture--both as a concept and as a reality--and proposes a formulation of the world system of the future according to culture's highest and most enduring principles. The author draws on many disciplines--anthropology, sociology, philosophy, cosmology, history, economics, and the arts--to make his case that culture and cultures should be accorded a central position in global development and human affairs in the future.


About the Author

D. PAUL SCHAFER is Director of the World Culture Project, based in Markham, Canada.

280 pages, Praeger Publishers; (November 30, 1998)


More information: http://www3.sympatico.ca/dpaulschafer/Publications.html

Academics and cultural workers who seek to define or delimit the notion of "cultures" are confronted by the enormity of their task. The contributors to this book trace how "culture" functions in debates about national integration and identity, socioeconomic development and underdevelopment, tradition and modernity. Each contributor seeks to denaturalize discourses of culture and cultural policy and, in turn, represent culture as a social discourse and a shared social practice.
Essays in this volume focus on Singapore, Papua New Guinea, Taiwan, Japan, Thailand, and the People's Republic of China as sites rife with discursive complexity. From small to large, young to old, former colony to former colonial power, these six examples do well to represent situated voices and cultural values meted out in a larger "global" space.


Hardcover: 404 pages

Routledge; 1 edition, October 1998


Further Information: http://www.uiowa.edu/~anthro/facpages/dominquez.htm

Nonprofit leaders are beginning to confront the most important unfinished business of their sector. Having invented scores of successful model programs to address virtually every type of social problem or goal, they are discovering that large-scale, sustained impact remains elusive. Today, the only way to get the full benefit of successful programs, however, is for nonprofit leaders to begin building high-performance organizationsænonprofits that are capable of creating sustained, effective impact. That requires reversing decades of under-investment in the capacity of nonprofits. A sector that has been indifferent, if not hostile, to the needs of its organizations, where leaders are forced to manage upstream, against countless obstacles, now needs to apply its ingenuity and passion to the challenge of creating high-performance organizations.

"The Fifth Discipline" revolutionized the practice of management by introducing the theory of learning organizations. Now, Dr Senge moves from the philosophical to the practical by answering the first question all lovers of the learning organization ask - what do they do on Monday morning?

This book is a pragmatic guide. It shows how to create an organization of learners where memories are brought to life, where collaboration is the life-blood of every endeavour and where tough questions are fearlessly asked. The stories in this book show that businesses, schools, agencies and even communities can undo their "learning disabilities" and achieve superior performance. The book helps readers learn: why Royal Dutch/Shell now asks its managers, "What do you want on your epitaph?"; how Ford Motor Company escaped from the measurement trap that threatens all quality initiatives; how Intel developed forms of "team learning" to dramatically cut cycle time and change their working relationship; how the 18,000 employees of the Australian Taxation Office took charge of their own learning to bust their tired, burdensome bureaucracy; why Du Pont uses a board game to understand the emotional element of plant maintenance problems; and how AT&T used the learning organization concept to begin its transformation from a corporation to a global community.

It isn't necessary to read the "The Fifth Discipline" to understand this book - summaries of Senge's key theoretical ideas are included in "The Fieldbook".

Completely revised to reflect the impact on artists of the new tax laws, the topics covered include estate and gift taxes; financial planning; working with galleries, dealers, and museums; promoting art; choosing profitable fairs; securing grants; and the basics of corporations. Illustrated.



# Paperback: 368 pages
# Publisher: Prentice Hall Press; 3 Sub edition (September 8, 1998

Nonprofit organizations are increasingly resembling private firms in a transformation bringing with it a shift in financial dependence from charitable donation to commercial sales activity. This book examines the reasons and consequences of the mimicry of private firms by fundraising nonprofits. User fees and revenue from 'ancillary' activities are mushrooming, with each having important side effects: pricing out of the market certain target groups; or distracting the nonprofit from its central mission. The authors focus first on issues that apply to nonprofits generally: the role of competition, analysis of nonprofit organization behavior, the effects of distribution goals and differential taxation of nonprofit and for-profit activity revenue, the effects of changes in donations on commercial activity, and conversions of nonprofits to for-profits. They then turn to specific industries: hospitals, universities, social service providers, zoos, museums, and public broadcasting. The book concludes with recommendations for research and for public policy toward nonprofits.


About the author:


A prolific and distinguished scholar, Weisbrod has written or edited 15 books and more than 160 articles and papers on the economics and public policy analysis of poverty, nonprofit organizations, education, health, the causes and consequences of research and technological change in health care, manpower, public interest law, the military draft, and benefit-cost evaluation. His most recent research examines the comparative economic behavior of for-profit, government, and private nonprofit organizations; and the causes and consequences of the growing commercialism of nonprofits. He also is the author of The Nonprofit Economy (Harvard University Press, 1988).

Destination Culture takes the reader on an eye-opening journey from ethnological artifacts to kitsch. Posing the question, "What does it mean to show?" Barbara Kirshenblatt-Gimblett explores the agency of display in a variety of settings: museums, festivals, world's fairs, historical re-creations, memorials, and tourist attractions. She talks about how objectsand peopleare made to "perform" their meaning for us by the very fact of being collected and exhibited, and about how specific techniques of display, not just the things shown, convey powerful messages. Her engaging analysis shows how museums compete with tourism in the production of "heritage." To make themselves profitable, museums are marketing themselves as tourist attractions. To make locations into destinations, tourism is staging the world as a museum of itself. Both promise to deliver heritage. Although heritage is marketed as something old, she argues that heritage is actually a new mode of cultural production that gives a second life to dying ways of life, economies, and places. The book concludes with a lively commentary on the "good taste/bad taste" debate in the ephemeral "museum of the life world".

A practical, accessible reference for one of the most complex jobs in the theatre. Linda Apperson's clear and concise resource leads the reader through the process of stage management from auditions to closing night.

Le conflit opposant les artistes aux gestionnaires ne date pas d'hier. Depuis les années quatre-vingt, pourtant, les deux logiques de l'art et du management semblent se rapprocher. C'est ce que montre avec brio Ève Chiapello, enseignante à l'École des hautes études commerciales, dans cet ouvrage où elle retrace les étapes de la critique artiste du management depuis le XIXe siècle.


Mais Artistes versus managers n'est pas un livre d'histoire. Dans un style incisif et vivant, l'auteur nous livre les enseignements d'une étude approfondie menée auprès de dix organisations artistiques (une société de production audiovisuelle, quatre maisons d'édition et cinq orchestres). Elle analyse au travers de ces différentes situations organisationnelles comment la critique des artistes à l'encontre du management s'est progressivement atténuée.


Cet ouvrage rigoureux sera utile à tous les gestionnaires d'organisations culturelles, désireux de comprendre les fondements de cette opposition. -- Irène Roussat

# Broché: 257 pages

# Editeur : Métailié (14 octobre 1998)

In The Gallery Management Manual Zella Jackson teaches you management as it relates to successful sales programs. Zella stresses that successful sales management in a gallery setting involves the administration of three essential elements Personnel, Planning and Persistence. They are the keys to increased sales and profits. Planning, Personnel and Persistence are factors applicable to private dealers, small galleries, and multilocation dealers. Complete with sample forms and scripts, this manual is an essential reference work for gallery directors and sales managers.


Paperback: 126 pages

Publisher: Novasearch Pub (July 1, 1998)

Malaro focuses on collection-related problems and legal entanglement issues, reviews relevant cases and court decisions, and gives advice on when a museum should seek legal counsel. Completely revised, expanded, and updated! The new edition includes discussion of stolen artwork, developments in copyright, and digital imaging. This easy-to-use text provides outlines, checklists, and model documents.

Table of Contents



List of Figures

Preface

Acknowledgments

Introduction

Footnote Abbreviations and Citations

Pt. 1. The Museum

Ch. I. What Is a Museum? What Is Required of Its Board Members?

Ch. II. Museums Are Accountable to Whom?



Pt. 2. The Collection

Ch. III. Collection Management Policies

Ch. IV. The Acquisition of Objects: Accessioning

Ch. V. The Disposal of Objects: Deaccessioning

Ch. VI. Loans: Incoming and Outgoing

Ch. VII. Unclaimed Loans

Ch. VIII. International Loans

Ch. IX. Objects Left in the

Well-prepared and sound budgets are essential for effective management of nonprofit organizations. This concept "came to life" for us over thirty years ago and is the foundation of The Budget-Building Book for Nonprofits. Our client was a community based nonprofit organization running a number of pre-school programs in a county in the Northeast. The programs were in complete chaos due to poor management and the community was angry and vocal about the problems in obtaining needed services. The director of the organization suggested that we prepare the budget for the coming program-year collaboratively. He wanted us to invite all of the interested parents in the community, staff of the programs, and others who might be affected by the programs to participate in the budgeting process. I thought the director had lost his mind! How could a bunch of people who were not accountants nor executives prepare a budget that would effectively guide the programs serving their children?.

I thought that this budgeting process might work if we could give the concept of "collaboration" a sound structure. Using the expense definitions required by the funding sources, I prepared a series of forms identifying each major cost category, but leaving the amounts blank. We then planned our budgeting session, renting a hotel meeting room large enough to hold several hundred people. We scheduled our budgeting meeting for a Saturday morning at 9AM. Throughout my preparations, I remained skeptical. I was concerned no one would show up. I figured that by noon I would be slaving away at the budget by myself, which was okay with me. After all, I was the "expert."

To make a very long story short so that you may get on with buying the book, this is what happened next: We wound up spending two entire Saturdays at the hotel with over one-hundred fifty parents from the community and program staff. Our inclusion in the budgeting process of the very people who would be using the programs resulted in their total re-design to better serve community needs. Many of the programs' operations were radically changed, from food preparation to pupil transportation to methods of scheduling activities. The redesign allowed for the creation of more than twenty new jobs in the community, without exceeding the mandated budget limits. The lessons I learned from the success of this "budget preparation meeting" have affected my work with clients throughout my career.

Now, thirty years later, nonprofit organizations are even more important in improving communities and the lives of people. Despite the challenges of obtaining funding and complying with regulatory requirements, the over one-million nonprofit organizations in this country continue to increase the scope and importance of their services. However, in order to meet escalating service demands with declining resources, nonprofits have had to become more efficient, productive, and future-oriented. Building sound budgets is integral to keeping nonprofit organizations vibrant.

The Budget-Building Book for Nonprofits was created to provide practical guidance on developing budgets for nonprofit organizations. It may be used as a budget-orientation manual by CPAs who work with nonprofits; nonprofit CEOs, CFOs, Program Managers, and finance staff; and members of Boards of Directors. Major colleges and universities are using The Budget-Building Book for Nonprofits as a textbook for courses on the financial management of nonprofits. In addition, The American Institute of Certified Public Accountants has issued a self-study course based on the book and will soon make available a group study course. Anyone who is or should be involved in the budgeting process of a nonprofit can use The Budget-Building Book for Nonprofits to learn about the importance of the budget in overall operations; the parts of the budget; how different sources of income and different categories of expenses are included in the budget; and the roles and responsibilities of those involved with developing the budget.

We hope The Budget-Building Book for Nonprofits will help your organization in the way that it has helped many others!

In Praise of Commercial Culture is a profoundly important book: In a historical moment when even socialists grant the efficiency and efficacy of markets in delivering a dizzying array of goods and services to people (and an increasing number of conservatives lament the same), there is still a great deal of resistance to applying a similar analysis to the production and consumption of culture.... Cowen's book is a seminal effort toward understanding that cultural matters, like other forms of human activity, benefit greatly from the decentralization, innovation, and feedback mechanisms endemic to market orders.

In a series of speeches and specially written chapters, Secretary of State Chris Smith spells out the benefits of the arts to both the social and economic health of the nation and demonstrates that the nurturing and celebration of creative talent must be at the very heart of the political agenda.