Mad Scenes And Exit Arias
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Mad Scenes and Exit Arias
From the Wall Street Journal’s opera critic, a history of how and why the New York City Opera went bankrupt—and what it means for the future of the arts. In October 2013, the arts world was rocked by the news that the New York City Opera—“the people’s opera”—had finally succumbed to financial hardship after 70 years in operation. The company had been a fixture on the national opera scene—as the populist antithesis of the grand Metropolitan Opera, a nurturing home for young American talent, and a place where new, lively ideas shook up a venerable art form. But NYCO’s demise represented more than the loss of a cherished organization: it was a harbinger of massive upheaval in the performing arts—and a warning about how cultural institutions would need to change in order to survive. Drawing on extensive research and reporting, Heidi Waleson, one of the foremost American opera critics, recounts the history of this scrappy company and reveals how, from the beginning, it precariously balanced an ambitious artistic program on fragile financial supports. Waleson also looks forward and considers some better-managed, more visionary opera companies that have taken City Opera’s lessons to heart. Above all, Mad Scenes and Exit Arias is a story of money, ego, changes in institutional identity, competing forces of populism and elitism, and the ongoing debate about the role of the arts in society. It serves as a detailed case study not only for an American arts organization, but also for the sustainability and management of nonprofit organizations across the country. “An intricate whodunit that seeks to find out who murdered the New York City Opera. . . . Waleson gives us a vivid description of each death-defying crisis and a sharp portrait of the ever-changing cast of would-be saviors who somehow always failed in their mission.” —The New York Times Book Review “Thoroughly researched, factually detailed, judgmentally well-balanced, and engrossing.” —Opera “Waleson’s in-depth study illustrates the challenges City Opera—and other opera houses—face in the 21st century as they seek to preserve tradition and innovate.” —Publishers Weekly “A thorough recounting of the tumultuous history of the New York City Opera [and] a cleareyed examination of the economic fragility of cultural institutions.” —Kirkus Reviews
Beacon to the World
Author: Joseph W Polisi
language: en
Publisher: Yale University Press
Release Date: 2022-05-31
A comprehensive history of the creation and growth of Lincoln Center, exploring the interconnections between politicians, financiers, and performing artists In this comprehensive history of Lincoln Center for the Performing Arts, longtime Juilliard president Joseph Polisi guides us through the complex convergence of the worlds of politics, finance, and the performing arts throughout the years of the Center’s history, including the roles played by Robert Moses, John D. Rockefeller 3rd, Leonard Bernstein, William Schuman, Elia Kazan, Joseph Papp, Alice Tully, Beverly Sills, and many others. Polisi’s book explores the social and political environment during the Center’s history, reflecting the growth and evolution of the performing arts in America from its post–World War II roots to the present day of global interaction. The history of the birth and growth of this unique institution is a story of determination, economic acumen, political machinations, artistic innovations, and above all the strong belief that the arts are at the center of the fabric of American society and that they should be supported and embraced by all citizens.
Management and the Arts
The sixth edition of Management and the Arts has been revised and updated with the latest concepts, theories, and practices to meet the evolving demands faced by arts managers in cultural organizations around the world. This comprehensive textbook covers a wide range of topics, including planning, strategy development, leading, marketing, fundraising, budgeting, finance, staffing, and operations. The book takes an interdisciplinary approach as it explores how arts managers and leaders can develop equitable, collaborative, and dynamic organizations that bring communities together to experience all the arts have to offer. It also includes illustrations, tables, tools, techniques, and case studies that can be applied in a wide range of visual and performing arts organizations. Each chapter features terms, learning outcomes, real world examples, and discussion questions designed to help students build skills, develop strategies, and understand options to consider in meeting the challenges faced by cultural organizations. New to this edition: An extensive focus on how arts managers and organizations can successfully engage in developing and implementing equity, diversity, and inclusion programs Expanded content on leadership, marketing, social media, and fundraising theories, practices, and ethics Updated content about planning and assessment, business models, entrepreneurship, and heuristics Expanded coverage of organizational culture and its impact on programming, operations, and inclusion Additional perspectives about leading in the arts, examination of theories of motivation and communication, and expanded discussion on leadership ethics Integration of topics on operations, budgeting, and finance including technology and CRM systems Suggested additional readings, website links, and a broad array of other resources have been carefully gathered to help faculty guide students of Performing Arts programs and Arts Management courses as they explore what is required to work with artists, board members, staff, funders, volunteers, and community leaders. Management and the Arts includes access to a companion website featuring a sample syllabus, additional project assignments, suggested resources, and chapter-by-chapter PowerPoint slides (www.managementandthearts.com).