Arts Council England ± New Structure for New Challenges
The foundation of Arts Council England (ACE) was laid way back in the year 1940 when Committee for Encouragement of Music and the Arts (CEMA) was establishedunder a Royal Charter. It was established with an objective of promoting the performing,visual and literary arts in England. But there have been huge changes in this organizationrelating to responsibilities transformation from center to geographical regions and again back to the center with strategically designing of organizational structure. The changes were madein accordance to the changes made in the policies of the organization over time. Theunderlying theory of this case is how organizations have to organize themselves in terms of structures, processes and relationships so that they enable success and adapt to change. Thisis because of the reason that understanding the strategic position of an organization andconsidering the strategic choices open to it are of little values unless the preferred strategiesare put into action. Arts council underwent changes in terms of their policies and objectivesand to implement these changes, there is a need for strategically organizing the structure of the organization.
Organizations, while organizing themselves have to look into itscoherent configuration which consists of:
The structure of the organization defines the flow of power, authority and responsibilities. It tells about the relationships between the peersand co-workers. It also explains the span of control and reporting order. Thus theorganizational structure is important in order to understand the hierarchy in theorganization and to implement the policies and strategies. Different organizationalstructures like centralized, decentralized, divisional, functional, matrix, etc. have their own importance, advantages and disadvantages.
Organizational processes tell about the flow of information and work in the organization. It also defines the supervision processes,culture and planning processes. The processes definition is very important toimplement the strategies. The planning process is also a tool to implement controlsystems in the processes. The relevance of the same can be seen in the case of ArtsCouncil.
anagement of Relationships:
Relationship tells us about the internal and externallinks of the organization. Internally how the organization is linked with its owndepartments in terms of finance, work flow and information flow. Externally it can belinked with the organizations from where they outsource, network, customers, clients,etc. It is important to understand the relationship structure because the relationshipstructure explains the decision making authority to certain extent.This case of Arts Council is related to different aspects of organizational structures in whichit underwent changes. These structures were coincided with the policies and strategies whatarts council followed in different stages of arts development and expansion in England.
Structure prior to 1990:
Prior to 1990 Arts Council operated as a single organizationcovering Great Britain. During that period, the objective of Arts Council was only to promote