Professional Documents
Culture Documents
Chapter 11
Art Management
Chapter 11
Art Management
Introduction
T he arts attract many kinds of people. Some, of course, are those who create or perform the arts
themselves. But there are others who do the important task of making sure that the business side of the art
world runs smoothly. That’s where art management comes in. Those who work in this field manage the
daily operations of art galleries, museums, performing arts centers, symphonies and other art-related
enterprises. It’s a critical job. Keeping the business side of the arts running well allows the artists themselves
to keep their focus where it needs to be: on the art itself.
Specific Objectives
• Define the role of managers, curators, buyers, collectors, art dealers in the world
Duration
LESSON PROPER
Art management (also referred to as art administration) applies business administration technics
and processes to the art world. It includes running the daily business operations of art institutions either
private or public.
Art management’s purpose is to reconcile both disciplines as they potentially have opposing
objectives. The former is concerned with the practical aspects of running a business: rational management
of resources, keeping expenditure within a budget, pursuing efficiency. The latter is a mean of expression,
it carries the authors vision and emotions and is not concerned with profit.
❖ ART MANAGEMENT
Art management (also referred to as art administration) is the process of running the daily
business operation of art institutions either private or public on nature. Art institutions include
museums, art galleries, theatres, opera house, art and cultural centers, among others.
▪ Art Manager
An art manager has the following duties and responsibilities:
Typically, an art manager requires a bachelor’s degree. The position requires five
years’ experience in the related area as an individual contributor or artists. One to three
years supervisory experience may be required.