Gdańsk, Poland

Management and Communication in Performing Arts

Zarządzanie i komunikacja w sztukach scenicznych

Master's
Language: PolishStudies in Polish
Subject area: economy and administration
Kind of studies: full-time studies
  • Description:

  • pl
University website: en.ug.edu.pl
Communication
Communication (from Latin commūnicāre, meaning "to share") is the act of conveying intended meanings from one entity or group to another through the use of mutually understood signs and semiotic rules.
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Performing Arts
Performing arts are a form of art in which artists use their voices or bodies, often in relation to other objects, to convey artistic expression. It is different from visual arts, which is when artists use paint, canvas or various materials to create physical or static art objects. Performing arts include several disciplines, each performed in front of a live audience.
Management
Administration is the most obvious part of government; it is government in action; it is the executive, the operative, the most visible side of government, and is of course as old as government itself.
Woodrow Wilson, "The Study of Administration," Political Science Quarterly, Vol. 2, No. 2 (June, 1887), pp. 197-222.
Management
The worker is not the problem. The problem is at the top! Management!
W. Edwards Deming (1993, p. 54) cited in: Melanie M. Minarik (2008) Building Knowledge Through Sensemaking. p. 13
Management
It is better to first get the right people on the bus, the wrong people off the bus, and the right people in the right seats, and then figure out where to drive.
Jim C. Collins (2001). Good to Great: Why Some Companies Make the Leap...and Others Don't p. 41.

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