|Publication type:||Conference other|
|Type of review:||No review|
|Title:||Theatre quality frame : ein wirkungsorientiertes Qualitätsmanagement-System für Kulturinstitutionen|
|Conference details:||9. Jahrestagung des Fachverbands Kulturmanagement, Winterthur, 14.-16. Januar 2016|
|Subject (DDC):||306: Culture|
|Abstract:||The evaluation of temporary cultural projects and programs has progressed in recent years and a lot of practical and scientific experience has been gained. More difficult is the question of how persistent cultural institutions can demonstrate the quality and impact of their work in the long run. To meet the need of public and private donors to evaluate the efficient and effective use of their fun-ding, in the public and non-profit-sector, organisations such as universities, hospitals, charities and some cultural organizations are already establishing comprehensive quality management systems and meet the demands of quality labels and international standards. It is likely that cultural organisations such as theatres will soon increasingly need to address this issue. Modern theatre management aims to increase efficiency and effectivity. As the diverse literature to theater management demonstrates (e. g. Hausmann 2005; Henning 2001; Nowicki 2000), topics like strategic management, controlling, marketing, auditing and governance are becoming more and more relevant to theatre organizations. Within this context, theatre processes as cost drivers of production, event and marketing operations, are brought to the fore. Carefully planned and standardized processes decrease personnel costs significantly and, not least, they increase employee motivation, as they ensure liability and safety. To focus only on efficiency oriented processes, falls short here. First, in theatres, creative processes take place that contradict the efficiency principle (Auvinen 2001; Boerner and Gebert 2005; Davis 2000). More open, creative processes have many interfaces with more standardized, always repeating processes. These interfaces must be actively developed. Second, theatre management is valued no only by the efficient use of ressources, but by the social and artistic impact theatres generate (Baecker 2013). Thus good theatre management has effects at different levels and meets different, even conflicting, organizational goals. In international theatre research, there is a growing discussion on quality, processes, and performance in theatres, by taking into account the specific characteristics of theatre organizations such as the handling of creativity, multiple stakeholders and public interests (Voss and Voss 2000; Agid and Tarondeau 2007; Auvinen 2001; Boerner 2008; Preece 2005; Vakianis 2006). But so far, no integrated, holistic, management system has been developed meeting the specific requirements of theatres. This is the aim of the underlying research project, where the leading research questions are as follows: - Can an effective quality management system be implemented in a theatre? What would be its key success factors? What are the long-term impact factors of a theatre? - Can the performance of a theatre be increased through systematic process management? - Can the application of a theatre-specific quality management system comply with international quality standards? Since 2011, the development of a comprehensive theatre quality management system for the Theatre Winterthur started, which functioned as a pilot project. Project partners were among the Theatre Winterthur, the Center for Arts Management and the consultancy TQU GROUP Winterthur. The project was co-funded by the Swiss Commission for Technology and Innovation (KTI). The Theatre Quality Frame combines the three core processes of production, event management, and program development and communication. In order to control the achievement of organization and process targets, a Theatre Quality Monitor was designed consisting of six dimensions of quality: Artistic Performance, Financial Performance, Development and Innovation, Sustainability, Process Performance, and Stakeholder Performance. The Theatre Quality Frame is compatible with the international quality management standards according to DIN EN ISO 9001. In summer 2013, the Theate Quality Frame of the Theatre Winterthur was certified in accordance with DIN EN ISO 9001 standards (Betzler and Kabitz 2014).Results of the pilot study show that, first, the specific theatre organization is suitable for a functioning quality management system, second, that efficiency and effectivity could be raised, and third, that the Theatre Quality Frame complies with international quality standards. Further studies could analyze the mid-term effects of the Theatre Quality Frame regarding the future development of the Theatre Winterthur. Further, the robustness of the model could be validated by implementing it to other theatre organizations.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Center for Arts Management (ZKM)|
|Appears in collections:||Publikationen School of Management and Law|
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Betzler, D. (2016). Theatre quality frame : ein wirkungsorientiertes Qualitätsmanagement-System für Kulturinstitutionen. 9. Jahrestagung Des Fachverbands Kulturmanagement, Winterthur, 14.-16. Januar 2016.
Betzler, D. (2016) ‘Theatre quality frame : ein wirkungsorientiertes Qualitätsmanagement-System für Kulturinstitutionen’, in 9. Jahrestagung des Fachverbands Kulturmanagement, Winterthur, 14.-16. Januar 2016.
D. Betzler, “Theatre quality frame : ein wirkungsorientiertes Qualitätsmanagement-System für Kulturinstitutionen,” in 9. Jahrestagung des Fachverbands Kulturmanagement, Winterthur, 14.-16. Januar 2016, 2016.
Betzler, Diana. “Theatre Quality Frame : Ein Wirkungsorientiertes Qualitätsmanagement-System Für Kulturinstitutionen.” 9. Jahrestagung Des Fachverbands Kulturmanagement, Winterthur, 14.-16. Januar 2016, 2016.
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