Cultural policies

Cultural Studies – Intercultural Communication

2nd cycle

The aim of the course is to discuss the essence of cultural policy as a strategic domain of culture and art ecosystems. The lecture and active learning interactions with students will aim to cover phenomenon of the cultural policy studies and practices as immersed in an extended environment of cultural public spheres, intercultural, international relations, cultural management practices, public administration, audience development and marketing in the arts, creative and cultural industries and enterprises, global media and business players, as well as local social communities. To study properly key circumstances and conditions of working cultural managers, artists, public officers in cultural affairs in present times we need to get a right perspective, that could be obtained through an overview of theories, empirical case studies and practices. They will come from several disciplines of study that have much to learn from each other and more in common than one might expect: management and organization studies, aesthetics, cultural studies, art management, cultural policies studies, intercultural communication studies.

- ability to understand and speak English fluently

- ability to participate in a lecture and organize one’s work

- critical thinking competence, curiosity

transfered via server / emails

Problem – based lecture

Discussions

Text-based work

Case study work

Problem-based learning

5

The aim of the course is to discuss the essence of cultural policy as a strategic domain of culture and art ecosystems.

The aim of the course is to discuss the essence of cultural policy as a strategic domain of culture and art ecosystems. The lecture and active learning interactions with students will aim to cover phenomenon of the cultural policy studies and practices as immersed in an extended environment of cultural public spheres, intercultural, international relations, cultural management practices, public administration, audience development and marketing in the arts, creative and cultural industries and enterprises, global media and business players, as well as local social communities. To study properly key circumstances and conditions of working cultural managers, artists, public officers in cultural affairs in present times we need to get a right perspective, that could be obtained through an overview of theories, empirical case studies and practices. They will come from several disciplines of study that have much to learn from each other and more in common than one might expect: management and organization studies, aesthetics, cultural studies, art management, cultural policies studies, intercultural communication studies.

‒ J. Ahearne, Cultural policy explicit and implicit: a distinction and some uses, International Journal of Cultural Policy 2009, nr 2, ss. 141-153.

‒ A. M. Autissier, The Europe of Festivals, l’attribut, Paris 2009.

‒ E. Belfiore E., O. Bennett, The Social Impact of the Arts: An intellectual history Palgrave, Basingstoke 2008.

‒ T. Bennett, Culture and Policy – Acting on the social, Journal of International Cultural Policy, Vol. 4, No. 2, 1998, pp. 271-289.

‒ C. Bilton, Management and Creativity. From Creative Industries to Creative Management, Blackwells, Oxford 2007.

‒ M. Dragićević-Šešić, Shared Policies: The Future of Cultural Development, w: Dynamics of Communication: New Ways and New Actors, red. B. Cvjeticanin, Zagrzeb 2006, ss. 103-110.

‒ Cr. Gray, Managing Cultural Policy, Public Administration, Vol. 87, No. 3,2009, pp. 574-585.

‒ Cl. Grey, A very short, fairly interesting and reasonably cheap book abort Studying Organizations, Sage, London, 2009.

‒ J. Holden, The Ecology of Culture, AHRC, London 2015, http://www.ahrc.ac.uk/News-and-Events/News/Documents/AHRC%20Ecology%20of%20Culture%20%28A%29.pdf

‒ P. Inkei, Culture and Development 20 years after the fall of communism in Europe, paper presented at The CultureWatchEurope Conference, 4th - 6th June 2009, Cracow, Poland, available at: http://www.budobs.org/pdf/Cracow_background_paper.pdf (accessed 27 October 2014,).

‒ D. Klaic, D. Mobility of Imagination, Central European University Press, 2007, Budapest.

‒ D. Klaic, Festivals in Focus, CEU Press, Budapest 2014.

‒ J. McGuigan, Rethinking Cultural Policy, OUP, Maidenhead 2004.

‒ J. McGuigan, Cultural Analysis, Sage, London, 2010.

‒ E. Poettschacher, The rise of the Troyan horses in the creative industries, International Journal of Cultural Policy, Vol. 16, No. 3, 2010, pp. 355–36.

‒ M. Poprawski, M. Cultural Education Organizations and Flexible Individualization of Taste, Journal of Organizational Change Management, 2015, Vol. 28 Issue 2, pp. 165-176, Emerald.

‒ M. Poprawski, Cultural Entrepreneurship Teaching & Learning Models in Central Europe, in: Kuhlke O., Schramme A., Kooyman R., Creating Cultural Capital. Cultural Entrepreneurship in Theory, Pedagogy and Practice. Pioneering Minds Worldwide. Eburon Academic Publishers, Delft 2015, pp. 45-53.

‒ J. Smiers, M. van Schijndel, Imagine there is no copyright and no cultural conglomerates, too, Amsterdam 2009, http://networkcultures.org/_uploads/tod/TOD4_nocopyright.pdf

‒ L. Varbanova, Strategic Management in the Arts, Routledge, New York, 2013.

On successful completion of this course, a student will be able to:

- knows the basics of methods used by managers in cultural sector, the arts organizations and creative sector enterprises.

- is critical towards knowledge which acquires, dominating authorities, ideologies and fashions in management and cultural studies.

- improve his both cross-cultural and cultural competence applied into managerial practice in the field of culture and the arts.

- knows culture and arts organisation characteristics, public, private and non-governmental

- knows models of innovation in the domain of public policies related to cultural practices

Very good (bdb; 5,0): the student achieved the intended learning outcomes in accordance with the A grade standards

Good plus (+db; 4,5): the student achieved the intended learning outcomes in accordance with the B grade standards

Good (db; 4,0): the student achieved the intended learning outcomes in accordance with the C grade standards

Satisfactory plus (+dst; 3,5): the student achieved the intended learning outcomes in accordance with the D grade standards

Satisfactory (dst; 3,0): the student achieved the intended learning outcomes in accordance with the E grade standards

Unsatisfactory (ndst; 2,0): F Grade – the have not achieved the intended learning outcome