Management Strategies in Educational and Private Owned Performing Outfit
Public and private sector strategic managers operate in different contexts that generate distinctive constraints on their behaviors and choices.
Key constraints on public sector managers are identified in five propositions. Implications for the evaluation of public sector management and for the behavior of public managers are drawn.
It is argued that application of private sector models to the public sector is problematic; that general models of strategic management are needed.
1.1 Background of the Study
Theatre has become more popular as the year goes by. To most people, theatre is often known as a building designed for the performance of plays, dances, premiering of movies, music etc.
Although the word theatre and drama are often used interchangeably, but theatre is not inherent in drama only, rather it encompassed the words and action of man’s everyday activities.
In general, the term theatre connotes both action, experience and a building. Theatre is defined as an experience involving the viewer and the performance being viewed.
The definition explains Edwin Wilson’s postulation that, the means by which art present its material is often referred to as the medium for theatre, the medium is a story enacted by stage playing characters.
The essence of theatre experience is explained in this postulation, and it is seen that the theatre combines other arts forms thus seen as a melting pot of all arts forms.
Osawue Stevenson asserts that, theatre is often said to be as old as mankind and all theatrical actions evolve out of mans daily activities which are influence by long standing cultural traditions and attitudes.
The fact evident in Osawue’s assertion explains a very vital issue of the theatre origin; every theatre is a manifestation of the predominant culture.
Since it is a popular view that any nation can be reflected in its arts especially theatre and the repetitive pattern of sustaining this theatrical arts becomes a culture
In our present age, the theatre most especially has become a potpourri of activities thereby justifying the reason why its management strategies ought to be equally innovative.
Enivaselu and Oyende defines management as, a process of planning, organizing, directing or leading, representing, coordinating and controlling the effort of the organization members and the use of organization resources (human and technical) in other to achieve state organizational goals.
They also added that management is an activity involving human and as such every of its activities can only be achievable via human beings.
David Wertner sees the concept of management as the process of working with and through others to achieve organizational objectives in a changing environment, central to this process is the effective and efficient use of limited resources.
This means that whereas human are needed so as to enable management take place, they must also work towards the organizational objectives.
David Boddy submits that, management occurs wherever people take responsibility for an activity and consciously try to shape its progress and outcome.
In the same vein, Nwachukwu C. C. defines management as getting things done through others.
It therefore becomes pertinent to note that management is more scientifically, since the co-ordination of all the resources of any organization is through the process of planning, organizing, directing and controlling in order to attain organizational objectives.
From the forgoing views, management is an act which involves distribution of available resources to achieve the desired objectives.
For this study, the process of ensuring good managerial strategies and proper distribution of available resources in a performing outfits remains a focal point.
Akomolafa, Olu. Theatre Management in Nigeria: Appraisal and Challenges Ogunbyi, (Ed). Drama and Theater in Nigeria: A Critical Source Book Nigeria Magazine, 1981.
Asuquo, Udeme. A Critique of Theatre Management Practices in the 2014 Play Production Season. A Research Project. The Department of Theatre Arts, University of Uyo, 2015.
Barney, Jay. Looking Inside for Competitive Advantage Academy of Management Executive. Vol 9, No.4.pp49-61.
Boetenge, Peter. Management Tasks, Responsibilities Practice. Harper and Row, 1974.
Imaga, Edwin. Administrative and Management: Theory and Practice. University Press, 2010.
Johnson, Utibe. Historical Development of Akwa Ibom State University: The Pinnacle Theatre in Focus A Research Project. The Department of Performing Arts, Akwa Ibom State University, 2017.
Nwachukwu, Chidinma. Management Theory and Practice. Hills Print, 2015.
Ohadipo, Oladipo. Cinema Business in Lagos, Nigeria 1903, Historical Research Letter. Vol 3, no.1, 2012. pp-1-11.
Ojedehe, Parblo. and Ilusanya, Godwin. Educational Management: Thoughts and Practice. Codat Publications, 2006.
Reid, Francise. Theatre Administration. Adams and Charles Black, 1983.
Weber, Max. The Theory of Social and Economic Organization. Tree Press, 1947.
Join Over 500,000+ Readers Online Now.
Copyright Warning: Contents on this website may not be republished, reproduced, redistributed either in whole or in part without due permission or acknowledgement. All contents are protected by DMCA.
The content on this site is posted with good intentions. If you own this content & believe your copyright was violated or infringed, make sure you contact us at [[email protected]] to file a complaint and actions will be taken immediately.