What is Orchestra Management? -- Internal Relationships -- Steering the Ship -- Community Relationships -- Artistic Planning -- Financial Management -- Building Sustaining Relationships -- Marketing and Public Relations -- Toward Relevance -- From the Field.

An exciting new model for streamlining organizational management and structure, from an organization known around the world for its innovative structure. For nearly three decades the Orpheus Chamber Orchestra has earned rave reviews as one of the premier touring musical ensembles in the world. Recently, it has also attracted the attention and admiration of the business world. As the only major orchestra without a conductor, Orpheus is a shining example of a new management style based on collaborative leadership. Leadership Ensemble is designed to show business leaders in any industry how to re-create the successful "Orpheus Process" in their own companies by dismantling top-heavy hierarchies; developing flexible, responsive strategies and decision-making procedures; and unleashing employee creativity, responsibility, and productivity. The authors delineate the ten core principles of collaborative management, including shared and rotated leadership, passionate dedication to mission, clarity of roles within an organization, and learning to listen. Spiced with anecdotes and lessons from the life of Orpheus and case studies from the world of business, Leadership Ensemble is an entertaining, eminently practical guide to implementing changes essential to survival in today's speed-of-light business environment.

Introducing the business models, organisational structures, and fundamentals of orchestras, this book takes readers on a journey through the evolution of orchestra management. The author explores the dynamics between artistic excellence and financial sustainability. Key aspects of orchestra management are examined in detail, including artistic programming, strategic planning, financial and compliance/legal matters, audience development, resilience and adaptability, governance and board relations, diversity and inclusion, partnerships, and the role of technology and innovation. With actionable resources, such as checklists, templates, and frameworks, for current and future orchestra leaders and managers, this comprehensive guide empowers readers in education and practice to navigate the complexities of orchestra management confidently and effectively.

Crowd Control 2nd edition is a nuts-and-bolts manual for teachers of middle and high school performance-based classes such as band, orchestra, and chorus. This practical 'how-to' guide shows teachers, pre-service or experienced, efficient ways to manage large performance-based classrooms. With wit and sage tried-and-true advice, Haugland provides a complete behavior plan as well as concrete ideas for addressing the National Standards, Common Core, assessment, advocacy, and ensemble team building, along with ways to form a professional network. Accessible and indispensable, Crowd Control will become a vital resource in every music teacher's library.

(Meredith Music Resource). In this highly informative compendium, nationally renowned orchestra directors share their unique expertise concerning rehearsal philosophy, intonation, tone and bow control, setup and fundamentals, articulation, planning, warm-ups, recruiting, community building, and more. These educators have honed their skills through years of experience and have inspired countless young musicians. Each chapter presents their insights and individual approaches to developing musical excellence in their students. As an added benefit, the book includes lists of the authors' favorite composers, arrangers, and works for grades 1-4.

Every orchestra in the world oscillates between crisis and survival. This perpetual movement makes innovation, both in organizational form and in artistic product, vital to the sustainability of the symphony orchestra. Based on case study research in Flanders, Amsterdam and London, this book reflects on the sustainability crisis of the orchestra by framing it as a legitimacy crisis that affects both the orchestra’s artistic and organizational identity. The aim of this book is to explore the dynamics between various and often conflicting factors in the orchestra’s quest for survival, and to show how these organizational dynamics relate to the orchestra’s repertoire. By highlighting the importance of every organization’s specific environment to which it needs to adapt, this book illustrates that the orchestra field is not a field that relies on best practices. The book reflects on conventional as well as innovative orchestra models, making the comparative point of view relevant for academic or practice-based researchers, orchestra managers, policymakers and subsidizing bodies interested in sustainable and future-oriented orchestra management.

Managing Professionals deals with the tensions between managers and professionals within organizations, such as hospitals, universities, banks and judicial organizations. Often managers rely heavily on the skills and expertise of the professionals in their organizations, yet these professionals consider management a source of bureaucracy and paperwork. This tension is explored head on in order to answer the question of how to manage an organization effectively. With numerous real-world examples, the book analyzes the problems and complexities of management in professional organizations and makes recommendations on how to manage professionals. The book focuses on a number of key issues, including: Management as a problem Management as a solution Knowledge and innovation Strategy Cooperation Performance Managing Professionals presents an empirical analysis of the problems and offers solutions to the tension between management and professionals and will be of interest to managers and to students of management, organizational behaviour and business administration.

This book analyzes the economic challenges facing symphony orchestras and contrasts the experience of orchestras in the United States (where there is little direct government support) and abroad (where governments typically provide large direct subsidies). Robert J. Flanagan explains the tension between artistic excellence and financial jeopardy that confronts most symphony orchestras. He analyzes three complementary strategies for addressing orchestras' economic challenges—raising performance revenues, slowing the growth of performance expenses, and increasing nonperformance income—and demonstrates that none of the three strategies alone is likely to provide economic security for orchestras.

Strategic Management in the Arts looks at the unique characteristics of organisations in the arts and culture sector and shows readers how to tailor a strategic plan to help these diverse organizations meet their objectives. Strategic management is an essential element that drives an organisation’s success, yet many cultural organizations have yet to apply strategic thinking and entrepreneurial actions within the management function. Varbanova reviews the existing theories and models of strategic management and then relates these specifically to cultural organisations. Also included are sections on entrepreneurship and innovations in the arts, considering the concept of a ‘learning organisation’ – an organisation able to adapt its strategy within a constantly changing, complex environment. The book is structured to walk the reader through each element of the strategic plan systematically. With a fresh approach, key questions, examples, international cases to connect theory with practice and suggestions for further reading, this book is designed to accompany classes on strategic planning, cultural management or arts management.

A conductor reveals powerful leadership lessons by explaining the inner workings of a symphony orchestra Roger Nierenberg, a veteran conductor, is the creator of The Music Paradigm, a unique program that invites people to sit INSIDE a professional symphony orchestra as the musicians and conductor solve problems together. He captures that experience in Maestro: A Surprising Story about Leading by Listening, a parable about a rising executive tough challenges. The narrator befriends an orchestra conductor and is inspired to think about leadership and communication in an entirely new way. For instance: • A maestro doesn't micromanage, but encourages others to develop their own solutions. There's a big difference between conducting and trying to play all the instruments. • A maestro helps people feel ownership of the whole piece, not just their individual parts. • A maestro leads by listening. When people sense genuine open-mindedness, they offer more of their talent. If not, they get defensive and hold back their best ideas. • Truly great leaders, whether conductors striving for perfect harmony or CEOs reaching for excellence, act with a vision of their organization at its best. For more information, visit: www.MaestroBook.com