Change in Organizations Policies and Strategies in the Structure of the Art Council of England - Case Study Example

Change in Organization’s Policies and Strategies in the Structure of the Art Council of England Task: Change in Organization’s Policies and Strategies in the Structure of the Art Council of England Introduction The art council in England is an agency that has been developed in England to lead all the arts organizations in the region. It is a nonprofit organization within the region. The organization has set up policies and strategies that are geared towards maximizing its effectiveness (Dutton 2008). In the process, it has introduced and implemented changes that have affected its efficiency both positively and negatively. It has so far applied various models at professional levels of management and strategic plan implementation as will be reflected in this document. This essay brings it clear that, it was set up to take control over the funds of arts. This was done by distribution of money in a diverse manner to cater for all art related activities within the Great Britain. In 2003, it surfaced more than other previous years. Currently, there were changes other than the changes made in the before that lead to the alteration of the resources which was from a centralized region to a geographical region. All businesses are driven towards making and maximizing profits. The contribution of every individual and affiliate organizations in the council, which handles funds, is very significant to its performance and hence must be well coordinated. It is also discussed in the subsequent sections that, the need to understand the key players and their roles of all stakeholders including the government in the council was necessary to help in improving the functionality of the organization (Isobel 2003). Delegation is part of all organizations especially in larger ones, but in so doing, the overall structure and composition of the organization must be maintained. In using art council as an example of the effects of change in the management strategies, it is possible to demonstrate both positive and negative effects of such changes. The government, to facilitate its operations, funds the art council of England. Theoretical perspective This whole topic looks into the identification of a common issue and therefore solving the problem. This theory can therefore explain how the art council of England works. To begin, the organization process which refers to the flow of information and the procedures for supervision, the culture at work and the systems for planning within a particular organization. This process is in fact very important in the implementation of change thus controlling an organization. The council of England essentially consists of the chief executive officer, the directors, senior officers, and personnel assistants. Various departments perform a variety of duties in the art council of England. The cultural relationship is also a factor not worth ignoring any organization normally recognizes the structure of relationship in the process of making distinct the decision-making powers at a given level. Thus, any change in this relation should consider the cultural factor. This can give explanations on the issues considered normal and the intentions for its success. Ways of organizing a department Organization by function or product This is majorly based on what a specific department does or produces. The art fields are varied thus the manner in which departmentalization was done was based on the fields of art. If there are various product varieties that the organization deals in then, this forms a basis of departmentalization. At the same time, departmentalization can be in the form of the function performed. For instance, there may be purchase department, sales department, production department, finance department personnel department and distribution department. At the same time, each product may have various departments that deal with it. In the art council, the departments are doing exist according to the field of dealing. Those in performance arts are in a different department from those in other fields, in arts. The council adopted a combination of various structures including the linear structure and the “branched structure” In this combination, the advantages of each combined structures is enjoyed fully in the resultant structure. This has various disadvantages that prove to be complicated to handle in terms of management. Centralization and decentralization In a centralized organization, all decisions are taken from the top most position in the organization. While decentralized structure is whereby there is a high level of delegation made to the junior employees, it is advised by most theorists that a choice on the application of any of the structures whether centralized or decentralized depends on the condition or situation at hand. Both have their disadvantages and advantages but the best basis of choice is analyzing the circumstance of its application. There was a need to decentralize the council; this was to improve management and to enable efficiency. The management in the centralized council initially as adopted, was facing so much tension in that the members from different regions felt that the council was not balancing its attention in the region. This made the decentralization process to commence. Decentralization made it reap many benefits as much as there were some disadvantages. The decentralization enabled efficient management and specialization among the members from different regions. The initial management structures and organization of the art council Boundaries have a lot to dictate in the art field in England. This influenced the funding and responsibility. The boundaries, therefore, could form a basis of alienation. This, however, was used to enable learning from the distinct regions hence enrichment of various cultures. The museums, libraries and the archives were set up for posterity apart from the financial gain that was also to be realized. Realizing greater art by artists for everyone was emphasized to enhance strength to the sector of arts. Availing a wide range of stock also facilitated the improvement of the sector (Art council of England 1998). Material culture and collection are the major sources of art preservations. Libraries and museums, therefore, act as the storage centers for these. The interpretation of the collection is essential for the audience and people involved in the artwork. Flexing boundaries for the freedom of art and art related activities has also promoted the improvement of the sector. Every organization has three types of roles termed as authority, which are categorized into three classes namely: line, staff and functional authority. In line authority, any manager has authority over his or her juniors. In the staff authority, various advisors lack authority over the general staff except that they advise managers. In the case of the English council, the funding of art created controversy, and there was advice on the change of structure, which led to the change of responsibilities between the various regions changed in 2003. Whereas in the Functional authority, the manager assumes authority over other subordinates even those who belong to different departments. Any company may assume any of the various types of company structures, but they can also choose to combine any two as applicable. Functional authority, however, is not advisable. Structural change in the 1990s The art council decided in 1990s to decentralize the organization that was working as a single organization to various regions in the Great Britain. This enabled easy supervision but also suffered the disadvantage of lack of trust in the fragmented approach. The challenge was made bold by the fact that count be any trusted implementation of equal and fair government policies on consistency, in the manner of way in which the funding was made to recipients who managed their separate organizations differently (Bjorn & Bodo 2010). Politics played a big role in the devolution of organization; it was observed that most members from different regions based on a geographical location or country had different ways of government legislation and policies, which dictated on fund usage and distribution. The management at different locations, therefore, was not uniform and the government governing different regions to some extent played a part in the management thus so many managers. Change in Management strategy of the art council of England (William 1965). Strategy refers to the long-term goal determination and specific goals or objectives, setting of resources and plan of action of an organization. Structure refers to the manner in which an organization is assembled to work on its strategy, with an outline of the hierarchies and chains of authority that is reflected by the strategy. In this consideration, it is important to put in mind the structure of the organization and the particular assets that it controls. It should also be noted that the rules and processes that the organization uses in its operations and the authority levels of the managers must be considered. A deviation or change in the strategy of an organization may cause a change in its main aims. The council initially had a plan to take regional control of art and art related activities, which changed slightly when the decentralization and the devolution occurred. Each region started aiming at making improvements in the field of arts depending on their location. Close relation formations concerning the social arrangements in the region and putting into consideration that there is diversity in culture. All the diverse cultures are appreciated and recognized by allowing participation and promoting the artists. In the strategizing, the art council it was found out those leadership skills was inadequate and so new management teams were set to ensure that the organization was running as required. The major areas that were covered included strategic thinking that was to help in the analysis of the strategies of its operations. Coaching and mentorship among the stakeholders and participants is also significant. This ensured quality promotion. Managing people was part of the plan and was meant to control on how to organize the artists and those in the management positions personal effectiveness that was meant to improve quality and performance of the organization (Bjorn & Bodo 2010). The organization worked in uniformity to provide experts in the various fields of art. The first coordination to guide the funding development was in the year 1990 when the government asked the council of arts in the Great Britain to formulate strategic plans on how to collaborate with the British film institute and other Scottish and Irish art councils to come up with structural changes in the world of art and customs. The government established a ministry in 1992 to deal with the arts, and it was named the department of natural heritage. Later in the 1994, there were plans layer and executed on how to devolutionist the art fields. In this, three bodies were formed. The Wales, Scottish, and English council reflects the devolution. The government to cater for the arts has since increased the funding. The funding has been done and directed towards promoting the artists those in the rural communities (William 1965). This, however, has been affected by politics. It is worth noting that in the 1997 new labor administrators changed the name of the department to the department of culture. A chain of merger helps in an attempt to curb bureaucracy in the department. In an attempt, to improve the film industry and culture, the Great Britain film council was formed, and in 2000, various agencies were formed within England that was used to promote various art sectors. This can be compared to departmentalization in business. Structural change in 2003 There was the establishment of art council of England as regional art board that was legalized as one art development agency in England for England. Of late, the de central government policy has put integrated system measures to ensure that the government policies are perused. There was also development of more integrated cultural policies and strategies, which formed a strong tool for development of culture and arts. The regional development was perceived to cause imbalance and thus drove towards its abolishment. The central government support in England is the most prominent in relation to other regions. The funds are then directed towards defined branches, which includes dance, literature music, and performance, which includes theatre and visual arts. In 2003, the devolution was set, and that lead to increase in efficiency of the art council. Advantages The first advantage was the increase in the concentration on the activity of regional offices. Its efficiency was also enhanced thus search of talents within the different regions became effective. Specialization ensured high quality production and performances. Separate funding for the artists ensured high quality art work. Disadvantages Increased expenditure was the main disadvantage suffered by the council. Another challenge was the coming up of a single development strategy for the entire state became ineffective. Because this organization was nonprofit making, the competition did not work to its advantage. Harmonizing of the expenditure for the entire region formed part of the strategy to curb this. The strategic framework Many fields of experts have since been created through the council. It has mostly foreseen the development of talents both locally and internationally in England. There are cultural, political and economic implications related to the council. The changes manifest themselves in an observable manner for organizations and cultural services. The wide cycle of influence, however, are faced by challenges in its exhibition. The importance of the museums and libraries in the development of film and other art related industries must be noted. Administrative challenges have been on the forefront of derailing the council development but have since been solved by the introduced changes (Bjorn & Bodo 2010). Defining the key roles of artists and introduction of new goals is a basic strategic tool that was used in the 2003 devolution, to improve the field of art. Engaging with museums, libraries and other visual and performance arts formed the basis of promotion of artwork. Tourism based on cultural diversity appreciation has several benefits. Integrating different cultures promote the sense of self-belonging apart from the socio-economic benefits that are also realized through the same means. Different investment priorities based on artwork were also identified and exploited other than research work on the same. The art sector made numerous opportunities on culture and society that championed for a wider spectrum of artwork and leadership duty in the country. Conclusion Various theories tend to explain the performance of different models of management. In management, the environment and success are key factors of consideration. In England, the field of art has made its way to survival through different steps. This has included the funding by government and a series of changes that has also left disadvantages to the field of art. The art council of England was formally referred to the art council of the Great Britain, but it was divided to relatively smaller councils and agencies as per the regions. It is concern primarily with the handling of funds directed to the field of art. The art council, therefore, had to make necessary structural adjustments. The management structure changed in order to be in line with the decentralization. Various regions could manage their areas of jurisdiction well due to the reduced number of employees to be supervised. Specialization was also enabled through the changes that were introduced. Some changes can only be implemented after the analysis of the situation; the council, therefore, had to analyze and choose on the changes to be made on the management structure, strategy and policy implementation. References William, T G 1965, Management and Organizational Behavior Theories: an interdisciplinary approach, University of Michigan, Michigan. Bjorn, A & Bodo, S 2010, the New Role of Regional Management, Palgrave Macmillan, New York. Garth, S & Andrea, S 2006, Strategic Management, John Wiley, California. Dutton, C 2008, Art in England, Bibliolife, South Carolina. Art council of England 1998, the art council of England. The art council, Michigan. Annabal Jackson Associates, Arts Council of England 2002, Evaluation of Public Art Projects Funded under the Lottery: Final Report to the Arts Council of EnglandAuthors, Michigan, Arts council. Isobel, J 2003, Council Collection acquisitions, 1989-2002: an illustrated catalogue of sculpture, painting, drawing, photography, video and installation, artists prints and multiples acquired for the Arts Council of England between 1989 and 2002, Hayward Gallery, Michigan. Read More