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Staffing and defining an arts organization - Assignment Example

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After long years of the artistic leadership by Bryans, the rein of the organization was handed over to Judith Chapman in 2003. Since its…
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Staffing and Defining an Arts Organization Part A. Studio 275, the incorporated non-profitable charitable organization has its root from John Bryans, who founded the Studio 275 in 1985. After long years of the artistic leadership by Bryans, the rein of the organization was handed over to Judith Chapman in 2003. Since its inception, the studio has produced not less than 150 theatre productions, of which majority are Canadian ones.
Vision Statement- “Developing and supporting our playwrights we can better tell our stories and share in the great diversity that Canada represents”.
Mission Statement- Since the inception, Studio 275 believes that play development is the sole aim of its existence. It has been well documented in the organization’s website that “Our main reason for being is to create theatre productions that reflect the Canadian experience of the past, present and future” (What we do, n. d.).
Value Statement
The mission statement of the organization rest upon the values, which is expressed as- “we are very active in play development as a means of supporting Canadian playwrights and building the repertoire of Canadian plays” (What we do, n. d.).
Part B. Competencies
Artistic Director
The director is more responsible for the artistic activities of the organization rather than engaging in the day to day activities of the organization. He must have the vision that the plays staged by the organization must be unique and uphold the values of the organization enunciated by the founder.
Executive Director
He must be a person of long term vision as the organization’s future id relied upon how competent he is in keeping the studio upfront of similar organizations. Similarly, he must have good managerial abilities and leadership qualities as he is the person responsible for coordinating the whole activities of the organization. He should have a good foresight and motivational qualities. He must motivate the entire people in the organization so that the objectives can be achieved.
Part C.
Organizational Chart


Part D. Plan of action
Detailed plan for the plays to be performed
Managing and supervising the rehearsal for all plays to be performed in the season
Preparation of the Performance Schedule
Coordination of the people (permanent as well as seasonal)
Arrangement of theatre and seating facility including gallery for the expected audience
Proper communication to all interested in drama and those who are directly and indirectly associated with the Studio 275
Look after the financial needs of the various departments are properly met
Work Cited
“What we do” (n. d.), Studio 275, Accessed on 29, October, 2009, from http://cfl-x.uwindsor.ca/24-275/studio/STUDIO%20275%20What%20We%20Do.html Read More
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