MAM 599 (1-6:1-6:0)
Special Topics in Arts Management

Prerequisite: admission to MAM graduate program, or permission of instructor.

Provides opportunity to explore special and timely topics in arts management including theoretical and applied areas. Topics and credit vary; may be repeated for up to 12 credits taken under different topics.

This course involves the many facets of gallery management including the social, economic and strategic coordination with the external environment and the integral coordination of artists; programming; education; and audience.

This course looks to new directions in gallery management as galleries are increasingly interactive with their communities and must often serve diverse purposes of community engagement; a first (and sometimes) only experience of visual art; art education and an integration with other venues. The course culminates in student's preparing an online exhibit.

MAM 603 (3:3:0)
Arts in Society

Prerequisite: admission to a master's program in CVPA, or permission of instructor.

Examines role of visual and performing arts as social and cultural institutions, with emphasis on historic traditions and trends that have most directly influenced contemporary American practice. Consideration is given to the essential functions of art in society in an effort to address questions: Why do we require art at all? What constitutes "good" or "bad" art? What is the value of art? What encouragements or impediments does our society offer to the creative artist or arts institution? How do the various forms differ in their traditions, philosophical underpinnings, and current manifestations? How can arts managers participate in the cultural conversation to the benefit of art forms, artists, and the institutions they serve?

Prerequisite: admission to Master of Arts in Arts Management, or permission of instructor. MAM 602 should be taken prior to or concurrently with MAM 604.

Teaches strategic way of thinking about audience, community, and markets. Structured into four modules, beginning with fundamentals of strategic planning. Students learn about external and internal environments and the interplay among them; discuss marketing fundamentals pertaining to arts audiences; and are introduced to fundamentals of applied marketing media and advertising fundamentals. Designed as fundamentals course for elective concentration in public relations and marketing.

Prerequisite: admission to Master of Arts in Arts Management, or permission of instructor.

Introduces theory and practice of creating commitment of arts audiences for performing and visual arts. Students explore different perspectives such as psychological, anthropological and business-minded.

Board Development including oversight and management of a board, as well as understanding board functions. Board relationships, including volunteers, are essential through all of the stages of your management career.

Conception, planning and implementation/control of platforms to create and manage a holistic communications strategy for arts organizations. This includes: Management of Brand, Public Relations, Advertising and the Evolving Marketplace: New Technologies and Theories in Marketing.

Bridging strategic planning and marketing; audience development; financial management and board and volunteer management, with issues of scheduling, ticketing and sales, mission integration and strategic challenges of new facilities and growth and operations of existing ones.

MAM 706 (3:3:0)
Festivals and Special Events

Prerequisite: admission to Arts Management program, or permission of instructor.

Technical aspects of events and festival management. Topics such as cultural understanding, tourism, sponsorship, fundraising and development, logistics of scheduling and contracts, and the relationship to larger venues, marketing and sales and budgeting.

Reviews current state of nonprofit arts field, then familiarizes students with the most common rationales for public support of the arts and respective roles of federal, state, and local governments and private policy actors. Examines dilemmas that arts organizations face in balancing the need for government support and artistic integrity with push and pull of the market. Compares U.S. policies to those of other developed countries.

MAM 711 (3:3:0)
Directed Readings and Project Course

Prerequisite: admission to Master of Arts in Arts Management, or permission of instructor. Students will have completed 3 credits of core course work in the Master of Arts Management program.

Opportunity to engage in a more intensive study or project in arts management. Students partner with faculty member for intensive readings and project in strategy and planning in the arts, fundraising and development, entrepreneurial project work, arts marketing, arts policy and law, or other specialized areas pertinent to arts administration.

MAM 740 (2:0:6)
Internal Internship - Laboratory Rotation

Prerequisite: admission to Master of Arts in Arts Management. 12 credits taken within the Master in Arts Management program; or permission of program director.

Required for developing practical application. Builds on apprenticeship as a core means of teaching applied concepts of arts management. Augments use of Center of the Arts and active arts environment, both performing and visual, as a learning laboratory. Builds on practical learning, and provides internal training as preparation for external internship.

(minimum 42 hours/credit)

MAM 750 (3:3:0)
Arts Entrepreneurship I

Prerequisite: admission to Master of Arts in Arts Management, or permission of instructor.

Lecture course in discovering and developing entrepreneurial skills in the artist/arts. Special focus will be given to developing communication skills, planning strategies, and nurturing the skills and attitudes that enable students to creatively solve problems and identify opportunities. This entrepreneurial perspective is in line with the GMU experience, and is widely applicable outside the business world, in fields such as politics, education, and the arts. Assigned readings in the class will be augmented and supported by presentations, lectures and meetings with successful art and non-art entrepreneurs in the region. At mid-term, students will conceive, develop, and present a for-profit or not-for-profit 'business plan strategy' including business model(s), market overview, and management structure. Their final project will include adding a revenue model, developing revenue streams, constructing a partnership acquisition strategy and technical/IT strategy to their business plan strategy. The semester concludes with a 15-20 minute public presentation of their 'business plan summary' before a panel of entrepreneurs, business and non-profit managers.

MAM 751 (3:3:0)
Arts Entrepreneurship II

Prerequisite: Arts Entrpreneurship I, or permission of instructor.

Advanced lecture course in discovering and developing entrepreneurial skills in the artist/arts. Special focus will be given to developing business financial planning skills, developing a funding strategy, and the marketing and sales of the arts. Assigned readings in the class will be augmented and supported by presentations, lectures and meetings with successful art and non-art entrepreneurs in the region. At mid-term, students/student teams will conceive, develop, and present 3-year projected cash flows, income statements, accompanying financial assumptions and funding plan for a for-profit or not-for-profit business plan. The final project will include determining market verticals, targeting those verticals and building a multi-year event-based marketing campaign including schedule and expenses. The semester concludes with a 15-20 minute public presentation of their business financials and marketing campaigns before a panel of entrepreneurs, business and non-profit managers.