Organizational Structure of the Arts

Arts organizations have hierarchical structures, with the executive director at the top of the pyramid.

Arts organizations, like all business models, have a hierarchical structure that allows them to run smoothly. Clearly defined roles within arts organizations contribute toward their effectiveness in bringing the arts to the public. Depending on the size of the arts organization, its hierarchy may tend to resemble those of standard business models. In other words, the larger the arts group, the more employees there are, and the more subdivided and complex the hierarchy becomes.

Function

The purpose of an arts organization is to support the specific art form the organization is producing. These organizations might specialize in opera, theater, symphony orchestras, modern dance, ballet and the fine arts, to name just a few.

Features

Using a standard theater company to exemplify the hierarchy in a typical arts organization, the usual structure includes an executive director, artistic director and a board of directors, all of whom make decisions about the work to be produced.

The executive director has the final say in all management decisions having to do with funding, marketing and financial growth. The artistic director usually works as an artist within the group but also uses his or her expertise to lead the artistic vision of the group. In addition, the artistic director has the final say for artistic projects executed.

The two leaders should support each other--the executive director, by finding funding for, and marketing, the artistic director's vision, and the artistic director, by upholding the executive director's efforts by setting the standard for artistic excellence.

Sometimes, the artistic ensemble and company members are given a vote to either accept or reject scripts. In addition, resident directors may also bring scripts to their artistic directors for approval.

Misconceptions

Actors may have to audition for roles, even when they are company members and part of the arts organization. Visual artists may have to argue their work into a showing, even when they supposedly have carte blanche. Getting your art seen, heard or produced is an everyday struggle, even if you are a vital part of an organization.

References

• The National Endowment for the Arts: Organizational Chart