THE MANAGER PROFILE IN THE CULTURAL INSTITUTIONS. CASE STUDY - THE STUDENTS’ CULTURAL HOUSES FROM ROMANIA
The article focuses on several relevant directions for what the profile of the cultural institutions manager in the Romanian public domain represents, accentuating a specific type of public institution, meaning, the students' houses of culture. The questionnaire was the method used to obtain...
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| Format: | Article |
| Language: | deu |
| Published: |
University of Oradea
2023-07-01
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| Series: | Annals of the University of Oradea: Economic Science |
| Subjects: | |
| Online Access: | https://anale.steconomiceuoradea.ro/en/wp-content/uploads/2024/02/AUOES.July_.202357.pdf |
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| Summary: | The article focuses on several relevant directions for what the profile of the
cultural institutions manager in the Romanian public domain represents, accentuating a
specific type of public institution, meaning, the students' houses of culture. The
questionnaire was the method used to obtain the data concerning the manager’s activity
and his role within the Romanian public cultural institution. The research survey consisted
of a questionnaire made up of five questions, which was sent to all the managers of the
cultural houses of the students in Romania and to some other managers of cultural
institutions (theaters, museums, libraries, cultural departments). The answers received
were summarized and ranked according to the most important areas of interest regarding
management and the institutional role assumed by the cultural manager. The results of the
questionnaires showed that the role of manager of a state cultural institution in Romania is
challenging and full of contradictions and dilemmas. All respondents agreed that being a
manager in a cultural institution requires knowing very well the target group(s) or the
beneficiaries of the organized activities and having the necessary vision to satisfy exactly
those cultural needs that they require. The main problem is that the human and material
resources to satisfy these needs are often limited, so the manager is the one who must make
correct and firm decisions regarding the distribution of these resources so that the proposed
objectives turn into the expected results. Mainly, the measures for change and a productive
management are: facilitating the attraction of income (own, subsidies, other types of
financing) for the development of the activity of the students' culture houses, including on
the part of investments in the existing cultural heritage; increasing the number of
employees, as well as their appropriate motivation in terms of salary (and/or other
benefits); the creation of effective levers for closer collaboration between similar
institutions in Romania; promoting the institution through professional marketing means;
continuous adaptation of the institution's actions to the current needs of students. |
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| ISSN: | 1222-569X 1582-5450 |