Summary

The lack of compatibility, apparently irreconcilable, between the cultural phenomenon,

based on beliefs/ideals/traditions and the economic activities, founded mostly on hedonist/
utilitarian conceptions, was frequently, the source of antagonist processes between arts, aesthetics,
spirituality, ethics on one hand, and authority, management, power, on the other hand.
The management means scientific leadership; but in fact it means much more than this,
and therefore it overcomes both the restricted sense of administration, guiding, counseling,
training etc., and the totality of these concepts as a whole. The management became and it will
remain for a long time the fundamental event in the humanity history, the dominant institution
that defines the landmarks of the future social-economic development, that efficiently blends
all the resources by its consciously directed actions and frequently modifies the circumstances in
which the organization evolves. In consequence, a favorable state of mind and even a genuine
philosophy based on the management’s themes evolved and conferred it, with a good reason,
that halo of our times major social innovation. The science of leadership selects its landmarks
mostly from the economic sphere, from pragmatism, permanently perfection “the art of objectives
achieving” in conditions of efficiency and competitively. The management is more often presented
as a complex process of “piloting” the organization as a whole toward a predetermined finality,
aiming at minimizing the effort at the same time maximizing the results. Its role of human
action vector and in a broad sense of the development and general prosperity is completely
validated and acknowledged today.
Culture at it’s turn, is considered a traditional and a permanent substitute both for the
simplistic/monocentrist philosophies and for the unionist/reductionism methodologies; even
though this “status” of the culture do not produce official/formal effects, it uncovers a whole
structure, misty and subtle, of concepts, traditions, automatism, unwritten rules and mentalities
about social and administrative organization of a given community. As an emblematic domain
for any human collectivity, a vivid phenomenon nowadays, culture (institutionally organized)
strongly requires an infusion of scientific management. In an institutionally organized culture,
the management becomes a functional requirement, an essential condition for the system to
survive and to function and that is why the lack of it but also the dilettantism in leadership can
trigger real disasters. Under the circumstances, the cultural institution cannot ignore, only with
serious risks, the concepts, the symbolic paradigms and the qualitative analysis that creates the
“corpus” of the management science.
In a context in which the scarcity and the dispersion of the resources require more than any
time their efficient utilization, the symbiosis between culture and management appears to be
striking necessary/opportune and equally profitable/fertile. The influence of the culture over
the management is overwhelming. Complementary, an infusion of scientific management in
institutionally organized culture can, at it’s turn, induce a series of notable influences such as:
a) increasing degree of rationality in decision; b) good managing and disciplining of the united
effort; c) unchaining the creative latent forces; d) insurance of a per formant environment;
e) stimulating the development of the cultural phenomenon; f) appropriate allocation of the
resources. Management and culture together with these two flows of mutual influence can
create an original system for which the inherent potential synergy becomes an important
generator of creativity with remarkable and spectacular effects in the two dimensions.

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 1. Management and culture

Along this study we strictly approach the culture organized in an institutional form, as it is
structured at the moment, in the macro-system composed of the multitude of cultural “products/
services”, and also composed of the activities specific to the creation/traffic of the cultural
values, organized and carried on inside the specialized institutions in the suborder of the
Ministry of Culture, subsidized by public fond. In this perimeter, we project the junction of the
culture with the management. The institutionalized culture is represented as being made up of
juridical persons, structured on two levels:
-at micro-level - the finalist system, the basic entity of which goal is the achievement and/
or the putting into traffic of the cultural values, that is the cultural institution (C.I.): the
museum, the library, the theatre, the philharmonic orchestra, the foundation, the
association…;
-at macro-level – the interdependence system, the aggregate entity, coordinating the assembly
of C.I. and having as a main goal the achievement of a stable, harmonious, balanced
development of culture, in its whole, that is the cultural administration (C.A.): the ministry,
the inspectorate.

Management Expansion – Comprehensive and Objective Process

The transfer and adjustment of rules, principles and methodic instruments, proper to the
leadership science, to completely different activity sectors as specificity, mark an obvious and
generous progress. The traditional domain of management application (the company) has
obviously and irrevocably lost its singularity. The modern management shows an obvious tendency
of giving up the exclusive ownership of its initial and traditional “master” – the profit; it is
engaged now, more and more to worship value (of moral, human, social, cultural order…) that
is, serving the non-profit.
The growth of the professional degree in management, no matter which the social -economic
field is, where it is manifested, represents one of the force lines of present general development.
The amateurism in leadership is not only counterproductive but also catastrophic in all
aspects, and man has reached the level of becoming aware of this objective rule. The phenomenon
called: “the expansion of management” also has a spectacular development in a qualitative
plan, that is, it shows sustained care to involve and specialize the management in some special
phenomena, related to the leadership issue (the change, the risk, the public image, the time).
Two essential features of the modern management determine this evolution.
- Amplification of the innovation spirit, by systematic development of creativity
- Constant orientation to increase productivity of the physical/intellectual labor.

Management problematical drafting

The management conceptualization process in the non-profit organizations, started in the
U.S.A. twenty five years ago, is nowadays in full development. M. Hudson identifies, in the
management application field, an “undiscovered sector”. Beside the private sector, (economic
units) and the public sector (the administrative authorities and subordinated institutions), the
author distinguishes a “third sector”, and the one made up of “value-led-organizations”. The
main criterion, through which the distinction between the sectors is done, is the nature of
transaction between organization and environment. In the private sector, the predominant
reasons are the economic ones; in the public sector, the perspectives are mainly political; in the
third sector considering the values that animate the organization carries out the transactions.
The particularity that absolutely distinguishes the third sector from the private and the public
sectors, consist in the fact that, this time, there is only one, very weak link between the fond
suppliers and the goods and service beneficiaries.

Management Specializing
The specialized management for a certain field represents an entity with a well individualized
applicability area, made up of a basic conceptual assembly, taken over from the science of
leadership, where a series of specific theoretic-methodological elements, generated by the

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interaction of the scientific management with a certain type of organization and with its own
economic and social-cultural field, is integrated.
The specialization of management represents the projection of a more general phenomenon,
the social division of work, having repercussions in the theoretic and pragmatic plan. In this
area there are our preoccupations, too, regarding the definition of the management in culture,
of the distinctive elements that differentiate it from the other types of specialized management
and of the contextual particularities in which it reveals itself and takes over responsibilities.

Conceptual Delimitation Regarding the Culture Defining

The issue of defining the culture shows a high degree of difficulty. Only the abundance,
variety and ubiquity of the realities in this domain can equal the diversity and complexity of
approaches and concepts regarding culture. In time, an inflation of definitions has accumulated,
giving, thus, to the term a completely special polysemantic characteristic.
From the management point of view, the culture could be defined as:
a specific product of C.I. – a process having as an end the achievement /traffic of cultural values;
- environment factor, determinant for the organization in general and especially for the
management; - a system made up of a specialized institutions network, coordinated by an
administration specialized on the adjacent problem solving of the cultural value creation/
traffic process. The component elements of culture make up an organic assembly, which is in a
continuous re-elaboration and renewal.

The culture –application structural aria of the management

From a social point of view and in a managerial aspect, each culture defines its own way of
institutional structuring; it forms an original assembly of C.I., linked between them by specific
relationships, governed by goals and organizing principles, making up distinct “valuation
directions”. The culture has the unique quality of determining, for all community members,
certain specificity regarding the way of thinking/living/taking actions. Essentially, it is a
communitarian problem, with a determinant role regarding the cohesion/specificity of the
human society. Even though it is not an area of certitude, the culture succeeds in materializing
the three dimensional relationship of man with society/nature/idea of value and to continuously
giving senses, guiding marks, alternatives and horizons of spiritual refreshments for the human
being. A defining Universe of significance/symbols, the culture marks the horizons towards
which the individuals and human community tend and gives them the believes, the cohesion, the
inner force of solving problems they encounter and gives them the power to adjust to the
environment and overpass the difficult moments. The irradiation of culture cannot be quantified.
As a sublime objectification of the human soul, the culture is therefore a multi-dimensional
social-human phenomenon of an impressive complexity/vastly. It cannot be the object of study
of only one science.

Culture– management relationship

The management-culture relationship can be made obvious by starting from the premise
that the management is the goal and the culture is the means, or from the premise that the
management is the means and the culture is the goal. In the first variant, the management is
assumed to have an intrinsic, predominant value, in comparison to the cultural phenomenon.
As, by its stimulate action contributes in an indirect way to the achievements of objectives and
to making the leadership efficient, the culture in this representation, may be thus considered as
having an extrinsic background value, compared to the management. The search and
exploitation, in the advantage of the transnational corporation, for instance, of “the concrete
cultural equipment”, related to the human resources that work in subsidiary companies, represents
one of the trans-cultural management. The management interest for culture began in the 7o’s,
as a result of finding the fact that economic organizations, with the same object of activity,
identically equipped from the resources point of view, obtain different performances only for the
fact that they were carrying out their specific activities in spaces belonging to different cultures.
In the second variant the management will be understood as an instrument that actively/
efficiently contributes to the objectives achievement, while culture will not be considered as

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having an intrinsic absolute value. Serving culture, the management takes responsibility of
increasing the capacity of this vast, complex and important field of the social community life.
Our study insists only upon this aspect of junction between management and culture, it
especially analyzes the role, the particularities and the action of management in its quality of
conscious instrument, serving the culture, aiming to produce spiritually aesthetic values and
their promotion/traffic in the society. The general axiom of such a “geographic place” is that
here, the factor that all the other criteria/grounds must consider and suborder, is the value of
cultural order.

Cultural Agents
In a broad sense, all persons, group of persons, officials or not, with recognized existence
and real contribution to the cultural life of community, can be considered as being cultural
agents. In a strict sense, along the present study, we shall designate as cultural agents,
institutionalized entities (theatres, museums, organization creators, foundations, associations,
cultural administration…) having as a main goal the production of cultural values, their
spreading/traffic around the society and around the world, and also the protection, the financing
and support of culture.

Cultural Institution (C.I.)

The C.I. is the main cultural agent that acts inside the big, modern social-human
communities, “the organism” that materializes a specific structural form of some social relation
of distinct manner, represents a relatively simple organizing entity, usually financed by subventions
and sponsorships, specialized in combining “product factors” and having as main function, the
achievement and/or propagation of “consumer’s goods and services”(values)meant to satisfy
the necessities of cultural artistic order.
The C.I. marks are: a) the group of people together with the technical-material system and
with the financing mechanism; b) the assembly of the representative goals or its spiritual
artistic finality etc; c) the juridical status by which its existential role and frame is established;
The C.I. goals are marked by an evident bi-polarity; the mainly aesthetic, artistic, spiritual,
moral etc. finality and the material and financial determinants severely condition its evolution;
the symbiosis of the activities required a bi-cephalic management, dominated by the two big
categories of commandments (fundamental goals).
The herewith-sketched duality represents in our opinion the essence of the managerial
context of C.I.

Cultural Administration (C.A.)

C.A. takes the fundamental responsibility of assuring the guidance and logistic of the
multitude of C.I. being under its direct tutorship. It especially evolves to elaborate/apply
specialized legislation but also in culture financing, in a close concordance with the selection
and classification of the revealed priorities at CMS levels. The elaboration of the specific
normative frame with the accent on projecting is stimulating the creation/traffic of cultural
values and in assuring a quality management in the entire subordinate C.I.
Any overpass by C.A. of its strict “technical” mandate is equivalent, actually, with the not
respecting the fundamental principles, unanimously recognized in the modern theories about
democracy and the politic state and directly influences the cultural act autonomy, the freedom
of creation, the unlimited access to culture of each citizen
C.A. concomitantly uses political, juridical and managerial theories and processes; the three
approaches are obviously complementary and only together can give the solution to the considered
vast, dynamic and complex issue.

Cultural association and foundation

The association is a convention through which many persons agree to permanently contribute
and without restitution right, with a material contribution, with their activity and knowledge,
with the purpose of achieving a goal that does not want to get some material reward but only
to reach an ideal that corresponds to a category of general interests, particular or of group. The

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association is led by a direction committee or by an administration council and has as a supreme
organ of coordination, the general meeting of the associations.
The foundation represents the act through which a civilian/juridical person constitutes a
distinct and autonomous patrimony, permanently and irrevocably intended for achieving an
ideal goal of general interest or, depending on the case, commentary interest. The status of
the foundation establishes the direction/administration/control organisms, and all their rights
and obligations.
The cultural foundations/associations are non-profit companies (without a lucrative/
patrimonial purpose), which have goals that regard the support of some actions, and concrete
programs, which promote the cultural phenomenon. The main problem consists in attracting
representative culture people and fond rising. The identification of the serious financial resources
and the preservation of some long lasting relationships with those, and also the assurance of
sustaining its programs by some prominent cultural personalities is the important key that
guarantees the success.

The cultural agent’s environment

The cultural agent takes from the surrounding environment the necessary resources and
offers to it, towards valuation, his “products” and “services” – cultural values. The totality of the
distinct entities in the environment being in a close connection with the cultural agent, to which
links and/or changes are added, make up its related instrumental environment. The cultural
agent supports a series of constraints/influences generated by the continuous/concentrated
action of an impressive assembly of economic, juridical, ecological factors that act at a macro-
social level. The multitude of these factors and the influences that they have, constitute the
societal-environment.
The cultural agent – systemic agent – cannot be analyzed and represented but only in the
context of its environment that determines its existence and includes it organically. The cultural
agent is a social-historical product and a subsystem in a more comprising system (the culture as
an institutionalized organism, the human society in its assembly…). The complexity and the
vast of the environment require a differential approach of its component variables, depending
on the specificity of their actions and on the relationship they have with the C.I.
Two big categories of determinants can be identified:
- with direct action, being in an immediate contact with the organization, relatively easy to
identify/evaluate as they have a clear status, well defined (the instrumental environment);
- with indirect action, spread, diffuse, mediated, difficult to identify/quantify and with a
large area of influence (the societal environment)
The instrumental environment and the societal one make up the surrounding environment
of the C.I., its “habitat”, defined as a structured assembly of exogenous factors that have the
quality of determining its strategies, its decisions, its resources and internal processes.

Instrumental environment
The C.I.. instrumental environment factors are the suppliers, the clients, the government,
the syndicates, the sponsors, the banks, the audience, mass media, the payees’ etc. To them it is
added the multitude of connections, transactions/changes between the C.I. and the environment;
the “stakeholder” designates the entity (civilian/juridical person) directly interested in his
relationship with the C.I. that can significantly influence the processes, the performances.
Specific factors: The C.A, the audience, cultural environments, the elites, the cultural product
market and mass media.
The C.A. instrumental environment factors are the organizations, the personalities and the
formal/informal structures with which these are in an immediate contact, carrying out changes,
transactions, having the quality of determining the settling of its objectives of the resource
volume / qualities, of the internal processes and performances. Specific factors: the political
power and the civil society.

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 Social environment
•The CI’s social environment specific factors are determined by politics / legislation (they
impose the governing parties’ view point), social-cultural (the education system fashion,
tradition, ethnic / religious factors) - with a major impact on internal human resources and
instrumental environment; economic (the general state of economy, taxation amount, the
state of property, inflation) - influences the material / financial support of the cultural act;
juridical-administrative - stimulates / inhibits CI’s internal processes.
•The specific factors of the CA societal environment are determined by politics, economics,
jurisdiction, social order, education, international relations etc. which cause mutations,
phenomena and events influencing the management process functions / the quality of CA
achievements / the efficiency / the system’s efficiency.
The fundamental theoretic - methodological premise consists in the fact that CA/I
management is a dependent variable, while, its ambient represents and independent variable
influencing all the other elements. This statement is not to be absolute because the role of
management as a vector of human action (main volatile factor capable to produce important
effects regarding organization and even environmental transformations) is, presently entirely
validated. An efficient manager does not assist passively at external constraints and skip
opportunities without taking advantage.

2. Management specifity process in culture

As a cyclic assembly of analyses, deliberations, interventions, attitudes, actions and

performances the management process requires a stage successions and a unitary coherent
complex of operations, through which the leader combines the data and the information
coming from the organization and the environment, transforming them into strategies, politics,
regulations, current decisions. The management process represents the content and the job of
each leading system.
Process defining of the management
The management process consists in the assembly of operations through which, by the
help of some specific methods / techniques, the major objectives of the organization and of
its compartments are established, the structural and processing organization is carried out,
the necessary resources are determined and action is being taken for their incorporation,
the co-ordination, training / motivation of the personnel is taken care of, the evaluation
and control of the results is done, so that, in conditions of maximum efficiency and efficacy,
the grounds that justify the existence of the organization to be achieved. The management
process is an interweaving of the sub-processes that perform inside the components of the
management system.
The attributes of the leadership make up a coherent, unitary whole; the variation of one of
them leads to modifications among the others. Their contribution is unequal and heterogeneous
as far as the final resultant is concerned. Considering their form and content, the functions of
the management are different compared to the hierarchic level where they act: for the superior
management the prevision and the organization have a considerable weight, while for the
hierarchically inferior leading levels, the predominant role is taken by co-ordination and training.
The control remains the function of the management with major importance, no matter the
level of performance.
Prevision - management prospective size
The prevision consists in the rigorous definition of the objectives that the CI/A or their
compartments can and must achieve, followed by their organization for a certain period of
time, correlated with the necessary resource valuation (depending on the requirements /
capabilities) and with the denomination of the actions to be performed. The prevision is made
up of the assembly of managerial decisions / actions through which the future results are
shaped, the activities to be performed are established with the purpose of achieving the
predetermined objectives, the necessary resources are identified and the chronological guiding
marks are established.

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 Importance and the content of the prevision
The prevision represents a materialization of the management prospective, anticipative and
anti-aleatory dimension. Due to its well-defined manager means and objectives, the prevision
gives perspectives to the human united effort, diminishes uncertainty and makes possible a
judicious allocation of the available resources and of the attracted ones. The prevision effort
desires the definition of a future frame as rigorously as possible where the cultural agent will
perform and the definition of the way it shall function in a context relatively different from the
one at the present moment. The necessity of defining the “project”, by the means of the provisional
processes, derives from the simple situation that the efficacy of the collective effort is directly
proportional with the commitment and involvement of all human resources that perform inside
the organization.
The settling of the CI/A general objectives and of its compartments is the central object of
the prevision and, for this reason, the statement that this function precedes the others is done.
The fixed co-ordinates inside the prevision processes (purposes, objectives, action modalities,
dead lines, resources etc.) are an assembly of standard elements with which, at the end of the
period, the obtained results are compared and, that is why, some authors consider that prevision
is closely linked with the control.
Techniques and instruments of the future projection
The prevision instruments used to estimate the future organizational evolution is made up
of the totality of specific methods and techniques, meant to contribute to the substantiation of
some decisions and actions regarding the adoption of certain variants of subsequent development.
The prevision requires the CI/A future prospecting, the identification of the development
tendencies and the identification of the processes / phenomena to be considered. A professional
manager cannot afford to wait for the events to happen; he will anticipate them and will
elaborate alternative measure plans meant to mark the subsequent evolution / development.
The acknowledged methodological “arsenal” contains approaches of high efficiency -
prevision methods and techniques - that can substantiate the decisions to select the future
modalities and action courses. Some of them can be adopted and used successfully in order to
solve the specific issue regarding the planning inside the CI/A (the extrapolation, the Delphi
method and the method of the scripts.
The most used prevision instruments in culture are the plan and the program.
Prevision particularities in CI:
- The creation / traffic of values refuses to respect the pre-established patterns;
- Predilection for “seeing and doing”;
- A too rigid / detailed provisional restriction inhibits the creative improvisation and / or the
spontaneity of the cultural experiment;
- The cultural (bipolar) aims are difficult to define / vague as far as their explicit stating is
concerned (great deal of subjectivism / volunteerism in expressing them);
- The economic - financial objectives, the support of the cultural objectives and deriving
from them can not be expressed / estimated but with great approximation;
- The culture people support with great difficulty the financial - bookkeeping / plans / rigid
deadlines; their involvement in the provisional processes is a minor one.
Prevision particularities in CA:
- Focus on the priorities hierarchy, identification of the capabilities / requirements and
establishment of the strategic orientations;
- The central provisional instrument is the income and expenses budget;
- It considers the whole CMS, its harmonious / balanced development;
- Aggregation of extremely various initiatives, sustained in the suborder of the CI;
- A penury of perspective plans, abundance of short term plans;
- The mainly used document for the plans’ substantiation is the accounting balance sheet.
The organization - the most “visible” function of the management
The organization consists of the identification and grouping of the activities / processes
specific to the CI/A, their allocation in the hands of certain persons and / or groups of persons,
the accomplishment of the resources combination / allocation, in such a way that the stipulated

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objectives to be achieved; the organization leads to the cultural agent’s structural / functional
design accomplishment, the continuous adjustment of its internal structures to the exigency of
the environment, taking over the formal authority and it is shown in the acknowledged
organizing documents (f. o. s., the function state, the descriptive chart etc.).

Organization role and content

A continuous activity and highly specialized, the organization of the labor processes from
the CI/A, represents a very important component of the management process. The organization
requires the identification and grouping of the specific processes, the establishment of the
responsibilities, naming the hierarchical chiefs with formal authority and organization of the
informational subsystem. There is the tendency of identifying solutions based on defining, with
priority, of the specific processes performed in the CI/A, on their approach in an integrating
systemic vision. The special orientation towards the process, makes more and more possible, in
the future, the diminution of the hierarchies, the establishment of a global responsibility, the
rigid / costly control activity diminution. The essential terms: specific processes / relationships.

Organizational structure elaboration

The design and implementation of an organizational structure represents a process of
maximum importance for any manager; the organizational structure is the main instrument
through which the manager and his team act to accomplish the pre-established objectives. The
formal organization designates the multitude of elements and processes by which they are
defined, in an explicit manner, with the help of some acknowledged documents, the internal
structures of the CI/A, their role and subordination, the responsibilities, the attributions, the
competencies and the work relationships for each compartment, manager, employee.
To make up a rational organized structure requires the necessity to respect some fundamental
principles. The activity of (re)defining the organizational frame of the CI/A is made up of two
big approaches: a structural one and a processing one.

Informational subsystem projection

The CI/A management functioning requires a multitude of elements of informational order
(data, information, circuits and informational flow, procedures and means of information
treatment etc.) comprised in a coherent / unitary assembly with the role of bringing its
contribution to the establishment / accomplishment of the objectives and to the substantiation
of taking / applying the decisions.
The design and rationalization of the CI/A informational subsystem needs the performance
of a complex process that aims the elaboration of an assembly of unitary / coherent informational
elements meant to assure the support for the objectives definition and their fulfillment, and also
for the gathering, transmitting and operative transformation of the data and information.
Organizing particularities in the CI:
- “The professional bureaucracy” excessively developed compared to “the logistic support
functioning”;
- The cultural mentor represents the main natural form of organizational development;
- Very active / powerful / influent informal structure;
- Low preoccupation for formalizing activities and norm-led-activities;
- Employees: *culture people, *technocrats, *and service personnel;
Organizing particularities in the CA:
- The organizational structure is established through a government decision, usually, without
consulting the CA specialists;
- The preponderance of the juridical - administrative approaches related to the managerial ones;
- Profound bureaucratic specific (hierarchy arrangement, assembly of rules and procedures etc.)
- General secretary - “the Technical Minister” - becomes an important organizational pivot;
- Central structure, the territorial one and the CI subordinates function as a network;
- A great number of hierarchic levels;

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 Coordination - the usual efforts harmonization and synchronizing
The co-ordination consists of the harmonization / synchronization of current efforts in
order to sustain the balance between the internal centrifuge / divergent / opposite tendencies
and in order to assure the global / harmonious / balanced development; the co-ordination
represents the unique conscious organizational vector engaged in the diminishing of “disorder”
/ its maintenance at a certain level / reaching a certain state of relative stability.

Coordination role and content

The CI/A management professional performance of co-ordination leads to reducing the
chaotic actions, to resource waste diminution and to a well-proportioned development. The co-
ordination assures a harmonious collaboration of the human resources caught in the organization
to accomplish the common goals, the efficiency and the synergy of the whole system. The role
and content of the co-ordination can be defined considering two categories of grounds:
- the organization is an organic entity to which all compartments or persons are in
subordination report, being a part of it;
- the working processes that take place inside the organization are composed of
heterogeneous / unequal activities that must be integrated, synchronized, harmonized etc.
The essential role of co-ordination consists of its decisive contribution in the plan of
maintaining the pre-established order inside the CI/A and of maintaining the working processes
harmonization / auto-settlement. Activities specific to co-ordination: synchronization
(determining the performance of two or more events / processes / activities in the same period
of time), harmonization (the element of the system / organization are determined to collaborate,
completely agreed, in order to accomplish the same objective), integration (subordination of
the individual efforts to the general interest of the organization), cooperation (uniting the
individual efforts).
The meeting represents the main method used by the leader to harmonize / correlate the
managerial decisions with the actions of the personnel and of the functional compartments, in
the limits of the previsions and organizational system, previously established.

Communication - essential coordination support

The co-ordination (“dynamic organization”) cannot be achieved without considering the
continuous perfecting of the data and information transmission / reception processes, the
encoding / decoding of the messages, the efficient use of the modern means / techniques of
communication. It requires a constant preoccupation of the manager for amplifying his empathic
expressing / listening capacity.
“The dialogue” between the leading system and the led one is the only possible way of co-
ordination accomplishment. The essential support of co-ordination is communication, that is
the process of transmitting / receiving information under the form of symbolic messages, using
a series of specific channels, determined by the organizational structure and having as an aim
the objectives accomplishment. The specific profession and responsibility determine the leader
to learn to communicate efficiently / with efficacy in the organizational environment and to
improve his use of the most important managerial instrument: the word. The manager in
culture cannot restrict the communication to a simple transmission / reception of messages. He
will communicate in such a manner so as to get what he intends to. The quick “X-raying” of the
interlocutor and of the state of spirit that this is going through, the skill of decoding details
(linguistically, countenance, non-formal etc.) relatively discrete but very significant, making
use of the subtle and efficient arsenal put at disposal by the modern theories of communication,
can give spectacular advantages to the one initiated in such approaches.
Coordination characteristics in the CI
- Solicits from the manager a plus of ability, emotional assistance, tactfulness, and empathy;
- The CI communication abounds in metaphorical, subtle, excessively codified messages;
- Insufficient preoccupation to reduce the chaotic actions and waste diminution;
- “Thirst” for supportive / democratic / participate approaches.

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 Coordination characteristics in the CA
- Rigorous language, precision, conditioning;
- Stimulation of co-operation in horizontal plan, between the subordinate CI;
- Insufficient preoccupation to unite individual efforts;
- The public image of the manager is marked by the way co-ordination is carried out.

Motivation –proper human resources rousing and capitalization

Motivation comprises the assembly of managerial processes through which the human
resources from CI/A are determined / activated to contribute to defining / achieving the self-
objectives, considering the factors that motivates them.
Motivation importance and content The importance of training consists of the
harmonization of the human type variables (necessities, aspirations, interests, expectations
etc.) with the organizational imperatives / determinants (goals, objectives, requirements,
deadlines). The concrete modality of achieving training derives from the manager’s personal
style and it is an expression of his skill in his relation with the subordinates. The performance of
training is closely connected to two important phenomena, related to the leadership process:
motivation of the personnel and the leader’s leadership. By training, the manager aims to give
an impetus to the human factor in the CI/A so that this one participate with competence /
dedication at the settlement / accomplishment of the objectives, by taking responsibilities and
by completely fulfilling his work duties. There are authors that state that training requires two
complementary steps: command and motivation.

Motivate and motivation

The motivation (process) represents the most efficient “lever” and mostly used by the
managers to train the personnel. It consists of the multitude of performances, attitudes and
managerial approaches by which the CI/A employees’ stimulation, the correlation of the necessities,
desiderata, aspirations and individual interests of the personnel are done with the accomplishment
of the organizational objectives. Both in its positive variant (rewards meant to increase
satisfaction) as in its negative variant (penalties meant to give lack of satisfaction) motivation
intend to stimulate the personal contribution and accomplishments. The mostly known theories
regarding motivation are those substantiated by A. Maslow, D. McGregor, O. Gèlènier, and
F. Hertzberg.
The reason represents “the resort” (the assembly of the specific and individual human
variables) that starts and determines the employee’s reactions towards the organizational
environment excitements. The reason requires a multitude of necessities, aspirations, desiderata,
personal interests etc., meant to engage and give an impetus to the individual during the social-
professional activities, marking thus its behavior and performances.
Motivation specificity in the CI:
- Derive from the specific of “the phenomenological human being” motivation;
- Exceeds organization affecting specific stakeholders;
- It is mainly used in its rewarding variant;
- Insufficient differentiation of the salary incomes;
- It requires the orchestration of success and the occurrence of some unbalanced situations
in order to obtain performances.
Motivation specificity in the CA:
- Derive from the specific of public office workers motivation;
- Relatively rigid / insufficient salary but certain and established by legislation;
- The use, on a large scale, of moral-spiritual rewards specific to the culture domain
(invitations to shows, presents, medal rewards, travels etc.);
- It inclusively comprises the managers / financial - bookkeepers in the CI.

Control / Assessment - Internal process monitoring

The control / evaluation consists in the assembly of the effectuated activities with the
purpose of estimating / measuring the organization / compartment / payee results by comparing
the performances with objectives, followed by the elimination of the negative deviations and
integration of the positive ones.

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 Control / Assessment importance and content
By control, the manager succeeds in: evaluating / recording / measuring the results,
comparing them with the previously established objectives, identifying the positive / negative
aspects, establishing the corrective measures that are required after this analysis, and as a
corollary, with increased efficiency, efficacy he succeeds in fighting back indiscipline, waste, and
also succeeds in increasing responsibilities, stimulating the healthy mentality regarding labor
and the enterprising spirit. The fundamental role of the control consists in the fact that it guides
the effort of all employees towards the achievement of the goals and of the predetermined
objectives, correcting the non-judicious allocation of the resources, the infringements, the
anomalies, the deviations, the centrifuge tendencies etc. The control reveals two dimensions:
Passive - it considers the results’ registration / evaluation and their comparison with the
predetermined objectives;
Active - it aims the correction of the performances and of the actions courses.
“The dimensions” are sides of the same process and they need to be complementary and
indivisible. The effectuation of the managerial control requires the existence of a clearly defined
organizational structure and of some predetermined plans / goals / objectives.

Performances assessment methods and techniques

When performing his specific attributions regarding the operative evaluation and correction
of the organization performances in its whole and / or of some of its functional compartments,
the professional manager can successfully use acknowledged efficient methods and techniques.
Among these we can distinguish the evaluation scale, the instantaneous psychological observation,
the evaluation of the office workers and the hierarchic control.
Practice specificity in the CI:
- Marked by the existence of certain vague / diffuse /objectives, difficult to express /
organizational structures improperly defined;
- The cultural criteria are highly subjective;
- The culture people “allergy” to control;
- Focus on the process checking inside the logistical support substructures.
Practice specificity in the CA
- Concerns both the self-structures as the subordinate CI;
- Multiple approaches (juridical, administrative and managerial);
- Mainly guided towards the resource administration checking;
- “The thematic control” is determined by the informal structures.

3. Particular aspects of the management system in culture

The systemic approach marks a qualitative huge step in the evolution of the management
as a science. A multi-disciplinary / integrating optic, the systemic vision generates the spectacular
revaluation and reconsideration of the previously used concepts and methods, as a result of the
fact that, programmatically, it gives the first chance to synthesis, to the whole, to the prejudice
of the analytical type procedures, in a sequential mode. Corollary of the previous concepts, the
systemic study gives, presently, a plus of realism and efficacy to the representations / solutions
that it promotes.

Systemic approaching basis in management

The four briefly presented theories (The General Theory of the Systems, The Gestalt Theory,
The Holism Theory and The Synergetic Theory) partially overlap each other and obviously
complete one another. Their main concepts (system, organic whole, function, structure, synergy
etc.) mutually sustain one another and they contain elements of high theoretical and practical
utility for the management science.

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 Systemic approach premises
The management system becomes “visible” in a multitude of existential variants, pointing
itself out through its decisional, informational, organizational, methodological components.
The paradigm “management system” is a convention that helps obtaining a more loyal
representation of the leadership process and allows its efficient remodeling depending on the
requirements of the organization where this performs. So that an assembly of leading elements
to be considered a management system, it must confirm: · the supremacy of a distinct “finality”,
materialized in objectives; · the existence of a structure made up of distinct subsystems; · the
determination of the relationships between the subsystems by the system’ s finality; · the clear
delineation between the management system and other marginal systems; · the existence of a
specific internal process consisting of a conversion of the inputs into outputs.

Management system characteristics and structure

The components of the leadership system cannot exist by themselves, tore from the context;
they are theoretic-methodological concepts and managerial type realities, and they get consistency
/ sense only inside the management system. The interaction between the components is not done
only inside the leadership system; it is also manifested in relation to the managerial context,
thus pointing out the bipolarity of its orientation. The management system is presented as
having four distinct main subsystems: decisional, informational, organizational and
methodological.
The management system is an interdependence system resulted from the aggregation of its
components having as main fate the guidance of the organization towards its “finality” (the
assembly of the fundamental goals). It auto-adjusts depending on the interdependence /
interaction of the subsystem and points out distinct characteristics, highlighted by the fact that
it is anti-entropy, anti-aleatory, adaptive and evolutions.
The analysis of the system requires: a) the identification of the subsystems, of the inputs
(entrance data) and of the outputs (exit data); b) defining the internal processes, proper to the
subsystems, and also of its interaction; c) deciphering of the messages transmitted by feedback.

Decisional subsystem (DS)

The decisional subsystem is made up of the assembly of adopted / applied decisions in the
CI/A, structured / determined by its objectives and by the configuration of the managerial
hierarchy. DS assures the guidance / orientation / training of the human resources, the
coordination / control of the actions run inside the CI/A in order to accomplish its “finality”.
The decisional process consists of the selection of an alternative from more possible, on the
basis of some rational criteria of evaluation / it requires to carry out some successive stages by
which the managerial decisions are substantiated, adopted, applied, and evaluated. The rational
approach is different and complementary to the intuitive one. The decision is the voluntarily
selected action course, giving up other possible variants in order o achieve one / more objectives;
the decision represents the epicenter / essence of the decisional process and of the management
and the DS output, too, its most representative / efficient instrument and it reflects the
responsibility / will of the person who decides.
Decisional subsystem particularities in the CI:
- The person who decides protects / favors certain cultural values to the prejudice of others;
- “The philosophy” of the person who decides is based on ideals, beliefs and personal vision;
- The person who decides preponderantly uses, when taking decisions, the selection criteria
and the individual options;
- The decisional ambient is strongly marked by the risk of failing, failure;
- Decisional teams made up by persons that decide with different professional formation /
preoccupation;
- The persons who take decisions - culture people, have a low reaction in decision taking;
- The mainly analytical / intuition based approaches.

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 DS particularities in the CA:
- The existence of three main decisional levels;
- The settlement represents the main deliberative method;
- The administrative decision is the essential instrument and the most representative one;
- The lacks regarding the preparation of the persons with decision taking rights
- Not knowing and not using the modern methods of substantiation and selection of the
best alternative;
- Preponderantly synthetic - rational approach.

Informational subsystem (IS)

The IS consists in the assembly of the informational elements (data / information / flows /
procedures); the quality information (prompt, relevant) is at the base of any highly performing
decisional process; the relation information / decision is prolonged up in the actions plans; “the
transmission belt”; the IS overlaps the org. str. assuring the close connection between its
components and the cohesion of the whole leadership system. There is an ascendant direction by
which necessary data / information is given for decision taking and a descendent direction by
which the decisions arrive at the led system; the IS
Solves the requirements of the personnel’s documentation point of view.
The continuous rationalization of IS is an important task of the management.
Informational subsystem specificity in the CI:
- The intersection of two different informational “worlds”: of the “ineffable” / of the exact data;
- The inherent inconsequence regarding the methodological unity of treating information;
- The lack of rigorousness regarding the projection / functioning of the IS;
- Lacks regarding the change of information between the compartments;
- The traffic of the document is difficult;
- Overlapping an insufficiently / inappropriately defined organizational structure.
Informational subsystem specificity in the CA:
- A deep bureaucratic character generates the overloading of the circuits and deficiencies
regarding the data processing;
- A stronger preoccupation to create a better functioning system;
- A two leveled informational edifice (CI inferior level, CA superior level);
- The informational “highways” prolong towards the CMS base;
-Rigor in defining the IS and increased traffic speed of the data / information.

Organizational subsystem (OS)

The OS is the assembly of the organizational elements by which the management gives the
CI/A an internal “architecture” and an appropriate processing, in conformity with its inherent
“finality”. The structural dimension consists in the internal configuration defining / projecting
of the organization and it materializes in the acknowledged documents. The processional
dimension assures the configuration of the system’s functionality (“the physiology”), determined
by the assembly of the internal activities; it defines the multitude of necessary processes to
achieve the objectives / their division on functions / activities / attributions / job tasks. The
informal organization is the assembly of spontaneous inter-human groupings / relationships,
established between the employees of the same org. having as orientation, the satisfying of
certain personal interests.
Organizational subsystem particularities in the CI:
- The informal relations are very vigorous as a result of the subjectivism / volunteerism;
- Rigid organizational structures, lacking flexibility;
- The stakeholders frequently determine notable organizational influences;
- Insufficient preoccupation for formality.
Organizational subsystem particularities in the CA:
- Predominantly bureaucratic approaches;
- Impersonal settlements with accent on defining the roles, respecting of attributions;
- Exact establishment of the information / documents / circuits / treatment procedures type;

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 - Structures that favor the participate, democratic management;
- Great number of hierarchical levels;
- A great degree of dependence between the compartments;
- The informal organization continues with its prolongation towards the CMS base.

Methodological subsystem (MS)

The MS is made up of the assembly of methods / techniques / procedures used inside a
management system, applied with the purpose of improving the leading system; the MS elements
are deeply involved in the DS/IS/OS. The MS has known an ascendant evolution; the continuous
proliferation / diversification of the systems / methods / techniques; the specialization regarding
the solving of the decisional, informational / organizational issues represents an important
development direction for the modern management and points out the continuous preoccupation
of the leadership science regarding the identification / appliance of new solutions / improved
instruments, meant to assure efficacy to the general managerial performance.
Methodological subsystem specificity in the CI:
- The used instruments are oriented towards solving the problems the manager is confronting
in the area of creation / value traffic;
- Lacks regarding the knowledge / use of the methodological - managerial instruments;
- The acknowledged instruments are to be used after a previous adjustment;
- The interdisciplinary teams use the adjusted instruments, taken over from other domains.
Methodological subsystem specificity in the CA:
- Emphasis on using some instruments that facilitate the solving of the problems regarding
the hierarchy of the priorities, the selection of the best variant, allocation of resources;
- Preponderant use of certain juridical-administrative methods;
- Insufficient adjustment of the managerial instruments taken over to CA from the economic
domain;

Modern leading systems adaptable in culture

The budget management is usually applied in the companies that are mainly financed by
through public subventions / allocations. The subsidized CI must follow the budget execution
rigors as they are established by the legislation and, for this reason, they function as administration
centers, financed / co-ordinates / controlled by a central administration. •The Minister is the
main commander of credits and the main managers of the subordinate IC are the secondary /
tertiary commanders, depending on the case. •The CMS is an operational holding having as
center the MCRA.
The objective based management applies in the CI which, due to their specific, do not require
a special creativity level and their internal processes are mainly a routine, considering, for
instance, the diffusion of the value protection. Previous to putting into practice, the leadership
of these CI (libraries, cinemas, museums…) will adjust the management system to its specific.
A/F can successfully use the obm. •The specific activities organized / carried out by this type of
agents allow the appliance of the obm and give them a plus of qualification / efficacy. •In the
CA, obm becomes an excellent remedy against bureaucratic / administrative / excessively
analytical habits. •The obm requires the precise establishing of the objectives / the correlation
of the motivational measures with the results, the elimination of the routine / formal approaches,
generating new organizational values / mentalities which relate first of all to efficiency /
enterprising spirit / competence / reaction speed.
The project based management can consolidate the human solidarity necessary to ease some
major / far-reaching cultural fulfillment and it can be applied both in CI/A and in A/F. •“The
project” is an assembly of work processes with innovational character, of different nature, of
which accomplishment aims to successfully fulfill a complex mission of great specificity. For
instance: preparing a show, making a film, a tour organization, a monument restoration,
designing / mounting a museum exhibition, editing the complete artistic work of a representative
national author. The “particularities” of a project: firm command, major / original / prestigious
cultural fulfillment; huge involvement of the self personnel and of the stakeholders;

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 The product based management can be successfully applied, only in the CI and A/F when
such an organization aims the achievement of a series of relatively alike cultural products. •The
“product” is a collection of a certain genre of literary works, a television series, an assembly of
cultural propaganda instruments (posters, leaflets, and batches…). •The characteristics of the
system: a) requires unitary responsibility, relatively autonomous in CI; b) it has as a main
objective the enrichment of the “production” sort scale of cultural values; c) requires
organizational / co-ordination / control measures parallel with those instituted through the
formal organization doc., so that, for a period, a distinct subsystem is created inside the CI. It
is inevitable that competence, dysfunction and tension overlapping should occur.

Managerial subsystems relationships in the culture

Inside the CI/A, between the management system components there is a very consistent
interdependence and connections gearing of which support is represented by inter-human and
inter-sectorial communication. Everything can be reduced to the communication between the
people and compartments that collaborate to accomplish the CI/A goals. The assembly of the
adopted / applied decisions in the CI/A, making up the DS and the specific hierarchic
configuration, for instance, it has strong influences upon the other subsystems of the management
system and it is, at its turn, determined and conditioned by these.
In the relations among the management system subsystems occur a series of influences and
determinations, generated by the managers’ totally non-overlapped representations with different
professional background. The culture people managers have the tendency to analyze the problem
specific to processes and leading relations in an analytical, sequential way, focusing on certain
cases solving, while the managers coming from “technocracy” (economists, engineers…) will
focus attention upon getting a positive “result”, upon synthesis.
Each management subsystem is specialized in satisfying certain necessities imposed by
supreme “logic” of the whole; separately taken, a management subsystem cannot be completely
sufficient, that is, it will not be able to achieve by itself its goal.

4. Cultural institution specific endogenous enviroment

The endogenous (organizational) environment is the assembly of the human resources,

being in a close correlation/interdependence with the technical-material and financial elements
in endowment (fields, buildings, cars, financial supplies). The analysis of the organizational
environment requires the description of the specific internal process, pointing out: the resources
(the inputs), the assembly of the activities (the conversion process of the resources into cultural
values), the “products” (the outputs), and also the organizational value of the internal climate.
The enumerated elements, together with the goals, the objectives, the responsibilities, the
requirements etc. represent the organizational environment variables. They condition / influence
the CI management, which at its turn, is a high caliber independent determinant, in its relationship
with the other factors of the endogenous factors.

Resources and the cultural production factors

The resources are made up of the multitude of the elements effectively used for the “product’s”
achievement. They represent the productive potentiality; the resources are capable to contribute
to the cultural process running after their activation / transformation into “production” factors
(giving a destination) by incorporation for concrete use.
The culture person is the live cultural patrimony creator / the specialist in the traffic of the
value area and the central guiding mark in the CI having self-motivations / interests / aspirations.
The functionality / goal of CI cannot be conceived without the culture people. Charismatic
abilities / availability, individualism / independence / desire of following his impulses / thirst for

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success / fame distinguish the creator from his contemporaries; a climate of full autonomy and
freedom of expression propitious to the cultural act; the creativity is a non-regenerate /
irrecoverable resource. The creator is the most active / stimulating factor, the only capable to
generate values; he puts into motion / gathers the resources.
The financial support is a complementary category to the human factor and indispensable
/ determinant inside he CI. The culture has a low auto-financing capacity; it cannot financially
support itself. The serious financial constraints generate precarious states; the specific financing
solutions in he CI are the Mecena support / sponsorship / “cultural help”; the particularity of the
funds in the CI consists in the fact that the one that allocates cannot hope to recuperate / to get
profit; the CI funds are like golden coins thrown in the ocean. The sponsorship is the main
modern modality of CI financing.
The material factors are made up of the assembly of material nature elements, which assure
/ complete he necessary logistic frame for the CI specific processes running (fields / buildings /
installations / consumable materials etc.). The assembly of these mobile / non-mobile goods,
classified according to the presently valid bookkeeping settlements (fix means / inventory of
objects / materials), being in the endowment of the CI constitutes its patrimony. The qualitative
/ quantitative dimension.
The neo-factors come from the activation of the “invisible” resources (the information, the
quality of the management, the prestige, the technologies, the public image…); the neo-factors
are a special category of “ingredients” participating at the combination process of the cultural
“production” factors. Reasons deriving from their intrinsic nature, the specific action and the
different way of “administration” compared to that of the classic factors’ lead to theoretical
delimitation.
The cultural resources are “creative / dimensional” elements. The fundamental trinity of the
cultural values circuits is: the creator, the CI-disseminator and the audience. The CI is the “basic
element” of the trinity (the interface with creation area and with the “consumers”).

Factors conversion into cultural goods and services

The internal process in the CI means the creation and traffic / diffusion / protection of values.
The creation is the assembly of activities by which the cultural resources together with the
other factors act / combine in order to accomplish authentic values (original / new / representative
for the satisfaction of the specific social-cultural needs of the community). Characteristics:
prolific / costly empiricism, there is no rigorous conceptualization / certain algorithm; successes
require many attempts / errors. The creativity stimulation methods (brainstorming / sinectics /
Delbecq) can be applied only after a previous adjustment. The creation of values (individual
creativity) is a strictly personal “business”; the group creativity is quasi-neglected). The serendipity
(a modality of accidentally finding original / surprising solutions) is a frequently met phenomenon
in the genesis / traffic of values. The symptoms of creativity: the thirst for information, flexibility,
and tendency to reformulate the aesthetic, spiritual issues, capacity of making experiments. The
creativity is the fundamental domain
The traffic of the values is the assembly of activities by which the cultural resources act in
order to spread / promote / protect the values. The traffic of the values is oriented towards the
community that generated them; the value is the cohesive element regarding the specificity
recording, materialized in mentalities, preferences, traditions, aspirations etc. unanimously
recognized / shared. The creation / traffic of the values are dimensions of the specific process
in the CI; they are complementary and mutually condition each other. The hemispheres stimulate
each other. “The creation moves, and once assimilated, it becomes at its turn, the condition of a
new creation.”
The C.I. management process together with the execution process (creation / traffic of
values) does not exclude each other. They coexist and have different “languages” / heterogeneous
contributions. Their carrying on in a continuous / balanced complementarily guarantees the

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perpetuation of a performing / efficient climate in the CI. The managerial decisions / services
are events with influences in the cultural plan and the cultural events determine the future
decisions and managerial performances.

Cultural “product”
The result of the CI process (the output) consists in producing “goods and services” meant to
satisfy spiritual, moral, artistic needs etc. The CI “product” is thought out / executed / diffused
as prototype (unique), it requires a great deal of resources / the taking over of some big
chances; the cultural “product” (object of art) is a very expensive luxury, frequently used to
deposit / save; it is an authentic embodiment of value, so, it gives guarantees / credibility /
prestige on a social plan. “Product / service” is actually a value of a distinct existence (artistic,
spiritual, aesthetic, moral…).
The cultural values are different from the economical / utilitarian ones; they aim different
horizons (the beautiful / the good moral / knowledge). The CI “product” is the essential finality
/ the goal / the standard regarding the evaluation of its creativity; it is a value itself / new /
original; putting the product into circulation requires the CI taking over “disseminator / interested
/ specialized”. The specificity of the cultural product consists of the fact that, most of the times,
it is a live performance (the theatre play / the ballet performance / the symposium / the
varnishing), a non-standardized / unique / non-repeatable / manufacturing achievement; in its
evaluation, the cultural criteria are preponderant, different from the utilitarian ones and / or
of efficiency. The “product’s” selling does not automatically means its achievement. Art / spirituality
is not a merchandise. The spiritual / aesthetic judgment is clearly different from the economic
/ theoretic / cognitive one; it is subjective and individual. For the evaluation of the cultural
“product” there are used phenomenological / comparative / introspective / experimental
approaches, each of them having its role / specificity / applicability. The cultural value reception
is a individual / complex / approximate process. The authorities’ / elite / experts’ opinion in this
respect is prevailing. The variation / inconsequence is of individual nature and takes into
consideration the period’s taste / fashion.

Major action directions of the CI management

In a broad sense, the mission of the management consists in the assembly of roles, beliefs,
aspirations and interests that it takes over. It justifies the leadership ration itself inside a CI. In
a strict sense, the mission of the CI management expresses its essential goals and responsibilities
together with the assembly of conceptions (orientation, attitudes, beliefs…) regarding the
evolution of the run processes in the organizational environment in which it organically integrates.
The CI management takes actions: •in a cultural plan, aiming the aspiration towards the
achievement / spreading of values; •in a logistic / economic plan, aiming to obtain incomes;
•in a social plan, aiming to satisfy the specific requirements / needs. The major directions of the
CI management actions are: elaboration and appliance of the strategy, promotion of the
cultural product, gathering of the necessary financial resources and stimulation of creativity.

Elaboration and appliance of the strategy

The strategy is the materialization of the anti-aleatory / anti-human dimensions of the
management; it is the specialized instrument that takes care of he unitary / consistent guidance
of the united effort, that is, the intentionally “marked road” by the manager for a future
evolution of the CI/”the destination / the finality” (assembly of contributions in opposition to
the chaotic / unorganized / costly / dilettante journey). The strategy requires and assures the
judicious allocation of the resources / efficient dosage of the efforts.
The mission (definition of fundamental goals, “philosophy”);
The objectives (intermediary / measurable goals that mark the progresses in achieving goals);
The action modalities require the denomination / explanation of the fundamental options
comprising the main processes of the CI (assemblies of activities / operations) by which the
goals are achieved;

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 The available resources (u/m/f/i) and those that are to be attracted / transformed into
cultural “production” factors represent the substantiality of the internal processes in the CI. The
correct dimensioning is necessary, their attraction / making up and allocation according to the
future evolution of the events;
The deadlines calendar requires the programming in time of the activities and focus on
fixing / respecting the initial / final date, and also the programming of the chronological
guiding marks of the estimated evolution;
The competitive advantage (c.a.) is the specific sense / essence / attribute of the strategy.
•The strategy is guided first of all towards a c.a. acceptance. •For culture, the c.a. is relevant
especially in the area of the values traffic, where the CI is in contact with the “cultural market”.

The promotion of the cultural “product” and the creation activity

The promotion of the “product” is an essential activity towards the affirmation of the
cultural identity, in the CI development. The issue of promoting / commercializing values is
sensitive and delicate. The CI is the main disseminator of the cultural values.
Using the marketing (qualified instrument for the sales improvement). It requires high
specialization, which satisfy the exigencies claimed by the use of its acknowledged techniques
and the particularities of the cultural value circulation. The culture person hardly accepts the
idea that his “product” is treated as merchandise. The major danger lurking the marketing /
culture junction is the tropism of the cultural consumer in a weird reverse reaction efficiently
enabled by a zealous marketing which excessively stimulates the kitsch / the compression of the
expression forms / exaggerated conformism / which determines the occurrence of a ridicule /
loss counter-performance. “Helped” in this way by marketing, the CI lamentably abdicates from
its purpose which is the creation / diffusion of authentic values.
The peculiarities of the domain require that the marketing “transplantation” into CI to be
carried out after a previous responsible / detailed analysis. The mechanic processing of the
marketing specialized instruments can determine, inevitably the rejecting phenomena.

The financial resources rising

The culture has a high cost; the financial shortage is inhibiting, destructive and forces the
person of culture that creates values to undergo his possibilities, to cut short for satisfying
doubtful tastes from the artistic / spiritual / aesthetic point of view instead of arising the public
attitude toward the true cultural value.
The CI management is the main factor expected to offer viable solutions regarding the
financial support. The CI “subsidies” the occurrence of non-profitable works and consumes a
part of the incomes from other fields of activity, precisely sacrifices the “profit” to promote the
“value”; such solutions are frequent in the CI world. Funding sources targeted to culture are:
allocations / subventions, “cultural support” given by international institutions and sponsorship.
The sponsorship represents the modern modality of specific functioning of the cultural
domain, established by Law no. 32/1994 regarding sponsorship, modified by GO no. 36/1998.
The sponsorship is a partnership connection between the CI and the fund donator; it is the
object of a specialized contract which denominates the two contractor parts, the allocated
funds, the payment modalities, the event or support - activities, the obligations / the responsibilities
of the parts. The sponsorship is not a donation / subvention / charity act.
The sponsorship protagonists are: the CI, the financier, the audience, the mass media, and
the state.
Frequent mistakes: •vague / simplistic / general / ambitious formulations; •unrealistic
demands / inappropriately sent; •long letters / difficult to read; •letters sent as duplicates /
copy; •unattractive proposals; •bad associations between the advertising interest and the
supporting event.

Cultural creativity stimulation

The amplification of cultural / artistic creativity requires a complex process in which the
manager must prove patience, tact, intelligence and adequate emotional support; a special

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relation between two totally different and profoundly complementary human models. (“The
phenomenological person” / the manager). The manager is the “active” element of this relation.
The superior creativity demands, sometimes, a psychic disability which is a painful / stimulate
relation (the creativity psychopathology theory). The creative person displays a big sensitivity /
excitability; he can have a profound nonconformist behavior, extravagant and marked by these
harmonies and alienation. The managerial methods of cultural creativity stimulation can be
borrowed, of course by adaptation, for technical-scientific purposes. Specific demands: elimination
of prejudice/ inhibitions / restrictions / routine mechanisms and psychosocial barriers, encouraging
the non-conformist opinions, the innovative / daring ideas by assuring a permissive / tolerant /
co-operative organizational climate. The most used creativity stimulation methods are synectics,
brainstorming, Delbecq.

5. Cultural macrosystem (CMS) and it’s managerial problematic

The (extended) CMS is the unitary / coherent assembly made up of the multitude of the
cultural “products / services” and the values creation / circulation specific activities, that
mutually support / condition / carry on, in a close correlation with the existent resources / the
specific issue and the particular spiritual interests / needs of a great human community recognized
as a distinct social-cultural entity.
The restricted CMS is the multitude of cultural “products / services” and the specific values
creation / circulation activities, org. / carried out in the CI subordinated to the Ministry of
Culture and Cults (MCRA), subsidized by public funds. Unlike the CI (the finalist system) the
CMS is an interdependence system, resulted by the aggregation of the multitude of distinct org.
entities. The supreme reason of belonging to the CMS consists in accomplishing a harmonious
/ stable / balanced development of the cultural phenomenon, in its whole, in order to satisfy the
spiritual aware needs that have become predominant / accepted behavioral buildings followed
by the quasi- majority of the community members.

CA organization and functioning in Romania

The organization of the CA (central / regional) consists in the projection / operational of
two types of approaches: structural and processional. G. N. no.28/11.01.2001, regarding the
organization / functioning of the MCRA.
The structural approach produces the CA “anatomy”, in order to construct a coherent
assembly of specialized compartments emphasized by the formal organizational structure.
The processional approach assures the system’s physiology, defines the main processes /
internal activities, grouped depending on their homogeneity / complementarily resemblance;
the CA has its central nucleus (MCRA) surrounded by the District Culture Departments and the
subordinate CI/A; the G.N.no.28/2001 regarding the organization and function of the MCRA
states inclusively the organizational structure of the CMS.
Fundamental principles of the MCRA organization are: attributions / competencies / specific
responsibilities. “The metamorphosis” of the Ministry Culture organization had shown in descriptive
charts. The MCRA evolution after 1989 is chaotic. The present structural organization of CA
(peculiarities). The MCRA is the normative / control authority of the whole domain, it carries
out the prerogatives regarding the CI organization / co-ordination subordinated according to
the Government strategy results. The MCRA functions: •state authority; •general orientation /
strategies; •settlement; •representation; •patrimony protection. The most important functions
/ activities / competencies / responsibilities / attributions / tasks / job relations are stated in GN
no.28/2001 and features specific processes and relations for the whole MCS.

Ministerial Board and Staff

The board is the almighty group around the Minister, decisively involved in the definition of
the main strategic directions, of the CA mission, of the fundamental objectives, the naming of

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staff members / the monitoring of their performances. This is the peak of the organization
pyramid constituted inside the MCS, “the field where the strategic information / decision is
focused and which by its members / position / relations exerts a subtle / continuous / persuasive
control on all the actions taking place inside the subordinated structures. The Board members
are great political and cultural personalities. R. Chait identified six “dimensions” of the Board:
political / informational / interpersonal / analytical / contextual / strategically.
The staff includes high public clerks holding executive key positions inside the CA / CMS
respectively the general secretary, the ministry managers an those from the subordinated CI. The
main responsibility of the staff is the implementation of decisions / strategies / politics /
programs elaborated under the Board attention. The staff is a decisional-informational structure
situated on the second echelon with the preponderant implication in the strategy / politics /
programs fulfillment destined to represent the premises grounds / arguments, the rationality
and the variants (alternatives) necessary for the fond of decisions / strategies and to act for the
proper execution of these after they were validated by the Board.
The board - staff relation
The board is highly situated compared with the staff; the complex relations between the
two entities reveal their profound dependence / complementarily. The subtle balance of the
specific responsibility for the two structures depends on circumstances, on their members’
qualification, on the minister managing style.

The public function

The public function is defined as the juridical situation of a physical person - legally invested
with attributes in order to achieve public authority competence, precisely the assembly of rights
/ obligations which forms the complex juridical content of the relations between the physical
person and the investing organism.
Specific demands are: loyalty / discretion / professionalism / impartiality (holding back
from favoritism), hierarchical obedience etc. The law 188/1999 regarding the public clerk
Status defines the public function. In the European right, the public clerks are given specific
rights: the right to protection (guarantee of the position stability and defense against defamation
/ insult / threatening), the right to proper money reward / repose / social insurance, the right
to participate to public organization of services / to elaboration of settlements, the right to
participate in professional training programs, the right to undergo a career (hierarchical
advance).
The public clerk is the person assigned for a public job. A public position requires a previous
certification, contest and investiture with a certain competence in a one-sided very accordingly,
the public position cannot be the result of a simple work contract. Public clerks represent the
majority of MCRA agencies. “The administration” of the public position requires the covering of
some specific exigencies.

The state of the cultural administration management

Decisional hyper-centralization (main feature of the present CA) consists in: 1) the existence
of a single “power center”; 2) Concrete strategic decisions; 3) Reticence of the inferior rank
managers towards taking responsibilities; 4) The preponderance of subjective / volunteer /
insufficiently funded decisions; 5) The development of the centralist systems / methods marked
by obedience with no initiative in solving current issues; 6) The exertion of centralized control
in regard to resource administration. Hyper-centralized decisions consequences: •the rejection
of local initiative; •preferential funds allocation; •Encouraging political favors. Present CA
management characteristics:
- Small preoccupation in anticipating events / prediction documentation; the only rational
plan / regularly updated is the budget.
- Formal organization papers include frequent inadvertence.
- The modern management methods / techniques / systems are not currently known / used.

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 - The controlling has multiple insufficiencies (the lack of preoccupation for prevented
control, insufficient use of audit / consulting).
- The culture internal organization / climate are marked by conservatism / hostile symptoms
towards the change; most of the ministers were assimilated / integrated by the system they
tried to reform.
The insufficiencies list is resumed / exemplified; the result is the CA incapacity to define its
mission, strategies, objectives, priorities and essential options. The Law of the ministerial
responsibility (1999) and the Law of public clerk (1999) were elaborated too late. The
preoccupation and training of the managers inside the CI was insufficient.

Cultural priorities hierarchy

The substantiation of the decisions regarding the priorities hierarchy is the job of the
specialized directions; the pointing out of the opportunities / constraints / capabilities /
requirements that exist at a certain point inside the MCRA; a permanent / consistent dialogue
with the culture people from the CI subordinated to the MCRA is necessary. The priorities
proper / specific criteria of selection / classification, made up on the basis of the concepts and
theories taken over from the specialized critics and considering the specific principles of artistic
/ aesthetic / spiritual etc. order are divided according to two big categories of exigencies
(cultural / economical).
The agreement of the programs according to the 5 fundamental principles of the MCRA; if
not, the agreement is a dissimulated censorship; the competition between he cultural projects
when its about fund raising must be understood in a constructive way; it will be accepted as it
shows itself, in a natural manner, without trying to repress / eradicate it, or to give advantage
/ disadvantage one of the protagonists. In this perspective, the cultural specialized direction
must be an impartial / objective referee, preoccupied with the promotion / circulation / protection
of the authentic values of the society. The ELECTRE and ORTID methods can be used to apply
the hierarchy of the priorities.

Strategic directions establishment

Gusti principles: •the superior, creative culture cannot be separated from the people’s culture;
•as a strictly personal business, the culture cannot be dictated / repressed; •the culture must be
consolidated considering its origin particularities; •The state CI requires a lot of autonomy and
its purpose cannot be culture creation but only the creation of favorable conditions for its
prosperity.
The globalization imposes the concept of cultural development (a complex assembly of
psycho-social-human realities regarding the continuous process of accomplishment for which
homo sapiens took responsibility, inside the society, having as a corollary the knowledge level
reached that he reached at a certain moment). The Government’s involvement in directing /
carrying out the cultural phenomenon development requires to assure the organizational logistic
activities that take place in the value creation / circulation area.
The strategic general orientation of the CMS is the negotiation result between the
predominant political forces and the existent cultural elite and it contains a coherent assembly
of elements meant to assure the unitary / consistent directing of the efforts (it defines the CMS
structure, the MCRA mission, the action modalities, the hierarchy of the priorities, the financing
mechanisms etc.). The elaboration of the strategic orientations requires: 1) identification an
devaluation of the main capabilities and requirements; 2) mission establishment putting the
stress on fundamental goals defining; 3) establishment of the objectives, of the actions modality,
of the options for a longer period of time; 4) substantiation of the needed resources and of the
making up / allocation mechanisms; 5) fixing / programming the deadlines. Defining the
MCRA goals / objectives consider a 4 years period of time. Establishing of the action modalities
means the establishment / explanation of the fundamental options comprising the main processes
of the CA / CMS, grouped on programs. Preoccupation to make up a co-operative climate.

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 Financial resources constitution and allocation
Raising the financial resources requires an assembly of specific activities (dimensioning /
elaboration of the pope budget and undergoing the specialized procedures regarding the accessing
/ attraction of funds) by which the necessary funds for the cultural processes are raised.
Financing sources: the state budget (allocations, subventions, transfers, investment funds), the
sponsors / the donators, own sources. The CMS financial resources are formed / administrated
by a unitary / coherent budget assembly.
The financial - bookkeeping function of the MCRA is made up of three categories of specific
processes that can be grouped in distinct compartments, organically linked between them:
a) financial service; b) bookkeeping; c) self financial control.
The specificity of financial resources rising is stated by M. Hudson: between the culture fund
donators and the goods / service beneficiaries there is only one / weak connection. Under the
economic aspect, the allocated funds are irreversible, they do not produce profit. Funds: from
the budget / others, except the budget: The Law no. 72 of July 12 1996 regarding the public
finances. Program based financing (cultural projects) well substantiated, with goals / clear
objectives, result indicators / efficiency physics exactly nominated. This tendency points out the
jump from the conjectural / discretionary vision to the strategic / programmatic one. Approving
the budgets depending on concrete, “measurable” results is the central idea.

Managers selection and nomination

The selection of the managers requires an assembly of specialized activities, meant to point
out he personal qualities / knowledge / abilities / skills / the candidates behaviors (q/k/a/s)
and to allow their comparison depending on the previously established objective criteria.
The evaluation of the managerial potential / of the advantages / lacks, the classification of
the candidates depending on the obtained score / choosing the winner. The candidates’ leadership
is a determinant criterion in the selection process (pointed out by applying some packs of
specialized tests, which would allow he measurement of the “phenomenon”.
The Minister carries out the nomination of the CI managers; excessive politicization of the
nominating process reveals a big mistake and has catastrophic results. The CI is he only interested
structure responsible for the organization and processing of the antidote process against routine
/ simplicity: cultural managers training (an active assembly of systematic education in which
the managers methodically enlarge their skills of q/k/a/s for the purpose if increasing professional
qualification.

Management contract (MC)

The CA is profoundly interested / legitimated to set strong juridical basis concerning the CI;
the MC is the basic tool which creates the frame of the above-mentioned ratios. The MC sets
explicit responsibilities of he parties involved / giving the power of formal authority to the CI
leader. Previous analyses / comparison of various “offers” as stated in the pre-settled criteria /
principles, unanimously validated by all the candidates.
The MC is an official document signed by the CA and the physical person (the CI manager);
it is nominating the contracting parties, defines the object and sets ratios duration, the rights /
obligations, and sets ratios duration, the rights / obligations performance indicators and reference
criteria. The objectives settled in the MC derive from the CI strategy and refer to: a) the
evolution of the cultural manifestation volume; b) the quantum / financial resource restructuring
(oriented to gain extra-budgetary funds); c) the amelioration of CI public image; d) the
increase of institutional capacity regarding patrimony administration. Through MC the manager
is to achieve specific objectives in connection with the CI; he sustains / operational a series of
personal initiative / restructuring measures / new programs.
The central problem consists in the performance indicators definition - objective elements
defining the state of the facts at the moment of document signing and the evolution foreseen
during the contract. The performer indicators of the CI point out great difficulty, in their

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identifying / defining because they do not have full significance; a global evaluation of this
guiding marks assembly is recommended, executed by experts within operative divisions of the
CA. Reference criteria are elements that settle the performance indicators levels and represent,
volitionally expressed, the main results that the two contractor parties aim.

Audit and consultancy

The MC is the public legitimate / rightful authority to organize / to operate the specialized
audit in at least 3 logistic / fundamental domains in he CI: the human / financial resources / the
quality of the management. The audit means the analytical examination of an activity domain
in he CI (screening), carried out by experts in the respective specialization, depending on some
specific performance standards /criteria / principles / indicators. It ends by presenting a final
evaluation / certification report. The GN 119/31.08.1999 regarding the internal audit / he
preventive financial control.
The human resources audit requires the examination / evaluation / competence certification
of the performances proper to the existent personnel in the CI / the examination of the decisions,
of their conformity with the valid settlements, of the way in which the selection / employment
/ training / improving / evaluation / promotion / personnel motivation is achieved. Evaluation
techniques (scales, comparison systems, evaluation methods etc.), preoccupation for eliminating
appreciation errors / a rigorous analysis of the primary data regarding the organizational
person in the CI an problematic; examination of the climate / of the organizational culture.
The audit of the financial – accounting process requires the examination / evaluation /
certification of the specific activities assembly, carried out in the CI, which have as a main goal
the raising of the resources, the valorous financing / allocation / recording / pointing out of all
the patrimonial movements and giving approvals for preventive control. The audit assures the
expression of a pertinent judgment regarding validity, economy, opportunity and legality of the
decisions in the financial - bookkeeping domain, of the records and drawn out documents.
The internal managerial consultancy requires the setting up of the Managerial Consultancy
Office (MCO) as a “headquarters” tool, integrated in the system, being the disposal of the
MCRA leadership.

6. Programme sketch of the professionalising management

in the cultural institution

A dominant nucleus of CA in Romania, the MCRA is the natural promoter, deeply responsible
to initiate, organize / carry out the CI management professionalisation. The functions that it
takes over and he authority that it has give to the MCRA full right / force for the operational of
this undergoing. The program of the management professionalisation in the CI requires a unitary
/ coherent assembly of approaches / solutions meant to determine the highly qualitative
performance achievement and, generally, a reviving of the specific processes in the CMS. It is
made up of the multitude of the guided, supported and undertaken activities / actions /
conscious processes of which supreme reason is to get, the CI, certain high qualitative results by
making scientific the leadership processes / relations. The base of the program is the analyses,
the reasons and the conclusions that derive from study “The management in culture”. Considering
the CI particularities, all along the program, the considered grounds, reasons and managerial
approaches, and also their processing will guide, exclusively, depending on the cultural value -
“the sovereign” who guides this field of human activity.
The program is the sketch of a strategy and, consequently, it has a standard structure /
content necessary for this kind of approach, namely, the short definition of mission and
fundamental objectives, identification / statement of main action ways to foresee the inquired
results, the dimension of necessary resources, specification of terms and statement for the
required competitive advantage.

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 Mission
The fundamental scope consists in increasing the competitive degree of he management act
regarding the 110 CI-s subordinated to MCRA, considering the systematic / concentrated
exerted assembly actions upon; •the chief-managers within the CI / their internal collaborators
for the leadership development; •the existent CI management system in order to amplify the
capacity of efficient goals achievement, and a co-operative organizational climate. The
complementarily of the action directions: 1) Specialization / improvement of the management
related to chief positions of cultural persons for the sake of standard improvement; 2) improvement
of the present management system through remodeling. Additionally one has to look for
organizing a favorable climate of the development process as well as increasing the IC’s managers
professional degree to eradicate dilettantism / improvising leadership.
The fundamental concept (three beliefs): •management “infusion” will generate good /
remarkable influences; •premises for: a) increasing the degree of decision rationality; b) the
discipline of group efforts; c) the release of creative / latent forces; d) the assurance of a
co-operative organizational climate; e) judicious allocation of h/m/f/i resources; • program
application will not generate supplementary difficulties for the CI as well as enlarge the
existing one.
The professional CI managing program will include five steps: profound research of the
existent situation related to management problematic; •elaboration of general / sectorial
politic strategy; •transmission / assimilation of knowledge and d/a/s improvement / consolidation;
•remodeling of the leading system change of the culture organization / processes / relations
monitoring.
Objectives:
- Those specifics to SWOT analyses (main points, missing parts, opportunities, restrictions);
- Regarding general strategy and sectorial politics elaboration / implementation;
- The objectives are grouped in two distinct categories;
- Related to learning process which ends with the transmission / assimilation /
acknowledgement of the fundamental knowledge management skills system;
- Regarding the improvement / consolidation process of d/a/s management;
- The objectives are grouped in two distinctive categories;
- Related to CI’s management system remodeling;
- Related to culture organization change and development of a co-operative climate;
- Regarding processes / management relations monitoring which take place inside the new
leadership systems implemented in the CI as a result of their re-projection system.

Action ways
Measures packages are assemblies of unitary / coherent side-approaches supported by the
effort of each program participant, undertaken as a result of his dominate / motivational
beliefs, specially conceived / applied to reach excellence in this domain.
In the first two stages, the concrete measures will be guided in order to achieve the “x-raying”
of the existent situation in the IC management and in order to give coherent consistency /
orientation to the whole professional management process.
In the third stage, the concrete measures, applied within the program, will be exerted, in a
concentrated manner, upon the main CI managers and upon their collaborators; they will be
asked to undergo an intensive training program, meant to assure the transfer / assimilation /
acknowledgement of he specialized management knowledge and to assure the d/a/s improvement
/ consolidation of an authentic leader.
In the last two stages, the measures established in the program shall be focused on the
management system inside the CI, with the purpose of improving its functionality and of
developing its capacity of being performable and of giving solutions, in an optimum / efficient
mode, its specific problematic. The present CI management state, its relations with the CA and
a general present context require the application of preliminary measures grouped in a unitary
/ coherent assembly.

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 Competitive advantage, resources and deadlines
The human resources taking part in the program: •the general secretary of MCRA - the
main leader / responsible person; •MCRA and CMS’s specialists; •instructors (external
collaborators); •trainees. The material resources will be supplied by MCRA; the financial resources
will be assured from public funds, personal incomes, sponsorship, and donations. The structural
expenses (personal / material / capital); The informational resources represent the multitude of
special / flux / circuits / procedures / treating means for data / information. Evaluation tests
and the bibliographic “Counselor” type - are special tools.
The deadlines: the program takes three years; the deadlines Schedule, proper to this program,
requires following of the main chronological guiding marks.
The competitive advantage approved by the CA includes sum of good effects regarding
efficiency / achievement of predetermined objectives / amelioration of the organizational
climate. The infusion of scientific management inside the CI, as it appears in the present
program will certainly generate important influences.
Translated by drd. Mihaela P[ru=

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