| Art patrons and the casual observer of | | | | limited paid staff in order to put together a |
| museums and public art alike often | | | | great art exhibition for the general public. |
| misunderstand the level of work that goes | | | | |
| into displaying works of art. After all, it | | | | Arts management positions require a skills |
| is not as simple as turning on the museum | | | | set that embraces the business, artistic, and |
| lights and hanging paintings on the wall. Art | | | | organizational portions of the profession. |
| management professionals often have to | | | | Graduates who have a good business acumen, |
| perform a multitude of tasks in small | | | | can assemble a rudimentary budget, and |
| nonprofit organizations. The average day of a | | | | understand what is hot among art consumers in |
| museum manager or arts organization director | | | | the public are often successful in art |
| is long, starting early with meetings new | | | | management. Professionals who understand art |
| exhibits and building maintenance concerns. | | | | history, preservation, and the construction |
| Art managers also have to deal with visiting | | | | of good art pieces can develop creative |
| school groups and large groups of visitors | | | | exhibits that will draw in new patrons. Time |
| who need tours and information on exhibits. | | | | wasted in the arts industry is a major |
| These arts management professionals often | | | | problem, so arts managers need to be |
| have to become experts in accounting, | | | | organized and prioritize concerns |
| nonprofit management, and grant writing. | | | | appropriately in order to be successful. |
| | | | |
| Graduates in arts and nonprofit programs | | | | The incentives for arts management positions |
| throughout the United Kingdom and Europe | | | | are largely intrinsic, though money is |
| often have a difficult choice to make after | | | | available to exceptional managers. The |
| their university days. Careers in the arts | | | | average arts manager will make in the mid to |
| are often not lucrative enough or are too | | | | upper 20,000 pounds range, though there are |
| competitive for many graduates who need to | | | | bigger art houses and museums that offer |
| make a living. As well, paying jobs in the | | | | lower 30,000 pounds. Depending on the success |
| arts can be difficult to find in the first | | | | of the manager's grant writing department, an |
| place. However, art graduates who have any | | | | art manager can increase the budget to |
| interest in staying within their field while | | | | include more paid positions and raises for |
| determining their own destiny should consider | | | | current staff. Lovers of art flock to arts |
| arts management as a career option. Arts | | | | management positions in order to fulfill |
| management professionals can work with | | | | their personal desires while earning a decent |
| dedicated volunteers, college interns, and | | | | living. |