Understanding Creative Work in Practice

CCMI30110 Understanding Creative Work in Practice 40 Full year Undergraduate Level 3 Abigail Gilmore Unit coordinator Art History and Cultural Practices 1 FHEQ level (Framework for Higher Education Qualifications) ' Last part of a Bachelors ' European Credit Transfer & Accumulation System Rating : 20.0 This year-long course unit follows Creative Work 1 & 2 to progress student learning and skills in employment and enterprise practices relevant to fair and inclusive creative and cultural industries. Building on knowledge and understanding of organisational structures and strategies, the course will provide insights, tools and approaches to supporting sustainable business and sector development and through a group project give students the chance to practice these within real-world contexts.Assessment is through a group project with an individual reflection and blogpost on social justice and operational environments for CCMIs.    This year-long course unit follows Creative Work 1 & 2 to progress student learning and skills in employment and enterprise practices relevant to fair and inclusive creative and cultural industries. Building on knowledge and understanding of organisational structures and strategies, the course will provide insights, tools and approaches to supporting sustainable business and sector development and through a group project give students the chance to practice these within real-world contexts.Assessment is through a group project with an individual reflection and blogpost on social justice and operational environments for CCMIs.    The unit aims to:<ul><li>Consolidate and build on learning from previous course units including pre-requisite course units on Creative Work</li><li>Provide students with the opportunity to apply knowledge and understanding, intellectual and practical skills relevant to creative employment within real-world contexts</li><li>Extend experience and expertise in collaboration, critical evaluation, teamwork and decision making  </li></ul> <ul><li>Demonstrate understanding of business and strategic planning tools and how to apply them to creative, cultural and media industry contexts</li><li>Identify appropriate marketing, finance, HR and governance approaches for creative, cultural and media enterprises</li><li>Show ability to assess business strategies and make planning decisions supported by critical analysis  </li></ul> <ul><li>Analyse and synthesise data on the internal and external environments for creative and cultural production and its commercialisation</li><li>Connect theoretical and practical approaches to solving problems in the context of cultural and creative work</li></ul> <ul><li>Present and communicate complex information, data, and analysis in a clear and professional manner</li><li>Apply business planning tools to inform decision making</li><li>Produce written reports and reflections for public and specialist audiences</li></ul> <ul><li>Work in groups and as individuals to respond to project briefs and deliver project activities</li><li>Apply advanced critical reflection and peer review skills to practical issues associated with creative work and creative projects</li><li>Present persuasive arguments to support social and creative justice</li></ul> Other Students will be able to demonstrate through group project portfolios and personal reflection their experience working in professional contexts and supporting social enterprise and social responsibility through a consultancy project with external partners. Course unit is delivered across two semesters via weekly seminars of 2 hours which provide opportunities for lectures, workshops and group project meetings.The first semester focuses on delivering teaching on the following topics: An introduction to strategic development and business planning for Arts, Culture and Creative Industries Developing vision, mission and long-term strategy Understanding the broader environment: tools for competitor and market analysis Customer relationship and marketing Finance and development Strengthening organisational capacity and social justice: human resource management, policies and governance models  Bringing in external help: consultancy insights and troubleshootingThe second semester comprises 3 workshops in Semester 2 for setting up, reviewing and reflecting on group projects, with weekly student-led group project meetings.  Weekly lectures, followed by 2 hour seminars for small group working. Students will be introduced to topics and provided with preparation materials, independent inquiry, small group exercises and opportunities for self-reflection and formative feedback.e-learning tools such as Hypothesis and Piazza for collaborative reading, reflection and discussion. Lecture capture and recorded materials will add and support student inclusion and course materials revision.The group project requires students to identify and present solutions to business planning and strategy development for CCMI organisations and will provide further opportunity for peer learning and teamwork and experience of working in industry contexts.    0 Other 100% <figure class="table"><table><tbody><tr><td>Assessment task</td><td>Formative or Summative</td><td>Length</td><td>Weighting within unit (if relevant)</td></tr><tr><td>Essay plan</td><td>Formative</td><td>500 words</td><td>0%</td></tr><tr><td>Individual essay</td><td>Summative</td><td>1500 words</td><td>50%</td></tr><tr><td>Group project portfolio & presentation (evaluation and development of organisational strategy)</td><td>Summative</td><td>1000 words</td><td>25%</td></tr><tr><td>Individual reflective blogpost</td><td>Summative</td><td>500 words</td><td>25%</td></tr></tbody></table></figure> Formative - Written following submissionSummative - Mark and comments 15 working days  N Bilton C, Leary R. What can managers do for creativity? Brokering creativity in the creative industries. International journal of cultural policy : CP. 2010;8(1):49-64. doi:10.1080/10286630290032431Cunningham S. The Creative Industries after Cultural Policy: A Genealogy and Some Possible Preferred Futures. International journal of cultural studies. 2004;7(1):105-115. doi:10.1177/1367877904040924Hartley J. Creative Economy and Culture : Challenges, Changes and Futures for the Creative Industries. 1st ed. (Wen W, Siling Li H, eds.). SAGE Publications; SAGE Publications; 2015. Heidelberg BM. Evaluating equity: assessing diversity efforts through a social justice lens. Cultural trends. 2019;28(5):391-403. doi:10.1080/09548963.2019.1680002Henze R. Introduction to International Arts Management . Imprint Springer VS; Springer Fachmedien Wiesbaden  2018.Jung Y, Vakharia N. Open Systems Theory for Arts and Cultural Organizations: Linking Structure and Performance. The Journal of arts management, law, and society. 2019;49(4):257-273. doi:10.1080/10632921.2019.1617813Kaiser MM. The Cycle : a Practical Approach to Managing Arts Organizations . (Egan BE, ed.). Brandeis University Press; 2013.Kolb BM. Entrepreneurship for the Creative and Cultural Industries. 2nd ed. Taylor & Francis Group; 2020.Kolb BM. Entrepreneurship for the Creative and Cultural Industries. 2nd ed. Taylor & Francis Group; 2020.Leila Jancovich. Breaking Down the Fourth Wall in Arts Management: The Implications of Engaging Users in Decision-Making. International journal of arts management. 2015;18(1):14-28.Nussbaum MC. Creating Capabilities : the Human Development Approach . Belknap Press of Harvard University Press; 2011.Oakley K, Banks M, eds. Cultural Industries and the Environmental Crisis : New Approaches for Policy . Springer; 2020.Perez de la Fuente O, Falcao M, Oliva Martinez JD, eds. Struggles for Recognition : Cultural Pluralism and Rights of Minorities . Dykinson SL; 2021.   Lectures 11 Practical classes & workshops 9 Seminars 11 0 169