Ldrshp in Arts & Entmnt Ind
| Name | Title | Credits | School |
|---|---|---|---|
| LAEI 501 | Producing and Presenting I | 3 | College of Arts & Sciences |
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This is the first of the three experienced- based portfolio development courses that expose students to a platform of performing arts industry standards of success. Weekly day- long classes are designed as master classes which take place in various performing arts venues. Classroom Hours- Laboratory and/or Studio Hours- Course Credits: 3-0-3 |
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| LAEI 601 | Producing and Presenting II | 3 | College of Arts & Sciences |
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This is the second of the three experienced- based portfolio development courses that expose students to a platform of performing arts industry standards of success. Weekly day- long classes are designed as master classes which take place in various performing arts venues. Classroom Hours- Laboratory and/or Studio Hours- Course Credits: 3-0-3 |
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| LAEI 610 | Strategic Planning Technology | 3 | College of Arts & Sciences |
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Strategic planning must be an ongoing practice to ensure the sustainability of public and nonprofit performing arts organizations. This course focuses on the role of technology in the dynamics of strategic planning and its value to effective leadership practice. Prerequisite Course(s): Prerequisite: LAEI 501 |
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| LAEI 620 | Global Performing Arts | 3 | College of Arts & Sciences |
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This course explores how effective managers and leaders of performing organizations that present and produce dance, theater, opera and music in the US and globally create sound programming, hire artists, maintain appropriate staffing, run box offices/ ticketing, create marketing and public relations campaigns, etc. Students are required to attend the 5- day APAP/NY Global Conference & Marketplace held the second week of January at the NY Hilton Midtown. |
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| LAEI 701 | Producing and Presenting III | 3 | College of Arts & Sciences |
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This is the last of three experienced- based portfolio development courses that expose students to a platform of performing arts industry standards of success. Weekly day- long classes are designed as master classes which take place in various performing arts venues. Classroom Hours- Laboratory and/or Studio Hours- Course Credits: 3-0-3 |
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| LAEI 710 | Performing Arts Practicum | 3 | College of Arts & Sciences |
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This course provides advanced students with a forum for challenging and debating theories and models in the performing arts industry. While working in the industry (on a job or a 6- week internship), students keep journals and, once a week, gather for full-day sessions, facilitated by experienced professionals, where guest speakers engage with the students in their area of expertise and students, through discussion and other forms of reflection, gain in-depth knowledge of a range of arts leadership and management topics affecting performing arts leaders such as leadership v. management, leadership styles and roles, organizational sustainability and financial stability, technological adaptation, advocacy, global issues and evaluation. Classroom Hours- Laboratory and/or Studio Hours- Course Credits: 3-0-3 |
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| LAEI 720 | Capstone Seminar in Arts Policy & Strategy | 3 | College of Arts & Sciences |
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This capstone course allows individual students and the class as a whole to project themselves as the next generation of industry leaders. The course is a forum for challenging and debating best practices in the performing arts industry, exploring the development and impact of policies that affect the for- profit and nonprofit performing arts industry, and clarifying the roles and responsibilities of leadership within the creative economy. The course provides opportunities for students to learn from a variety of guest speakers, how government and private sector policies are developed in the United States, how environmental factors influence policy development, and how arts leaders’ roles vary in implementing and influencing policy decisions. Classroom Hours- Laboratory and/or Studio Hours- Course Credits: 3-0-3 |
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