RA4S06 - Professional Practices in Drama & Performance 01 Sep 2021 - 31 Aug 2027 | Version 1

Associated Module Information

Module Code: RA4S06
Module Title: Professional Practices in Drama & Performance
Faculty: Faculty of Business and Creative Industries
Faculty Group: Music and Drama
Faculty Sub Group: Drama
Module Leader: Jesse Schwenk, Marta Minier
Module Team: Jodie Allinson
First Intended Intake: SEP 2021 Final Year of Intake: 2026
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes:
HECOS Code Weighting:

Document Version Information

Version 1
Valid From 01 Sep 2021
Valid To 31 Aug 2027

Module Aims

Give students the opportunity to analyse, at an advanced level, the role of drama and performance in the Creative Industries and wider professional contexts.
Provide a context for a detailed comparative study of two contrasting forms of professional practice.
Give students the experience of making contact with a variety of forms of professional practice in Drama/Performance in order to gather material for analysis.
Provide detailed knowledge of ways of sustaining artistic practice in a field related to potential future employment.

Content Summary

Students will be introduced to a number of contrasting ways in which practitioners sustain and develop their work.
The practitioners and contexts analysed will encompass any of the following strands:

Performance & Production
Funding & Employability in the Performing Arts
Drama, Wellbeing and the Community
The Role of a Freelancer
The Creative Industries
Equalities & Diversity in the Arts

Following an initial period of classroom-based study, course members will be required to arrange two ‘creative visits or ‘creative conversations’ with an arts organisation, company or individual practitioner in order to investigate the way that they plan and sustain their work.

Examples of contexts might include:

Performing Arts Companies
Arts Organisations
Arts Councils
Freelance Artists
Artist Collectives
Arts Venues
Professional Networks in the Creative Industries
Arts in Health
Arts Education
Arts Therapies
Arts, Health & Wellbeing
Participatory Arts
Community Arts
Arts Activism
Grassroots Arts Initiatives
Equity, Unions
Public Media (BBC, ITV)
Interdisciplinary Projects
Creative Producers
Talent Agencies
Technical Theatre / Production
Technology & Digital Performance

Learning and Teaching Methods

Activity Type Hours
Lecture 11
Seminar 24
Tutorial 1
External visits 24
Independent Study 70
Directed Study 70
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 Critically compare different contexts in which drama/performance is produced in the contemporary creative industries
LO2 Plan creative projects in a selected professional context and devise strategies for sustaining and managing them

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Presentation (Asynchronous) 1 A presentation which compares and contrasts two contexts for drama and performance. This should be based on the two 'creative conversations' with either two freelancers or two organisations conducted by students during the module. The presentation should include analysis and a succinct overview of the important strengths, challenges and weaknesses that face both organisations with reference to specific artistic and socio-economic contexts. 20 N/A 50 No 40
Asynchronous Assessment Essay 1 Choice between: a) A detailed and comprehensive plan for a single production of a piece of drama/performance in a defined context that includes a directorial statement of intent, rehearsal plans and relevant budgets. OR b) A Critical Essay on a specific subject area related to arts production / creative industries and/or dissemination in a defined cultural context. 0 3000 50 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Presentation (Asynchronous) 1
Essay 1

Reading List

Anderton, M. and Pick, J. 2002. Arts administration. Routledge.
Bagwell, S. et al. 2015. The future of funding: Options for heritage and cultural organisations. Cultural Trends 24(1), pp. 28–33. doi: 10.1080/09548963.2014.1000583.
Bathurst, J. and Stein, T.S. 2010. Performing arts management: A handbook of professional practices. Simon and Schuster.
Beaven, Z. and Wright, R. 2006. Experience! Experience! Experience! Employer attitudes to arts & event management graduate employability. International Journal of Event Management Research 2(1), pp. 17–24.
Bendixen, P. 2000. Skills and roles: Concepts of modern arts management. International Journal of Arts Management , pp. 4–13.
Blandford, S. and Blandford, P.L. in T. and M.D.S. 2007. Film, Drama and the Break-up of Britain. Intellect Books.
Botti, S. 2000. What role for marketing in the arts? An analysis of arts consumption and artistic value. International Journal of Arts Management , pp. 14–27.
Byrnes, W.J. 2014. Management and the Arts. Focal Press.
Chong, D. 2009. Arts management. Routledge.
Clift, S. and Camic, P.M. 2016. Oxford Textbook of Creative Arts, Health, and Wellbeing: International Perspectives on Practice, Policy, and Research. Oxford University Press.
Colbert, F. 2003. Entrepreneurship and leadership in marketing the arts. International Journal of Arts Management , pp. 30–39.
Dewey, P. 2004. From arts management to cultural administration. International Journal of Arts Management 6(3)
Ebewo, P. and Sirayi, M. 2009. The concept of arts/cultural management: A critical reflection. The Journal of Arts Management, Law, and Society 38(4), pp. 281–295.
Gordon-Nesbitt, R. and Howarth, A. 2020. The arts and the social determinants of health: findings from an inquiry conducted by the United Kingdom All-Party Parliamentary Group on Arts, Health and Wellbeing. Arts & Health 12(1), pp. 1–22. doi: 10.1080/17533015.2019.1567563.
Hewison, R. 2014. Cultural capital: The rise and fall of creative Britain. Verso Books.
Lapierre, L. 2001. Leadership and arts management. International Journal of arts management , pp. 4–12.
Karkou, V. et al. eds. 2017. The Oxford Handbook of Dance and Wellbeing. Oxford, New York: Oxford University Press.
Mangione, G. 2019. Arts and Cultural Management: Critical and Primary Sources. The Journal of Arts Management, Law, and Society 49(1), pp. 104–106. doi: 10.1080/10632921.2018.1517065.
O’Connor, J. 2008. The cultural and creative industries: a review of the literature. A report for creative partnerships. Londres: Arts Council of England
Rabkin, N. and Redmond, R. 2006. The arts make a difference. The Journal of Arts Management, Law, and Society 36(1), pp. 25–32.
Tomlin, L. 2015. British Theatre Companies: 1995-2014: Mind the Gap, Kneehigh Theatre, Suspect Culture, Stan’s Cafe, Blast Theory, Punchdrunk. Bloomsbury Publishing.
Turbide, J. and Laurin, C. 2009. Performance measurement in the arts sector: The case of the performing arts. International journal of arts management, pp. 56–70.
Varbanova, L. 2013. Strategic management in the arts. Routledge.
Volz, J. 2017. Introduction to Arts Management. Bloomsbury Publishing.
White, H.C. 2019. Careers and Creativity: Social Forces In The Arts. Routledge.
Journals:
Creative Industries Journal
International Journal of Cultural Policy
International Journal of Cultural Studies
Websites:
http://www.artswales.org.uk/

http://www.artscouncil.org.uk/

http://www.artscouncil-ni.org/

http://www.britishcouncil.org/arts-drama.htm

http://www.creativescotland.com

https://www.creativecardiff.org.uk/

http://tapra.org/

https://wahwn.cymru/