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Principles of Music Management - MUS00122M

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  • Department: Music
  • Module co-ordinator: Dr. Stewart Campbell
  • Credit value: 20 credits
  • Credit level: M
  • Academic year of delivery: 2024-25
    • See module specification for other years: 2023-24

Module summary

This module provides students with an introduction to key management concepts with particular relevance to the music industry. Throughout the module students will adopt the role of a typical management team within a UK music organisation. Presented with a series of weekly management challenges, students will evaluate the effectiveness of their management decisions, through critical reflection and application of relevant scholarship in key areas, such as event management and operations; finance and accounting; fundraising and philanthropy; marketing and audience development; HR; partnerships and stakeholder management; and strategic planning. Students will also have the opportunity to apply these skills to a variety of real-life music organisations. By bridging the gap between theory and practice, students will be able to identify and debate current issues in music management practice in critical and theoretically informed ways, and analyse how key concepts have the ability to impact management and organisation effectiveness, and market competitiveness.

Module will run

Occurrence Teaching period
A Semester 1 2024-25

Module aims

This module provides students with an introduction to key management concepts with particular relevance to the music industry. Throughout the module students will adopt the role of a typical management team within a UK music organisation. Presented with a series of weekly management challenges, students will evaluate the effectiveness of their management decisions, through critical reflection and application of relevant scholarship in key areas, such as event management and operations; finance and accounting; fundraising and philanthropy; marketing and audience development; HR; partnerships and stakeholder management; and strategic planning. Students will also have the opportunity to apply these skills to a variety of real-life music organisations. By bridging the gap between theory and practice, students will be able to identify and debate current issues in music management practice in critical and theoretically informed ways, and analyse how key concepts have the ability to impact management and organisation effectiveness, and market competitiveness.

Module learning outcomes

Students will develop the skills to:

  • Demonstrate an understanding of key theories relevant to music management practice
  • Demonstrate an understanding of the relationships and interactions between key management roles in typical UK music management organisations
  • Demonstrate an awareness of the connections between internal management practices to the external business environment
  • Critically apply key music management theoretical concepts to real life situations and organisations
  • Make persuasive arguments based on theory and evidence and take management decisions in the context of typical UK music industry organisation
  • Present and discuss ideas to a cohort of fellow students/peers and work in groups

Module content

Module syllabus (indicative)

  • Introduction to the music industry, management roles, and management activity
  • Marketing, brands, and audience development
  • Partnership working and stakeholder relations
  • Finance and accounting
  • Fundraising and philanthropy
  • HR and managing people
  • Operations and event management
  • Strategic planning

Assessment

Task Length % of module mark
Essay/coursework
Essay : Individual Essay		 N/A 80
Essay/coursework
Essay : Learning Log and Group Exercises Individual Reflection		 N/A 20

Special assessment rules

None

Reassessment

Task Length % of module mark
Essay/coursework
Essay : Individual Essay		 N/A 80
Essay/coursework
Essay : Learning Log and Group Exercises Individual Reflection		 N/A 20

Module feedback

Feedback will be provided to students within the standard University timeframes.

Indicative reading

Dromey, C. and Haferkorn, J. (Eds.). (2018). The classical music industry. London, UK: Routledge.

Byrnes, W.J., 2014. Management and the Arts (5th ed.). Routledge.

O'Reilly, D., Larsen, G. and Kubacki, K. (2013). Music, markets and consumption. Goodfellow Publishers Ltd.

Burland, K. and Pitts, S. (Eds.). (2016). Coughing and clapping: Investigating audience experience. Routledge.

Wright, M., Walmsley, B., & Simmons, E. (2022). Fundraising in the Creative and Cultural Industries: Leading Effective Fundraising Strategies (1st ed.). Routledge.

Bowdin, G., Allen, J., Harris, R., McDonnell, I. and O'Toole, W. (2012). Events management. Routledge.

Kaiser, M.M. (2018). Strategic planning in the arts: A practical guide. Brandeis University Press.


The information on this page is indicative of the module that is currently on offer. The University is constantly exploring ways to enhance and improve its degree programmes and therefore reserves the right to make variations to the content and method of delivery of modules, and to discontinue modules, if such action is reasonably considered to be necessary by the University. Where appropriate, the University will notify and consult with affected students in advance about any changes that are required in line with the University's policy on the Approval of Modifications to Existing Taught Programmes of Study.