本篇代写论文：艺术总监的潜在效力被限制的范文，主要讲的是公司领导者职责分配的弊端。
代写论文：艺术总监的潜在效力被限制
这就确定了作为一个艺术组织，ACCA中每个关键角色的优先重点在不同的领域发展。不同领域的进展是基于感知的适宜性的每个领导人(Radbourne, 2003)。因此，没有持续的战略和沟通，组织就无法实现影响组织各过程的有效领导。
通过分析，艺术总监管理着节目选择、艺术家选择、嘉宾选择、艺术指导和艺术家相关政策五个方面(Rentschler, 2014)。执行主任负责整个组织的筹款、营销、财务、门票销售、教育、公共关系和决策。
代写论文：艺术总监的潜在效力被限制
这表明，关键作用无法实现对彼此这样的潜在效力。艺术总监对于执行总监的领导能力是有限的，因为角色和责任领域的分歧阻碍了他们分享领导能力和管理彼此的责任(莱茵河，2015)。董事会的效力在执行董事和艺术总监两方面都被认为是微不足道的。这是因为组织领域主要是由每个主管完全不同和隔离的。因此，双重领导模式限制了董事会主席、艺术总监和总经理在组织领导中的三个关键角色的有效性(施莱辛格，2010)。
代写论文：艺术总监的潜在效力被限制
职责的不同，限制了艺术总监的范围和创新，限制了收入来源的多样化。执行董事支持艺术总监制定的愿景和目标，不能直接考虑艺术家的意见、建议和价值，因此受到限制(Stein, 2016)。这限制了整个组织的有效性和领导力来解决目前收入结构的不足，并阻止了利益相关者的高回报。
代写论文：艺术总监的潜在效力被限制
This has established that the key priorities of each key role within the ACCA as an arts organization progresses in a different area. The different domains are progressed towards on the basis of perceived suitability by each leader (Radbourne, 2003). Hence, the constant strategy and communication does not take place because of which the organization is prevented from achieving the effective leadership that impacts various processes of organization.
The analysis has indicated that the artistic director manages five areas of program selection, artist selection, guest selection, artistic direction and artists related policies (Rentschler, 2014). The contrasting responsibilities of the executive director concerns the fundraising, marketing, finance, ticket sales, education, public relations and policy making for the entire organization.
代写论文：艺术总监的潜在效力被限制
This has indicated that the key roles are unable to realise the potential effectiveness with regard to each other such. The leadership of the artistic director for the executive director is limited since the bifurcated roles and domains of responsibility prevents them to share the leadership and manage the responsibilities of one another (Rhine, 2015). The board of directors’ effectiveness is recognized to be negligible on both the executive director and artistic director. This is because the organizational areas that mainly entailed by each director are completely different and segregated. Hence, the model of dual leadership limits the effectiveness of the three key roles of chair of the board, artistic director and the general manger on the organizational leadership (Schlesinger, 2010).
代写论文：艺术总监的潜在效力被限制
The different responsibilities limit both the scope and innovation of the artistic director by the limited roles and not diversifying the revenue sources. The executive director is limited by supporting the vision and objectives that are developed by the artistic director and not being able to take into account the inputs, suggestions and values of the artists directly (Stein, 2016). This limits the overall organizational effectiveness and leadership to address the insufficiency of the present revenue structure and prevents high return to the stakeholders.
