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When in the process of handling the stage what are the three major responsibilities of the stage manager?
The 3 major things that a Stage manager should worry about is...Making sure the communication between the actors are great.Making sure the stage is well managed.Making sure everything with the actors and stage Are okay.Now that is what a Stage manager should worry about.
How to start a casting agency?
The process is fairly similar to starting a talent or modeling agency. The most basic steps include getting the proper paperwork and licensing/certification required by your state, setting up an office to hold the castings, hiring staff (bookers, receptionist, etc), starting to network with clients and casting directors, and creating an online database where actors and models can set up their profiles with their photos and information.
What are the five steps of rehearsals?
The five steps of rehearsals typically include: Read-Through: The cast gathers to read the script together, focusing on understanding the story and characters. Blocking: Actors work with the director to establish movement and positioning on stage. Run-Throughs: The cast performs scenes or the entire production, integrating lines, blocking, and character development. Technical Rehearsals: This involves integrating all technical elements like lights, sound, and set changes with the performance. Dress Rehearsals: Final rehearsals where performers wear costumes and treat the rehearsal as if it were a live performance, polishing the entire show.
How can organizations develop effective leaders?
Developing leaders and leadership in organizations HGSE Professor David PerkinsEducational leaders are increasingly looking at lessons learned in other industries to inform their leadership strategies. The Learning Innovations Laboratory (LILA) is a research initiative at Project Zero at the Harvard Graduate School of Education, led by principal investigator David Perkins, Professor of Education. LILA is a collaborative learning community of business leaders and Harvard researchers whose members include executives from diverse organizations, including the US Army, the World Bank, Cisco Systems, Raytheon, Humana, YMCA, and Deloitte.What challenges are we likely to face in developing leadership in organizations? What steps should organizations take to improve the effectiveness of their leadership development initiatives? In this piece, the LILA contributors suggest that successful leadership development hinges on (1) Focusing on the development of leadership, not individual leaders; (2) Distributing leadership responsibility throughout an organization; (3) Embedding leadership development in the context of people's work; and (4) Assessing your organization's capacity for, and immunity to, leadership development."Are we witnessing the end of leadership?" asks LILA principal investigator David Perkins. With this provocative question, Perkins suggests that the voluminous and ever-growing body of leadership research has invested this term with so many (often conflicting) meanings that it may have lost much of its utility.In his book, King Arthur's Round Table (2003), Perkins identifies four different patterns or "archetypes" onto which the many nuanced varieties of leadership might be mapped:Answer-Centered Leadership. Declares what's to be done and why. Answer-centered leaders provide direction from the top of an organization.Vision-Centered Leadership. Offers a strong energizing vision about the general direction of an organization, along with great personal commitment.Inquiry-Centered Leadership. Fosters inquiry at various levels through questions, facilitation, and establishing community and organizational structures supportive of inquiry.Leadership by Leaving Alone. Leaves people alone to find their way. This Darwinian approach reveals the personnel who have what it takes to survive and assume roles with increasing responsibility.Despite the lack of consensus about what constitutes leadership, organizations generally agree on one point - there isn't enough of it. The ongoing obsession with the leadership theme reflects the widespread belief that developing leaders and leadership is a sure means of transforming organizations for the better.So, leadership development matters - but how do we engage in it successfully? LILA's members and researchers explore this question via in-depth discussions of their own organizational experiences. These discussions have yielded rich insights and practical suggestions that can be distilled into four principal injunctions:1. Focus on developing leadership, not individual leadersIn spite of the proliferation of competing theories of leadership, the most popular leadership development publications and programs reinforce the ideal of the "leader as individual hero" - the strong-willed, charismatic chief executive who personifies an organization and its success. The celebrity CEO makes decisions at the top of a hierarchical, command-and-control structure. In such organizations, leadership development entails selecting a subset of personnel for special training that will make these individuals "leaders" - irrespective of the contexts and web of relationships in which they operate. This model of leadership development is simplistic; it errs in conceiving of leadership as a property of a few, select individuals, rather than as an input into a variety of situations. LILA's contributors encourage us to think of leadership as a product of the relations that exist between people in an organization. Nicolas Gorjestani, Chief Learning Officer at the World Bank, cites the need to develop a new set of "behavioral competencies" at the Bank - competencies that have not traditionally been associated with the "charismatic individual" model of leadership.Gorjestani identifies these key competencies as humility, empathy, curiosity, listening, hearing, and patience. By cultivating such competencies in teams and across organizations, leadership is expressed as enabling - as allowing the valuable talents and contributions of others to emerge - rather than as dictating to others or compelling imitation of one's own behavior. Speaking to this distinction, Linda Hill of the Harvard Business School advocates asking the question, "Am I creating a context where others can lead?" rather than the question, "Am I leading?"2. Distribute the responsibility for leadership throughout your organizationTraditionally, leadership development programs have been targeted at executives and managers who occupy nominal positions of authority and exhibit leadership "potential." In a fully adaptive, successful organization, leadership is expressed when an individual plays one of several roles that, collectively, ensure the effective functioning of that organization. John Clippinger, a scholar of distributed leadership at the Harvard Law School, proposes that these include (but are not limited to) the following "archetypal" leadership roles: The Exemplar. The role model that others imitate; exemplifies the assessment criteria and sets the standards for becoming a member of a network; important in setting the tone and culture of the organization.The Gatekeeper. Understands the criteria for being included, retained, elevated, and excluded from a network; decides who is in and who is out; denies admittance to, and weeds out, those who fail to meet the standards of the network.The Visionary. Determines what is limiting about the present and shows what is possible for the future; imagines new possibilities and plays a critical role in moving the networked organization in new directions.The Truth-Teller. Keeps the network honest; identifies half-truths, cheaters, liars, and spinners in the networked organization; exemplifies independence, transparency, accuracy, and candor in the face of tremendous pressure.The Fixer. Knows how to get things done; pragmatic and results oriented; creative in solving problems, and often bends rules and works through informal networks.The Connector. Participates in multiple social networks; has numerous friends, contacts, and connections; critical to identifying and accessing new resources and helping get a message out.The Enforcer. Uses coercion and pressure (perhaps physical, but more likely peer or psychological) to compel adherence to rules and network standards.The Facilitator. Creates sub-networks or communities that provide network value and benefit an entire group; plays the role of a "community coordinator" in communities of practice; vital to coordinating and enabling other actors and decision-makers.It is necessary for every individual within an organization to be encouraged to exercise leadership from time to time, under circumstances where their particular knowledge, skills, and circumstances make it advantageous to do so. Consequently, leadership development initiatives must encourage people to think in terms of alternating between leader and follower roles.3. Embed leadership development in work processes, rather than in leadership trainingThe idea that leadership is a property of organizational networks - and that every person within a structure can, and should, play leadership roles - has profound implications for leadership development. David Perkins and Linda Hill suggest that leadership development is most effective when personnel are encouraged to learn from "real world" problems and challenges presented by their jobs. Effective leadership development does not happen in a vacuum, or in a classroom, but in the flow of engaging work. It is a process, not an event. 4. Assess your organization's capacity for (and immunity to) leadership developmentOrganizations often leap into leadership development initiatives without assessing their capacity for, and resistance to, such programs. LILA members caution against the development of an "avoidance culture;" organizations that start new initiatives in order to avoid following through on prior initiatives are exhibiting the signs of an avoidance culture. David Perkins refers to the "idea-action gap" - the inability of many organizations to follow through on avowed commitments to change-oriented programs, such as leadership development.Leadership initiatives often fail because their proponents fail to recognize, and locate the sources of, unacknowledged commitments that compete with their new, expressed commitments. An expressed commitment to more distributed leadership may, for example, conflict with a deeper, hidden commitment to preserving decision-making autonomy at the top of an organization as a bulwark against the erosion of senior managements' status and rewards.Excerpted with permission from "Developing Leaders & Leadership in Organizations," by David A. Cole, LILA Insights, July 2005.
What is the difference between an emergent strategy and a deliberate strategy?
Mintzberg defined strategy as: "a pattern in a stream of decisions" - making it strategy operational and tangible. From here one could analyse the leader's plans and intended goals compared to what the organization actually did.Mintzberg and Waters argue that strategy can and must be seen in a wider perspective. They distinguish between deliberate strategies (realised as intended) and emergent strategies (strategies that emerge in an organization, but not guided by intentions.)DEFINITIONSDeliberate strategy: A perfectly deliberate and intended strategy must satisfy 3 conditions:Precise and articulated intentions must exist in a concrete level of detailSeeing organizations as collective action, intention must be common knowledge to virtually all the actors in the organization.These collective intentions must have been realized exactly as intended - (also meaning that no external forces could have interfered with them).Emergent strategy: A perfectly emergent strategy is characterised by order, but in the absence of intention about it. It is although difficult to imagine action in the total absence of intention. Emergent strategy does not mean chaos, but in essence unintended orderThe authors expect that purely emergent strategies are as rare as the purely deliberate one. It is more likely to find tendencies in the direction of deliberate and emergent strategies rather than perfect forms of either.As a consequence of the above, the authors see emergent and deliberate strategies as two poles, where different types of strategy can bee said to exist in the space between them.They introduce the following strategies, where the first strategies fall closest to the deliberate strategy-pole and ending in the last strategies closest to reflecting the characteristics of emergent strategies.STRATEGYMAJOR FEATURESPlannedStrategies originate in formal plans: precise intentions exist, formulated and articulated by central leadership, backed up by formal controls to ensure surprise-free implementation in benign, controllable or predictable environment; strategies most deliberate.EntrepreneurialStrategies originate in central vision: intentions exist as personal, unarticulated vision of single leader, and so adaptable to new opportunities; organization under personal control of leader and located in protected niche in environment; strategies relatively deliberate but can emerge.IdeologicalStrategies originate in shared beliefs; intentions exist as collective vision of all actors, in inspirational form and relatively immutable, controlled normatively through indoctrination and/or socialization; organization often proactive vis-à-vis environment; strategies rather deliberate.UmbrellaStrategies originate in constraints: leadership, in partial control of organizational actions, defines strategic boundaries or targets within which other actors respond to own forces or to complex, perhaps also unpredictable environment; strategies partly deliberate, partly emergent and deliberately emergent.ProcessStrategies originate in process: leadership controls, process aspects of strategy (hiring, structure, etc.), leaving content aspects to other actors; strategies partly deliberate, partly emergent (and, again, deliberately emergent).UnconnectedStrategies originate in enclaves: actors(s) loosely coupled to rest of organization produce(s) patterns in own actions in absence of, or in direct contradiction to, central or common intentions; strategies organizationally emergent whether or not deliberate for actors(s).ConsensusStretegies originate in consensus: through mutual adjustment, actors converge on patterns that become pervasice in absence of central or common intentions: strategies rather emergent.ImposedStrategies originate in environment: environment dictates patterns in actions either through direct imposition or through implicityly pre-empting or bounding organizational choice; strategies most emergent, although may be internalized by organization and made deliberate.The fundamental difference between deliberate and emergent strategy is that whereas the deliberate focuses on direction and control - getting desired things done - the emerging strategy opens up for the notion of "strategic learning"CONCLUSIONEmergent strategies do not mean that management is out of control - it is just more open, flexible, responsive and willing to learn. This is an important strategy in a complex, uncertain and changing environment. It best case scenario, it enables management to act before everything is fully understood.Deliberate strategies help to manage, to impose intentions on the organization and to provide a sense of direction.The conclusion is therefore, that strategy formation walks on two feet, one deliberate, and the other emergent. And the relative emphasis on one or the other may shift from time to time, but not the requirement to attend to both sides of this phenomenon.
Evaluate the role of the project manager in housing development process emphasising key responsibilities and their relationship with other actors?
Evaluate the role of the project manager
What is film casting?
Once a film project has been funded, the director and others involved audition actors to select the people who will portray the characters in the story.
What actors and actresses appeared in Project A - 2010?
The cast of Project A - 2010 includes: Rob Corddry
What actors and actresses appeared in The Tesla Project - 2011?
The cast of The Tesla Project - 2011 includes: Cesar Sebastian
What actors and actresses appeared in The Daniel Project - 2011?
The cast of The Daniel Project - 2011 includes: Jeremy Hitchen
What actors and actresses appeared in The Drowning Project - 2009?
The cast of The Drowning Project - 2009 includes: Paul Parducci
What actors and actresses appeared in Project Penguin - 2013?
The cast of Project Penguin - 2013 includes: Simon Ralph
What actors and actresses appeared in Project G - 2012?
The cast of Project G - 2012 includes: Joey Nassar
What actors and actresses appeared in The Noun Project - 2011?
The cast of The Noun Project - 2011 includes: Stefanos Tai
What actors and actresses appeared in The Steele Project - 2007?
The cast of The Steele Project - 2007 includes: Michelle Graci
What actors and actresses appeared in Dream Project - 2005?
The cast of Dream Project - 2005 includes: Josh Pellerin
What actors and actresses appeared in Project Bay - 2010?
The cast of Project Bay - 2010 includes: Zoltan Vincze as Jack
