Full metadata record
| DC pole | Hodnota | Jazyk |
|---|---|---|
| dc.contributor.author | Matoušková, Kristýna | |
| dc.contributor.author | Scholleová, Hana | |
| dc.date.accessioned | 2015-10-07T10:49:14Z | |
| dc.date.available | 2015-10-07T10:49:14Z | |
| dc.date.issued | 2014 | |
| dc.identifier.citation | Trendy v podnikání = Business trends : vědecký časopis Fakulty ekonomické ZČU v Plzni. 2014, č. 1, s. 32-39. | cs |
| dc.identifier.issn | 1805-0603 | |
| dc.identifier.uri | http://www.fek.zcu.cz/tvp/doc/akt/tvp-1-2014-clanek-4.pdf | |
| dc.identifier.uri | http://hdl.handle.net/11025/16301 | |
| dc.format | 8 s. | cs |
| dc.format.mimetype | application/pdf | |
| dc.language.iso | cs | cs |
| dc.publisher | Západočeská univerzita v Plzni | cs |
| dc.relation.ispartofseries | Trendy v podnikání | cs |
| dc.rights | © Západočeská univerzita v Plzni | cs |
| dc.subject | muzeum | cs |
| dc.subject | náklady | cs |
| dc.subject | příjmy | cs |
| dc.subject | kulturní management | cs |
| dc.title | Mikroekonomický pohled na řízení kulturních organizací | cs |
| dc.title.alternative | Microeconomic wiev on cultural companies´ management | en |
| dc.type | článek | cs |
| dc.type | article | en |
| dc.rights.access | openAccess | en |
| dc.type.version | publishedVersion | en |
| dc.description.abstract-translated | In the Czech Republic the cultural organizations, under which we understand mainly museums and galleries, are dependent on state subsidiaries. These donations are given mainly by the Ministry of Culture which redistributes the financial resources based on the ideas of institutions rather than results. The subsidiaries are not connected to the number of visitors or number of pieces of art and collections. While the Ministry of Culture is generous to these cultural organizations, the state budget lacks money and the state depth is increasing. There for, there is obvious intention to cut down these cultural donations and let the museums and galleries be more self-sufficient. The question is how to do this. Museums and galleries have extremely high fixed costs. Majority or cultural organizations are localized in historic buildings which were not designed to be used for such purpose. They generate high depreciation costs, high repair cost, and high investments into optimization of its surrounding. In a short run, we can also include personal cost, insurance and energy cost as fixed cost. If we should assume the best scenario for the cultural organizations, the state subsidiaries should be in the amount of the fixed costs. However, that would not initiate any activity from the museums and galleries. There would be no motivation to increase the number of visitors if the variable cost would be higher than variable revenues. Much better solution is to maximize the variable revenues and minimise the variable costs. This should be the task for management, which involves new approaches and solutions. The right way seems to be run in Great Britain. There the donations are given only to those who work on themselves, for example higher number of visitors, better services to public, new collections, cooperation with other cultural organization. | en |
| dc.subject.translated | museum | en |
| dc.subject.translated | costs | en |
| dc.subject.translated | revenues | en |
| dc.subject.translated | cultural management | en |
| dc.type.status | Peer-reviewed | en |
| Vyskytuje se v kolekcích: | Číslo 1 (2014) Číslo 1 (2014) | |
Soubory připojené k záznamu:
| Soubor | Popis | Velikost | Formát | |
|---|---|---|---|---|
| Matouskova.pdf | Plný text | 552,74 kB | Adobe PDF | Zobrazit/otevřít |
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