- Initial training - continuing education
- Work-linked training
Presentation of the training
Within the Project or Cultural Institution Management course for executives or directors of cultural organisations, the "Management and Law of Cultural Organisations and Events" course, which is given in alternation, is aimed at individuals wishing to acquire both managerial and legal skills, with the arts, culture and creativity as its fields of application.
This Master 1 training, based on a competency-based approach, aims at training managers specialising in the cultural sector in the broadest sense, and to give them the tools, techniques and knowledge necessary for a successful and enriching professional career in this sector.
The MDOMC programme is a comprehensive training programme based on lectures given by academics and professionals in the arts and culture sector. The work-study program can be carried out by means of an apprenticeship contract, a professionalization contract, an internship, a civic service, a fixed-term contract, etc.
this training is accessible to candidates in initial training who have validated a Licence Degree in law-economics or management or a diploma equivalent to the Licence Degree in specialised cultural or artistic training, as well as candidates in continuing training, professionals in the cultural sector wishing to perfect their experience in the managerial and legal fields or professionals in project or service management, wishing to redirect their activities towards the cultural and creative sector.
At the end of the MDOMC course, the graduate will have acquired the following skills:
- Appropriation of a local, national and international artistic, cultural and creative environment that is changing.
- Designing strategies in artistic, cultural and creative organizations and/or events
- Ensuring the steering of the activities of an organisation and/or an artistic, cultural and creative event
- Conducting artistic, cultural and creative projects
- Providing legal support for the activities of artistic, cultural and creative organisations
- Fostering employability in the artistic, cultural and creative sector
Organization of the training
Students alternate every month for about three weeks in the partner structures, and one week in class. this rhythm has been established in consultation with the professional partners, in order to correspond as closely as possible to the real working rhythm of the cultural structures.
The realization of a cultural project, the obligatory field experience (2 to 6 months long internship or apprenticeship and/or professionalization) and the formalization of a portfolio of skills, are central to the MDOMC course. They are accompanied by a set of courses (methodology and support) aimed at strengthening the operational skills and professional integration of graduates.
this Master's Degree applies a training course in the Competency-Based Approach. It puts forward a concrete approach to the problems that graduates will be confronted with, both in the context of their learning missions and as future actors in the cultural sector. this approach is therefore based on numerous case studies and projects, which the students must carry out throughout the year, in fields covering the widest possible spectrum of activities: Marketing, Communication, Budget, Law, Human Resources, Cultural Project Development, etc.
A training course that mixes theory and practice: the majority of courses are given by a teaching-research pair and professionals from the sector. Accompaniment towards the first job: Students are individually accompanied during the two years of training to facilitate their transition to the professional world (skills assessment, acquisition of a portfolio of "artistic, cultural and creative manager" skills, definition of the professional project, HR coaching "cv and motivation interview", etc.).
Content of the training
Semester 1 :
Taking ownership of a changing local, national and international artistic, cultural and creative environment
Introduction to public management: the fundamentals of public management and strategic territorial management (12h)
Economics of the artistic, cultural and creative sphere (18h)
Cultural policies (18h)
Transversal application: OTACC Chair podcast - design (18h)
Designing strategies in artistic, cultural and creative organisations and/or events
Management of artistic, cultural and creative organisations, Strategic Management and CSR (15h)
Entrepreneurship and business model of artistic, cultural and creative organisations (15h)
Cross-curricular application: Management and strategy of artistic, cultural and creative organisations (12h)
Managing the activities of an artistic, cultural and creative organisation and/or event
Human resources management in artistic, cultural and creative organisations (15h)
Marketing of artistic, cultural and creative organisations (15h)
Communication in arts, cultural and creative organisations (15h)
Finance and accounting in arts, cultural and creative organisations (15h)
IS management in arts, cultural and creative organisations (15h)
Cross-curricular application: The functions of management (1/2) (10h)
Fostering employability in the artistic, cultural and creative sector
Cross-curricular application: skills assessment (15h)
Professional integration follow-up (2.5h)
Alternation: professional immersion
Semester 2 :
Taking ownership of a changing local, national and international artistic, cultural and creative environment II
Cultural days of the OTACC chair (18h)
Cultural mediation (18h)
Cross-cutting application: OTACC Chair podcast - implementation (15h)
Managing the activities of an organisation and/or an artistic, cultural and creative event II
Organisational behaviour applied to artistic, cultural and creative organisations (9h)
Consumer behaviour of artistic, cultural and creative products and services (9h)
Management control and multidimensional performance of artistic, cultural and creative organisations (9h)
Cross-cutting application: management functions (2/2) (12h)
Managing artistic, cultural and creative projects I
Management of cultural projects and events (24h)
Financing strategy, setting up files and grants (18h)
Transversal application: Cultural, social and solidarity-based entrepreneurial project: feasibility (18h)
Providing legal support for the activities of artistic, cultural and creative organisations and/or events I
Cultural law (18h)
Law of associations and artistic, cultural and creative enterprises (18h)
Cross-cutting application: situational setting, cultural law (12h)
Promoting employability in the artistic, cultural and creative sector II
Coaching: skills assessment and professional project (8h)
Reinforcement of managerial English (18h)
Applied computer science (10h)
Professional integration follow-up (2.5h)
Work experience: professional immersion
Further education and job opportunities
At the end of the two years of the Master's Degree
Sectors : cultural sector in the broad sense
- Manager of permanent or event-driven cultural and creative organisations (museums, public or private theatres; recognised festival organisation teams; major recurrent cultural events in France or abroad; cultural industries - publishing, production, distribution).
- Functional manager of services within permanent or event-driven cultural and creative organisations (production - broadcasting - accounting - HR - communication - sponsorship - public relations - educational services, general management, site management, event management, etc.)
- Contractual employee of the State and Territorial Cultural Public Service
- Head of cultural and creative projects
- Head of department or person in charge of community service projects for the benefits of artists (SACEM, SACD, SPEDIDAM, ADAMI, etc.)
Admission is subject to application and individual interview.
- For students in initial training: a Bachelor Degree or Master 1 in law-economics or management, a graduate of equivalent business schools, a diploma equivalent to the Licence or Master 1 in specialized cultural or artistic training (Fine Arts, musicology, book trade, MST, cultural mediation, etc.).
- For those in continuing education: Professionals from the cultural sector with real field experience, wishing to perfect their experience and integrate into it managerial and legal techniques essential for their future in the organisation or Professionals from other sectors with real experience in project or service management, wishing to redirect their activities towards the cultural and creative sector.
Criteria for assessing applications: the analysis of applications is based on four criteria: academic level, professional project, previous professional experience and motivation to work in the arts, culture and creation.
Partnerships & training highlights
This training is based on a wide professional network enabling students to carry out concrete projects, to extend their professional network and to integrate quickly into the labor market (Regional Directorate of Cultural Affairs - Ministry of Culture, Région SUd Region, ARSUD, Département 13, Cultural service of the cities of Marseille, Aix-en-Provence, Vitrolles, Velaux etc.) 6MIC, Festival d'Aix, Grand Théâtre de Provence, MUCEM, Cité de la musique de Marseille, Festival Marseille Jazz des 5 continents, Théâtre National de Marseille "La Criée", Théâtre "Liberté" de Toulon, Friche Belle de mai Marseille, Mécènes du sud, NoVa, etc.). The Master's experience and reputation encourage the progressive extension of this network of partners with professional organizations in the PACA region, in France and even abroad (notably the network of the Alliances Françaises). Partnership within the framework of the apprenticeship: the CFA Epure Méditerranée, and the CFA Métiers du Spectacle (CFAMS).
Examples of training highlights :
- The IMPGT cultural days: The students of the Master 2 MDOMC design and carry out a series of conferences in which the students of Master 1 and a professional audience are invited to participate. For 3 days, experts and professionals from the arts, culture and creation sector come to debate current issues that are shaking the sector (examples in 2020 : Women and the world of contemporary music - Towards a paradigm shift; Transidentity and culture: Does gender make the artist; Cultural projects co-built between artists and audiences with disabilities: the example of psychiatric hospitals; Artists and cultural institutions, what responses to needs? The case of public cultural policies).
- The creation of an artistic, cultural and creative action: After a presentation of the different stages and tools of project and cultural event management, Master 1 students, in groups of 5 students, put together a feasibility file for an artistic, cultural and creative action. They ensure the implementation of the action during the Master 2 year.
- Game Grandeur Nature : During Master 2, students take part in a serious game aiming at answering orders from cultural operators of the territory.
Portraits d’IMPGTiens – IMPGTiennes
In charge of the administrative side of Passerelles (the Festival d'Aix-en-Provence's cultural mediation service), the functions are focused on managing the partnership, the artists (contracts - follow-up of actions) and the administrations (agreements) that collaborate with the mission of raising awareness a […]Read more
In charge of the administration of Passerelles (the Festival d'Aix-en-Provence's cultural mediation service), the functions are focused on managing the partnership, the artists (contracts - follow-up of actions) and the administrations (agreements) that collaborate with the mission of raising awareness around the artistic programming of the coming season. Financial and budgetary management of the Passerelles department and its team are also part of the job description.
What I like most about my job :
Above all, it's a team effort focused on a common goal, with each of the nine people who work in the department having a precise role. Combining functional tasks with my passion for opera really makes the job worthwhile. We're not here by chance. The commitment is real, and the satisfaction is all the greater when neophyte audiences, who have taken part in the awareness-raising courses, joyfully participate in the project.
Diploma obtained at IMPGT :
I manage a school with 940 students, 48 teachers and 7 administrative staff, supported by a mixed syndicate whose president is my n+1. I set up the consultation process for the establishment of the school project. I coordinate the network of music schools in the 04 department with joint projects. I manage the […]Read more
I manage a school with 940 students, 48 teachers and 7 administrative staff, supported by a mixed syndicate whose president is my n+1. I set up the consultation process for the establishment of the school project. I coordinate the network of music schools in the 04 department with joint projects. I manage the teaching staff, oversee the budget and seek external funding.
What I like most about my job :
I like managing the team and matching the ambitions of elected representatives with the constraints of artistic education. I like leading the pedagogical council to compare the practices and projects of teaching artists.
Diploma obtained at the IMPGT :