Essay Sample about Theatre Personnel: Production Manager

Theatrical Production Manager is quite a new title in the field of theater. As a result, many people may not be familiar with the responsibilities involved in this position (Kirley 1). Nevertheless, production managers have the general obligation of managing the logistics of the show. The position requires the ability to lead production from its beginning to its completion. Production managers, therefore, should have skills such as good communication, organization, and strategic planning (Gillett and Sheehan 1). This paper, therefore, aims at describing the history of production management as well as the roles and requirements of a theatrical production manager.

Is your time best spent reading someone else’s essay? Get a 100% original essay FROM A CERTIFIED WRITER!

Order now

History of Production Management

The field of theater has dramatically evolved in the past 150 years. The position of a theatrical production manager never existed before 1850. Hence, the management responsibility was carried out by the members of the acting company, especially the star actor (Heiser 48). The acting companies referred to as "stock companies" then, were rather small and toured London with a group of actors. The star actor's big name gave them the advantage of attracting large audiences; hence, the performers were guaranteed of a specific wage (Langley 118).

Expansion of the stock companies' tours to Europe gave the star actors and organizers the chance to assume the position of actor-managers. However, the actor-managers didn't handle the position well, as funds were mismanaged, performers mistreated and records unorganized (Byrnes 22). In the 19th century when the popularity of touring companies had spread to the United States of America, the actor-managers lost their power to an organization called the 'Theatrical Syndicate.' The Syndicate started controlling the touring companies and offered unjust contracts to the performers while subjecting them to despicable working conditions (Heiser 49).

After a few years, another organization referred to as the 'Shubert brothers' rose against the Syndicate. However, it didn't solve the plight of the theatrical employees but instead continued with the mistreatment (Langley 123). Actors were then driven to form trade unions to fight for their rights. Actors Equity of Great Britain was the pioneer union which created a way for other up-coming unions, while the Actors' Society of America was the first in America (Langley 124)). Apart from the unionization of artists, the technical theater has evolved to be an expensive profession that requires professional management. The theatrical production manager, therefore, fills this gap.

The Roles of a Production Manager

A production manager is vital to the theatrical organization. In a standard theatrical organization, the position entails supervising all the technical and backstage area activities during the production. It also means having adequate knowledge about production and administration (Kirley 9). His or her knowledge of project understanding and organization aids in the preparation of the production. The production manager's input helps in determining the viability of a project and whether there are enough resources to fund it. During the preparation of a production project, various considerations should be looked at such as the number of people needed, the project's timeline, the rehearsal requirements, and the nature of the design elements (Gillett & Sheehan 18). The cast is the only part of the production that the production manager does not oversee, as this is the duty of a stage manager. The production manager should, therefore, coordinate with the stage manager to ensure that the production process is successful.

The production manager's responsibilities are portrayed during the production process which typically consists of four elements. Pre-production is the first element which entails artistic, technical, and administrative fundamentals (Gillett 2). The artistic fundamentals are the director's vision, the designs, and all the aspects that contribute to the result of the production. The choice of the costumes, props, furniture, and the period of the process usually affect how the final product will be. The artistic fundamentals are dependent on the script and should, therefore, be thoroughly understood by every member of the crew.

The technical fundamentals involve the implementation of the director's vision. They include putting of special effects, special music, or dramatic lighting which helps in complementing the action. The production manager works hand in hand with the technical director, whose role involves the preparation of drafts from the designer's drawings, supervising all construction, and the technical rehearsals (Gillett 9). Administration is the last element of the pre-production process. Administration generally entails overseeing the technical and artistic aspects. The administrative responsibilities involve the employment and payment of the cast and staff, processing the design, and the preparation for the beginning of rehearsals (Kirley 11). The administration has to ensure that funds are allocated well, that the schedule is followed adequately, and that all tasks are carried out according to the plan. The production manager is, therefore, involved in some of the administrative responsibilities.

Rehearsals are the second part of the production process which usually involves the stage manager. However, the production manager is directly or indirectly involved in this process. For instance, the production manager may help in drafting the original rehearsal schedule. The schedule gives guidelines on the start date of the rehearsal, the rehearsal time, and the time-off (Gillett and Sheehan 27). If the show is under a union, the union's rules should, therefore, be followed strictly. For instance, the Actors' Equity Association in the United States gives guidelines on the number of hours per day that a rehearsal should take and how many hours should be taken before another rehearsal session starts. The production manager is also tasked with the responsibility of ensuring there is safety during the rehearsal and relays information about safety issues to the cast and crew members (Kirley 12). Hence, the production manager offers solutions in the event of any health and safety challenges.

The technical week is the third element of the production process and refers to the week before the public sees the show. During this period, all the production elements such as lights, sets, sounds, and actors are blended to form a finished product (Kirley 13). The whole show is performed as the technical team integrates the technical elements with the performers' movements. The manner in which the production manager coordinates this process determines the quality of the final product. The show run is the last element of the production process and involves presenting the show to the public for a limited time. The production manager, in this case, becomes a supervisor.

Requirements of a Production Manager

A production manager should generally have two core competencies to carry out his or her responsibilities effectively. The first is the knowledge of technical theater and the history of theater and drama. The second is administrative knowledge which equips one with managerial skills (Kirley 14). The experience of technical theater and theater history lays a foundation for the production manager's career. Technical theater knowledge enables the production manager to communicate with the technical team from the pre-production phase adequately. The production manager should, thus, be familiar with the technical terms, as these will be used to give instructions during the process. This knowledge will also be crucial during the production team's meeting where the production manager's input is highly useful (Gillett 2). The production manager should also have the ability to deal with legal issues. For instance, the manager meets with union representatives to negotiate on salaries, rehearsal schedule, and other legal matters.

The production manager, as an administrator, should have four basic skills. The first one is problem-solving, which requires the manager to be a strategic thinker (Kirley 24). Apart from solving problems that arise during the production process, the production manager should be pro-active and make efforts to prevent problems from occurring. Leadership is the second fundamental skill that a production manager should possess. The production manager should be able to delegate duties, monitor progress, empower the team, and giving precise details of the consequences (Kirley 25). As a leader, he or she is involved in the selection of the production team members and later oversees the department heads' work. The production manager should also be able to schedule meetings, draft agenda and make negotiations during the pre-production and rehearsal processes.

Thirdly, communication is vital between all members of the production team. The production manager must have the ability to convey information regarding the production's vision and plan to the crew members (Kirley 26). Also, the manager should actively listen, talk clearly, and make clear records. Finally, financial management is the fourth core competency of a production manager. It involves budgeting and responsible purchasing during the production process. Creating a budget is fundamental in the strategic planning of the production (Kirley 32). A production manager should, therefore, be able to estimate the costs of various production elements and sets the limits of production expenses. Also, he or she should have solutions in cases where a member of the crew feels that going beyond the budget will aid in achieving the production's vision (Byrnes 195).

Many institutions have programs aimed at equipping potential production managers with the necessary skills and knowledge. For example, the Guildhall School of Music and drama in London has a three-year program which involves theoretical and practical sessions (Kirley 35). Students in the first year gain knowledge on all technical aspects of production such as production management, stage management, designing, props, sound, and light. This is meant to allow the students to choose their area of specialty. The second-year students get more practical knowledge by assisting more advanced students and professionals (Kirley 35). In the final year, the students assume the role of department heads and are given the option of carrying out research projects in the areas of the specialties. Upon graduation, they qualify for student membership in actors' associations and can, therefore, be employed in theaters.

In conclusion, production management is an important component of theatrical production. Though it is a new title, the evolution of theater has created room for this position. A production manager, therefore, is a vital member of the production team and has the mandate to manage the production process until the production's vision is achieved. A production manager should have both technical and administrative knowledge to carry out his responsibilities efficiently. Apart from theoretical knowledge, practical experience is needed for one to qualify as a production manager.

Works Cited

Byrnes, William J. Management and the Arts. 2ndEd. New York: Focal Press, 1999.

Gillette, J. Michael. Theatrical Design and Production. 4thEd. New York: McGraw Hill, 2000.

Gillett, Cary, and Jay Sheehan. The Production Manager's Toolkit: Successful Production Management in Theatre and Performing Arts. Focal Press, 2016.

Heiser, Mark. "The Martin-Harvey Letters: A Case Study in Theatre Management." Theatre Design and Technology 32 (1996): 48-53.

Kirley, Rachel B. The Education and Practical Experience of Theatrical Production Managers. Diss. University of Akron, 2005.