Improvisation in an Organisation: Employee Training for the Application of Improvisation in Cultural Organisations

Abstract

This article discusses the concept of improvisation in management, its models, and the impact of employee training on the application of improvisation in cultural organisations. Scientific theoretical material served as the basis for developing a model of improvisation training in a cultural organisation, establishing relationships between improvisation and organisational structure, as well as between training and the application of improvisation in cultural organisations. The article also analyses the impact of employee qualities and skills on learning to improvise within an organisation. In addition, it discusses why, and at which levels of cultural organisations, internal and external training can be carried out, and what impact such training may have on employee transfer between organisational levels. The aim of the article is to reveal the impact of employee training on the application of improvisation in a cultural organisation. This work contributes to scientific research in this field, as the topic of improvisation and employee training in cultural organisations has not yet been sufficiently examined.