THE 1041 Lecture Notes - Documentary Theatre, Koodiyattam, Griot

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12 Apr 2022

School

Baruch College

Department

Theatre

Course

THE 1041

Professor

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Document Summary

Storytelling and the instinct to act- two creative impulses that contribute to theatre as a living art form. Theater impulses in everyday life communicate: expressive language, gestures, visual symbols (costumes/decorations), and events. Oral tradition - the oldest form of storytelling, serving many purposes and having many forms of expression as ritual, history, myth, entertainment or social communion. African griot music - musical tradition common in western africa; the griot is a bard or storyteller who recounts ancient history and recent news throughout a song. Performing traditions- kutiyattam (india) - form of sacred theater that was traditionally performed in hindu temples (costumes, masks, ritualistic, sacred space) Expands our knowledge and understanding; cultural literacy, enhances critical inquiry through creativity. Only needs the dynamic of an actor, an audience, a space and the intent to create a fictional world. Convention: an unspoken agreement between actor and audience concerning a fictional reality. Theater uses applications to engage the audience through-

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The Little Theatre is a nonprofit organization devoted tostaging plays for children. The Theatre has a very small full-timeprofessional administrative staff. Through a special arrangementwith the actorsâ union, actors and directors rehearse without payand are paid only for actual performances.

The costs from the current yearâsplanning budget appear below. The Little Theatre had tentativelyplanned to put on six different productions with a total of 50performances. For example, one of the productions was PeterRabbit, which had a six-week run with three performances oneach weekend.

The Little Theatre Costs from the Planning Budget For the Year Ended December 31
Budgeted number ofproductions		6
Budgeted number ofperformances		50
Actorsâ anddirectorsâ wages	$	105,000
Stagehandsâwages		20,500
Ticket boothpersonnel and ushersâ wages		11,500
Scenery, costumes,and props		48,600
Theatre hallrent		35,500
Printedprograms		11,250
Publicity		12,600
Administrativeexpenses		46,000

Total	$	290,950

Some of the costs vary with the numberof productions, some with the number of performances, and some arefixed and depend on neither the number of productions nor thenumber of performances. The costs of scenery, costumes, props, andpublicity vary with the number of productions. It doesnât make anydifference how many times Peter Rabbit is performed, thecost of the scenery is the same. Likewise, the cost of publicizinga play with posters and radio commercials is the same whether thereare 10, 20, or 30 performances of the play. On the other hand, thewages of the actors, directors, stagehands, ticket booth personnel,and ushers vary with the number of performances. The greater thenumber of performances, the higher the wage costs will be.Similarly, the costs of renting the hall and printing the programswill vary with the number of performances. Administrative expensesare more difficult to pin down, but the best estimate is thatapproximately 70% of the budgeted costs are fixed, 15% depend onthe number of productions staged, and the remaining 15% depend onthe number of performances.

After the beginning of the year, theboard of directors of the Theatre authorized expanding theTheatreâs program to five productions and a total of 54performances. Not surprisingly, actual costs were considerablyhigher than the costs from the planning budget. (Grants from donorsand ticket sales were also correspondingly higher, but are notshown here.) Data concerning the actual costs appear below:

The Little Theatre
Actual Costs
For the Year Ended December 31

Actual number ofproductions

Actual number ofperformances

Actorsâ anddirectorsâ wages

109,000

Stagehandsâwages

22,100

Ticket boothpersonnel and ushersâ wages

13,000

Scenery, costumes,and props

Administrativeexpenses

44,450

Total

296,850

Required:

Prepare a flexible budget for The Little Theatre based on theactual activity of the year.

The Little Theatre
Flexible Budget
For the Year Ended December 31
Actorsâand directorsâ wages
Stagehandsâ wages
Ticketbooth personnel and ushersâ wages
Scenery,costumes, and props
Theatrehall rent
Printedprograms
Publicity
Administrative expenses
Total

Prepare a report for the year that shows the spending variancesfor all expense items. (Indicate the effect of eachvariance by selecting "F" for favorable, "U" for unfavorable, and"None" for no effect (i.e., zero variance). Input all amounts aspositive values.)

The Little Theatre
Flexible Budget Performance Report
For the Year Ended December 31
	Actual Results	Spending Variances	Flexible Budget
Actors' and directors'wages	$109,000
Stagehands' wages	22,100
Ticket booth personnel andushers' wages	13,000
Scenery, costumes, andprops	44,900
Theatre hall rent	40,100
Printed programs	11,700
Publicity	11,600
Administrative expenses	44,450
Total	$296,850

Stevens Center is a nonprofit organization devoted its stagingplays for children. The theater has a very small
full-time professional administrative staff. Through a specialarrangement with the actors' union, actors
and directors rehearse without pay and are paid only for actualperformances.

The costs from the current year's planning budget appear below.Steven Center had tentatively planned to put
on six different productions with a total of 108 performances.For example, one of the productions was The Lion King,
which has a six-week run with three performances on eachweekend.

Stevens Center
Costs from the Planning Budget
For the Year Ended December 31
Budgeted number of productions	6
Budgeted number of performances	108
Actors' and directors' wages	$215,000
Stagehands' wages	31,900
Ticket booth personnel and ushers' wages	16,400
Scenery, costumes, and props	107,900
Theater hall rent	53,000
Printed programs	26,800
Publicity	12,200
Administrative expense	44,200
Total	$507,400

Some of the costs vary with the number of productions, some withthe number of performances, and
some are fixed and depend on neither the number of productionsnor the number of performances.
The costs of scenery, costumes, props, and publicity vary withthe number of productions.
It doesn't make any differences how many times The Lion King isperformed, the cost of the
scenery is the same. Likewise, the cost of publicizing a playwith posters and radio commericals is the
same whether there are 10,20 or 30 performances of the play. Onthe other hand, the wages of
the actors, directors, stagehands, ticket booth personnel, andushers vary with the number of
perofrmances. The greater the number of performances, the higherthe wage costs will be. Similarily,
the costs of renting the hall and printing the programs willvary with the number of performances.
Administrative expenses are more difficult to pin down, but thebest estimate is that approximately
75% of the budgeted costs are fixed, 15% depend on the number ofproductions staged, and the
remaining 10% depend on the number of performances.

After the beginning of the year, the board of directors of thetheater authorized expanding the
theater's program to seven productions and a total of 168performances. Not surprisingly, actual
costs were considerably higher than the costs from the planningbudget. (Grants from donors
and ticket sales were also correspondingly higher, but are notshown here.) Data concerning the
actual costs appear below:

Stevens Center
Costs from the Planning Budget
For the Year Ended December 31
Actual number of productions	7
Actual number of performances	168
Actors' and directors' wages	$341,600
Stagehands' wages	49,500.00
Ticket booth personnel and ushers' wages	25,800.00
Scenery, costumes, and props	130,700.00
Theater hall rent	78,100.00
Printed programs	38,400.00
Publicity	15,200.00
Administrative expense	47,100.00
Total	$726,400

1. Prepare a flexible budget for the Stevens Center based on theactual activity of the year.


























2. Prepare a flexible budget performance report for the yearthat shows both spending variance
and activity variances.
Stevens Theater
Flexible Budget Performance Report
For the Year Ended December 31
	Actual Results	Spending Variances	Flexible Budget	Activity Variances	Planning Budget

Actual number of productions	7
Actual number of performances	168
Actors' and directors' wages	$341,600
Stagehands' wages	49,500.00
Ticket booth personnel and ushers' wages	25,800.00
Scenery, costumes, and props	130,700.00
Theater hall rent	78,100.00
Printed programs	38,400.00
Publicity	15,200.00
Administrative expense	47,100.00
Total	$726,400













3. If you were on the board of directors of the theater, wouldyou be pleased with how
costs were controlled during the year? Why or why not?















4. The cost formula provide figures for the average cost perproduction and average cost per performance.
How accurate do you think these figures would be for predictingthe cost of a new production or of an additiional performance of aparticular production?

byzantiumgnu658

Hi this is for my intro to communication class thank you in advance

____ 5. Gary is conducting an organizational communication study by using two different methodologies. He is giving the employees a questionnaire and he is also reviewing the minutes of the company's Board meetings over the past three years. Gary's research approach is a good example of:

a.	distributive methodology
b.	quantitative research
c.	triangulation
d.	qualitative research
e.	hybrid methodology

____ 6. The study of social and personal importance of storytelling is the focus of which communication the field?

a.	Organizational Communication Studies
b.	Mass Communication Studies
c.	Performance Studies
d.	Public Communication Studies
e.	Intercultural Communication Studies

____ 7. Don goes to class on Friday but the instructor is not present. The teaching assistant announces that the instructor is ill and there will be no class that day. When Don comes to class on Monday, he notices that students are handing in an assignment to the instructor. He discovers that the TA told students that even though there was no class Friday, they had a homework assignment to complete. Don's failure to attend to that part of the TA's message is an example of:

a.	noise interference
b.	biased reception
c.	insular listening
d.	selective perception
e.	assimilation

____ 8. Which of the following is a construct?

a.	your expectation of how a friend will behave
b.	your idea about how you should act in specific situations with a friend
c.	the person who is the best example a friend to you
d.	how a friend measures up on the dimension of intelligent-unintelligent
e.	the dictionary definition of friend

____ 9. When you are tired, stressed, or sick, you are likely to perceive things more negatively than when you are well rested. This is an example of:

a.	expectations
b.	social influences
c.	physiological influences
d.	self-serving bias
e.	attribution

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THE 1041 Lecture Notes - Documentary Theatre, Koodiyattam, Griot

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