Free Essay

Jft2 Task2

In: Business and Management

Submitted By gufnstuf
Words 1878
Pages 8
JFT2 Task 2

A1) Financial strengths and weaknesses of the symphony

Financial weaknesses of the symphony are cash flow due to low fund raising, and high expenses resulting from artist compensation.

Financial strengths of the symphony consist of high ticket sales and a large amount of concerts performed during the year resulting in high gross revenue.

Leadership strengths of the symphony would be in part to Keith Lockhart's report with the musicians, and his artistic vision.

Leadership weaknesses of the symphony would entail the vacant CEO position and the changing of the chairman of the board during the merge.

A1a) Key steps
Anne should address financial weaknesses of the symphony by implementing higher fund raising goals and by meeting with the musicians to renegotiate contract for compensation to lower expenses. Anne should address the leadership weaknesses of the symphony by empowering Keith Lockhart to have additional decision making authority over the symphony.

A2)

Financial strengths of the opera are positive cash flow, cash reserves and assets as well as fund raising.

Financial weaknesses of the opera would include net loss on rental income and expense, and slipping ticket revenue.

Leadership strengths of the opera would include Anne's leadership, experience, and management practices.

Leadership weaknesses of the opera would include the resignation of Leslie Peterson, the daughter of the founder.

A2a)

Anne can address the financial weaknesses of the opera by increasing the rental charges for the rental program of their stage equipment, which is currently resulting in a net loss of close to one hundred thousand dollars, to generate a profit. To help the ailing ticket sales Ewers needs to reevaluate the target opera audience to make sure that it is still in line with the current advertising and program selection. Anne may consider raising ticket prices, as the symphony did, to combat lower attendance.

A3) In analyzing the score cards from the symphony and the opera we can see a few issues. Based on what can be inferred from the case study, I think the scorecard for the symphony is well built to suit the vision and the mission of the organization. On the measures, I think that for customer satisfaction they should tie it to a measurable number of a customer feedback score, or instance desiring to receive a 70% or above on customer exit surveys. For internal process, I think a target for the amount of improvement based on cash or percentage is necessary. Finally, for learning and growth, again I think that a target should be associated with the measure of increased ticket sales by 10% and a customer return rate of over 65%.

On the other hand, the score card for the opera may need some tuning. In the financial perspective the measure of increasing the reserve fund amount should be associated with a measurable percentage or other more concrete assessment tool.

In the customer perspective the strategic goal is having a nationally and regionally acclaimed and accredited opera, but the measure chosen for that is having sold out or near sold-out performances. This does not seem like the proper measurement for a customer oriented perspective.

For the internal process perspective, the goal is maintaining financial stability and attracting top talent, but the critical success factor is listed as having successful negotiations with selected performers. I don't see that this critical success factor ties very well to the strategic goal listed for internal processes. Additionally, the measure for this is by measuring profitability, which relates back to the strategic goal of maintaining financial stability, but it also includes having reviews noting the quality of performances which doesn't directly tie back to attracting top talent or having successful negotiations with selected performers.

Again in the learning growth perspective, it seems that the success factors in the measures do not correctly line up with the strategic goal. The strategic goals ensuring production of high-quality performances does not line up very well with the success factor of measuring endowment fund growth and increase ticket sales. The goal of improving the production of high-quality performances does not seem like it would be driven by fund growth and increased ticket sales. The measure for the learning growth section is having capital needs covered by revenue from ticket sales and also does not tie back very well to the strategic goal of ensuring production of high-quality performances.

B)

The vision of the new organization is to become a world-class performing arts organization.

The business model of the new organization should be to provide top quality arts entertainment through strategic fund raising, ticket sales, and resource management.

Financial:
Strategic goals: Reducing operating expenses and increasing fund-raising through strategic planning and innovative fund raising techniques.
Critical success factor: Creating new avenues for fund-raising activities, and reducing salary and benefit expense.
Measure: Increase fund raising by 10% over the previous year, and to decrease expenses by 10% over the previous year.

Customer:
Strategic goals: Maintain customer bases for the symphony and the opera by providing excellent arts entertainment.
Critical success factor: Marketing the combined organization to the existing customer base by showcasing the benefits and added value of the combined organization.
Measure: Maintaining the same percentage of ticket sales and attendance over the previous year.

Internal process:
Strategic goals: Integrating business practices of the two organizations and identifying and pursuing synergistic opportunities.
Critical success factor: Retaining key employees by successfully managing change during the reorganization.
Measure: Seeing no increase in turnover rate during or after the merger

Learning and growth:
Strategic goals: Leveraging the combined talent of the merged organization to offer a wider variety of arts programming.
Critical success factor: Using the strengths of both the symphony and the opera together to provide higher quality performances
Measure: Increasing the combined (dual) performances of the symphony and opera by 25% over the previous year

Merged organization strengths and weaknesses

The financial strengths of the merged organization will be in reserve funds of the opera and fund-raising techniques employed by Ewers for the new combined organization. Financial weaknesses of organization will be the large fixed expenses that are part of the symphony budget.

Customer strengths will be loyal customer base of both organizations continuing to support the arts. Customer weaknesses will be creating programming that satisfies both symphony patrons and the opera patrons, and maintaining community support for the merged organization.

Internal process strengths will be Anne Ewers leadership abilities and Keith Lockhart's leadership abilities, along with the talented musicians of the organization, whose strong feeling for the performing arts will be an asset to the organization. Internal process weaknesses will be the feelings of inequality and competition that will be felt by members of the two former organizations, because of the significantly different compensation systems.

Learning and growth strengths will be the talented artists and the artistic vision of the two organizations. The learning and growth weaknesses will be the two groups of artists working together well to realize the vision of combined performances.

Potential issues
Financial:
The Symphony will be very close to operating in the red if the financial projections are accurate, in the next year. That fact coupled with the declining ticket revenue that is projected for the opera for the same period could be troublesome if not monitored closely and actions taken to improve operating revenues.

Human Resource:
There is the potential for a large human resource issue given the vastly different compensation plans for the members of the combined organizations. The opera members will feel very unequal to the symphony members in regard to the compensation structures, where the symphony members have guaranteed contracts and the opera members are only contracted per production. These feelings of inequality will undoubtedly lead to organizational turmoil and human resource issues. Customer Satisfaction:
The potential issue with customer satisfaction could come from those who do not agree with the merger of the two organizations, those who do not like one art form or the other, or those who are influenced by community opinion about the merger.

D1) Recommended Actions

Financial: The financial issue action is three fold. First, Ewers must use the experience that she has along with the experienced personnel from the opera to lead a fund raising campaign. The symphony was 36% contributions to gross income, compared to the symphony at 46%. If the symphony could raise its goal for fund raising to match the opera at 46%, they could see a positive net cash flow in the coming year of approximately 1.33 million dollars. The second issue is the projected decline in ticket sales for the opera performances. Ewers needs to analyze where the 300 thousand dollar decline is stemming from. Is it poor advertising? Is it programming that is not in tune with customer demand? The symphony was not predicting such a decline so it would seem that it is not just simply due to economic downturn. The third issue is that of expenses; Ewers must go back to the bargaining table with the symphony musicians. During this economic slow time it is imperative to review the bargaining agreement for the benefit of the entire symphony. Having an iron-clad contract is no good if the organization that you are working for is unable to pay for it. We saw during the more recent recession where contract negotiations for UAW, DWU, and other automotive industry unions had to go back and review collective bargaining agreements to save everyone’s jobs. This case may not be as severe as the automotive bailout but the idea is the same.

Human Resource: For this issue, we have touched on already, the symphony musicians’ contract and the resulting discord. This is a big hurdle for Ewers to overcome, and I think it will be one that must be handled delicately. Ideally the strategy would be to discuss the compensation plan with the opera's contract employees, and discuss the possibility of providing more permanent employment options, for those that want it, as the opera continues to grow within the new organization and productions increase. Hopefully this will keep the feelings of inequality from the opera musicians from causing discord in the organization as it enters the early stages of navigating the merger.

Customer Satisfaction: This issue can be addressed by communications with the community showing the benefits of the merger, and the combined vision of the new organization. The information shared with patrons can go a long way, as we would do in managing the change internal to an organization by sharing and communication with employees. Here Ewers would use media coverage of the merger to share information with the public about where the organization is going, what new and exciting things patrons can expect, and how this merger is benefiting the community. Ewers also might use direct mail to reach out to the opera patrons directly to make them feel that they are included in the growth of the new organization, and solicit feedback from the customers on improvements they might like to see. Another idea might be to stage a grand opening of the new organization, and allow patrons special accesses and let the community truly see what the new organization is about. Involvement is key to winning over the community.…...

Similar Documents

Premium Essay

Ethics Training Strategies - Task2 Part2 Hr - Rdjt

...Ethics Report – task2 Human Resources RJDT Strategies for ethics training on the job should be applied to all levels from temporary workers to upper management. There must be no basis for resentment among employees because of a real or perceived double standard of morality. The company itself must also model these standards to the public. Consistency builds credibility, a contrast to competitors and non-competing companies alike, who may not be as accountable to outsiders. “This stage involves the use of managerial, communication, administrative, and persuasive abilities to ensure the choice is carried out. The success of a decision is based on how it is implemented.” (Becker 2011) b.1 Strategies Mentoring will help employees learn better ways of applying the code of ethics and understanding ways it can help them be more successful on the job. Modeling is a natural extension of mentoring, since the company sees all employees as co-workers, and peer pressure is a useful tool for reinforcing positive behaviors. Forthrightness helps build trust. Accountability is an asset to relationships, and a good role model for employees following the code of ethics. Shifts power to the employee to determine how to apply the ethical standard and be responsible for the result. This is one factor in raising job satisfaction and performance, making employees see that every person’s actions count. When one employee sees another engage in ethical, code-conscious activity, there is......

Words: 1125 - Pages: 5

Premium Essay

Jft2 Task1

...Running head: JFT2 Organizational Management – Task 1 JFT2 Organizational Management – Task 1 Charles Jorgenson WGU 1. Bill Bailey Motivational Technique Mr. Bailey could effectively use Vroom’s Expectancy Theory to motivate his organization to oppose the merger. Vroom’s Expectancy Theory can be summarized in this way: The probability of a person acting in a certain way depends on the strength of the belief that the action will create a certain outcome and the attractiveness of that outcome to the person (Lawler, 1973). This means that it is more likely that people will act in ways that they believe will produce positive benefits for themselves. In Mr. Bailey’s situation with the Utah Opera, the action is whether or not to support the merger and the outcome is the continued financial stability of the Opera. Mr. Bailey could contrast the Opera’s financial stability, flexible business model, and cash reserve with the Symphony’s financial troubles and union-locked business model. The logical result of this comparison would be that the Opera could only become less financially stable by a merger as the Symphony doesn’t have many positives to offer in that area. Using this technique would motivate the Opera to not support the merger as they would strongly believe the merger would leave them in a less desirable financial situation. The lack of attractiveness of this new financial situation would be hard to measure. One way to solidify its lack of desirability is......

Words: 612 - Pages: 3

Free Essay

Jft2 Task 2

...Subject: Organizational Management, Task2 A. Develop an action plan: 1. Analyze the financial and leadership strengths and weaknesses of the Utah Symphony before the merger. Utah Symphony had a great deal of financial talent, but has been unable to find a strong source for future success. The potential merger builds on these strengths and weaknesses by creating a better future for both companies. Strength points: Symphony became one of the first orchestras from the western united stated to tour internationally. Unlike artists who worked for the opera, musicians employed by the USO received a full year contract and earned a full time salary. They had well management and financial that they were able to go to several cities and have hundreds concerts A weaking of the economy, the bursting of the of the internet bubble and subsequent collapse of the stock market, and the tragic of September 11,2001 had led to a decline in public ( ticket sales and individual ,corporate and foundation pledges) support for the arts The Utah Symphony has its home in Abravanel Hall, which is acclaimed as one of the world's great concert halls - having won awards for both its architecture and its extraordinary acoustics. In addition to performing more than 70 subscription concerts in Abravanel Hall, the Symphony regularly travels around the Intermountain West serving communities in Utah, Wyoming, Nevada and Idaho. Funding from the Utah State Legislature makes it possible for the......

Words: 3487 - Pages: 14

Premium Essay

Organizational Management Task 1 Jft2

...Deana Lawrence, 70211 Organizational Management JFT2 Task 1 A. Analysis Document A1. Bill Bailey Bill Bailey’s position in the decision of whether or not the merger should happen is not simply a business decision. With these different aspects to be considered with the merger, utilizing Vroom’s Expectancy Theory will help to guide his very difficult decision. This theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera.......

Words: 1902 - Pages: 8

Free Essay

Jft2 Task1

...JFT2 – Organizational Management: Task 1 A. Create an analysis document (suggested length of 3–5 pages) in which you do the following: 1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger. Response: One theory of motivation Bill Bailey will use to support the merger by using Alderfer’s ERG Theory shown below. The definition of this theory is the following: Alderfer's ERG Theory: Three basic needs - existence, relatedness, and growth - influence behavior. (Alderfer, 1960) Bill Bailey will have to focus on motivating the executive committees of the Utah Opera organization. This will be accomplished first by stating the facts and benefits of the merging of both the Utah Symphony with the Utah Opera and the benefits of a combined entity of both organizations instead of two separate organizations to ensure the survival of both organizations. The declining funding resources from the public and private sector for both Opera and Symphony organizations in Utah are drying up. It's very important for Bill Bailey to work with the three parts of the ERG Theory below Existence - Bill Bailey's sole purpose in convincing the executive committee of the Opera House is to ensure that the merger is seen a positive merger, one that will help strengthen the Opera House to diversify its organization with the addition of a Symphony and additional venues and musical resources of......

Words: 2076 - Pages: 9

Free Essay

Jft2 Task 1

...JFT2 Task 1 A. Create an analysis document (suggested length of 3–5 pages) in which you do the following: 1. Illustrate how Bill Bailey, chairman of the board of the Utah Opera Organization, might use one theory of motivation to oppose or support the merger. It is understood that the merger of the Utah Opera and the Utah Symphony has several positive factors. However, Bill Bailey, chairman of the board of the Utah Opera, strongly opposes the merger. It is up to him to convince the remaining board members to vote in opposition as well. Mr. Bailey can use the Adam’s Equity Theory to accomplish this. The Adam’s Equity Theory, as a process theory of motivation, explains how an individual’s motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice (Kreitner & Kinicki, 2010). This is especially true for give and take relationships, which Mr. Bailey feels is the situation at hand. There are two main components of any relationship, inputs and outcomes. The Utah Opera is financially stable and because they do not employ full-time musicians, can alter their schedule when necessary fund raising has not been accomplished. The Utah Symphony, on the other hand, has a large staff of contracted employees who are paid full salary for the entire year. The Opera owns their property while the Symphony’s theater is owned by the county. By looking at past financial statements, it is apparent that the Opera historically operates at a much greater surplus of funds......

Words: 2421 - Pages: 10

Free Essay

Organizational Management Jft2 Task 1

...Organizational Management WGU JFT2 Task 1 June 4, 2014 Task 1A1 Adam’s equity theory stresses the importance of maintaining a balance between an employee’s inputs and outputs. Common inputs can include hard work, tolerance and enthusiasm and common outputs can be salary, benefits and recognition or rewards. The maintenance of this balance between inputs and outputs results in more productive, efficient and content workforce. A good way to look at this is that a worker will feel equal if he or she perceives that the reward received for their hard work is the same as that of an employee of the same level. If the reward received by the second employee ends up being greater or if the second employee receives the same reward for less work, the first employee may feel neglected and may even become less productive to match the second employee’s performance level. Looking at the merger scenario between the Utah Symphony and the Utah Opera we can see that Bill Bailey, the chairman of the board of the Utah Symphony organization should use the Adam’s equity theory to stress his opposition to the merger. Currently the opera is financially stable while the symphony is not. The opera has also been utilizing funds wisely, while the symphony has been acting to the contrary. If a merger should occur, the opera employees may perceive that this is an inequality and that the symphony will be making out since the merger will surely put the symphony in a better position......

Words: 1790 - Pages: 8

Premium Essay

Task2

...What is budget variance analysis? What is a flexible budget? A variance (difference between actual and forecast figures) is a signal to management that revenues or spending did not go according to plan. If the variance represents overspending, moreover, it is an indicator that there may be problems paying future expenses. Variance analysis attempts to find the reasons that actual figures were over or under forecast so that either  Corrective action can be taken to reduce variances in the future, (an exercise in static budgeting) or  Figures for future spending can be adjusted as necessary (the practice of flexible budgeting). Confusion sometimes arises in variance analysis because two different conventions for calculations commonly used.  Convention 1: Incoming revenue variance = Actual – Forecast Expense spending variance = Actual – Forecast This convention is used in this encyclopedia and in many organizations. Under this approach, a positive variance always means the actual result was greater than the budgeted amount.  Convention 2: Some organizations (such as the Project Management Institute), however, recommend using the above convention for revenue, but reversing the order for expense items: Incoming revenue variance = Actual – Forecast Expense spending variance = Forecast – Actual Under this convention, positive variances are always "good things" (more revenue or less spending than expected), and negative variances are always "bad things...

Words: 1217 - Pages: 5

Free Essay

Jft2 Task 1

...2 Jessica Emmons JFT2 Organizational Management Task 1 July 30, 2014 1. Bill Bailey – chairman of the board of the Utah Opera Organization a. Adam’s Equity Theory of Motivation Adam’s Equity Theory of Motivation is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. The organizational justice theory is an expansion of the equity theory that works to explain employees’ attitudes and behaviors and reflects the extent to which people perceive that they are treated fairly at work. There are three different components of organizational justice: i. Distributive justice – the perceived fairness of how resources and rewards are allocated ii. Procedural justice – the perceived fairness of the process and procedures used to make allocation decisions iii. Interactional justice – the extent to which people feel fairly treated when procedures are implemented (Kreitner & Kinicki, 2010) Bill Bailey’s concerns regarding the merger focus mainly on the financial stability and flexibility of the opera versus the symphony and the fear that the opera will lose its identity. According to Mr. Bailey, the opera has a reserve fund and is financially stable. In addition, as a result of the current business model, the opera has the flexibility to adjust the size of opera or eliminate projects if necessary, while the symphony has a 52-week orchestra without any......

Words: 2505 - Pages: 11

Free Essay

Jft2 Task 1

...JFT2 Task 1 A1. There are several theories of motivation that Bill Bailey could use to support the merger, my recommendation would be that he use McClelland’s Need Theory. This theory is broken down into three different needs: · The Need for Achievement – individuals have the need to accomplish something that is difficult. · The Need for Power – individuals have the desire to motivate, teach, influence and encourage other members of their team. · The Need for Affiliation – individuals have the desire to spend time doing social activities and forming social relationships. Mr. Bailey can utilize the McClelland Need Theory in the following ways: · Need for Achievement – Mr. Bailey can convince Anne Ewers that the merger can benefit her both personally and professionally. Ewers had already achieved great success at the Opera and she can showcase these achievements by utilizing her talents with fundraising and helping to increase the annual budget. Mr. Bailey can help the staff gain the need for achievement by encouraging them to help with fundraising activities and think of new ideas that would make the merger more efficient. Asking instead of telling is always helpful when in a position of authority. It’s important that staff feel they are listened to. · Need for Power – This need can be utilized in several ways. The board members can be led to understand that the merger will benefit both parties by focusing on the one thing they desire to improve: the......

Words: 2147 - Pages: 9

Premium Essay

Task2

...RTT1 Organizational Systems and Quality Leadership Task 1 WGU ALLEN SMITH A. Understanding Nursing Sensitive Indicators Nursing sensitive indicators include the configuration, process and outcomes of nursing care. The configuration of nursing care concludes the nursing staff, their nursing skills, and the level of education that each nurse holds. The process of nursing care concludes the nursing assessments, intervention and implimentation. The outcome of nursing care either positive or negative depends on the quantity and quality of the care provided to the patients by the nursing staff ("Nursing world," 2013) Each nurse should hold proper information and knowledge of nursing care such as knowledge of pressure ulcers. In this scenario every nursing personnel should provide the ultimate nursing care in dealing with pressure ulcers. In order to prevent any pressure ulcer each nursing personnel should be aware of the pressure ulcer concept, their prevention and the correct technique of reducing any other complication related to pressure ulcers. In this case the nurse and the CNA should use their knowledge of preventing any pressure ulcer. The first action is to assess completely the patient for any sign of pressure ulcer such as any erythema or bruising. It is essential that the nursing staff know to reposition the patient and reasses the out of sight sites parts of the body for any sign and symptoms ......

Words: 680 - Pages: 3

Free Essay

Jft2 Task 1

...JFT2 Task 1 Bill Bailey When presented with the idea of a merger between the Salt Lake Symphony and the Opera, Bill Bailey and the opera trustees expressed concerns about the financial standing of the two organizations with the opera being financially stable and could be flexible in size, number of performances offered, number of full time staff and fundraising events. On the other hand the symphony, a 52 week orchestra employing 33 full time staff and 83 musicians which along with a loss in funding left the symphony facing some financial challenges. It appeared to Bill Bailey that the symphony would be gaining much more from the merger than the opera and the only apparent benefit for the opera would be to become a tier-one arts organization but at the risk of losing its established identity. Bill could use Adam’s Equity Theory of Motivation to represent how this merger will not benefit the opera or its board and possibly hurt future operations. Adam’s Equity Theory of Motivation is one based on fairness and justice and the consequences of events that cause feelings of inequity or injustice. There are two components to this theory. First is the input, meaning what an employee provides for which a just return is expected for the efforts. Second is the output, meaning pay, bonuses, benefits and job security. Because people’s personalities vary each individual or group will evaluate events as either a positive or negative inequity when comparing outcomes with other......

Words: 3014 - Pages: 13

Free Essay

Task2

...Kayla Redd   GKE 1 Task 2  4/23/15  Urban dictionary defines a world changer as someone “​ who has a deep inner desire to contribute  to making the world a better place, be it through political, infrastructure, technological or  sociological advances, and puts such impulses to action in order to see such change become a  reality, no matter how small” ("world changer", 2014). Most world changers are defined as  powerful, influential, confident and/or visionary. These distinctive characteristics illustrate the  mindsets of multiple profound leaders. Many world leaders are defines as having these  characteristics.   Mohandas Gandhi is considered a world changer.  Gandhi was born in 1869 into a  religious family from India. He remained a very religious man until his assassination in January  of 1948. Gandhi ​ demonstrated how the strong moral convictions of one person can influence a  mass­movement that led to fundamental change in political and social systems in his own  country and the world.​  “Gandhi is internationally esteemed for his doctrine of nonviolent protest  to achieve political and social progress” (Nanda).​  Gandhi’s main concerns were the poverty  stricken communities in India. India ran on a caste system and Gandhi made it his ambition to  limit the tribulations that India’s poor endured. Gandhi taught his message by living a life of the  poor.  Gandhi bonded multiple different group who were in pursuit of social justice and created a  phil...

Words: 554 - Pages: 3

Free Essay

Jft2

...Lockhart explained his reaction to the idea: My initial knee-jerk reaction when Parker first proposed the merger was negative. Change is a pariah in this business. People, including me , tend to cling to existing models. I eventually realized that my main reason for believing it [the merger] was a bad idea was because it was different. I also realized at the time that if I had said no to the idea, the merger would not have gone forward. Parker made it abundantly clear to me that his and the executive committee’s first priority was to retain me. With that in mind, I agreed that we should explore the idea in earnest. Although both Parker and Peterson were committed to the idea of the merger, they were not completely without their reservatio ns. As Peterson explained: “There was no precedent for a merger between a major symphony and an opera working. The Utah Symphony was by far the leading orchestra in the eight Rocky Mountain states and among the 20 leading orchestras in the country. Utah Opera, on the other hand, was a good region al opera company, but it had not yet reached the status of the symphony.” In early 2001, Parker and Peterson met with Ewers; William Bailey , chairman of the board at the opera; and Herb Livsey, the incoming chair and board member at the opera, to discuss the possibility of a merger. Bailey described his initial response to the merger idea: One concern expressed by opera trustees was th e financial strength......

Words: 344 - Pages: 2

Premium Essay

Jft2 Task 3

...Subject: JFT2 Organizational Management, Task3  Most fits into category of adhocracy organization Innovative in that they experiment with new works in order to broaden horizons of audience Performs at unorthodox events in an attempt to gain a larger following and increase opera’s popularity    Fits into clan category Commitment to employees High degree of reliance on others Mutually beneficial relationship between leaders and instrumentalists     Utah symphony seems to be focused on providing a high quality experience to their audience Utah opera is more focused on gaining new audiences through experimentation and innovation Both organizations seem to be very directionally oriented, allowing upper management to make most decisions    Both organizations place a heavy emphasis on leadership › Highly structured hierarchy  Employees still have large influence in organizational direction › Nature of company › Role of employees  New company must keep in mind wants/needs of both entities › No favoritism or focus on one over the other  Must integrate both entities into single organization › Work towards common strategic goals  Must clearly define hierarchy without allowing the CEO to assume too much power and frustrate other executives  Ewers should be friendly and energetic but also serious Use vocabulary and phrases that are specific to the industries Ease into information that......

Words: 472 - Pages: 2