Posts Tagged ‘Utah Symphony’
Utah Symphony And Opera Merger Task 1
Utah Opera and Symphony Merger
Utah Opera and Utah Symphony merger is an organizational plan to combine the two
art-based organizations with an aim of increasing their effectiveness and efficiency. It involves fundamental changes that are beneficial to the operations of both companies. This documental analysis will assist Ann Ewers, General Director of the Utah Opera; make an informed decision concerning the merger process. The analysis will comprise motivation theories as well as other pertinent information that are essential for use in the merger process. It will also comprise different types of power and how to effectively deal with them in decision making, potential harm as a result of the merger, and how to utilize available influence in order to build additional support.
A1. Bill Bailey
Mr. Bailey Bill can effectively use McClelland’s need theory to convince Utah Opera to support the merger. The general concern raised by the theory is the need for affiliation. The theory emphasizes the need to continue with social relationships. It also calls for the need of group belonging and need for love (Kreinter and Kinicki, 2010). The opera members will be at a position of building more associations with individuals who support the added advantage of different art forms through additional interactions available with the symphony members.
The merging of Utah Opera with Utah Symphony will ensure that the social circle will eventually grow to include all members supporting the symphonic arts. In this case, the social relationship need — will therefore be met (Karras, 2006). The Utah Opera will belong to a larger organization, thus fulfilling the second need of the theory. Combining the budgets of both organizations will ensure that there is an expansion of interested contributors to see the performances. In fulfilling the third need, love, the opera members will certainly have the Utah Symphony members supporting…
Analysis of Strategic Plans and Balanced Scorecard for merged Utah Symphony and Utah Opera
Business Summary of Action Plan for Anne Ewers
Before the merger, both the Utah Symphony and the Utah Opera organizations were dealing with many financial and leadership issues. Anne Ewers will have to establish some effective strategies for managing the key financial and leadership strengths and weaknesses of a combined organization in order for the merger to be a success.
Utah Symphony’s financial strengths and weaknesses :
Financial Strength = Above average endowment, Increasing performance revenues
Financial Weakness = Increasing union wages,
One of the key financial strengths of the Symphony is their above average endowment fund. This endowment fund in 2002 stood impressively above the $10 million mark. This endowment amount was considered higher than the average endowment enjoyed by other symphonies nationally who share the same grouping as the Utah Symphony. This financial strength puts the Utah Symphony near the top of all Group II symphonies in the nation when compared to the average endowments of other Group II symphonies of about $8.8 million (Delong & Ager, 2005, p. 4).
Another key financial strength of the symphony was the projected growth in revenues from performances from the 2001 to 2002 seasons. In 2001, performance revenues came in at $3,836,513 for the season, and were projected to grow at an annualized rate of 16% up to $4,516,308 (Delong & Ager, 2005, p. 15). This projected revenue increase is seen as significant for the overall financial health of the symphony and the promise it holds for its financial future as well.
A major financial weakness of the symphony is its inability to negotiate the union salaries of the musicians. All musicians are paid according to multi-year union contracts negotiated years earlier between the symphony’s board the American Federation of Musicians (AF of M). This locked-in contract…