...Presenter notes Slide 1: Title Slide 2: The Utah Opera is an adhocracy culture. An adhocracy culture is one that is externally focused and values flexibility. This type of culture is adaptable, creative, and reacts to change quickly (Kreitner & Kinicki, 2010). The opera shows these qualities in their culture. The opera values flexibility, and has tailored their business model to allow for adjustments in both the size of the opera and fundraising projects. This allows for them adjust their operations in a timely manner as needed in order to meet profitability goals. The general nature of the opera fosters the creativity that is required for the adhocracy culture, since they are an arts program. The opera focuses less on their budget and more on their fixed assets than the symphony. The opera is also externally focused out of need. A majority of their income comes from ticket sales, so they must deliver enough high-quality performances to please the customers. Additionally, the opera is structured in such a way that decisions lie with a variety of directors who have the skills and knowledge to make decisions about their departments (DeLong, 2005). The Utah Symphony is a hierarchy culture. A hierarchy culture is one that is internally focused and emphasizes stability and control. They value standardization, control, and a well-defined structure for authority and decision making. This is supported by having Chairman of the board and a music director. The hierarchy...
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...The Symphony and the Opera fit into one of the categories as individual organizations. More will be discussed on which category each belongs in, plus a comparison with each of the other three cultures. Included in the Competing Values map is two other cultural dimensions. The Horizontal dimension is located on the left of the model and maps out the inward or internal focus and integration. The primary attention focuses inward within the company or organization. When environments are less competitive and focused on the customer, internal focus is the most important dimension element. The outward or external focus and differentiation is located to the right of the model. The focus is primarily outwards, to the external environment, customers and suppliers. The Vertical dimension is located at the top and bottom of the model. This lower axis has more to do with who makes the decisions. At the bottom of the model, is Stability and Control which is geared more to management control. While at the top is Flexibility and Discretion which empowers employees to make decisions for themselves. There is Stability when there is a stable business with efficiency leading the way. However, when the environment creates a need for change, the Flexibility and Discretion become more important. Slide A: CVF Cultures Adhocracy describe and discuss the adhocracy culture and discuss commonalities (if any) that it shares with the symphony or the opera. Market...
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...the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | There are two components that should be included in your response to this prompt. First, you should categorize the symphony and the opera into one of the four cultures represented in the competing values framework (i.e. adhocracy, clan, market, hierarchy) and you should provide support from the case study why each belongs in that category. Second, you should compare the symphony and the opera with each of the other three cultures to make for a more comprehensive...
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...Name: Christopher Buxton Course Title: Diploma of Management Unit Code: Develop Workplace Policy and Procedures for Sustainability Unit Code: BSBSU501A Assessment1. 1. Review the case study information provided and determine all legislative and regulatory documents that describe compliance requirements for this company. After reading the case study for the Tiny Opera Company I have determined through my own research that the following legislative and regulatory requirements will need to be adhered to so that they are compliant. To start off the Tiny Opera Company will need to have their own Code of Conduct available to all employees and anyone attending the venue. This code of conduct will outline through Key principles what the company’s expected behaviours are and how everyone should conduct themselves while employed at the venue in all areas of employment. Having a code of conduct in place will make sure that everyone who is attending the venue whether employed or as a patron/customer conducts themselves in a way that shows respect for each other in a positive manner. Tiny Opera Company will need to also have Safe Work Procedures in place and will need to meet the obligations of the Work Health and Safety Regulations 2011 and the NSW Work Health and Safety Act 2011, this so that it has steps in place to prevent accidents & injuries when employees are undertaking tasks so that potential hazards can be eliminated and/ or controlled at the venue to protect everyone...
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...In analyzing the Utah Symphony and Utah Opera merger case study, it was obvious that many factors, finances, personalities, and even the community would be involved. The wide reaching affects of a merger between these two types of organizations was eye opening. At the time of the proposed merger, the Utah Opera had a stronger financial footing and was not in danger of closing. The Utah Symphony however, was sliding down a dangerous financial slope. The organizations were structured differently in their number of employees and financial compensation packages. These differences would prove challenging in a merger and could be the basis Bill Bailey would use to oppose such a merger. Bill Bailey, Chairman of the Board of the Utah Opera Organization, could site Adam’s Equity Theory model in opposition to the merger. This theory basically states that an individual’s behavior is motivated by feelings of inequity or injustice (Kreitner & Kinicki, 2010). The inequity between the two organizations is vast. The opera is financially sound and has very few full time employees as compared to the symphony. The artists for the opera are hired for the individual performances and not contracted year round like the symphony performers. The symphony also has four times the number of employees and these are unionized contracts. So in Bill Bailey’s eyes, the opera is being used to bail out the larger symphony with it’s more financially sound budget. Also, the symphony performers...
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...Financial and Leadership Strengths and Weaknesses of the Utah Symphony The financial strengths of the Utah Symphony will now be addressed. One financial strength of the Symphony is the amount of endowments it receives. There are two groups, I and II, which receive endowments. The Utah symphony is in group II and that group gets an average of $8.8 Million per year (Delong & Ager, 2005, p. 4). Another major strength would be the amount of revenue brought in by performances. The 2000-2001 season saw revenue at over $3 million and the projected amount for the next season is over $4 million. The total amount between contribution, endowments, and revenue is over $12 million for the 2000-2001 season and is projected to be over $13 million for the next (Delong & Ager, 2005, p. 15). The financial weaknesses for the Symphony are almost as much as the strengths however. The major weakness in this organization is the salaries and benefits for the musicians. Because they are under contract, the musicians have a set salary with periodic increases. The expense for this is over $10 million (Delong & Ager, 2005, p. 15). This ends up being a huge expense and leaves very little in the way of profit. Another item that adds to the financial weakness is the fact that ticket prices are projected to only increase by 1% while expenses are expected to increase by at least 2.5% (Delong & Ager, 2005). With expenses increasing by a greater rate than income, this will have a detrimental...
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...Executive summary Kunqu Opera is one of the oldest and most refined forms of Chinese opera. It is a combination of music, drama, poetry and dance, some of which could track back to the late period of Yuan Dynasty (1271-1368). Nowadays, a group of researches in the United Kingdom have discovered the considerable attraction of Kunqu Opera to some western performers. Consequently, performing Kunqu Opera in Australia may be a feasible plan, however, introducing such a traditional Chinese opera style to Australia may generate some inevitable cross-cultural issues. This report will discuss the potential issues in relation to sources, artistic characteristics, music styles and performances. Based on the issues, the recommendations are suggested as below. * Chinese traditional stories should be transferred into local stories. * Chinese complex poetry needs to be changed into Australian poetry. * Giving out handbills may help audience understand the opera. * More innovation should be injected into the performers’ clothes. * The combination with eastern instruments and western instruments may address the music styles issues. * Attempts should be made to use some English songs. * Other performance opportunities should be found more than the theatre. * Establishing some classes about Kunqu Opera may attract more Australians’ attention. Background to the project Kunqu Opera which belongs to one of the oldest Chinese Opera patterns is a historical and...
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...AND UTAH OPERA: A MERGER PROPOSAL Case study prepared by Kristian Alexander for Professor John Oesch. © Rotman School of Management, Kristian Alexander, 2004. ____________________________________________________________ _______________________ 1. The case1 Unlike major arts organizations in Europe and Canada that rely heavily on government agencies for their funding, orchestras and opera companies in the United States operate according to a very different financial model and generate income primarily through ticket sales (approximately 46%) and individual contributions (approximately 36%). Since September 11, 2001, all arts organizations in the United States had experienced a dramatic decline in public and government subsidies that had led to revenue loss and major operating deficit. To compensate for the decline in attendance, ticket prices had been slightly increased but this did not stop the stagnation in the arts organizations. Utah Opera was formed in 1976 by the renowned European operatic talent Glade Peterson who served as a General Director until his death in 1990. The following year Anne Ewers was named General Director. Under her direction, the opera continued to 1 Case study written by Professor Thomas J. DeLong and Ph.D. Candidate David L. Ager, Harvard Business School, No. 9-404-116, Boston, MA, 2004. 1 grow, increasing its number of annual productions and the number of young people attending the performances of the Opera to 70,000...
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...Presented to : Tahani Nassar Course name: Communication Study Lebanese International University Turkish soap operas have attracted the attention of researchers, journalists and clerics in the Arab world, because of the passion for the Arab viewer with all the details of its own. In August 2008 Continued about 85 million Arabs final episode of the Turkish series "Noor", introduced by channel MBC, The first began with a presentation of the Turkish production. Turkish soap operas are still occupies peak times in the table of programs Arab stations, even highly competitive channels began to attract the largest number of followers by broadcasting more Turkish drama. Perhaps...
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...Task 2 Financial and Leadership Strengths and Weaknesses of the Utah Symphony The financial strengths of the Utah Symphony will now be addressed. One financial strength of the Symphony is the amount of endowments it receives. There are two groups, I and II, which receive endowments. The Utah symphony is in group II and that group gets an average of $8.8 Million per year (Delong & Ager, 2005, p. 4). Another major strength would be the amount of revenue brought in by performances. The 2000-2001 season saw revenue at over $3 million and the projected amount for the next season is over $4 million. The total amount between contribution, endowments, and revenue is over $12 million for the 2000-2001 season and is projected to be over $13 million for the next (Delong & Ager, 2005, p. 15). The financial weaknesses for the Symphony are almost as much as the strengths however. The major weakness in this organization is the salaries and benefits for the musicians. Because they are under contract, the musicians have a set salary with periodic increases. The expense for this is over $10 million (Delong & Ager, 2005, p. 15). This ends up being a huge expense and leaves very little in the way of profit. Another item that adds to the financial weakness is the fact that ticket prices are projected to only increase by 1% while expenses are expected to increase by at least 2.5% (Delong & Ager, 2005). With expenses increasing by a greater rate than income, this will have a detrimental effect...
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...In-class activity 1: Identifying control problems and MCS Source case / paper: Wong’s Pharmacy (textbook p. 20) AND Leo’s Four-Plex Theater (textbook p. 19) In-class activity questions / objectives: Wong’s Pharmacy: 1. What is the main problem facing Wong’s pharmacy? 2. What options are available to Thomas Wong? Leo’s Four-Plex Theater: 3. What are the key controls problems at Leo’s Four-Plex Theater? 4. State the control measures implemented in the theatre and the purpose and limitations of each 5. Are the problems caused primarily by inadequate existing controls and what improvements would you suggest? In-class activity 2: The role of management accounting information in controlling an organisation Source case / paper: Kaplan, R. S., 1984, The Evolution of Management Accounting, The Accounting Review, Vol. LIX, No. 3, pp. 390-418 (SO page 92 to 120). In-class activity questions / objectives: 1. What is the role of accounting information in controlling an organisation? 2. Outline the historical development of the use of management accounting information to control organisations. 3. Why may profit not be a good criterion to “motivate and evaluate short-term performance” in all cases? In-class activity 3: Controls at the Bellagio Casino Resort Source case / paper: Case Study: Controls at the Bellagio Casino Resort (textbook p. 134) In-class activity questions / objectives: Focus on the three key roles at three levels of authority in the...
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...The relationship between words - music in the operas of the 17th and early 18th centuries Music and Words Early 17th century English lute song represents a perfect fusion of words and music, simultaneously conceived by poets and composers with a deep instinctive understanding of each other’s business. This is a critical commonplace with heavy implications for performers. Words and music have played important roles in culture ever since their emergence in prehistoric humans. which is responsible for speech, developed in humanoids more than 60,000 years ago, and the oldest known bone flute is 40,000 years old. Poetry, philosophy, and drama survive from ancient Western cultures, and both music iconography and music notation have also been discovered. The relationship between music and words is found in vocal music - songs, choral music, opera, musical theater, and so on. Beyond defying a traditional approach of absolute music in where music represents nothing other than itself words do not only add to the atmosphere of program music, but can be used as linguistic instruments in cooperation with the voice itself. Today, vocal music reigns supreme with its instrumental counterpart not seeing the same success. So it can be seen that most view words as the ultimate form of expression therefore it is also a vehicle to more clearly and efficiently declare whichever message an artist chooses to convey. Music is a way that many people express their thoughts and feelings about...
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...Bill Bailey The Opera is a much smaller organization than is the Symphony, both in personnel and budget. Indeed, many of the Opera employees expressed concern that they would simply be absorbed by the larger Symphony without regard to their uniqueness and reputation within the community. Bill Bailey, as chairman of the board of the Utah Opera, is in a unique position to influence the merger. He can seize the opportunity presented by virtue of his positional authority (power) to offer support for the merger by recognizing the perceived inequity by the Opera staff and artists – a perception that will become reality should he decide not to intervene. Baily’s first duty as board chairman is to the shareholders of the corporation, but he is vested with a very large and visible role in organizational governance as well. In that role, he balances the needs of shareholders, employees, and other stakeholders (to include ticket-buying customers). In his Equity Theory, Adams postulated that determining both negative and positive equity and inequity in an organization is a process of measuring anticipated outcomes from known inputs. Moreover, equity theory seeks to explain the correlation between an individual’s behavior and their perceived level of justice, or lack thereof. The financial balance sheet and estimations of future earnings potential serve to provide a cost basis for the merger. However, the larger question for Baily to consider is the perception by Opera staff that their...
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...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....
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...I have been asked to develop an action plan for Anne Ewers as she moves forward with the ongoing merger of the Utah Opera and the Utah Symphony. A balanced scorecard has been provided for both organizations, and this document will include analysis of the strengths and weaknesses of each organization and recommendations that Ms. Ewers can take to address the weaknesses. Additionally, I will analyze the four aspects (including strengths and weaknesses) of the scorecards for each company and finally identify one highly probable issue that could arise during the merger process in the areas of finance, human resources, and customer satisfaction. Recommendations will be made for how the merged company executives can mitigate each of these issues. A1 - Utah Symphony – Strengths & Weaknesses Financial Strengths Financial Strengths | 1. No long term facility liability. Facilities | 2. Top Tier of Group II Symphony Orchestras – USO endowment was $10 million in 2002 | 3. Rising Revenue/Contributions (Projected) | The Utah Symphony has several financial strengths to their credit pre-merger. 1. According to the case study, the Symphony does not own the facility in which they perform. Instead, the facility is owned by Salt Lake County. This can be viewed as a strength because it lessens the Symphony’s long term liability in terms of mortgage/tax costs and other expenses related to the long term ownership of such a facility. 2. Pre-merger, the USO...
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