...Boston Symphony Orchestra Problem Formulation The Boston Symphony Orchestra was founded in 1981 by Major Henry Lee Higginson. Higginson was the only manager of the Orchestra, so with his wealth he used one million of his own money to develop and expand. Shortly after World War I, he retired and developed the board of trustees. These trustees were Boston’s most powerful financial, corporate, legal, political, religious, and social communities. The organizational structure of the Orchestra included: the board of trustees, the management staff, the orchestra players, and the music director. Each of the personnel in these groups had different decision making for the Orchestra. The Orchestra first started off with just a winter season for their concerts. Since they were becoming more famous and more people wanted to attend their concerts, they expanded to six different musical activities. These concerts include the Boston Pops, the Esplanade Concerts, the Berkshire Music Festival, the Berkshire Music Center, and the Boston Symphony Chamber Players. They traveled around the world performing concerts. During this 31-week period, the BSO played 22 weeks at Symphony hall, three weeks in Europe, and five weeks in New York, with a one-week Christmas vacation. The Orchestra also did broadcast live for radio stations and television stations and they also recorded albums there were known world-wide. The concert schedule for a particular season was quite complex, reflecting...
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...I had a great opportunity to experience a symphony orchestra concert with my music class on October 5th, 2017. On this certain day, we went downtown to listen to a symphony at the Hilbert Circle Theatre. The star of the show, was Joshua Bell with being the violin soloist in this performance. This was an experience for me to understand other types of music with different sound and meaning. My expectations of this experience where that it was a lot more crowded than I thought it was going to be that day. The audience was surrounding the musicians on the stage while they were performing. In this certain building, they had an outstanding set-up on where the audience was going to sit. The seating arrangements went smoothly, with knowing your number to sit at during the performance. The Indianapolis Symphony Orchestra has two floors of seating when you first arrive in the room. The higher you sat, the tickets were less expensive at any symphony you attend. They also had higher prices for higher seating above the stage. The audience was respectful while considering the music...
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...I attended a performance of the Detroit Symphony Orchestra performing music made by Danny Elfman for Tim Burton films. Each piece focused more on capturing the mood the music captured in that overall movie. Instead of focusing on one composition from each movie, a medley of multiple compositions from the film was made to give an overall feel of each. Compared to the Mozart’s “Little Night Music” performance I attended a week ago, the atmosphere was more relaxed. The patrons for this specific event had dressed more casually or in costume. Since the event was hosted on Halloween, some people wore their costumes to the event. Ted Sperling conducted the performance, and he has won the 2005 Tony Award along with the Drama Desk Award for his orchestrations of The Light in the Piazza. (Ted Sperling) Unlike the Mozart’s “Little Night Music” this performance had the Adrian College Choir singing in most pieces. The choir emphasised on the overall mood bringing each...
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...Boston Symphony Orchestra Problem Formulation The Boston Symphony Orchestra was founded in 1981 by Major Henry Lee Higginson. Higginson was the only manager of the Orchestra, so with his wealth he used one million of his own money to develop and expand. Shortly after World War I, he retired and developed the board of trustees. These trustees were Boston’s most powerful financial, corporate, legal, political, religious, and social communities. The organizational structure of the Orchestra included: the board of trustees, the management staff, the orchestra players, and the music director. Each of the personnel in these groups had different decision making for the Orchestra. The Orchestra first started off with just a winter season for their concerts. Since they were becoming more famous and more people wanted to attend their concerts, they expanded to six different musical activities. These concerts include the Boston Pops, the Esplanade Concerts, the Berkshire Music Festival, the Berkshire Music Center, and the Boston Symphony Chamber Players. They traveled around the world performing concerts. During this 31-week period, the BSO played 22 weeks at Symphony hall, three weeks in Europe, and five weeks in New York, with a one-week Christmas vacation. The Orchestra also did broadcast live for radio stations and television stations and they also recorded albums there were known world-wide. The concert schedule for a particular season was quite complex...
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...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 than the Symphony. Mr. Bailey feels that the Opera will be offering a greater input than the Symphony while the Symphony will reap greater benefits in the way of financial assistance from the Opera. These statistics illustrate...
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...Unicef saved Audrey Hepburn's life as a child in Holland at the end of the war just as it was going to save the Sudanese boy's life, and that is one reason why she is so proud to be a Unicef ambassador. It is the repaying of a very personal debt. But there is a deeper connection with the war years, one which brings her to London this week, not only to raise money for Unicef through public performance, but to pay tribute to the unquenchable spirit of the child in trouble through the life of one individual, Anne Frank. On Thursday, at the Barbican, Audrey Hepburn and Michael Tilson Thomas conducting the London Symphony Orchestra will be presenting their version of the life of Anne Frank through the words of her diary and Tilson Thomas's specially composed music. It is a project which has returned both Tilson Thomas and Audrey Hepburn to their own youth through their identification with the undisguised turbulence of Anne Frank's own adolescence, one in which every emotion was intensified by incarceration and fear of capture. This is powerful material enough, but for Hepburn the connection with Anne Frank is even more personal. When I met her to talk about it she was perched in a plush Claridges suite. I was expecting sophistication, elegance and a polished film-star performance. I had been told that she was every good thing from hard-working, generous and thoughtful to charming and downright divine. This undersold her, making her sound bland. The woman I met surprised me by...
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...JFT2 Task 1 A1 The two motivational theories the board members Bill Bailey and Scott Parker should employ to motivate and support or oppose the merger between the Utah Symphony and the Utah Opera are McClelland’s Need Theory and Adam’s Equity Theory. Bill Bailey the highest ranking officer as chairman of the Utah Opera board is tasked with conducting business in an orderly fashion. As chairman, it is Bill’s job to lead the other board members from varying points of view or decisions to making decisions that are in the best interests of the organization he presides over. Finally, it is Bill’s job to set the overall direction and strategy of the organization. For Bill, McClelland’s Need Theory is most appropriate considering his position on the proposed merger. This theory comprises of three needs; the need for achievement, the need for affiliation and the need for power. The need for achievement is to accomplish something difficult (Kreitner & Kinicki, 2010). Bill has two primary concerns regarding the merger. One is the financial strength of the opera versus the symphony. The opera had established a reserve fund and as a result was more financially stable and had a more flexible business model. Second, is that the opera could potentially become a tier one arts organization as a result of the merger but in doing so could also potentially lose its identity. Bill could look at these two challenges as something worth accomplishing. Historically, there haven’t been a lot...
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...Dr. Mensah-Dartey Business Enterprise June 6, 2010 Business Description Bed and Breakfast is an exciting new down home kind of business springing up all across the country. In 1975, there were only 400 bed and breakfast inns in the United States. That number is over 15,000 today. The professional association of Innkeepers International foresees a doubling of bed and breakfast inns in the next century (Stankus, 1997). To ensure many return customers, we are looking to create a home away from home which may be more beautiful than where they are coming from. The blissfulness of down town Albany has always drawn a significant number of tourists to the area. Tourists will want to explore the riches of Albany like; the Albany Symphony Orchestra, Chehaw Wild Animal Park, Putt-Putt Golf & Games, Albany Museum of Art, and Ambiance Day Spa and Salon to name a few. In addition to providing information about such locations, we plan to collaborate with tour agencies and businesses throughout the area by offering packages and special rates with in-kind incentives for the cooperating merchants, including tours originating from Glamorz. Guest will be welcomed at the front door by the Innkeepers, pampered with comfortable accommodations, enjoy luxurious amenities and local attractions during their vacation. Each suite will be equipped with a gas fireplace, private bathroom, European towel warmer, hair dryer, magnifying mirror, a Jacuzzi whirlpool for two, hypo- allergenic featherbed...
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...HISTORY Vancouver Symphony Orchestra (VSO) was founded by the Vancouver Symphony Society in 1919, largely through the efforts of arts patron Elisabeth Rogers. A previous unrelated orchestra had operated under the name the "Vancouver Symphony Orchestra", which was formed in 1897 by Adolf Gregory and lasted for only one season. The current VSO was formed in 1919 by conductor Henry Green and was led by F.L. Beecher (president) and Mrs. B.T. Rogers (vice-president). The orchestra performed for two seasons before financial strains and the disappearance of Green forced the orchestra to suspend activities in 1921. Performances were resumed in 1930. In addition to their regular concert schedule, the VSO also served as the Vancouver Opera company's orchestra during the 1960s and 1970s, until creation of the separate Vancouver Opera Orchestra in 1977. During the late 1960s and 1970s the orchestra often appeared in joint concerts with the Vancouver Woodwind Quintet. Throughout its long history, the VSO has had its successes and struggles. In 1979-80 the VSO had the largest subscription list of any symphony in North America. (Henigham, 2000) However, even with (or perhaps because of) a CBC recording contract, a quarterly magazine and an ambitious touring schedule, the VSO began to founder. In 1988 the VSO was forced to shut down for five months to regroup and deal with a $2.3 million deficit. With local financial intervention, and a $500,000 federal grant, the VSO began to rebuild, focusing...
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...Task 1 Utah Symphony and Utah Opera Merger Meera Abraham Western Governors University Organizational Management May 12, 2014 Following the tragic event of Sept 11, 2001 the American economy has struggled to return to its former glory. The weakened economy has negatively impacted giving as a whole and brought about a steady decline of public interest such as government subsidies, and private such as individual and corporate pledges, ticket sale; to support Arts organization in America. Approximately 6% of the funding for the performing arts is from federal, state, and municipal governments; 46% of the income is generated from tickets sales and individual contribution, remaining 36% from business and foundation giving; and 12% is from investment income. Scott Parker, chairman of the board of Utah Symphony, clearly stated that the Orchestra is extremely close to being in financial deficit. Their contractual obligation to pay salaries to their 83 employees in a weakened economic climate has impacted them adversely. Utah Opera will be in a similar situation as most of their financial support is from local and national foundations, corporations and individuals. In order to rescue the arts organizations, Anne Ewers was asked to contemplate the position of CEO of the combined Opera and Symphony organization of Utah. Given that these two have very divergent cultures, there will be great deal of challenges to unite these organizations. One of the main challenges...
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...Back in 2002, arts communities across the United States were experiencing financial hardships due to the weakening economy and declines in public and private support resources. Two art organizations in Salt Lake City, Utah; the Utah Opera and Utah Symphony, are just two examples that experienced these hardships. In order to alleviate the effects of those hardships, the two company boards and Anne Ewers (general director of the Utah Opera) are convening in meetings to discuss merger of the 2 organizations. Anne Ewers was approached whether she would be interested in becoming the CEO of the merged organization. Anne Ewers has a good reputation for being energetic, enthusiastic, and fully capable of assuming this position. Her reputation also entails retiring a $450,000 debt at a previous company and growing the Utah Opera’s annual budget from $1.5 million to $5 million. A merger of the two companies will bring about different reactions and emotions from both sides and the community. We will analyze motivations of various constituents to better understand their positions for or against the merger and assist Anne Ewers in identifying issues she may experience. A1. Bill Bailey Bill Bailey is the chairman of the board of trustees at the Utah Opera. Mr. Bailey and the board will have direct a direct say in the merger by voting yes or no. When Mr. Bailey was made aware of the proposal for merger, he had concerns and showed opposition towards the merger. To motivate the rest of the...
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...associated with one of the world’s great symphony orchestras. Under the guidance of distinguished professionals and in the presence of the Boston Symphony Orchestra (BSO), young people devote themselves to an artistic experience without parallel. The high artistic standards, rich culture of learning, and diverse programs make BUTI a unique opportunity for young artists, a starting point on the path to a future in classical music. While they differ in content and length, all BUTI programs share a common element: excellence. From the moment students step onto the grounds, they are immersed in fine music making. Tanglewood is a magical blend of the formal and informal, of joy and hard work. No one who spends a summer at Tanglewood leaves untouched by the experience. Lkdjfsagggggsfjkfgddskl;gdsfl;dfgorofkfvoidkdlfcodklvoskjcflkfkfkgkiedjfjkgsksljkadlfjlajadflajlfaldjdafljasfljflajflajdljfaldjflajfdlajfldjflajflajfladjflkajflkadjflajflkajflsakdfjlkjdflajflklajkdflakfjlkadfjlkasfjldfjajfjafjalkjfldkafjlafdkjlajadjfajfjafjafjfjafjaldfjldskfjasfdkjadfjfjlkkkdoeoidkfkfjgldloekgkjfkgkdklfldldldl The Boston University Tanglewood Institute (BUTI) is recognized internationally as the premiere summer training program for aspiring high school-age musicians and is the only program of its kind associated with one of the world’s great symphony orchestras. Under the guidance of distinguished professionals and in the presence of the Boston Symphony Orchestra (BSO), young people devote themselves...
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...with the Utah Symphony was over the financial strength of the opera compared with the financial liabilities of the symphony. Another concern of Bill’s is that the opera would lose its identity through the merger. Initial concerns aside, Bill determined that a merger between the two organizations would benefit them both over time. Bill now has the task of gaining support for the merger from the symphony board of directors. A theory of motivation that would help Bill is McClelland’s Need Theory. This theory posits that humans have a need for achievement, a need for affiliation, and a need for power (Kinicki & Kreitner, 2010). The need for achievement drives people to accomplish challenging tasks. The need for affiliation generates the desire to connect and associate with others. The need for power instills the desire to influence, prepare, educate, or motivate others. These motivational needs apply perfectly to Bill’s goal of gaining support for the merger from the opera’s board members. The need for achievement would compel the board to strive for making the merger work because of the challenge it presents. The need for affiliation would generate the desire to connect with the members of the board of the symphony to accomplish the task of a successful merger. The need for power would increase the board member’s desire to coach and teach the leaders and members of the symphony during the merger process. Scott Parker, chairman of the board of the Utah Symphony must convince...
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...Section A1. UTAH SYMPHONY FINANCIAL STRENGTHS 1. Performance Revenues: The USO is projecting an increase in performance revenues in the amount of $679,795. 00. By bringing in more money from ticket sales, the USO will help mitigate some of the damage done by the weakened economy. To reach this increase the USO increased their concert schedule and will likely need to modestly raise ticket prices. 2. Contributions: Fundraising was very strong for the USO. An increase of $619,772 in contributions is projected for the upcoming year. Giving the symphony much needed funds with the loss of some government grants. 3. Box Office Fees and Rentals: Projected to be a huge boon in 2002, the symphony will likely go from $3,829 to an astounding $243,000 dollars. By expanding the fees on ticket sales for the symphony, the organization will be able to tap into a resource that is almost brand new for the group. UTAH SYMPHONY FINANCIAL WEAKNESSES 1. Government Grants: The symphony depends on government grants for the arts like many other institutions around the United States. But after the terrorist attacks on New York City and Washington D.C. on September 11, 2001, the bubble bursting in the internet boom and other factors, the government was forced to make cutbacks on funding for the arts. The symphony is projecting a loss of $220,687. That is a big hit to the budget that needed to be made up for the group to function and pay their expenses. 2. Orchestra Salaries: Related Benefits...
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...theory is the best to use since Mr. Baily will have more than one alternative to choose from. V.H. Vrooms “Expectancy Theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.” (Kreitner & Kinicki, 2010)Motivation is based on the principle that it functions on a person’s perceptions, beliefs and thoughts and relies on extensive motivators that explain causes for such behaviors. Expectancy Theory has three components; Expectancy, Instrumentality, and Valance. To effectively put this theory in to action Mr. Baily would need to make it known that the merger would benefit both organizations and provide more revenue for the symphony and a way to market the opera (Expectancy). The ending reward for this merger would reduce revenue issues for the symphony because it would be...
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