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
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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
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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
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Utah Symphony Analysis Financial Strengths: The Utah Symphony received approximately 5% of its incoming from their endowment fund annually. The organization raised $3,829 in revenue from rental fees, sets, props, costumes, box office, etc. However, the symphony believes that the fundraising contributions are sufficient enough currently to allow ticket prices to remain the same as the prior year is successful. The up side is that there was a $116,308 in surplus at the end of the year. Utah Symphony
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RJFT Task 1 Bill Bailey, Chairman of the Board of the Utah Opera Organization, could perhaps use the Adam’s Equity Theory of Motivation to oppose the merger based on fairness to the opera. The symphony has no flexibility in when it chooses to appropriate funds for concerts whereas the opera can make key decisions on spending based on funds raised beforehand. Now I wouldn’t take to extreme measures to believe that trustees from the opera would retaliate against trustees of the symphony, but
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| Utah Symphony and Opera Merger | Organizational Management | Assignment 1 | | . | Abstract The purpose of this merger is to combine the skills and resources of Utah Symphony and Opera Merger for better productivity and success. In this merger, focus will be given to the fundamental changes that will be conclusive for the smooth running of business operations for both the companies. With this analysis, Ann Ewers, the General Director of Utah Opera has to decide whether the
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develops a balanced scorecard system to improve strategic success. Introduction: In this task, you will analyze the “Utah Symphony and Utah Opera: A Merger Proposal” case study. You will develop a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new strategy to measure the success of the ongoing merger process. The strategic goals for the first year of the merger include the following: • Integrate the business processes of the two companies •
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Introduction: In this task, you will analyze the “Utah Symphony and Utah Opera: A Merger Proposal” case study. You will develop a proposed action plan for the new leader, Anne Ewers, to help her in the development of a new strategy to measure the success of the ongoing merger process. The strategic goals for the first year of the merger include the following: • Integrate the business processes of the two companies • Reduce overall expenses as a percentage to profit • Retain key employees
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September 11, 2001, support for the arts has been on the decline. A proposal has been presented that would merge the Utah Opera and the Utah Symphony. The belief is that this merger will help to cut costs and improve the perception of the two organizations, thus bringing interest back to the arts. Below is a list of the key players: Anne Ewers – General Director of Utah Opera since 1991. Known to be a very capable person and was presented with the opportunity to become the CEO of the newly
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RJFT: Task 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: As Chairman of the Board of Utah’s Opera; Bill Bailey may feel positive about the possible merger between the Opera and the Utah Symphony but may consider employing the motivating principles of Victor Vroom’s “Expectancy Theory,” to ensure the success of this endeavor. Although the Opera may have historically been the more financially
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